City Council - Board of Finance

Board of Finance Monday, December 15, 2025, 4:30 PM, Bushor Conference Room, 149 Church Street, 1st Floor Join from PC, Mac, iPad, or Android: https://zoom.us/j/93242298515 Phone one-tap: +13052241968, 93242298515# US Join via audio: +1 305 224 1968 US Webinar ID: 932 4229 8515 International numbers available: https://zoom.us/u/acK80O5U0U **CCTV link: https://www.youtube.com/playlist?list=PLljLFn4BZd2PwCge7lNoKug676jIf_iUA ** 1. Agenda Subject 1.1. Motion to adopt agenda Meeting December 15, 2025 - Board of Finance Meeting - Monday, December 15, 2025, 4:30 PM, Bushor Conference Room, 149 Church Street, 1st Floor Category 1. Agenda Department Council and Board Type Action Procedural Recommended Action Motion to amend/adopt agenda as follows: postpone deliberative agenda item 4.5. Response to Letter from Christine Hughes, Director of Richard Kemp Center and Funding Recommendation - Mayor/REIB 2. Public Forum Subject 2.1. Verbal Comments Meeting December 15, 2025 - Board of Finance Meeting - Monday, December 15, 2025, 4:30 PM, Bushor Conference Room, 149 Church Street, 1st Floor Category 2. Public Forum Page 1 of 135  Department Council and Board Type Action Procedural Recommended Action open Public Forum close Public Forum 3. Consent Agenda Subject 3.1. Motion to adopt the consent agenda and take the actions indicated Meeting December 15, 2025 - Board of Finance Meeting - Monday, December 15, 2025, 4:30 PM, Bushor Conference Room, 149 Church Street, 1st Floor Category 3. Consent Agenda Department Council and Board Type Action (Consent) Procedural Recommended Action Motion to adopt the consent agenda and take the actions indicated Subject 3.2. December 1, 2025 Board of Finance Meeting Minutes - DFA Meeting December 15, 2025 - Board of Finance Meeting - Monday, December 15, 2025, 4:30 PM, Bushor Conference Room, 149 Church Street, 1st Floor Category 3. Consent Agenda Department Department of Finance and Administration Type Action (Consent) Information Minutes Recommended Action approve the minutes Subject 3.3. Pomeroy Park Playground Replacement Contract with Kompan, Inc. - BPRW Meeting December 15, 2025 - Board of Finance Meeting - Monday, December 15, 2025, 4:30 PM, Bushor Conference Room, 149 Church Street, 1st Floor Category 3. Consent Agenda Department Parks, Recreation, & Waterfront Type Action (Consent) Recommended Action to approve and authorize the execution of contracts with Kompan Inc., Playground Medic, and PlayPave Surfacing for a total pricenot to exceed $289,392.40 for the Pomeroy Playground Replacement Project, plus a project contingency of $40,132.60, for a total authorized expenditure not to exceed $329,525.00 and to authorize Phil Lewis, BPRW Director or designee, to execute the contracts and any related documents needed to carry out the project, subject to review by the City Attorney’s Office Page 2 of 135  Subject 3.4. Intervale Rd Path Budget Amendment - DPW Meeting December 15, 2025 - Board of Finance Meeting - Monday, December 15, 2025, 4:30 PM, Bushor Conference Room, 149 Church Street, 1st Floor Category 3. Consent Agenda Department Public Works Department Type Action (Consent) Recommended Action to approve necessary budget amendments to the Intervale Road Path Project Budget by adjusting the accounts as described herein and further authorize the Chief Administrative Officer or designee to effect all necessary transfer of funds in furtherance of such amendments Subject 3.5. City Council Initiative Fund Support of Free 2025 Highlight Buttons - BCA Meeting December 15, 2025 - Board of Finance Meeting - Monday, December 15, 2025, 4:30 PM, Bushor Conference Room, 149 Church Street, 1st Floor Category 3. Consent Agenda Department City Arts Type Action (Consent) Recommended Action to recommend that City Council approve the use of $5,000 from the City Council Initiative Fund to subsidize Highlight tickets Subject 3.6. Request for City Council Initiative Funds for Memorial Auditorium Beautification - BCA Meeting December 15, 2025 - Board of Finance Meeting - Monday, December 15, 2025, 4:30 PM, Bushor Conference Room, 149 Church Street, 1st Floor Category 3. Consent Agenda Department City Arts Type Action (Consent) Recommended Action to recommend that City Council approve the use of $8,795 from the City Council Initiative Fund for Memorial Auditorium Beautification 4. Deliberative Agenda Subject 4.1. CEDO, Community Justice Center - Reclassification of one position from Limited Service to Regular - CEDO/CJC Meeting December 15, 2025 - Board of Finance Meeting - Monday, December 15, 2025, 4:30 PM, Bushor Conference Room, 149 Church Street, 1st Floor Category 4. Deliberative Agenda Department Community & Economic Development Office (CEDO) Page 3 of 135 Type Action Recommended Action move to approve and recommend that the City Council approve the reclassification of the following position: � A Data, Communications and Operations Specialist, from a Limited Service, Full-Time, Non-Exempt, AFSCME, Grade 14 position to a Regular Service, Full-Time, Non-Exempt, AFSCME, Grade 14 position Subject 4.2. Position Updates - Electric Meeting December 15, 2025 - Board of Finance Meeting - Monday, December 15, 2025, 4:30 PM, Bushor Conference Room, 149 Church Street, 1st Floor Category 4. Deliberative Agenda Department Burlington Electric Department Type Action Recommended Action to approve and recommend approval to the City Council the following: 1. Convert the existing Financial Analyst/Senior Financial Analyst, a Regular, Full-time, Exempt, Union, tiered, Grade A3/Grade A5 ($66,629.26-$109,227.66)/($74,653.28- $122,382.42) position, to a Financial Analyst/Senior Financial Analyst, a Regular, Full- time, Exempt, Non-Union, tiered, Grade NU3/NU5 ($66,629.26- $109,227.66)/($74,653.28-$122,382.42) position, reporting to the CFO and Manager of Strategy and Innovation. 2. Eliminate the existing Energy Services Engineer, a Regular, Full-time, Exempt, Non- Union, Grade NS4($65,272.06-$107,006.64) position. 3. Create the PUC Counsel and Compliance Officer, a Regular, Full-time, Exempt, Non- Union, Grade N16, ($120,302.00-$166,178.69) position reporting to the General Manager. Subject 4.3. Relevate Power contract - Electric Meeting December 15, 2025 - Board of Finance Meeting - Monday, December 15, 2025, 4:30 PM, Bushor Conference Room, 149 Church Street, 1st Floor Category 4. Deliberative Agenda Department Burlington Electric Department Type Action Recommended Action to approve and recommend the City Council authorize the General Manager of the Burlington Electric Department to extend its five-year power purchase agreement with Relevate Power for an additional five-year term (for a total of ten years including the Electric Commission’s prior approval) for renewable energy (not to exceed 50,000 MWH/year), RECs, and capacity from New England hydroelectric resources Subject 4.4. Burlington Police Department - Police Unified Pay Scale Adjustments Meeting December 15, 2025 - Board of Finance Meeting - Monday, December 15, 2025, 4:30 PM, Bushor Conference Room, 149 Church Street, 1st Floor Category 4. Deliberative Agenda Department Police Department Type Action Page 4 of 135  Recommended Action move to approve and recommend that the City Council adopt and authorize the proposed adjustments to the Police Unified Pay Scale, as outlined above, and to further authorize the extension of the benefits as outlined herein to all Class-A, sworn, non- union, supervisory personnel within the Burlington Police Department, as part of the comprehensive benefits package for such positions, subject to the final review and approval of the Chief Administrative Officer Subject 4.5. Response to Letter from Christine Hughes, Director of Richard Kemp Center and Funding Recommendation - Mayor/REIB **AGENDA ITEM POSTPONED** Meeting December 15, 2025 - Board of Finance Meeting - Monday, December 15, 2025, 4:30 PM, Bushor Conference Room, 149 Church Street, 1st Floor Category 4. Deliberative Agenda Department Racial Equity, Inclusion, & Belonging (REIB) Type Action Recommended Action to approve, and recommend for approval by the City Council, the allocation of a total of $50,000 to the Richard Kemp Center, using funds from the REIB budget in the amount of $25,000 in FY27 and $25,000 in FY28 Subject 4.6. Recycling Program Update and Extension of Employee Recruitment and Retention Memorandum of Agreement between AFSCME Local 1343 and City of Burlington - DPW Meeting December 15, 2025 - Board of Finance Meeting - Monday, December 15, 2025, 4:30 PM, Bushor Conference Room, 149 Church Street, 1st Floor Category 4. Deliberative Agenda Department Public Works Department Type Action Recommended Action approve and recommend that the City Council authorize the DPW Director to extend the DPW Employee Retention and Recruitment Memorandum of Agreement between AFSCME Local 1343 and City of Burlington, Department of Public Works through December 31, 2026, subject to review and approval of the City Attorney 5. FY27 Initial General Fund Budget Review Subject 5.1. FY27 Initial General Fund Budget Review Meeting December 15, 2025 - Board of Finance Meeting - Monday, December 15, 2025, 4:30 PM, Bushor Conference Room, 149 Church Street, 1st Floor Category 5. FY27 Initial General Fund Budget Review Department Department of Finance and Administration Type Discussion Information Presentation 6. Adjournment Subject 6.1. Motion to adjourn Page 5 of 135 Meeting December 15, 2025 - Board of Finance Meeting - Monday, December 15, 2025, 4:30 PM, Bushor Conference Room, 149 Church Street, 1st Floor Category 6. Adjournment Department Council and Board Type Action Procedural Recommended Action Motion to adjourn Page 6 of 135 Page 7 of 135 Page 8 of 135 Page 9 of 135 Page 10 of 135 MEMO Date: December 15, 2025 To: Board of Finance From: Max Madalinski, Associate Parks Project Coordinator CC: Sophie Sauvé, Parks Planning Division Director; Phil Lewis, BPRW Director Re: Pomeroy Park Playground Replacement Contract with Kompan, Inc. I. Purpose This memo seeks approval to execute contract agreements with Kompan, Playground Medic, and PlayPave Surfacing, Inc. totaling $289,392.40 plus a $40,132.60 contingency to design and replace the playground at Pomeroy Park. II. Background A small neighborhood park, Pomeroy Park abuts several residential lots in Burlington’s Old North End (ONE). Many of the playground amenities were installed in the 1990s and are due for replacement. The Tot Lot was completely removed in 2021 due to deteriorated components that could no longer be replaced. Following its removal, BPRW received multiple Penny for Parks Request to replace the equipment. Despite allocating $25,000 for replacement of the tot lot, BPRW was unsuccessful when bidding out the project for replacement, with vendors responding that the budget was inadequate to cover inflated costs and the project scope being too small and receiving zero bids. Due to the lack of vendor response and recognizing that the rest of the playground equipment was also due for replacement, staff began planning for renovation of the entire playground. BPRW staff spent several months during the Fall of 2024 and Winter of 2025 soliciting input from the community and drawing up plans for the renovation. In addition to replacement of the play features, staff identified a need to improve accessibility by eliminating a 6” drop from a connecting walkway into the playground and installing pour-in-place rubberized surfacing to replace the playground woodchips. Additionally, community members expressed strong feedback to open up sightlines into the playground to improve feelings of safety and security. In line with BPRW’s recently passed policy which supports universally designed playgrounds, BPRW has also sought valuable input from the Burlington Advisory Committee on Accessibility (BACA) and helped form a subcommittee on playgrounds. III. Contractor Selection Process On May 30, 2025, BPRW issued a Request for Proposals (RFP) for design and construction of the Pomeroy Park Playground. The RFP was publicly advertised in the Vermont Business Registry, Construction Journals, the City webpage, and other electronic outlets. Two companies attended the optional onsite pre-bid meeting. City of Burlington | 645 Pine Street | Burlington, Vermont 05401 | (802) 864-0123 Page 11 of 135  BPRW received four proposals on or before the closing date of June 24, 2025. BPRW’s team reviewed the proposals and scored them based on their budget and value, experience, qualifications, and completeness. The bid table showing each bidder’s proposed bid price and their initial ranked score is provided below: Preliminary RFP Submissions Proposal 1 Proposal 2 Proposal 3 Proposal 4 Miller/Kompan Shaffer/Burke UltiPlay Miracle/Pettinelli Proposal Cost $263,488.92 $418,899.00 $339,810.00 $398,746.00 Score (max. 100 pts) 86 74 86 75 After an initial review, staff invited the two bidders with the most competitive and responsible proposals for a second round of interviews. Staff requested that vendors submit an updated proposal that prioritized universal design principles and were within the City’s advertised available budget. The team of Jay Miller Landscape Architecture and Kompan was selected from the two interviewees as their revised proposal was deemed most responsive to the interview prompt and continued to meet the City’s budget. In an innovative approach to reduce overhead costs, Miller/Kompan proposed passing on contracting directly with their installation (Playground Medic) and surfacing (PlayPave Surfacing) subcontractors to BPRW. Staff support this approach, having successfully used a similar approach at the Oakledge Park playground. Following the interview, staff brought the proposed design to the Burlington Advisory Committee on Accessibility (BACA) playground subcommittee for review. The subcommittee made several recommendations regarding the proposed design and equipment selection, which staff compiled and conveyed back to Kompan. Following a round of revisions to include BACA and BPRW feedback, the final proposal came to $289,392.40. IV. Project Funding Sources, Budget, and Estimates Funding for this project is coming from a donation from the Burlington Parks Foundation, Penny for Parks, and City Capital funds as shown in the budget table below: Pomeroy Park Playground Replacement Budget Budget Sources Donation (Parks Foundation) - PFP System Wide – Playground Replacement $100,000.00 Penny for Parks – Pomeroy Playground $124,000.00 Capital Bond – System Wide – Accessible Surfacing (Bond Series 2024A & 2025A) $105,525.00 Total Project Revenues $329,525.00 Page 2 of 3 Page 12 of 135  Estimated Expenditures Equipment Purchase and Freight - Kompan $131,526.00 Installation and Site Work - Playground Medic $61,935.00 PIP Surfacing Supply and Installation – PlayPave Surfacing $95,931.40 SubTotal $289,392.40 Contingency on above items $40,132.60 Total Project Cost $329,525.00 The budget above includes $289,392.40 for the contractual services and an additional contingency of $40,132.60 to account for any additional services or unanticipated construction expenses that may be needed. V. Schedule • RFP Issued: May 30, 2025 • Proposals Due: June 24, 2025 • Board of Finance Approval Request: December 15, 2025 • Contract Signing: Week of December 15, 2025 • Construction Begins: Spring of 2026 • Construction Complete: Spring/Summer of 2026 VI. Department Recommendation Board of Finance Motion: 1. To approve and authorize the execution of contracts with Kompan Inc., Playground Medic, and PlayPave Surfacing for a total pricenot to exceed $289,392.40 for the Pomeroy Playground Replacement Project, plus a project contingency of $40,132.60, for a total authorized expenditure not to exceed $329,525.00 and to authorize Phil Lewis, BPRW Director or designee, to execute the contracts and any related documents needed to carry out the project, subject to review by the City Attorney’s Office. Page 3 of 3 Page 13 of 135  EXPOSED TREE ROOTS MUST REMAIN OUTSIDE OF USE ZONE. BRANCHES MUST BE AT LEAST 84-INCHES FROM THE HIGHEST DESIGNATED PLAY SURFACE. ADA ACCESSIBLE PATH TO SITE IS REQUIRED, PER 2010 ADA STANDARDS (SECTION 206) B1 D1 G1 TOTAL SURFACING AREA: 5474 SF C1 PERIMETER: 312 LF PIP AREA: 4479 SF I1 PIP AREA: 995 SF A1 H1 F1 E1 88'-3" [2690cm] 0 16 32 # A Product Number PCM003121-xx01 Product Name Play Panel 2 - Music, Classic M.F.H. Count 0'0" 1 Pomeroy Park 1/16"=1'-0" ON 11" x 17" SHEET B TPP280027-0401 Kaleidoscope Play Panel, Square Posts 0'0" 1 MANUFACTURER'S SHOP DRAWING: C PCM157-xx06 Universal Carousel 1'3" 1 FOR USE BY CONTRACTOR, ENGINEER, OR DESIGN PROFESSIONAL OF RECORD. SEE SIGNED SALES PROPOSAL FOR COMPLETE SCOPE TO BE PROVIDED BY KOMPAN OR REPRESENTING AGENCY. CONFIRM FINAL PLAN AND SCOPE WITH SALES REPRESENTATIVE SHEET D CRP810201-0902 Mini Dome with Slide 4'2" 1 KOMPAN SALES REP OR PROJECT MANAGER PRIOR TO USE FOR REVIEW, PERMITTING, OR CONSTRUCTION. Matt Collard E F PCM162-0601 KSW926-CUSTOM_20410935 Inclusive Multi Seesaw 3-Bay Swing 3'3" 7' 11" 1 1 31 Booth St TO BE READ CONTINGENTLY WITH KOMPAN'S STANDARDS FOR SITE PREPARATION, MATERIALS AND INSTALLATION PROCESSES; PROVIDED AFTER EQUIPMENT PURCHASE. A COMPLIANT PLAYGROUND TO KOMPAN'S STANDARDS MUST SATISFY ALL REQUIREMENTS IN THE CODE OF CONDUCT. REVIEW BY DRAWN BY DESIGN JohnSt DATE 06/11/2025 K1.0 G GXY8014XX-xx17 Spica 1 3'3" 1 Burlington, VT SLAB BY OTHERS UNLESS OTHERWISE NOTED. FOR SURFACE MOUNT OPTIONS, THE CONCRETE REQUIREMENTS MAY BE UP TO 5½" OF 3,500 PSI MINIMUM COMPRESSIVE STRENGTH. CONTACT KOMPAN FOR SPECIFIC PRODUCT REQUIREMENTS. ALL COMPOSITE STRUCTURES SHOWN REQUIRE A SITE GRADE OF 2% MAXIMUM, 1% OPTIMAL. SPECIFICATIONS FOR EACH KOMPAN STRUCTURE MAY BE FOUND AT KOMPAN.COM/KOMPANMASTER REV. NO. 4 REV. BY JohnSt REV. DATE 10/14/2025 REVISION NOTES New Site Layout H GXY960012-xx17 Supernova 2'4" 1 Site Plan - 2-5 & 5-12 DIMENSIONS OF PLAY AREA, SIZE AND ORIENTATION, LOCATIONS OF ALL EXISTING UTILITIES, EQUIPMENT AND SITE FURNISHINGS TO BE FIELD VERIFIED PRIOR TO CONSTRUCTION. LAYOUT IS IN ACCORDANCE WITH ASTM F1487 I PCM725358-2D ADA Cliff Rider 7' 9" 1 PREPARED AND PRINTED IN USA BY KOMPAN © 2025 KOMPAN, INC. AUSTIN, TX. USA 800-426-9788 Page 14 of 135  Page 1 of 3 Sales Proposal Quote No. SP160891-1 City of Burlington VT Customer No. 540780 Max Madalinski Document Date 11/25/2025 645 Pine St Expiration Date 12/31/2025 Burlington, VT 05401 Sales Representative Matt Collard Email MatCol@Kompan.com Customer Ref. Equipment Only Project Name US334520 Pomeroy Park - Burlington, VT No. Description Qty Unit Unit Price Net Price PCM003121-0901 PLAY PANEL 2 - MUSIC 1 Pieces 7,530.00 7,530.00 CLASSIC, IN-GROUND 90CM Total CO₂ Emission 508.5 LB (508.5 LB/Pieces) TPP280027-0401 Kaleidoscope 1 Pieces 1,490.00 1,490.00 800x595 mm. PCM157-0206 UNIVERSAL CAROUSEL-LIME GREEN 1 Pieces 18,400.00 18,400.00 ALUMINUM DECK PLATE, IN-GROUND 20CM Total CO₂ Emission 3,830.5 LB (3,830.5 LB/Pieces) CRP810201-0902 Corocord Mini Dome With Slide - Green 1 Pieces 74,200.00 74,200.00 In-Ground 90cm Total CO₂ Emission 8,222.5 LB (8,222.5 LB/Pieces) PCM162-0601 INCLUSIVE MULTI SEESAW 1 Pieces 9,040.00 9,040.00 RED - IN-GROUND 60CM Total CO₂ Emission 2,643.3 LB (2,643.3 LB/Pieces) KSW926-CUSTOM Custom - Swing Frame , 6 Seat, 8 ft H 1 Pieces 13,310.00 13,310.00 20410935 KOMPAN, INC. | 605 W Howard Lane Ste 101 | Austin, TX 78753 | USA | Phone No. 1-800-426-9788 E-Mail Contact@KOMPAN.com | www.KOMPAN.us SWIFT Code NDEAUS3N (Nordea Bank, NY | Bank Account No. USD 718 155 3001 | Routing No. 026010786) Page 15 of 135  Page 2 of 3 Sales Proposal Quote No. SP160891-1 City of Burlington VT Customer No. 540780 Max Madalinski Document Date 11/25/2025 645 Pine St Expiration Date 12/31/2025 Burlington, VT 05401 Sales Representative Matt Collard Email MatCol@Kompan.com Customer Ref. Equipment Only Project Name US334520 Pomeroy Park - Burlington, VT No. Description Qty Unit Unit Price Net Price GXY801421-3417 Spica 1 1 Pieces 2,430.00 2,430.00 In-ground 60cm Total CO₂ Emission 342.1 LB (342.1 LB/Pieces) GXY960012-3417 Supernova - Grey/Lime Green 1 Pieces 9,450.00 9,450.00 In-ground 60cm Total CO₂ Emission 1,466.8 LB (1,466.8 LB/Pieces) PCMS-CUSTOM PCM-CUSTOM 1 Pieces 40,000.00 40,000.00 725358 FREIGHT Freight 1 Pieces 11,338.25 11,338.25 Subtotal 187,188.25 Project Discount Amount -55,662.25 Total USD 131,526.00 Payment Terms 50% Prepayment , 50% Net 30 days Installation Site Address Pomeroy Park - Burlington, VT 31 Booth St Burlington, VT 05401 KOMPAN, INC. | 605 W Howard Lane Ste 101 | Austin, TX 78753 | USA | Phone No. 1-800-426-9788 E-Mail Contact@KOMPAN.com | www.KOMPAN.us SWIFT Code NDEAUS3N (Nordea Bank, NY | Bank Account No. USD 718 155 3001 | Routing No. 026010786) Page 16 of 135  Page 3 of 3 Sales Proposal Quote No. SP160891-1 City of Burlington VT Customer No. 540780 Max Madalinski Document Date 11/25/2025 645 Pine St Expiration Date 12/31/2025 Burlington, VT 05401 Sales Representative Matt Collard Email MatCol@Kompan.com Customer Ref. Equipment Only Project Name US334520 Pomeroy Park - Burlington, VT Note that the color and texture of products and surfacing made with recycled content are subjected by the differences from the used recycled raw materials. Therefore, minor differences in the appearance and texture can occur. Applicable sales tax will be added unless a valid tax exemption certificate is provided. This amount is only an estimate of your tax liability. Your acceptance of this proposal constitutes a valid order request and includes acceptance of terms and conditions contained within this Master Agreement, which is hereby acknowledged. Acceptance of this proposal from KOMPAN is acknowledged by issuance of an order confirmation by an authorized KOMPAN representative. Prices in this quotation are good until expiration date, shown in the top of this document. After that date, this proposal may be withdrawn. Prevailing Wage and Payment & Performance Bonds are not included unless stated in body of Sales Proposal. If Payment & Performance Bonds are needed, add 2.2% of the entire sales proposal. This information required for order placement: Accepted By (Please Print): __________________________________________________ Accepted By (Title): __________________________________________________________ Accepted By (signature): ____________________________________________________ Date: ________________________________________________________________________ Date Equipment needed on site: __________________________________ Bill To: _______________________________________________________ Ship To: ____________________________________________________________ Address: _____________________________________________________ Address: ___________________________________________________________ City, State, Zip: ______________________________________________ City, State, Zip: _____________________________________________________ Contact: _____________________________________________________ Contact: ____________________________________________________________ Contact Email: _______________________________________________ Contact Email: ______________________________________________________ Contact Phone (Office): _____________________________________ Contact Phone (Office): ____________________________________________ Contact Phone (Cell): ______________________________________________ SALES TAX EXEMPTION CERTIFICATE #: ____________________________________________________________ (PLEASE PROVIDE A COPY OF CERTIFICATE) KOMPAN, INC. | 605 W Howard Lane Ste 101 | Austin, TX 78753 | USA | Phone No. 1-800-426-9788 E-Mail Contact@KOMPAN.com | www.KOMPAN.us SWIFT Code NDEAUS3N (Nordea Bank, NY | Bank Account No. USD 718 155 3001 | Routing No. 026010786) Page 17 of 135  Playground Maintenance Corp. dba PLAYGROUND MEDIC Playground Safety is Our Business! 50 Broadway Hawthorne, New York, 10532 Phone# (914) 741-2228 Fax# (914) 747-3965 e-mail: info@playgroundmedic.com SERVICE AGREEMENT #25-727R Date: November 17, 2025 Customer: Kompan Inc Phone: 267-784-9791 Attn: Matt Collard Fax: 605 W Howard Lane Suite 101 Email: MatCol@Kompan.com Austin, TX Scope of work: New Playground Installation (Final Revision) Class: Stand Alone Rep: Amariah Taft-Shivers Location: Pomeroy Park, 31 Booth St., Burlington, VT 05401 Job To Be Performed ___ __ Cost ___ Install Kompan Play Panel 2- Music, Classic $ 1,200.00 Install Kompan Kaleidoscope Play Panel $ 1,200.00 Install Kompan Universal Carousel $ 2,900.00 Install Kompan Mini Dome with Slide $ 12,350.00 Install Kompan Inclusive Multi Seesaw $ 2,600.00 Install Kompan 3 Bay Swing Set $ 6,600.00 Install Kompan Spica 1 $ 1,200.00 Install Kompan Supernova $ 2,200.00 Install Kompan ADA Cliff Rider $ 10,900.00 Supply & Install 9” of compacted stone subbase 5400 Square Feet $ 20,785.00 Note to Customer: 1. Pricing is for installation only. Kompan to provide all equipment for installation 2. Kompan to provide PGM with layout for structures 3. Poured in Place Rubber to be installed by others 4. Removal of all existing engineered wood fiber to be removed by others 5. Removal off all existing equipment to be performed by others 6. Playground Medic to offload equipment _____ ____ ______ TOTAL $61,935.00 CUSTOMER SIGNATURE________________________ DATE_____________________________________ PRINT NAME___________________________________ TAX EXEMPT #____________________________ TITLE__________________________________________ CUSTOMER TOTAL _______________________ TERMS: 50% DEPOSIT REQUIRED;BALANCE UPON COMPLETION PRICES QUOTED ARE EFFECTIVE FOR 30 DAYS MASTERCARD AND VISA ACCEPTED • Playground must be closed during installation Page 18 of 135  PLAYPAVE SURFACING PO Box 184 250 Merrick Road Rockville Centre NY 11570 JOB INFORMATION CONTACT INFORMATION Post Office Park - REVISION 5 Prepared for: Matt Collard, Matcol@kompan.com 31 Booth St, Prepared by: Brian Tercovich, Brian@arsrubber.com Burlington, VT 05401 Quote Date: 11/20/2025, Quote Expiration: 12/20/2025 REVISION 5 - Scope Of Work: Provide and install PIP shock attenuation surfacing system PIP Work: Provision and installation of PIP shock attenuation surfacing 5474 Sqft $16.10/sqft $88,131.40 - 5474 Sqft Total - 2" - 4" PIP Thickness (Max CFH of 8') - 50% Black / 50% Standard Color (Blue, Green, Beige, Eggshell, Terracotta Red) - Standard Wage Labor - Yes Designs (Grey Pathway) - Aromatic Polyurethane Binder, non-catalyzed - Based on Easy Site Access Shipping to: Burlington VT $7,800.00 Price Total: $95,931.40 Regular Wage Labor Excludes all gravel work Excludes All Drainage Work Excludes Overnight Site Security Payment Terms: 50% Deposit, 50% upon completion Customer Responsibilities: Provide accurate information such a depth, measurements and colors Security guard for site during curing process Field test requirements (if necessary) Additional Terms/ Notes (Below is agreed to upon purchase order or signed proposal):  No Permits Are Included in Pricing  This quote is priced out for Aromatic polyurethane binder.  This quote is based on a square footage of (5474), if this number varies from actual square footage of the project area; this quote is subject to revision.  This quote includes prevailing wage rates  ARS Landscaping is to provide all material and labor for this project.  ARS is not responsible for site drainage. Site drainage should be evaluated prior to ARS installation.  Site permits are not included in this price.  If site conditions are not prepared as specified, this quote is subject to revision.  If site is not prepared for work upon crew arrival at site, mobilization charges will apply. Page 19 of 135  Board of Finance and City Council Submission Checklist Version: April 2025 Department: BPRW Submitter: Max Madalinski Title/Subject: Pomeroy Park Playground Replacement Approval Requested: Meeting Date: ☒ Board of Finance 12/15/2025 ☐ City Council Click or tap to enter a date. ☐ Both BOF and Council Click or tap to enter a date. Instructions 1. This form must be completed by the person submitting the materials. 2. This form must be sent with the final submission of materials in advance of the meeting. 3. Do not indicate that a sign-off was received until it has actually been obtained. 4. Commission reports and presentations do not need to be reviewed by the CAO or Attorneys. 5. Name the reviewing Attorney or HR Manager in the Note column. Signoff Needed Received? Approval Date Note Department Head Yes 12/5/2025 Phil Lewis Mayor’s Office Yes 12/8/2025 Erin Jacobsen Board/Commission N/A Click or tap to Click or tap here to enter text. enter a date. City Attorney’s Office for memo and Yes 12/5/2025 Hayley McClenahan, Final review contracts or legal documents of contract documents will be completed before signing. City Attorney’s Office for memo and Yes 12/5/2025 Hayley McClenahan motion(s) or resolution(s) CAO for budget, financing, and memo Yes 12/8/2025 Katherine Schad Human Resources, if personnel action N/A Click or tap to Click or tap here to enter text. or policy enter a date. CIO, if IT-related N/A Click or tap to Click or tap here to enter text. enter a date. Page 20 of 135  CITY OF BURLINGTON DEPARTMENT OF PUBLIC WORKS 645 Pine Street, Suite A Post Office Box 849 Burlington, VT 05402-0849 802.863.9094 VOX 802.863.0466 FAX 802.863.0450 TTY www.burlingtonvt.gov Chapin Spencer DIRECTOR OF PUBLIC WORKS MEMORANDUM TO: Board of Finance FROM: Julia Ursaki, Public Works Transportation Engineer Laura Wheelock, PE, Division Director of Tech Services/City Engineer (DPW) DATE: December 15, 2025 CC: Chapin Spencer, Director of Public Works Ashley Parker, Capital Program Director RE: Intervale Rd Path Budget Amendment Request: The Department of Public Works (“DPW”) is requesting authorization from the Board of Finance to amend the project budget for the Intervale Road Path project to add VTrans grant funding in an amount of $358,873, and to add local match funding in an amount of $89,321. Background and Project Funding A dedicated bicycle and pedestrian facility along Intervale Road – connecting Riverside Avenue to the Intervale’s farms, trails, businesses and events has long been a goal of the City. Improvement to the corridor was called out in both the 2011 Transportation Plan and the more recent 2017 planBTV Walk/Bike. On 3/21/2022, DPW received Board of Finance and City Council approval to accept the Vermont Agency of Transportation (“VTrans”) Bicycle & Pedestrian Program Grant #CA0678 Intervale Road Shared-Use Path. The grant amount is $1,162,000 to be paid upfront by the City of Burlington and then reimbursed by VTrans, with a local match of $290,500 in City funds (20%), for a total project budget of $1,452,500. Because the project wasn’t going to spend the full grant amount in the first few years during the design phase, only $222,948 of the federal grant amount approved on 3/21/2022 ($1,162,000 total) and $56,135 of the local match approved on 3/21/2022 ($290,500 total) have been allocated Page | 1 of 3 Page 21 of 135 Intervale Rd Path Budget Amendment December 15, 2025 Page | 2 of 3 and authorized for this project so far. This budget amendment would allocate an additional $358,873 in federal grant funding and $89,321 in local match to the project budget. This funding will allow staff to complete the right-of-way acquisition phase of this project, making the city eligible to apply for additional grant funds. The $89,321 in local match will be reallocated from the 841 Transportation fund. These funds were allocated to the Transportation budget and set aside to support bicycle & pedestrian safety infrastructure . This leaves a remaining $580,179 in federal grant funding and $145,044 in local match from the existing grant award that staff will request be added to the project budget as part of DPW’s FY27 Capital Budget request. Budget Update Based on current construction estimates, we anticipate the need for an additional $1,300,000 to construct this project. $300,000 of this would pay for contaminated soil/hazardous waste removal and is considered a “non-participating” cost that is not grant-eligible. For the remaining $1,000,000 budget gap, DPW hopes to seek additional grant funds for this project. Any grant funds would likely be an 80% federal and 20% local funding split, meaning the City would need to provide approximately $200,000 in additional local match, and $300,000 in non-participating costs, for a total of $500,000 additional city dollars to support this project. Our original grant application was based on cost estimates from the 2018 feasibility study. Since then, construction costs have increased significantly and additional items discovered during the design phase, like the stormwater system constraints and contaminated soils and groundwater, have also driven up the cost to construct this project. Note we are not seeking action for this piece at this time, only providing a future forecast of anticipated project funding needs. Project Schedule This project is currently in the right-of-way phase, where the project team is coordinating with property owners and refining our design to acquire all necessary property rights for the project. We expect this phase to last until early spring 2026 before we receive “right-of-way clearance” from VTrans. This will make the project eligible for additional VTrans funding, which we hope to seek in 2026. If additional funding is secured, we anticipate putting this project out to bid in winter 2026/2027 and starting construction in spring 2027. We are coordinating this work with VTrans and New England Central Railroad as they are planning rail crossing upgrades on Intervale Road in the next couple of years. These crossing upgrades will accommodate the future bike/pedestrian crossing and make our project less costly. The estimated cost for the rail crossing improvements is upwards of $2 million, which VTrans is funding in full. We will continue to pursue various opportunities to limit the overall project cost on the City’s General Fund. Motion To approve necessary budget amendments to the Intervale Road Path Project Budget by adjusting An Equal Opportunity Employer This material is available in alternative formats for persons with disabilities. To request an accommodation, please call 802.863.9094 (voice) or 802.863.0450 (TTY). Page 22 of 135 Intervale Rd Path Budget Amendment December 15, 2025 Page | 3 of 3 the accounts as described herein and further authorize the Chief Administrative Officer or designee to effect all necessary transfer of funds in furtherance of such amendments. An Equal Opportunity Employer This material is available in alternative formats for persons with disabilities. To request an accommodation, please call 802.863.9094 (voice) or 802.863.0450 (TTY). Page 23 of 135  Board of Finance and City Council Submission Checklist Version: April 2025 Department: Public Works Submitter: Julia Ursaki Title/Subject: Intervale Rd Path Budget Amendment Approval Requested: Meeting Date: ☒ Board of Finance 12/15/2025 ☐ City Council Click or tap to enter a date. ☐ Both BOF and Council Click or tap to enter a date. Instructions 1. This form must be completed by the person submitting the materials. 2. This form must be sent with the final submission of materials in advance of the meeting. 3. Do not indicate that a sign-off was received until it has actually been obtained. 4. Commission reports and presentations do not need to be reviewed by the CAO or Attorneys. 5. Name the reviewing Attorney or HR Manager in the Note column. Signoff Needed Received? Approval Date Note Department Head Yes 12/5/2025 Chapin Spencer Mayor’s Office Yes 12/9/2025 Erin Jacobsen Board/Commission N/A Click or tap to Click or tap here to enter text. enter a date. City Attorney’s Office for memo and Yes 12/9/2025 Erik Ramakrishnan contracts or legal documents City Attorney’s Office for memo and Yes 12/9/2025 Erik Ramakrishnan motion(s) or resolution(s) CAO for budget, financing, and memo Yes 12/9/2025 Katherine Schad Human Resources, if personnel action Choose an Click or tap to Click or tap here to enter text. or policy item. enter a date. CIO, if IT-related Choose an Click or tap to Click or tap here to enter text. item. enter a date. Page 24 of 135 To: City of Burlington, City Council City of Burlington, Board of Finance From: Doreen Kraft, BCA Director Date: December 15, 2025 Subject: City Council Initiative Fund Support of Free 2025 Highlight Buttons Burlington City Arts respectfully requests approval for the use of $5000 from the City Council Initiative Fund to underwrite low and moderate income families and small community organizations to attend Highlight 2025 for free. Highlight welcomes revelers to celebrate New Year’s Eve in Burlington’s downtown and Waterfront. Vermont artists, food vendors, musicians, and everyone in between come together to create a one-of-a-kind event that Highlights the best of Vermont. Approval of this request will help BCA and the City ensure that financial hardship is not a barrier for any citizen to participate in this special community experience. Though we have worked to keep fees affordable, a balanced event budget is dependent on ticket sales. At the same time, ticket prices, coupled with fees have increased the buyer price from $18 last year to $20 this year in advance of the event, which is out of reach for many. BCA is committed to the outreach and promotion required to connect this opportunity with our most vulnerable citizens. With funding support from City Council, we will be able to ensure that everyone in our community can experience the joy and wonder of Highlight on New Year's Eve. Thank you for your consideration. Warmly, Doreen Doreen Kraft Executive Director Burlington City Arts Motions Board of Finance Motion: To recommend that City Council approve the use of $5,000 from the City Council Initiative Fund to subsidize Highlight tickets. City Council Motion: To approve the use of $5,000 from the City Council Initiative Fund to subsidize Highlight tickets. Page 25 of 135  Board of Finance and City Council Submission Checklist Version: April 2025 Department: City Arts Submitter: Colin Storrs Title/Subject: City Council Initiative Fund Support of Free 2025 Highlight Buttons Approval Requested: Meeting Date: ☐ Board of Finance Click or tap to enter a date. ☐ City Council Click or tap to enter a date. ☒ Both BOF and Council 12/15/2025 Instructions 1. This form must be completed by the person submitting the materials. 2. This form must be sent with the final submission of materials in advance of the meeting. 3. Do not indicate that a sign-off was received until it has actually been obtained. 4. Commission reports and presentations do not need to be reviewed by the CAO or Attorneys. 5. Name the reviewing Attorney or HR Manager in the Note column. Signoff Needed Received? Approval Date Note Department Head Yes 12/4/2025 Doreen Kraft Mayor’s Office Yes 12/9/2025 Erin Jacobsen Board/Commission No Click or tap to Click or tap here to enter text. enter a date. City Attorney’s Office for memo and Choose an Click or tap to Click or tap here to enter text. contracts or legal documents item. enter a date. City Attorney’s Office for memo and Yes 12/5/2025 Emmett Wood motion(s) or resolution(s) CAO for budget, financing, and memo Yes 12/8/2025 Katherine Schad Human Resources, if personnel action Choose an Click or tap to Click or tap here to enter text. or policy item. enter a date. CIO, if IT-related Choose an Click or tap to Click or tap here to enter text. item. enter a date. Page 26 of 135 To: City of Burlington, City Council City of Burlington, Board of Finance From: Doreen Kraft, BCA Director CC: Colin Storrs, Public Art Manager Date: December 15, 2025 Subject: Request for City Council Initiative Funds for Memorial Auditorium Beautification Burlington City Arts respectfully requests $8,795 from the unallocated FY26 City Council Initiative funds to support the reinstallation of a temporary public art project at Memorial Auditorium. Building on lessons learned during the previous installation, the project will transform construction fencing into a vibrant, welcoming visual installation that celebrates Burlington’s creative spirit while deterring vandalism. Efforts are underway to engage a broader coalition of community members with neighborhood watch and maintenance. Because we have already licensed the artwork, the majority of the cost is materials. As before, the installation will feature a vinyl banner along the Main Street and South Union Street fences, incorporating, ten works of licensed artwork by local artists, and a prominently designed “Welcome to Burlington” message in multiple languages (mirroring the welcoming stairwell installation in City Hall). The design will blend recognizable Burlington imagery with abstract patterns and color schemes aimed at discouraging vandalism/tagging. The material will be graffiti resistant and easily cleanable with graffiti remover. Project Goals: • Enhance the visual experience for pedestrians and visitors entering the city • Celebrate Burlington’s identity as a creative and inclusive community • Deter vandalism • Engage volunteers and stakeholders • Improve the aesthetics of a key downtown gateway during an interim redevelopment phase. Proposed Budget: Banner Printing $8,145 Installation Supplies $500 Graffiti Remover $150 Total $8,795 BCA requests the Department of Finance and Administration implement a budget amendment that allows the department to manage these funds efficiently. This project offers a timely and meaningful enhancement to a prominent public site, with a lasting impact as the community awaits future redevelopment of Memorial Auditorium. Page 27 of 135  Warmly, Doreen Doreen Kraft Executive Director Burlington City Arts Motions Burlington City Arts (BCA) respectfully requests that the City Council approve the following motions: Board of Finance Motion: To recommend that City Council approve the use of $8,795 from the City Council Initiative Fund for Memorial Auditorium Beautification City Council Motion: To approve the use of $8,795 from the City Council Initiative Fund for Memorial Auditorium Beautification Page 28 of 135  Board of Finance and City Council Submission Checklist Version: April 2025 Department: City Arts Submitter: Colin Storrs Title/Subject: Request for City Council Initiative Funds for Memorial Auditorium Beautification Approval Requested: Meeting Date: ☒ Board of Finance 12/15/2025 ☒ City Council 1/12/2026 ☐ Both BOF and Council Click or tap to enter a date. Instructions 1. This form must be completed by the person submitting the materials. 2. This form must be sent with the final submission of materials in advance of the meeting. 3. Do not indicate that a sign-off was received until it has actually been obtained. 4. Commission reports and presentations do not need to be reviewed by the CAO or Attorneys. 5. Name the reviewing Attorney or HR Manager in the Note column. Signoff Needed Received? Approval Date Note Department Head Yes 12/4/2025 Doreen Kraft Mayor’s Office Yes 12/5/2025 Erin Jacobsen Board/Commission No Click or tap to Click or tap here to enter text. enter a date. City Attorney’s Office for memo and Choose an Click or tap to Click or tap here to enter text. contracts or legal documents item. enter a date. City Attorney’s Office for memo and Yes 12/9/2025 Emmett Wood motion(s) or resolution(s) CAO for budget, financing, and memo Yes 12/8/2025 Katherine Schad Human Resources, if personnel action Choose an Click or tap to Click or tap here to enter text. or policy item. enter a date. CIO, if IT-related Choose an Click or tap to Click or tap here to enter text. item. enter a date. Page 29 of 135  Board of Finance and City Council Submission Checklist Department: CEDO Submitter: Rachel Jolly Title/Subject: Reclass of Limited Service to Regular CJC position Approval: Meeting Date: ☒ Board of Finance 12/15/2025 ☒ City Council 1/12/2026 ☐ Concurrent Click or tap to enter a date. This form must be completed by the person submitting the materials, and sent with the final submission. Please do not indicate that a signoff was received until it has actually been obtained. Signoffs Received Date Signoff Needed Received Note Received Department Head Yes 11/20/2025 Kara Alnasrawi Mayor’s Office informed and approved memo Yes 12/5/2025 Erin Jacobsen Board/Commission, if required N/A Click or tap Click or tap here to to enter a enter text. date. City Attorney’s Office has approved contract N/A and/or legal documents, -Identify attorney in note City Attorney’s Office has approved memo and Yes 12/8/2025 Emmett Wood motion(s) or resolution(s) -Identify attorney in note CAO has reviewed budget, financing, and Yes 12/5/2025 Katherine Schad memo Human Resources, if personnel action Yes 11/14/2025 Orieta Glozheni -Identify HR Manager in note CIO, if an IT-related investment/purchase Choose an Click or tap Click or tap here to item. to enter a enter text. date. Materials Included Included? Note Final Memo Attached? Yes Click or tap here to enter text. Contract Attached, if applicable? N/A Click or tap here to enter text. Additional Materials, if necessary N/A Click or tap here to enter text. Draft Resolution or Motion? Yes Click or tap here to enter text. If for submission to Council, are N/A Click or tap here to enter text. sponsors identified? Page 30 of 135  To: Board of Finance and City Council From: Rachel Jolly, Community Justice Center Director Orietta Glozheni, Human Resources Manager DATE: December 15, 2025 Board of Finance; January 12, 2026 City Council RE: CEDO, Community Justice Center –Reclassification of one position from Limited Service to Regular ________________________________________________________________________ Executive Summary The Community Justice Center (CJC) is seeking approval for the reclassification of one position:  Data, Communications and Operations Specialist, from a Limited Service, Full-Time, Non- Exempt, AFSCME, Grade 14 position to a Regular Service, Full-Time, Non-Exempt, AFSCME, Grade 14 position. Background and Financial Impact The Data, Communications, and Operations Specialist position was created in October 2024 when the administrative, evaluation and communications needs of the CJC outgrew any existing position’s capacity. The position is funded with a combination of AGO, DOC and CJC General Fund dollars. We started this new position as Limited Service as we didn’t have a guarantee about future funding. This position is 50% grant funded and 50% funded with General Fund dollars. The DOC and AGO grants are two of our most stable, the former being consistent since 1998, and the latter since 2019. We have no reason to think they won’t continue into the future. The financial impact to the City for the addition of retirement is $3,254.71 /year and this can be absorbed within the CJC’s existing GF budget. Both the DOC and the AGO have selected the BCJC as the regional provider of services, resulting in an increase in data and administrative needs. Board of Finance Motion: Move to approve and recommend that the City Council approve the reclassification of the following position: Page 31 of 135  A Data, Communications and Operations Specialist, from a Limited Service, Full-Time, Non-Exempt, AFSCME, Grade 14 position to a Regular Service, Full-Time, Non-Exempt, AFSCME, Grade 14 position. City Council Motion: Move to approve the reclassification of the following position: A Data, Communications and Operations Specialist, from a Limited Service, Full-Time, Non-Exempt, Union, Grade 14 position to a Regular Service, Full-Time, Non-Exempt, AFSCME, Grade 14 position. Page 32 of 135  MEMORANDUM To: Burlington City Council Burlington Board of Finance From: Darren Springer, General Manager Munir Kasti, COO and Manager of Utility Services and Engineering Emily Stebbins-Wheelock, CFO and Manager of Strategy and Innovation Tim Clancy, Human Resources Manager Date: December 15th, 2025 Subject: Position Updates Through this memorandum, Burlington Electric Department (BED) respectfully requests that the Board of Finance and City Council approve the following position changes: 1. Convert and update the existing tiered Financial Analyst/Senior Financial Analyst, a Regular, Full-time, Exempt, Union, Grade A3/Grade A5 ($66,629.26-$109,227.66)/($74,653.28-$122,382.42) position, to tiered Financial Analyst/Senior Financial Analyst, a Regular, Full-time, Exempt, Non-Union, Grade NU3/NU5 ($66,629.26-$109,227.66)/($74,653.28- $122,382.42) position reporting to the CFO and Manager of Strategy and Innovation. 2. Eliminate the existing Energy Services Engineer, a Regular, Full-time, Exempt, Non-Union, Grade NS4 ($65,272.06- $107,006.64) position. 3. Create the PUC Counsel and Compliance Officer, a Regular, Full-time, Exempt, Non-Union, Grade N16 ($120,302.00-$166,178.69) position. We conducted a salary survey for the PUC Counsel and Compliance Officer position and the results were very close to the existing BED N16 Grade, which is the recommended Grade for this position. The PUC Counsel and Compliance Officer will report to the General Manager. Position Updates Rationale BED submits the position updates in this memo to accomplish several key objectives. First, with consultation and support of the IBEW Local 300, BED is converting the current tiered IBEW Financial Analyst position to a Burlington Electric Department 585 Pine Street Burlington, VT 05401 burlingtonelectric.com Phone 802.658.0300 Page 33 of 135  BED position updates December 15, 2025 Page 2 of 3 non-union tiered Financial Analyst position in recognition of the confidentiality required for the budget development and analysis responsibilities of the Financial Analyst position. The Financial Analyst position is currently vacant following retirement of the prior incumbent. Second, to improve regulatory engagement, be responsive to concerns raised by the Department of Public Service and Public Utility Commission, and recognize the increased complexity of the regulatory work BED undertakes and the staff capacity required to complete that work, BED proposes to eliminate the vacant Energy Services Engineer position and create a new PUC Counsel and Compliance Officer position. The Energy Services Engineer position has been vacant for several years. The PUC Counsel and Compliance Officer position will provide legal and compliance guidance similar to that received previously from outside regulatory counsel. BED’s current outside regulatory counsel is moving to work at Vermont Public Power Supply Authority (VPPSA) in 2026. While BED will retain some of his services through a staff-sharing agreement with VPPSA, BED is conscious of the need for greater internal capacity to address the increased regulatory workload. The creation of the PUC Counsel and Compliance Officer position is one of a number of steps BED has undertaken to improve regulatory engagement, and will provide legal advice specifically in the PUC context distinct from services BED relies on from the City Attorney’s Office. Overall Financial Impact The FY26 financial impact on BED will be net positive (approximately $92,300) as shown in Appendix D. The PUC Counsel and Compliance Officer position is only expected to be filled for three months in FY26. In addition, BED will be reducing expenditure on outside counsel for PUC matters once the PUC Counsel and Compliance Officer position is filled. The tiered Financial Analyst/Senior Financial Analyst non-union position has the same pay range as the Financial Analyst/Senior Financial Analyst union position, and some savings will accrue after the position is filled. We will attend the December 15th, 2025 Board of Finance and the January 12th City Council meetings to answer any questions or provide additional information. BED’s 2025-2026 Strategic Direction is attached as Appendix A. The current organizational chart and proposed changes thereto are attached as Appendices B and C, respectively. A summary spreadsheet detailing the changes and the financial impact is Appendix D. The job description changes are attached in Appendices E-G as noted below. Board of Finance & City Council Motions • Board of Finance: To approve and recommend approval to the City Council the following: Page 34 of 135  BED position updates December 15, 2025 Page 3 of 3 1. Convert the existing Financial Analyst/Senior Financial Analyst, a Regular, Full-time, Exempt, Union, tiered, Grade A3/Grade A5 ($66,629.26- $109,227.66)/($74,653.28-$122,382.42) position, to a Financial Analyst/Senior Financial Analyst, a Regular, Full-time, Exempt, Non-Union, tiered, Grade NU3/NU5 ($66,629.26-$109,227.66)/($74,653.28-$122,382.42) position, reporting to the CFO and Manager of Strategy and Innovation. 2. Eliminate the existing Energy Services Engineer, a Regular, Full-time, Exempt, Non-Union, Grade NS4($65,272.06-$107,006.64) position. 3. Create the PUC Counsel and Compliance Officer, a Regular, Full-time, Exempt, Non-Union, Grade N16, ($120,302.00-$166,178.69) position reporting to the General Manager. • City Council: To approve the following: 1. Convert the existing Financial Analyst/Senior Financial Analyst, a Regular, Full-time, Exempt, Union, tiered, Grade A3/Grade A5 ($66,629.26- $109,227.66)/($74,653.28-$122,382.42) position, to a Financial Analyst/Senior Financial Analyst, a Regular, Full-time, Exempt, Non-Union, tiered , Grade NU3/NU5 ($66,629.26-$109,227.66)/($74,653.28-$122,382.42) position reporting to the CFO and Manager of Strategy and Innovation. 2. Eliminate the existing Energy Services Engineer, a Regular, Full-time, Exempt, Non-Union, Grade NS4($65,272.06-$107,006.64) position. 3. Create the PUC Counsel and Compliance Officer, a Regular, Full-time, Exempt, Non-Union, Grade N16, ($120,302.00-$166,178.69) position reporting to the General Manager. Thank you for your consideration. Page 35 of 135  Appendix A 2025–2026 STRATEGIC DIRECTION MISSION VALUES To serve the energy needs of our customers in a safe, reliable, Safety, Reliability, affordable, sustainable, and socially responsible manner. Community, Innovation VISION Make Burlington a Net Zero Energy city by eliminating fossil fuel usage across the electric, thermal, and ground transportation sectors by strategically electrifying, managing demand, realizing ef ciency gains, and expanding local renewable generation while increasing system resilience. STRATEGIC OBJECTIVES Engage Customers Strengthen Reliability Invest in Our People, Innovate to Reach Manage Budget and and Community Processes, and Net Zero Energy Risks Responsibly Technology Focus on customer rst-call Maintain ve-year Distribution Attract, develop, and retain a Advance district energy, Create nancially responsible resolution to provide System and Generation diverse workforce with the networked geothermal, battery and sustainable budgets that exceptional customer care construction plans to knowledge, skills, and ability storage projects, and local promote affordability, target accommodate potential load to support BED’s Net Zero renewable energy production investment in vulnerable Expand education and increases due to the Net Zero vision and strategic objectives including customer-owned and communities, and protect engagement to enhance Energy goals, and design and community-based projects against cost burdens for capacity-building and energy construct projects to continue Develop a culture of integrity, low-income customers and that literacy with customers on our to improve safety, reliability, safety, inclusion, innovation, Improve and expand automated balance the need for stable Net Zero Energy vision and ef ciency teamwork, cyber-awareness demand response capability, rates, investment in core through all communications and continuous learning and with focus on EV charging and infrastructure, and strong credit channels, with a focus on web Continue to follow improvement thermal, and implement rating factors and social media and video maintenance plans for McNeil appropriate end-use Generating Station, Winooski Continually improve internal technologies to manage loads Develop and maintain a Work with frontline One Hydro, Gas Turbine, and processes to design and sustainable debt nancing plan communities to ensure the Distribution System deliver innovative programs Advance additional dynamic and for Net Zero Energy to support programs and services are and services, maximize creative rates to achieve Net electri cation while mitigating equitable, fully accessible, Take steps to ensure reliable operational ef ciency and Zero Energy goal upward rate pressure and build community operations through staff effectiveness, and optimize resilience, so all succession planning use of data to inform Continue to track and report to Strengthen internal policies and Burlingtonians including decision-making the community on progress procedures to ensure timely people whose primary Ensure consistent fuel supply toward the Net Zero Energy and diligent compliance with language is not English and availability at McNeil based on Plan and invest in the Roadmap goal risk, safety, nancial, low-to-moderate income, annual operational strategy technology infrastructure environmental, and other legal rental, Black, Indigenous, and and procurement procedures necessary to support BED’s Provide clean and affordable and regulatory standards People of Color (BIPOC), mission, vision, and strategic transportation fuel through immigrant, and refugee Implement Outage priorities, including multi-year renewable electricity, and invest Ef ciently and effectively populations can bene t from Management System (OMS) replacement of core business in and encourage use of the manage procurement of goods Net Zero Energy initiatives and grid analytics to improve systems necessary infrastructure to serve and services response to system outages, customers across all modes of Evolve traditional energy system reliability, and Lead by example in reducing transportation, including electric Strengthen cybersecurity by ef ciency programs to ef ciency vehicle miles traveled through bikes, electric vehicles, and investing in advanced complement strategic remote work exibility, electric transit buses, and ensure technologies, improving threat electri cation efforts, drive support for multi-modal charging infrastructure is response processes, and deeper greenhouse gas transportation and carsharing available for all Burlingtonians, providing continuous staff emissions reductions, ll gaps partners, and supporting including in locations near training to protect our due to federal program bicycling (both conventional affordable and rental housing, infrastructure and customer changes, help manage peak and e-bikes) through frontline communities, and small data demand, and improve Provide website and other employee programs businesses in under-resourced community resilience and educational tools so that areas environmental health customers can evaluate both cost and greenhouse gas Actively participate in City policy Build and maximize use of Proactively seek customer emission reduction outcomes processes aimed at reducing partnerships that provide input, with the help of existing from heat pumps, electric greenhouse gas emissions in the unique value, broaden and strategic community vehicles, and other ground transportation and engagement, and offer partners, and incorporate their electri cation technologies building sectors opportunities to make progress input into program design relative to current fuel sources toward Net Zero Energy at a Maintain and invest in quality more rapid pace and greater facilities and use them to pilot scale and showcase new technologies that advance Net Zero Energy Page 36 of 135  Appendix B Darren Springer Elena Alexander General Manager Executive Assistant December Munir Kasti Emily Stebbins-Wheelock CFO, and Manager of Strategy Paul Alexander Manager of Safety & Risk Mike Kanarick COO, Manager of Utility Manager of Customer Care, 2025 Services & Engineering and Innovation Management Communications, and Energy Services Jennifer Green Paul Charbonneau Michael Harron Lincoln Sprague Bob Risley Director of System Erica Ferland James Gibbons Mike Flora Chris Burns Andi Higbee Seth Clifford Paul Nadeau Amanda Hurlbut Director of Sustainability Director of Director of Generation Director of Gen. Eng. & Distribution Operations Director of Information Director of Director of Safety Director of Energy Director of Customer Chief Forester Director of Engineering Controller & Workforce Purchasing and Operations Maintenance Superintendent VACANT Technology Policy and Planning and Environmental Services Care Development Facilities Wood Procurement Cameron Smith Frederick Howard Alan Mayville Working Crew Leader II Seth Brownell Foresters Tim Brisson Amber Widmayer Accounting Ita Meno Ross Predom Shawn Lowell Energy Services James Allison Hydro Generation Associate Generation Working Crew Leader I Distribution Senior Power System Kevin Fink Senior Business Systems Regulatory Specialist Administrator II Project and Equity Sr. Environmental Facilities Materials Engineer Senior Customer Care Technician II Engineer Engineering Technician Dennis Lockerby Coordinator Don Tobi Analyst Patrick Campbell Analyst Specialist Specialist III VACANT Representative VACANT Lori Leblanc Bergeron Shift Supervisors Power System Frank Hall Working Crew Leader I Coordinator II Generation Technician II Yvon Edades Systems and Network Bob Mann Distribution Peter Chen Casey Lamont Marcel Trombley Bob Bolin Darlene Symons Michael Mercadante Gary Charland Associate SCADA Engineer III Erin Cushing Damon Penney Ciaran Canavan Mike Giroux Resource Planning Facilities Materials Commercial Energy Customer Care Wood Yard Operator Ben Langelier Engineer Neil Charland Staff Accountant Scott Smith Andrew Watson Alec Grant Analyst I Specialist II Services Specialist Representative Jake Kane VACANT Ken Mongeon Generation Generalist I Lineworker A Corbin Bennett Senior Station Operators Raquel Glass J.C.McCann Stephen Tonra Russell Drown Power System Tom Lyle Melissa Legg Hugh Valaitis Lisa Hartnett James Kimball CAD/GIS Technician III Jeff Clinton Commercial Energy Anthony Meyer Coordinator I Program and Policy Payroll Administrator II Facilities Materials Customer Care VACANT Cybersecurity Engineer Services Specialist Analyst Specialist II Representative Station Operators Katie Morris Matthew Codling Generation Generalist II Alex Hannah Lineworker 1st Class A Utility Services Joseph Langelier Zach Allen Associate Protection Cody Montross Coordinator III Resource Planner Ying Liu Brian Reilly Engineer Katie Dorey Ryan DeVinny VACANT Ryan Sabourin Project Manager/ I,II or III Sr. Staff Accountant Residential Energy VACANT McNeil Services Engineer Customer Care VACANT Business Analyst CIS Colleen Rouille Representative Auxilary Operators Financial Analyst Business Coordinator Jon Clark Electrician I or II – VACANT Justin Morse Lineworker Apprentice Generation Bhim Khadka Technician Jake Yanulavich Electrician I Generation Tyler Eastman (2) Resource Planner Ann Reading Dave LaDue VACANT Commercial & Jeffery Lareau (2) Jessica Frank I, II, or III Charity Lee Wright Jacob Martel Staff Accountant Inustrial Energy Sr. Project Manager/ VACANT Customer Care Operating Services Engineer Business Analyst Representative Yardworkers Dan Gokey Luke Hulbert Michael MacDuff Ted Alexander Line Extension Right of Electrician I Generation Engineering Technician Eric Noble Way Coordinator Communications II Larry Keyes Sydney Schlitt Mike Leach Adam Rabin System and Support Corey Walters Supervisor Billing & Communications Analyst III VACANT Analytics and Technology Jake Langelier Stephen Scott Specialist Working Crew Leader Mark Delbeck Associate Distribution Generation Maintenance Utility Inspector Engineer Jennifer Bouchard Meter to Cash Analyst II Dave Thibeault Bradley Williams Matt Schroeder Mechanic II Senior Operations Working Crew Leader I - Engineer Metering Heidi Groelinger Meter to Cash Analyst I Darby Crum Meter Technician II Alex Wheeler Legend Meter Technician III Total Positions 123 Rob Barrett Underground Cable Union Positions Locator 85 Non-Union Positions - Center for Innovation Center for Safety Center for Customer Care Green Flag in lower Center for Operations and Reliability right hand corner 38 and Energy Services Page 37 of 135  Appendix C PUC Counsel & Darren Springer Elena Alexander Compliance Officer General Manager Executive Assistant Proposed Changes to Emily Stebbins-Wheelock Munir Kasti Paul Alexander Mike Kanarick Organizational Chart COO, Manager of Utility CFO, and Manager of Strategy Manager of Safety & Risk Manager of Customer Care, Services & Engineering and Innovation Management December 2025 Communications, and Energy Services Jennifer Green Paul Charbonneau Michael Harron Lincoln Sprague Bob Risley Andi Higbee Erica Ferland James Gibbons Mike Flora Chris Burns Director of Customer Seth Clifford Paul Nadeau Amanda Hurlbut Director of Sustainability Director of Director of Generation Director of Gen. Eng. & Distribution Director of System Director of Information Director of Director of Safety Director of Energy Care Chief Forester Director of Engineering Controller & Workforce Purchasing and Operations Maintenance Superintendent Operations Technology Policy and Planning and Environmental Services VACANT Development Facilities Wood Procurement Cameron Smith Frederick Howard Alan Mayville Working Crew Leader II Seth Brownell Foresters Tim Brisson Amber Widmayer Accounting Ita Meno Ross Predom Shawn Lowell Energy Services James Allison Hydro Generation Associate Generation Working Crew Leader I Distribution Senior Power System Kevin Fink Senior Business Systems Regulatory Specialist Administrator II Project and Equity Sr. Environmental Facilities Materials Engineer Senior Customer Care Technician II Engineer Engineering Technician Dennis Lockerby Coordinator Don Tobi Analyst Patrick Campbell Analyst Specialist Specialist III VACANT Representative VACANT Lori Leblanc Bergeron Shift Supervisors Power System Frank Hall Working Crew Leader I Coordinator II Generation Technician II Yvon Edades Systems and Network Bob Mann Distribution Peter Chen Casey Lamont Marcel Trombley Bob Bolin Darlene Symons Michael Mercadante Gary Charland Associate SCADA Engineer III Erin Cushing Damon Penney Ciaran Canavan Mike Giroux Resource Planning Facilities Materials Commercial Energy Customer Care Wood Yard Operator Ben Langelier Engineer Neil Charland Staff Accountant Scott Smith Andrew Watson Alec Grant Analyst I Specialist II Services Specialist Representative Jake Kane VACANT Ken Mongeon Generation Generalist I Lineworker A Corbin Bennett Senior Station Operators Raquel Glass J.C.McCann Stephen Tonra Russell Drown Power System Tom Lyle Melissa Legg Hugh Valaitis Lisa Hartnett James Kimball CAD/GIS Technician III Jeff Clinton Commercial Energy Anthony Meyer Coordinator I Program and Policy Payroll Administrator II Facilities Materials Customer Care VACANT Cybersecurity Engineer Services Specialist Analyst Specialist II Representative Station Operators Katie Morris Matthew Codling Generation Generalist II Alex Hannah Lineworker 1st Class A Utility Services Joseph Langelier Zach Allen Associate Protection Cody Montross Coordinator III Resource Planner Ying Liu Brian Reilly Engineer Katie Dorey Ryan DeVinny VACANT Ryan Sabourin Project Manager/ I,II or III Sr. Staff Accountant Residential Energy VACANT McNeil Services Engineer Customer Care VACANT Business Analyst CIS Colleen Rouille Representative Auxilary Operators Financial Analyst Business Coordinator Jon Clark Electrician I or II – VACANT Justin Morse Lineworker Apprentice Generation Bhim Khadka Technician Jake Yanulavich Electrician I Generation Tyler Eastman (2) Resource Planner Ann Reading Dave LaDue VACANT Commercial & Jeffery Lareau (2) Jessica Frank I, II, or III Charity Lee Wright Jacob Martel Staff Accountant Inustrial Energy Sr. Project Manager/ VACANT Customer Care Operating Services Engineer Business Analyst Representative Yardworkers Dan Gokey Luke Hulbert Michael MacDuff Ted Alexander Line Extension Right of Electrician I Generation Engineering Technician Eric Noble Way Coordinator Communications II Larry Keyes Sydney Schlitt Mike Leach Adam Rabin System and Support Corey Walters Supervisor Billing & Communications Analyst III VACANT Analytics and Technology Jake Langelier Stephen Scott Specialist Working Crew Leader Mark Delbeck Associate Distribution Generation Maintenance Utility Inspector Engineer Jennifer Bouchard Meter to Cash Analyst II Dave Thibeault Bradley Williams Matt Schroeder Mechanic II Senior Operations Working Crew Leader I - Engineer Metering Heidi Groelinger Meter to Cash Analyst I Darby Crum Meter Technician II Alex Wheeler Legend Meter Technician III Conversion Update Total Positions 123 Position Eliminated Rob Barrett Underground Cable Union Positions Locator 84 New Position Non-Union Positions - Center for Innovation Center for Safety Center for Customer Care Green Flag in lower Center for Operations and Reliability right hand corner 39 and Energy Services Page 38 of 135 Burlington Electric Department APPENDIX D Board of Finance / City Council Cost Worksheet December 2025 Maximum Maximum Difference in Difference in Maximum Current New Current Pay New Pay Maximum Pay Maximum Pay Total BED Cost BED FY26 Ref.# Change Area Current Title New Title Current Report New Report Filled/Open Grade Grade Current Range New Range Range Range Range Range + Overhead Employees Difference Allocation Portion CFO/Manager of Re-classification & CFO/Manager of $66,629.26- $66,629.26- 1* BED Financial Analyst Financial Analyst Strategy & Open A3 UN3 $109,227.66 $109,227.66 $0.00 $0 1 $0 100% $0 update Strategy & Innovation $109,227.66 $109,227.66 Innovation CFO/Manager of Re-classification & Senior Financial Senior Financial CFO/Manager of $74,653.28- $74,653.28- BED Strategy & Open A5 NS5 $122,382.42 $122,382.42 $0.00 $0 0 update Analyst Analyst Strategy & Innovation $122,382.42 $122,382.42 Innovation Energy Services Director of Energy $65,272.064- 2** Eliminate position BED N/A NA Open NS4 NA $107,006.64 -$107,006.64 -$150,879 1 -$150,879 100% -$150,879 Engineer Services $107,006.64 PUC Counsel & $120,302.00- 3*** Add position BED General Manager N16 $0.00 $166,178.69 $166,178.69 $234,312 1 $234,312 100% $58,578 Compliance Officer $166,178.69 Total Cost (Savings) -$92,301 * Assume position filled on 4/1/26. ** Position eliminated. *** Assume position filled on 4/1/26. Page 39 of 135  Appendix E Financial Analyst Page 1 of 6 City of Burlington Job Description Position Title: Financial Analyst Department: Burlington Electric Department Reports to: Director of FinanceCFO and Manager of Strategy & Innovation Pay Grade: A-3 NU3 Job Code: Exempt/Non-Exempt: Exempt Union: IBEWNon-Union General Purpose: Theis Financial Analyst position is responsible for financial analysis, budgeting, and forecasting; financial reporting and other performance reporting; developing the annual Operating and Capital budgets and monthly budget reporting and analysisand cost-of-service/rate analysis. This position works closely with BED executive management and all area directors to support decision-makingis also responsible for conducting research, general financial analysis and creating and evaluating department-wide performance measurements. In addition, this position provides support for rate analyses and filings. Essential Job Functions: (This section outlines the fundamental job functions that must be performed in this position. The “Qualifications/Basic Job Requirements” and the “Physical and Mental/Reasoning Requirements and Work Environment” state the underlying requirements that an employee must meet in order to perform these essential functions. In accordance with the Americans with Disabilities Act, reasonable accommodations may be made to qualified individuals with disabilities to perform the essential functions of the position.) Budgeting and Forecasting • Develop and report on and maintain short-term financial budgets, plans, and forecasts, including but not limited to BED’s annual Ooperating and Ccapital Bbudgets; year-end forecast; . • Develop, implement, and maintain BED’s 5five- Yyear Ffinancial Pplan. • Assist with the development of a calendar year budget for the McNeil Generating Station. • Coordinate budgeting and forecasting processes, review budget submissions, and Assist with the development of a fiscal year budget for the Winooski One Hydro facility. • Pprovides training and support and direction to other BED personnel on all budgetary issues. Financial Analysis & Reporting • Track Department spending by generating associated budget reports, including but not Page 40 of 135 Financial Analyst Page 2 of 6 limited to, capital spending and operating expenses. • Develop and generate various financial, operational, or performance reports for internal and external reporting needs, including but not limited to, monthly budget variance reports and capital spending reports. • Develop, monitor, and analyze key financial ratios and other performance indicators for the Department; provide insights and recommendations to management. • • Analyze Monitor Department spendingfinancial, operational, or performance data and trends to assess performance and notify appropriate personnel ofidentify opportunities, deficiencies, or irregularities. • Compile data for and file quarterly and annual reports for Responsible for maintaining and reporting of BED’s Service Quality & Reliability and Performance, Monitoring & Reporting Plan (“SQRP”). This includes calculating service quality point/penalties when the company fails to meet the standards in certain areas. • Completes APPA Surveys and Reports as required including but not limited to “American Public Power Association Performance Indicators Survey”. • Prepare financial and statistical information for external audiences, such as related to for bond offerings and refinancings., • Prepare financial and statistical information for Ccontinuing dDisclosure on bond obligations, credit rating reviews, and American Public Power Association surveys.. Subject matter expert for Compute and analyze Moody’s Bond Rating service Financial Indicators, including debt service coverage ratio, days cash on hand and debt ratio.Develop, coordinate, and monitor key financial ratios for the Department. Develop and generate monthly financial reports for the Burlington Electric Commission. • Responsible for maintaining budgeting and financial reporting functions of s utilizing the Department’s enterprise accounting software system (s)report writer software. Ensures proper coding of accounts for accounting system report writing. • Rates and Other Analyses • Assist with preparation of schedules, work papers, testimony, and analyses for cost allocation/rate design studies; and filings. • Assist with preparing schedules, work papers and analyses for revenue requirement ; and other regulatory filings. • Provide information and analysis Assist as needed with to support rate-making issues, and rate hearings, providing information to legal counsel and BED staff. • Develop, produce, and mMaintain documentation of budgeting, reporting, and planning various accounting policies and procedures manuals. Page 41 of 135 Financial Analyst Page 3 of 6 • Coordinate the review and revisions of “BED’s Operating Guidelines”, which reflect the Department’s operating policies and regulatory requirements. • Perform financial and statistical research, analysis, and modeling as requiredto support decision-making and strategic planning. • Participate in and contribute to Conduct financial and accounting research as required. • Develop, coordinate, and monitor key financial ratios for the Department. • Develop and generate monthly financial reports for the Burlington Electric Commission. • Responsible for maintaining financial reports utilizing accounting system report writer software. • Ensures proper coding of accounts for accounting system report writing. • Serves as the “Working Team” coordinator for Finance on the purchase and implementation of a new Financial Information System (FIS). • Initiate, facilitate, and lead group discussions no less than annually involving other staff on process improvement and operational efficiency effortss pertaining to respective areas of responsibility using lean principals of management when determined to be appropriate. • Responsible for maintaining and updating process improvement flowcharts and other documentation pertaining to areas of responsibility. • Cross train in other accounting positions as determined by the Director of Finance and Administration. Performs specialized accounting projects and specific other accounting functions/tasks as assigned by the Director of Finance and Administration. • Performs other responsibilities in absence of coworkers and during periods of high volume as directed. Non-Essential Job Functions: • Performs Perform select other responsibilities of other finance team members in absence of coworkers and during periods of high volume as directed. • Performs other duties as required. Qualifications/Basic Job Requirements: • Bachelor’s of Science Ddegree in finance, Aaccounting, Bbusiness Administration, or other related field. • Additional experience may be substituted for a degree requirement on a two-for-one year basis. • Three (3) years of relevant budgeting, reporting, and financial analysis experience in a responsible accounting position required. • Utility Eexperience with electric utility accounting preferred. • Strong analytical and quantitative skills and attention to detail. Page 42 of 135 Financial Analyst Page 4 of 6 • High technical aptitude and proficiency with spreadsheet, complex data, and enterprise financial and reporting systems required. • Knowledge of generally accepted accounting principles and utility rate-making principles. • Attend a minimum of sixteen (16) hours of training approved by the Director of Finance and Administration every two years. • Ability to understand and comply apply principles of fund accounting and with Federal Energy Regulatory Commission uniform system of accounts(FERC) accounting standards and practices. • Must possess a working knowledge of generally accepted accounting practices. • Ability to maintain strict carry out duties and functions in a confidentiality mannerof sensitive information. • Ability to communicate effectively both orally and in writing. • Ability to establish collaborate effectively and maintain good relations with co-workers. • Ability to have a high level of initiative and enthusiasm to work within a team environment. • Ability to operate in a Windows based environment using word processing; spreadsheet and database software is required. • Familiarity with computerized accounting systems preferred required. • Demonstrate proficiency in Excel spreadsheet skills is required. • Demonstrated analytical ability and attention to detail. • Ability to be able to listen to and appropriately react to a supervisor’s feedback and incorporate said feedback to improve employee performance. • Ability to be self-directed, organize and prioritize workflow, and meet deadlines. • Ability to work well under pressure. • requiredAbility to work with minimal supervision. • Ability to actively support City diversity, equity, and cultural competency efforts within stated job responsibilities and work effectively across diverse cultures and constituencies. • Demonstrated commitment to diversity, equity and inclusion as evidenced by ongoing trainings and professional development. • Regular attendance is necessary and is essential to meeting the expectations of the job functions. • Work beyond the normal 40-hour work week, attendance at evening meetings, and occasional travel to conferences and workshops may be required. • Ability to understand and comply with City standards, safety rules and personnel policies. • Ability to work beyond the normal forty (40) hour work week as needed consistent with the provisions of the BED/IBEW Collective Bargaining Agreement. • Page 43 of 135 Financial Analyst Page 5 of 6 Physical & Mental/Reasoning Requirements; Work Environment: These are the physical and mental/reasoning requirements of the position as it is typically performed. Inability to meet one or more of these physical or mental/reasoning requirements will not automatically disqualify a candidate or employee from the position. Upon request for a reasonable accommodation, the City may be able to adjust or excuse one or more of these requirements, depending on the requirement, the essential function to which it relates, and the proposed accommodation. _x_ seeing _x_ ability to move distances within warehouses and offices _x_ color perception (red, green, amber) __ lifting (specify __ pounds) _x_ hearing/listening __ carrying (specify __ pounds) _x_ clear speech __ climbing _x_ touching _x_ driving _x_ dexterity __ hand __ finger __ ability to mount and dismount forklift __ reading – basic __ pushing/pulling _x_ reading – complex __ shift work __ math skills – basic __ moving objects _x_ math skills – complex __ pressurized equipment __ writing – basic __ extreme heat _x_ writing – complex __ extreme cold _x_ analysis/comprehension __ high places _x_ judgment/decision making __ noise _x_ clerical __ fumes/odors _x_ inside __ dirt/dust _x_ outside __ hazardous materials _x_ works alone __ electrical equipment _x_ works with others __ mechanical equipment _x_ face-to-face contact _x_ verbal contact w/others Supervision: Directly Supervises: __0___ Indirectly Supervises: __0___ Disclaimer: The above statements are intended to describe the general nature and level of work being performed by employees to this classification. They are not intended to be construed as an exhaustive list of all responsibilities, duties and/or skills required of all personnel so classified. Approvals: Department Head: _____________________________ Date: __________ Page 44 of 135 Financial Analyst Page 6 of 6 Human Resources: _____________________________ Date: __________ Revised 9/14/15 Revised 11/2/18 Revised 03/2021 Revised 11/2025 Page 45 of 135  Appendix F Senior Financial Analyst Page 1 of 6 City of Burlington Job Description Position Title: Senior Financial Analyst Department: Burlington Electric Department Reports to: Director of FinanceCFO and Manager of Strategy & Innovation Pay Grade: A-5NU5 Job Code: Exempt/Non-Exempt: Exempt Union: IBEWNon-union General Purpose: Theis Senior Financial Analyst position is responsible for developing the annual Operating and Capital budgets and monthly budget reporting and analysis. Financial analysis, budgeting, and forecasting; financial and other performance reporting; and cost-of-service/rate analysis. This position works closely with BED executive management and all area directors to support decision-making.This position is also responsible for conducting conducts research, general financial analysis and creating and evaluating department-wide performance measurements. In addition, this position provides support for rate analyses and filings. Essential Job Functions: (This section outlines the fundamental job functions that must be performed in this position. The “Qualifications/Basic Job Requirements” and the “Physical and Mental/Reasoning Requirements and Work Environment” state the underlying requirements that an employee must meet in order to perform these essential functions. In accordance with the Americans with Disabilities Act, reasonable accommodations may be made to qualified individuals with disabilities to perform the essential functions of the position.) Budgeting and Forecasting • Develop, report on, and maintain short-term financial budgets, plans, and forecasts, including but not limited to BED’s annual Ooperating and Ccapital Bbudgets; year-end forecast; andfive-. • Develop, implement, and maintain BED’s 5 Yyear Ffinancial Pplan. • Assist with the development of a calendar year budget for the McNeil Generating Station. • Assist with the development of a fiscal year budget for the Winooski One Hydro facility. • Coordinate budgeting and forecasting processes, review budget submissions, and Pprovides training and support and directionto other BED personnel on all budgetary issues. Financial Analysis & Reporting Page 46 of 135 Senior Financial Analyst Page 2 of 6 • Track Department spending by generating associated budget reports, including but not limited to, capital spending and operating expenses. • Develop and generate various financial, operational, or performance reports for internal and external reporting needs, including but not limited to, monthly budget variance reports and capital spending reports. • Develop, monitor, and analyze key financial ratios and other performance indicators for the Department; provide insights and recommendations to management. • Analyze financial, operational, or performance data and trends Monitor Department spending and notify appropriate personnel of to assess performance and identify opportunities, deficiencies, or irregularities. • Compile data Responsible for maintaining and file quarterly and annual reportsing of for BED’s Service Quality & Reliability and Performance, Monitoring & Reporting Plan (“SQRP”). This includes calculating service quality point/penalties when the company fails to meet the standards in certain areas. • • Completes APPA Surveys and Reports as required including but not limited to “American Public Power Association Performance Indicators Survey”. • Prepare financial and statistical information for external audiences, such as for related to bond offerings and refinancings, . • Prepare financial and statistical information for cContinuing dDisclosure on bond obligations, credit rating reviews, and American Public Power Association surveys. • Compute and analyze Moody’s Bond Rating service Financial Indicators, including debt service coverage ratio, days cash on hand and debt ratio.. • Subject matter expert for budgeting and financial reporting functions of the Department’s enterprise software system(s). • Rates and Other Analyses • Assist with preparation of schedules, work papers, testimony, and analyses for cost allocation/rate design studies and filings; . • Assist with preparing schedules, work papers and analyses for revenue requirement ; and other regulatory filings. Provide information and analysis as needed to support rate-making. • Assist as needed with rate issues, and rate hearings, providing information to legal counsel and BED staff. • Develop, produce, and mMaintain documentation of budgeting, reporting, and planning various accounting policies and procedures manuals. • Coordinate the review and revisions of “BED’s Operating Guidelines”, which reflect the Department’s operating policies and regulatory requirements. Page 47 of 135 Senior Financial Analyst Page 3 of 6 • Perform financial and statistical research, analysis, and modeling as requiredto support decision-making and strategic planning. • Participate in and contribute to process improvement and operational efficiency effortsConduct financial and accounting research as required. • Develop, coordinate, and monitor key financial ratios for the Department. • Develop and generate monthly financial reports for the Burlington Electric Commission. • Responsible for maintaining financial reports utilizing accounting system report writer software. • Ensures proper coding of accounts for accounting system report writing. • Serves as the “Working Team” coordinator for Finance on the purchase and implementation of a new Financial Information System (FIS). • Initiate, facilitate, and lead group discussions no less than annually involving other staff on process improvements pertaining to respective areas of responsibility using lean principals of management when determined to be appropriate. • Responsible for maintaining and updating process improvement flowcharts and other documentation pertaining to areas of responsibility. • Performs specialized accounting projects and specific other accounting functions /tasks as assigned by the Director of Finance and Administration. • Performs other responsibilities in absence of coworkers and during periods of high volume as directed. Non-Essential Job Functions: • Perform select responsibilities of other finance team members in absence of coworkers and during periods of high volume as directed. • Performs other duties as required. Qualifications/Basic Job Requirements: • Bachelor’s of Science Ddegree in finance, Aaccounting, Bbusiness Administration, or other related field. • Additional experience may be substituted for a bachelor’s degree requirement on a two- for- one year basis. • Eight (8) years of relevant budgeting, reporting, and financial analysis experience in a responsible accounting position required. • Financial Modeling & Valuation Analyst (FMVA) Certification or equivalent is required. Page 48 of 135 Senior Financial Analyst Page 4 of 6 • Five (5) of these years in electric uUtility accounting experience preferred. • Strong analytical and quantitative skills and attention to detail required. • High technical aptitude and proficiency with spreadsheet, complex data, and enterprise financial and reporting systems required. • Certified Public Accountant (CPA) license or Graduate Certificate in Finance, Budgeting or related field is required. Additional experience will not be a substitute for a Graduate Certificate. • Demonstrate proficiency in Federal Energy Regulatory Commission (FERC) accounting standards and practices is required. • Demonstrate proficiency and expertise in cross trained accounting positions is required. • Must possess a wKorking knowledge of generally accepted accounting practicesprinciples and utility rate-making principles. • Ability to understand and apply principles of fund accounting and Federal Energy Regulatory Commission uniform system of accounts. • Ability to carry out duties and functions in a maintain strict confidentiality of mannersensitive information. • Ability to communicate effectively both orally and in writing. • Ability to collaborate effectively establish and maintain good relations with co-workers. • Ability to have a high level of initiative and enthusiasm to work within a team environment. • Ability to operate in a Windows based environment using word processing, spreadsheet and database software is required. • Familiarity with computerized accounting systems required. • Demonstrate proficiency in Excel spreadsheet skills is required. • Demonstrated analytical ability and attention to detail required. • Ability to be able to listen to and appropriately react to a supervisor’s feedback and incorporate said feedback to improve employee performance. • Ability to be self-directed, organize and prioritize workflow, and meet deadlines. • Ability to work well under pressure required. • Ability to work with minimal supervision. • Ability to actively support City diversity, equity, and cultural competency efforts within stated job responsibilities and work effectively across diverse cultures and constituencies. • Demonstrated commitment to diversity, equity and inclusion as evidenced by ongoing trainings and professional development. • Regular attendance is necessary and is essential to meeting the expectations of the job functions. • Work beyond the normal 40-hour work week, attendance at evening meetings, and occasional travel to conferences and workshops may be required. Page 49 of 135 Senior Financial Analyst Page 5 of 6 • Ability to understand and comply with City standards, safety rules and personnel policies. • Ability to work beyond the normal forty (40) hour work week as needed consistent with the provisions of the BED/IBEW Collective Bargaining Agreement. Physical & Mental/Reasoning Requirements; Work Environment: These are the physical and mental/reasoning requirements of the position as it is typically performed. Inability to meet one or more of these physical or mental/reasoning requirements will not automatically disqualify a candidate or employee from the position. Upon request for a reasonable accommodation, the City may be able to adjust or excuse one or more of these requirements, depending on the requirement, the essential function to which it relates, and the proposed accommodation. _x_ seeing _x_ ability to move distances within warehouses and offices _x_ color perception (red, green, amber) __ lifting (specify __ pounds) _x_ hearing/listening __ carrying (specify __ pounds) _x_ clear speech __ climbing _x_ touching _x_ driving _x_ dexterity __ hand __ finger __ ability to mount and dismount forklift __ reading – basic __ pushing/pulling _x_ reading – complex __ shift work __ math skills – basic __ moving objects _x_ math skills – complex __ pressurized equipment __ writing – basic __ extreme heat _x_ writing – complex __ extreme cold _x_ analysis/comprehension __ high places _x_ judgment/decision making __ noise _x_ clerical __ fumes/odors _x_ inside __ dirt/dust _x_ outside __ hazardous materials _x_ works alone __ electrical equipment _x_ works with others __ mechanical equipment _x_ face-to-face contact _x_ verbal contact w/others Supervision: Directly Supervises: __0___ Indirectly Supervises: __0___ Disclaimer: The above statements are intended to describe the general nature and level of work being performed by employees to this classification. They are not intended to be construed as an Page 50 of 135 Senior Financial Analyst Page 6 of 6 exhaustive list of all responsibilities, duties and/or skills required of all personnel so classified. Approvals: Department Head: _____________________________ Date: __________ Human Resources: _____________________________ Date: __________ Revised 9/14/15 Revised 11/2/18 Revised 03/2021 Revised 11/10/2025 Page 51 of 135  Appendix G Public Utility Commission Counsel and Regulator Compliance Officer Page 1 of 5 City of Burlington Job Description Position Title: Public Utility Commission Counsel and Regulatory Compliance Officer Department: Burlington Electric Department Reports to: General Manager Pay Grade: N16 Job Code: XXX Exempt/Non-Exempt: Exempt Union: Non-Union General Purpose: The Public Utility Commission Counsel and Regulatory Compliance Officer leads BED’s regulatory engagement with the Department of Public Service and the Public Utility Commission. The position represents BED as legal counsel and provides legal advice on regulatory matters. This position works closely with BED’s executive management team. The position also coordinates with The Director of Policy and Planning. The position must collaborate effectively in particular with the Director of energy Services in matters related to BED’s EEU functions. Additionally, the position works collaboratively with all other BED divisions to ensure timely, accurate and complete regulatory filings. Essential Job Functions: (This section outlines the fundamental job functions that must be performed in this position. The related job requirements and physical, mental, and reasoning requirements outlined in the next two sections state the underlying requirements that an employee must meet in order to perform these essential functions. The three sections together describe the essential functions of this position) • Represent BED as legal counsel and enter appearances when necessary in Public Utility Commission proceedings. Work with external counsel as directed. • Provide legal advice or guidance to BED as it relates to Public Utility Commission dockets, legal briefs, filings, and procedures; permits and permitting activity; drafting and reviewing of relevant regulatory memoranda of understanding; and/or engagement with the Department of Public Service. • Monitor proceedings and work with other BED staff to develop strategy. Coordinate BED’s response as necessary. • Draft and submit certain Public Utility Commission filings and/or provide support and review filings prepared by other team members providing citations to legal/regulatory precedent as needed. • Primary liaison with attorneys and staff at the Department of Public Service, as well as legal counsel or regulatory compliance officers at other distribution and energy efficiency utilities. Develop and maintain strong working relationships through regular communication. • Maintain up-to-date knowledge of state and local laws, rules, and regulations relevant to distribution and energy efficiency utility operations/business in Vermont, including Public Page 52 of 135 Energy Services Engineer Page 2 of 4 Utility Commission and other legal precedents relevant to BED’s regulatory work and laws in other New England States to the extent they impact BED’s operations. • Ensure timely, accurate, and complete regulatory filings, including SQRP and other compliance filings, periodic reports, rate case filings, tariff filings, and Energy Efficiency Utility and other filings. • Lead internal, cross-disciplinary working group(s) related to regulatory matters. • May participate or represent BED in external working groups or committees. • Serve as BED’s primary compliance officer for state and local regulatory processes. • Responsible for tracking of docket and compliance filing deadlines. • Serve on the BED leadership team. Qualifications/Basic Job Requirements: • Juris Doctorate (J.D.) and current admission to practice law in Vermont required. • Current admission to practice law in New England states other than Vermont a plus. • Minimum of 5 years’ experience in legal utility or regulatory representation as an attorney before a Public Utility Commission required. • Knowledge of utility regulatory practice in Vermont required, with strong preference for understanding of Energy Efficiency Utility (EEU) regulatory requirements. • Knowledge of utility rate case and tariff laws, rules, and procedures required. • Knowledge of administrative law and procedure in Vermont required. • Demonstrated leadership and project management skills required. • Strong verbal and written communication skills with demonstrated abilities in translating technical information effectively for a diverse audience and public speaking, public information, and use of presentation software and equipment required. • Ability to organize and prioritize workload, complete multiple projects, and meet established deadlines required. • Demonstrated analytical ability and attention to detail required. • Ability to actively support City diversity, equity, and cultural competency efforts within stated job responsibilities and work effectively across diverse cultures and constituencies. • Demonstrated commitment to diversity, equity and inclusion as evidenced by ongoing trainings and professional development. • Regular attendance is necessary and is essential to meeting the expectations of the job functions. • Ability to understand and comply with City standards, safety rules and personnel policies. • Ability to obtain and maintain a valid VT driver’s license required. • Ability to establish and maintain good relations with co-workers. • A strong desire to improve and maintain service to internal and external customers is required as is a high level of personal creativity, initiative, and enthusiasm to work within a constantly changing organization. • Ability to work in a team environment. • Must be able to listen to and appropriately react to a supervisor's constructive criticism and incorporate said criticism to improve employee performance. • Ability to work with minimal supervision. Page 53 of 135 Energy Services Engineer Page 3 of 4 Physical & Mental/Reasoning Requirements; Work Environment: These are the physical and mental/reasoning requirements of the position as it is typically performed. Inability to meet one or more of these physical or mental/reasoning requirements will not automatically disqualify a candidate or employee from the position. Upon request for a reasonable accommodation, the City may be able to adjust or excuse one or more of these requirements, depending on the requirement, the essential function to which it relates, and the proposed accommodation. _x_ seeing _ _ ability to move distances within warehouses and offices __ color perception (red, green, amber) _ _ lifting (specify __ pounds) _x_ hearing/listening _ _ carrying (specify __ pounds) _x_ clear speech _ _ climbing _ _ touching _x_ driving _ _ dexterity _X_ hand _X_ finger __ ability to mount and dismount forklift __ reading – basic _ pushing/pulling _x_ reading – complex __ shift work _x_ math skills – basic _ _ moving objects _ _ math skills – complex __ pressurized equipment __ writing – basic _ _ extreme heat _x_ writing – complex _ _ extreme cold _x_ analysis/comprehension _ _ high places _x_ judgment/decision making _ noise _x_ clerical _ _ fumes/odors _x_ inside _ _ dirt/dust __ outside _ _ hazardous materials _x_ works alone _ _ electrical equipment _x_ works with others _ _ mechanical equipment _x_ face-to-face contact _x_ verbal contact w/others Supervision: Directly Supervises: __0__ Indirectly Supervises: __0__ Disclaimer: The above statements are intended to describe the general nature and level of work being performed by employees to this classification. They are not intended to be construed as an Page 54 of 135 Energy Services Engineer Page 5 of 5 exhaustive list of all responsibilities, duties and/or skills required of all personnel so classified. Approvals: Department Head: _____________________________ Date: __________ Human Resources: _____________________________ Date: __________ Page 55 of 135  Board of Finance and City Council Submission Checklist Version: April 2025 Darren Springer and Munir Kasti Department: Burlington Electric Submitter: and Emily Stebbins-Wheelock Title/Subject: Position Updates Approval Requested: Meeting Date: ☒ Board of Finance 12/15/2025 ☒ City Council 1/12/2026 ☐ Both BOF and Council Click or tap to enter a date. Instructions 1. This form must be completed by the person submitting the materials. 2. This form must be sent with the final submission of materials in advance of the meeting. 3. Do not indicate that a sign-off was received until it has actually been obtained. 4. Commission reports and presentations do not need to be reviewed by the CAO or Attorneys. 5. Name the reviewing Attorney or HR Manager in the Note column. Signoff Needed Received? Approval Date Note Department Head Yes 12/8/2025 Darren Springer Mayor’s Office Yes 12/8/2025 Erin Jacobsen Board/Commission N/A Click or tap to Click or tap here to enter text. enter a date. City Attorney’s Office for memo and Yes 12/9/2025 Jessica Brown contracts or legal documents City Attorney’s Office for memo and Yes 12/9/2025 Jessica Brown, motions included motion(s) or resolution(s) CAO for budget, financing, and memo Yes 12/8/2025 Katherine Schad Human Resources, if personnel action Yes 12/8/2025 Tim Clancy or policy CIO, if IT-related Choose an Click or tap to Click or tap here to enter text. item. enter a date. Page 56 of 135  MEMORANDUM To: Burlington Board of Finance and City Council From: Darren Springer, General Manager James Gibbons, Director of Policy & Planning Emily Stebbins-Wheelock, CFO and Manager of Strategy & Innovation Date: December 15, 2025 RE: Relevate Power contract The Burlington Electric Department (BED) received approval from the Electric Commission (under its delegated authority) to sign a five-year hydropower power purchase contract with Relevate Power for energy, associated renewable energy credits (RECs) and capacity from hydroelectric assets in New England. BED is interested in extending the term of the agreement by an additional five years (for a total of ten), and that term is beyond the Commission’s delegated authority, and requires City Council approval. BED is seeking that approval from the Board of Finance at its meeting on December 15, 2025 and the Council at its meeting on January 12, 2026. Background BED has three renewable energy contracts expiring before the end of 2026, each of which provides approximately 10% of BEDs energy needs. The expiring contracts are: 1 FirstLight (Shepaug Generating Station, CT), which replaced a previous contract with Great River Hydro: a. Contract term 7/1/24-12/31/25 (18 months) b. Normal percent of BED load served: 11% 2 Vermont Wind (Sheffield, VT): a. Contract term 10/19/11-10/18/26 (ten years extended by 5 additional) b. Normal percent of BED load served: 9% 3 Hancock Wind (Hancock, ME) a. Contract term 12/10/16-12/9/26 (ten years) b. Normal percent of BED load served: 10% Burlington Electric Department 585 Pine Street Burlington, VT 05401 burlingtonelectric.com Phone (802) 865-7300 Page 57 of 135 Throughout 2024 and 2025, we have been evaluating options for replacing these contracts. We have solicited possible replacements from the parties whose contracts are expiring and others through market outreach. Earlier this year, Relevate Power contacted BED independently, offering a portfolio of hydro resources in New England and New York. Proposed Contract The proposed contract from Relevate is a unit-contingent, ten-year contract providing renewable energy (energy and RECs) and capacity from some of Relevate’s hydro assets in New England. A unit-contingent contract means that Relevate’s obligation to deliver (and BED’s option to pay for) energy only exists if the units are producing energy. The contract is structured as a ten-year contract with the first five years becoming effective upon authorization (i.e., based on unanimous approval received on September 10, 2025 from the Burlington Electric Commission under their delegated authority). The second five years (i.e., years 6-10) are contingent upon approval of the City Council and are the reason for this memo and presentation. The contract provides for energy equal to the unit output, not to exceed 50,000 MWH per year (15% of BED’s current load). The initial assets providing that energy would be as follows (asset information located at Relevate Power | Where we are): Asset Summary Asset State Capacity (MW) Dundee ME 2.40 Eel Weir ME 1.20 Wyre Wynd CT 2.78 Additional units could be added to the list above as long as the total output did not exceed 50,000 MWH. Discussion & Analysis BED considers potential purchased power contracts both in comparison to other contemporaneous offers and as they compare to BED’s long-term Integrated Resource Plan (IRP) planning assumptions. BED compared the offers that we received from five other parties, adjusting for differences such as unit type, REC type, delivery location, and energy profile to compare them on an equal basis. Relevate appeared to offer the most economical proposal and BED engaged in contract discussions with Relevate on that basis. BED’s evaluation of the Relevate contract against the long-term IRP assumptions shows that the proposed contract is generally close to the current market price projections. The potential that the market prices could rise higher than the contract price (yielding net benefit to BED) appears slightly greater than the chance that they could fall below them Page 58 of 135 (yielding net cost to BED). Not included in the IRP analysis was any of the ancillary value of retaining BED’s 100% renewability, which exempts BED from statewide renewable purchases (known as Standard Offer). Statewide renewable energy prices averaged $180 per MWH in 2024 (significantly higher that the proposed contract from Relevate) and being 100% renewable also increases the value BED receives from its strategic electrification programs. Execution of the contract will entail some additional risk of potential changes in the value of REC markets (particularly the MA class 2 market) over the contract term. Changes in REC market prices is something that BED is currently exposed to from many of its renewable energy contracts. The Relevate resources in question share a REC market with BED’s own Winooski One facility, which can be a value (as BED would have multiple sources to meet contracts for RECs in that market) but also increases BED’s exposure to changes in that market. On the other hand, the contract will significantly reduce BED’s risk related to potential increases in market energy prices. Given BED’s commitment to remain 100 percent renewable, BED staff believes that approval of the additional five-year term of the Relevate contract is a prudent move to help meet BED’s customers’ needs with renewable energy at known, stable prices from 2031 to 2035 and requests approval from the City Council to have the contract continue beyond the initial five-year term for a full ten years. Motions Board of Finance: To approve and recommend the City Council authorize the General Manager of the Burlington Electric Department to extend its five-year power purchase agreement with Relevate Power for an additional five-year term (for a total of ten years including the Electric Commission’s prior approval) for renewable energy (not to exceed 50,000 MWH/year), RECs, and capacity from New England hydroelectric resources. City Council: To approve and authorize the General Manager of the Burlington Electric Department or their designee Department to extend its five-year power purchase agreement with Relevate Power for an additional five-year term (for a total of ten years including the Electric Commission’s prior approval) for renewable energy (not to exceed 50,000 MWH/year), RECs, and capacity from New England hydroelectric resources. Page 59 of 135 Relevate Power Contract December 15, 2025 Board of Finance January 12, 2025 City Council Darren Springer, General Manager James L. Gibbons, Director of Policy and Planning Burlington Electric Department Page 60 of 135 BED Energy Resources “Yawning Gap” Page 61 of 135  • Unit-contingent contract replacing existing unit- contingent hydro contract • BED compared offers received from several parties – Relevate’s was most economical • Includes energy, renewable energy credits, and Relevate capacity • Energy (not to exceed 50,000 MWH/year) from pool of Contract New England small hydro assets • Dundee and Eel Weir are Low Impact Hydro Institute Certified Summary • Initial contract pricing based on current wholesale markets • Reduces energy price risk – reduces capacity price risk – slightly increases REC risk • Initial five years effective upon signature (approved by BEC) • Additional five years (for ten total) if approved by City Council Page 62 of 135 Economics of Relevate Proposal $/MWh 180 160 140 120 100 80 60 40 20 0 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 Cost Revenue - High Revenue - Base Revenue - Low Page 63 of 135 Dundee (2.4 MW) (16,000 MWH) • The Dundee Project, originally constructed in 1913, is located on the Presumpscot River in Cumberland County, Maine. Dundee is one of five individual hydroelectric plants on a 9- mile stretch of the Presumpscot River at the outlet of Sebago Lake in southwestern Maine. The project includes: a 1,492-foot-long dam, a powerhouse containing three horizontal turbine-generators, a bypass reach, a tailrace channel, and an eel lift. Page 64 of 135 Eel Weir (1.20 MW) (4,000 MWH) • The Eel Weir Project is located on the Presumpscot River at the outlet of Sebago Lake in the towns of Windham and Standish, Maine. Eel Weir is one of five individual hydroelectric plants on a 9-mile stretch of the Presumpscot River at the outlet of Sebago Lake in southwestern Maine. The project headgates were installed in the mid- 1800s at the outlet of Sebago Lake and the generating facilities were later commissioned in 1903. The project includes a powerhouse containing three horizontal Hercules turbines with a total installed capacity of 1.8 MW; and a 3.5-mile-long 11 kV transmission line. Page 65 of 135 Wyre Wynd (2.78 MW) (10,634 MWH) • The Wyre Wynd Hydroelectric Project is located on the Quinebaug River in Jewett City, Connecticut. Originally designed to support a textile mill in the 1800s, the station now produces enough clean energy to power 2,000 homes. Page 66 of 135  Board of Finance and City Council Submission Checklist Version: April 2025 Darren Springer, Emily Stebbins- Department: Burlington Electric Submitter: Wheelock and James Gibbons Title/Subject: Hydropower Contract Approval Requested: Meeting Date: ☒ Board of Finance 12/15/2025 ☒ City Council 1/12/2026 ☐ Both BOF and Council Click or tap to enter a date. Instructions 1. This form must be completed by the person submitting the materials. 2. This form must be sent with the final submission of materials in advance of the meeting. 3. Do not indicate that a sign-off was received until it has actually been obtained. 4. Commission reports and presentations do not need to be reviewed by the CAO or Attorneys. 5. Name the reviewing Attorney or HR Manager in the Note column. Signoff Needed Received? Approval Date Note Department Head Yes 12/8/2025 Darren Springer Mayor’s Office Yes 12/9/2025 Erin Jacobsen Board/Commission Yes 9/10/2025 Electric Commission City Attorney’s Office for memo and Choose an Click or tap to Click or tap here to enter text. contracts or legal documents item. enter a date. City Attorney’s Office for memo and Yes 12/9/2025 Jessica Brown, motions included motion(s) or resolution(s) CAO for budget, financing, and memo Yes 12/8/2025 Katherine Schad Human Resources, if personnel action Choose an Click or tap to Click or tap here to enter text. or policy item. enter a date. CIO, if IT-related Choose an Click or tap to Click or tap here to enter text. item. enter a date. Page 67 of 135 To: Board of Finance City Council From: Shawn Burke, Interim Chief of Police Shannon Trammell, Executive Manager Date: December 15, 2025 Re: Burlington Police Department – Police Unified Pay Scale Adjustments The Police Department is requesting an adjustment to the Police Unified Pay Scale (PUPS), which governs compensation for sworn (Class A) supervisory positions – Sergeant, Lieutenant, and Deputy Chief, as well as memorializing the compensation benefits afforded to the sworn supervisors moving forward. Over time, contractual increases, in both pay and benefits, negotiated under the Burlington Police Officers Association (BPOA) have resulted in significant disparities between unionized officers and their supervisors. The current structure has created a situation where officers receive a better overall compensation package than those who choose to promote into leadership ranks as a Class A employee. This imbalance is negatively affecting morale, retention, and our ability to attract qualified candidates to promote to supervisory roles. As BPOA pay scales have risen year over year, the percentage increase between the top step of the BPOA scale and the entry step of Sergeant has remained static. Currently, an officer promoted from BPOA Step 15 to Sergeant Step 1 receives only a 6% increase, for an enormous increase in responsibilities, duties, and liability, as a supervisor. Beyond that narrow pay increase margin, newly promoted supervisors lose several benefits afforded to them under the BPOA contract – including things like Field Training Officer pay for training new supervisors, and retention pay. In some cases, this results in a net loss in overall compensation after promotion. This structure discourages officers from pursuing supervisory positions. The department is now operating with critically low numbers of sworn supervisors, which impacts leadership capacity, accountability, and overall operational effectiveness. Page 68 of 135 In addition to the pay scale adjustments, we propose extending several of the BPOA benefits outlined in the Collective Bargaining Agreement (CBA) to the sworn supervisory ranks to restore equity and competitiveness for those serving as formal leaders in the department. Historical Context When the PUPS was first implemented, Sergeants and Lieutenants retained many of the same benefits available under the BPOA contract, such as shift differential, holiday pay, and clothing/boot allowances. Deputy Chiefs also retained premium holiday pay and similar allowances. Over time, these benefits have been reduced or eliminated, or new benefits have been created for unionized officers during collective bargaining, creating a widening disparity between the BPOA and PUPS compensation structures. In May 2018, then-Chief del Pozo adjusted Deputy Chief salaries to align more closely with Fire Administration and Operations Deputy Chiefs. This was intended as a temporary correction pending a broader review of the PUPS in FY19, which ultimately did not occur. Since then, pay compression has only worsened. By FY22, a Deputy Chief at Step 1 no longer earned an 8% increase over a Lieutenant at Step 4 — the original intent of the scale, outlined below. While Deputy Chiefs were returned to the PUPS in FY23 to address some compression, that change was limited in scope and did not resolve broader inequities in the pay structure for all sworn supervisory ranks. Financial Impact Supervisors play a critical role in maintaining professional standards, managing personnel, and ensuring operational success. When the compensation system disincentives’ promotion, the department’s leadership pipeline weakens. To address this and encourage supervisory promotions, the department proposes the following Sworn Class A Supervisory Pay & Benefit Package: Promotion Path Current PUPS Increases Proposed PUPS Increases BPOA Step 15 Sergeant 6% + 1.5% annually per step 12% + 1.5% annually per step Sergeant Lieutenant 6% + 1.5% annually per step 6% + 1.5% annually (no change) Lieutenant Deputy Chief 8% + 1.5% annually per step 10% + 1.5% annually per step Page 69 of 135 The proposed PUPS adjustments are based largely on an analysis of supervisory workload and responsibility. This analysis considered the scope of supervision, administrative burden, incident command expectations, after-hours responsibilities, operational workload, decision- making authority, and the level of accountability tied specifically to first-line leadership. This evaluation demonstrated that the jump in responsibility does not currently match the financial compensation tied to assuming supervisory duties. While the largest increase takes place upon promotion to the first supervisory rank of Sergeant, the ranks of Lieutenant and Deputy Chief are built off the Sergeant rank, where the increase flows up the ranks. This proposed PUPS increase has a financial impact of $55,000 for FY26 (Jan. 2026 - Jun. 2026) and $108,000 for FY27. The Department intends to absorb the cost for the remainder of FY26 with salary attrition, and will be budgeted for in FY27. In order to avoid future salary compression, the PUPS scale must be the exclusive salary scale for the sworn supervisory positions in the department. The benefits outlined in the Collective Bargaining Agreement (CBA), which have historically been extended to non-union, sworn, Class A staff (leadership ranks) are:  Retention Bonus (old provision)  Shift Differential  Travel / Training  Court Call Back  Training Scheduled Temporary Shift Changes  Holiday Pay  Vacation accruals  Bereavement Leave  Wellness Bonus  Health Insurance (Employee’s contribution rate matches BPOA)  Pension Provision (Employee’s contribution rate matches BPOA, based on date of hire)  Miscellaneous Benefits (15-minute donning uniform time)  Equipment allowance  Clothing allowance  Overtime – Sergeants and Lieutenants earn OT (Sergeants can earn comp or be paid out; Lieutenants are paid for OT) The benefits listed above for all sworn positions have long been included in BPD’s budgetary framework and require no additional funding adjustments. There are, however, four additional Page 70 of 135 benefits that are new to this CBA that the department would like to add to the list of benefits extended to the non-union, sworn, Class A staff, and those are:  10% of overtime toward pension benefits  Retention bonus structure (new provision)  FTO pay for Sergeants and/or Lieutenants to train new supervisors  Pension buy-in option Including these additional four benefits increases BPD’s financial obligation by $35,000 per year. The department intends on covering this increase with salary attrition for the remainder of FY26. The BPD has engaged the City Attorney’s Office, the Human Resources Office, the Department of Finance and Administration, and the Mayor’s Office in this critically important discussion. These changes are necessary to maintain a healthy leadership structure within the Burlington Police Department and to ensure that our supervisors are appropriately compensated for the added responsibility and expectations of their roles. Recommended Action We respectfully request that the Board of Finance and City Council take the following actions: Board of Finance: Move to approve and recommend that the City Council adopt and authorize the proposed adjustments to the Police Unified Pay Scale, as outlined above, and to further authorize the extension of the benefits as outlined herein to all Class-A, sworn, non-union, supervisory personnel within the Burlington Police Department, as part of the comprehensive benefits package for such positions, subject to the final review and approval of the Chief Administrative Officer. City Council: Move to approve, adopt, and authorize the proposed adjustments to the Police Unified Pay Scale, as outlined above, and to further authorize the extension of the benefits as outlined herein to all Class-A, sworn, non-union, supervisory personnel within the Burlington Police Department, as part of the comprehensive benefits package for such positions, subject to the final review and approval of the Chief Administrative Officer. Page 71 of 135  Board of Finance and City Council Submission Checklist Version: April 2025 Department: Police Submitter: Shawn Burke + Shannon Trammell Title/Subject: Police Unified Pay Scale Adjustments Approval Requested: Meeting Date: ☐ Board of Finance ☐ City Council ☒ Both BOF and Council 12/15/2025 Instructions 1. This form must be completed by the person submitting the materials. 2. This form must be sent with the final submission of materials in advance of the meeting. 3. Do not indicate that a sign-off was received until it has actually been obtained. 4. Commission reports and presentations do not need to be reviewed by the CAO or Attorneys. 5. Name the reviewing Attorney or HR Manager in the Note column. Signoff Needed Received? Approval Date Note Department Head Yes 12/1/2025 S. Burke Mayor’s Office Yes 12/4/2025 E. Jacobsen Board/Commission N/A City Attorney’s Office for memo and N/A contracts or legal documents City Attorney’s Office for memo and Yes 12/8/2025 H. McClenahan motion(s) or resolution(s) CAO for budget, financing, and memo Yes 12/9/2025 K. Schad Human Resources, if personnel action Yes 12/10/2025 T. Clancy or policy CIO, if IT-related N/A Page 72 of 135 To: Board of Finance From: Emma Mulvaney-Stanak, Mayor Kelli Perkins, Director, REIB Cc: Erin Jacobson, Chief of Staff Katharine Schad, CAO Date: December 10, 2025 Re: Response to Letter from Christine Hughes, Director of Richard Kemp Center and Funding Recommendation This memorandum outlines the City’s response to the August 2025 letter sent to Board of Finance from Christine Hughes, Director of the Richard Kemp Center, inquiring about City funds believed to have been promised to the Richard Kemp Center as part of the 2020 Racial Justice Resolution, as well as a request for understanding how REIB funding has been utilized over the last 5 years. It also proposes a funding recommendation from the City of Burlington to the Richard Kemp Center in FY27 and FY28. Background Reinvestment of City Resources The 2020 Racial Justice Resolution called for the reallocation of general fund dollars from the reduction, through attrition, of sworn officer numbers toward social services and social, racial, and economic justice initiatives. This included four funding initiatives: a community-based cultural empowerment center (believed to have been the Richard Kemp Center, which was in development and unnamed at the time of the resolution); a capital access program; a minority-owned business municipal procurement program; and operational capacity for REIB staffing. The attrition of BPD officers outpaced budget projections in the subsequent fiscal year, resulting in zero savings to reinvest towards the Resolution. Community Cultural Empowerment Center Funding - REIB continues to work with community centers and groups to sponsor cultural events and programs. This table shows the specifics of how the City has spent money in this area over time. Name of Center FY21 FY22 FY23 FY24 FY25 Total to Date Congolese Community $5,000 $13,000 $15,000 $33,000 of Vermont Somali Bantu $35,000 $1,000 $36,000 Association of Vermont Greater Burlington $5,000 $5,000 $5,000 $5,000 $5,000 $25,000 Multicultural Center Racial Justice Center dba $2,500 $2,500 Richard Kemp Center Total $96,500 Page 73 of 135 Capital Access Program The capital access funding program is the Empowerment Fund, which was placed into REIB’s budget and managed by REIB staff. This fund has granted out $380,000 to organizations, businesses, and individuals that are elevating and empowering black and brown community efforts. This funding has supported Black History Month, MLK Day, free legal aid for marginalized communities, immigrant and refugee children’s programs, and culturally sustainable food growing programs. Minority-Owned business municipal procurement program and other economic justice initiatives REIB hired Phet Keomanyvanh as the Economic Analyst in 2022 to work with the Clerk Treasurer’s Office to develop a minority-owned procurement program. Due to leadership and staffing changes in REIB, this work was delayed. The current administration is advancing this initiative by requiring the City to develop a list of minority- owned contractors to notify when City RFPs are posted. As well, the Business and Workforce Development (BWD), a Division of CEDO, offers the Micro Enterprise Technical Assistance Program to support businesses with marketing, business start-up, business growth, finding space, and trainings. In FY24, BWD provided in-depth assistance to 29 businesses. 52% of these businesses identified as BIPOC- owned businesses, and 80% of beneficiaries identified as low- to moderate-income (under 80% of median income). BWD also launched two revolving loan fund programs in 2023 whose primary objective was to support locally owned businesses and industries that were impacted or disproportionally impacted by COVID-19, with particular focus on BIPOC, women-owned, and other underserved businesses. Since inception of the revolving loan programs in April of 2023, 32 loans have been disbursed for a total of $633,000. 63% of loan recipients are BIPOC, and 50% are women-owned businesses. In 2025, 6 loans were dispersed for $101,000. 67% of loan recipients identify as BIPOC, and 33% identify as woman. The larger loan program was on pause for much of 2025, as CEDO waited for loan repayments to replenish the fund before re-opening the program. Both BWD programs are no-interest and Sharia law compliant. The funding for these programs was originally from ARPA, but the programs are perpetual as this is a fund replenished from loan repayments. In the summer of 2024, BWD also launched the Food Cart Incubator Program, a pilot program that supported three BIPOC food vendors with a food cart and spot on Church Street. Each summer on Saturdays around City Hall Park, BWD and BCA’s BTV Market also hosts a diverse group of over 100 local vendors from artists, makers, and artisans. The BTV Market has focused on recruiting more BIPOC vendors over the years. In 2022 the BTV Market was comprised of 27% of BIPOC vendors and saw an increase in 2023 to 28% and in 2024 to 29%. In May 2023, the City Council approved the installation of a Kiosk in City Hall Park that was part of the original park design. This project was made possible by ARPA Infrastructure Investment funding. Himalayan D’lite was chosen to run the Kiosk and is a local family and minority-owned business. Operational capacity for REIB Page 74 of 135 The City of Burlington created the Office of Racial Equity, Inclusion, and Belonging (REIB) in 2019 and hired Tyeastia Green, its first full-time staff member and Director in March 2020. Amidst nationwide protests in defense of Black Lives and the uneven impacts of the COVID-19 pandemic on BIPOC communities, the City allocated $1M to the Racial Justice Fund of the City's FY21 annual budget, $338,395 of which went to support the FY21 REIB budget. The REIB department budget for FY22 was $1.7M, with final expenditures totaling approximately $2M. In FY23 the department had a $1.8M budget of which $1.2M came from ARPA funds. The Weinberger administration proposed a plan for FY24 to spend an additional $800K of ARPA for REIB as a transition strategy to identify alternative funding sources for the department, including an Equity Tax. In the end, the Weinberger administration decided to forego the Equity Tax and REIB remained ARPA-funded. REIB’s FY25 and 26 budgets are smaller than previous years, but in FY25, Mayor Mulvaney-Stanak specifically directed REIB to be funded by the General Fund, a move away from funding REIB with one-time monies. REIB Financial Information FY21-25 Over the course of REIB’s existence, the City of Burlington has spent a total of $1,034,395 through the Fund for Racial Justice: $338,395 in FY21, $432,000 in FY22, and $264,000 in FY25. These funds were used to fund the work of the City’s REIB Department and spent under the direction of the REIB Director at the time. The uses of all REIB funds are outlined in the tables that follow, with the Fund for Racial Justice information highlighted. FY21 Sources: Funding Source Amount General Fund (REIB Director Salary in HR budget) $90,000 Grants & Private Donations $348,000 Fund for Racial Justice $338,395 Total $776,395 FY21 Uses: Category Budget Actual Staff, Personnel, Benefits $212, 883 $212,883 Operating and Office supplies $74,496 $100,942 Professional and Consultant Services $60,132 $60,132 Community Support (Empowerment Grant) $170,500 $170,500 Community Celebrations $231,938 $231,938 TOTAL $749,949 $776,395 FY22 Sources: Funding Source Amount Page 75 of 135  Grants and Private Donations $105,098 Use of Fund Balance – General Fund $547,000 Fund for Racial Justice (Use of Fund Balance-REIB) $432,000 General Fund $951,610 Total $2,035,708 FY22 Uses: Category Budget Actual Staff, Personnel, Benefits $1,028,138 $1,040,446 Operating and Office supplies $82,643 $261,171 Professional and Consultant Services $170,125 $166,126 Community Celebrations $414.677 $414,677 Empowerment Fund $153,288 $153,288 Total FY22 Budget $1,848,871 $2,035,708 FY23 Sources: Funding Source Amount ARPA $852,043 General Fund $556,462 Grants & Private Donations $69,823 Total $1,478,328 FY23 Uses: Category Budget Actual Staff, Personnel, Benefits $1,149,034 $877,572 Operating and Office Supplies $10,000 $45,509 Professional and Consultant Services $184,758 $182,383 Travel and Training $20,000 $0 Community Celebrations $180,000 $291,639 Empowerment Fund $190,000 $81,225 Racism as a Public Health Emergency $50,000 $0 Total FY23 Budget $1,822,813 $1,478,328 FY24 Sources: Page 76 of 135  Funding Source Amount ARPA $614,798 General Fund $448,239 Grants and Private Donations $23,370 Total $1,086,407 FY24 Uses: Category Budget Actual Staff, Personnel, Benefits $997,818 $629,481 Operating and office supplies $61,500 $15,750 Professional and Consultant Services $180,000 $62,508 Travel and Training $30,000 $1,840 Community Celebrations $190,000 $211,171 Empowerment Fund $190,000 $144,733 Racism as a Public Health Emergency $50,000 $20,924 Total FY24 Budget $1,699,318 $1,086,407 FY25 Sources: Funding Source Amount Fund for Racial Justice (Use of Fund $264,000 Balance – General Fund) General Fund $451,568 Grants & Private Donations $42,250 Total $715,568 FY25 Uses: Category Budget Actual Staff, Personnel, Benefits (four full-time staff) $487,118 $406,201 Operating and Office supplies $28,450 $7,571 Professional and Consultant Services $20,000 $5,652 Racism as a Public Health Emergency $20,000 $0 Community Celebrations $70,000 $64,358 Empowerment Fund $90,000 $118,574 Total FY25 Budget $715,568 $602,356 Page 77 of 135 Moving Forward—Recommendation for Funding to the Richard Kemp Center In an August 2025 communication to the Board of Finance, Christine Hughes provided documentation that in FY21, $200,000 of the REIB budget was earmarked for the following: Racial Justice Alliance consulting ($50,000), a racial justice strategic planner ($50,000), reparations consultants ($50,000), and a feasibility study for a cultural empowerment center ($50,000). Of these funds, only the monies for the racial justice strategic planner were spent. As noted in the information above regarding “cultural empowerment center” funding, the Richard Kemp Center has only received $2500 to date for this purpose through REIB. The Richard Kemp Center is the only cultural empowerment center in Burlington that centers the lived experiences of Black American descendants of chattel slavery. The 2020 Racial Justice Resolution was created in the wake of George Floyd and the COVID-19 pandemic to actualize Burlington’s commitment to improving the quality of life for Black Americans specifically, which we know would improve the overall health and well-being of our entire community. Because the Richard Kemp Center was actualized without having received any significant funding from the City of Burlington and is directly serving the segment of our local population who were centered in the 2020 Resolution, the City should allocate funding to the Richard Kemp Center—the $50,000 that was earmarked and never spent for a feasibility study for the creation of a cultural empowerment center. Given the City’s current financial reality, this funding should be included in and split between the FY27 and FY28 Office of Racial Equity, Inclusion, and Belonging budget at $25,000 each fiscal year. Page 78 of 135  Board of Finance and City Council Submission Checklist Version: April 2025 Department: Mayor’s Office and REIB Submitter: Kelli Perkins Title/Subject: Response to Letter from Christine Hughes, Directo of Richard Kemp Center Approval Requested: Meeting Date: ☒ Board of Finance 12/15/2025 ☐ City Council Click or tap to enter a date. ☐ Both BOF and Council Click or tap to enter a date. Instructions 1. This form must be completed by the person submitting the materials. 2. This form must be sent with the final submission of materials in advance of the meeting. 3. Do not indicate that a sign-off was received until it has actually been obtained. 4. Commission reports and presentations do not need to be reviewed by the CAO or Attorneys. 5. Name the reviewing Attorney or HR Manager in the Note column. Signoff Needed Received? Approval Date Note Department Head Yes 12/10/2025 Kelli Perkins Mayor’s Office Yes 12/10/2025 Erin Jacobson Board/Commission Choose an Click or tap to Click or tap here to enter text. item. enter a date. City Attorney’s Office for memo and Choose an Click or tap to Click or tap here to enter text. contracts or legal documents item. enter a date. City Attorney’s Office for memo and Yes 12/9/2025 Jessica Brown motion(s) or resolution(s) CAO for budget, financing, and memo Yes 12/10/2025 Katherine Schad Human Resources, if personnel action Choose an Click or tap to Click or tap here to enter text. or policy item. enter a date. CIO, if IT-related Choose an Click or tap to Click or tap here to enter text. item. enter a date. Page 79 of 135  CITY OF BURLINGTON DEPARTMENT OF PUBLIC WORKS 645 Pine St. Suite A Burlington, VT 05401 802.865.7200 VOX 802.863.0466 FAX 802.863.0450 TTY Chapin Spencer DIRECTOR OF PUBLIC WORKS MEMORANDUM To: Board of Finance, City Council From: Chapin Spencer, Director of Public Works Lee Perry, Division Director – Maintenance Division CC: Colby Delaire, AFSCME President, Local 1343 Erin Jacobsen, Chief of Staff, Mayor’s Office Katherine Schad, Chief Administrative Officer Lynn Reagan, Human Resources Interim Director Tony Berry, Human Resources Manager Re: Recycling Program Update and Extension of Employee Recruitment and Retention Memorandum of Agreement between AFSCME Local 1343 and City of Burlington Date: December 15, 2025 Request: DPW Management requests the City Council approve a one-year extension of the Memorandum of Agreement (MOA) with the American Federation of State, County & Municipal Employees (AFSCME). Background: As has been discussed with the City Council previously, the municipally run recycling program has been operationally challenging – especially over the last five or so years. Issues have included persistent open positions, injuries, and inadequate funding. Many steps have been taken to address these issues including requiring use of wheeled toters, offering hiring bonuses, and substantially increasing the Solid Waste Generation Tax to get closer to a financially self-sufficient program. These actions have improved program financials, reduced workplace injuries, and modestly improved staffing (currently 2 out of 4 positions are filled). After a number of briefings on the recycling program earlier this year, the City Council approved a motion on July 14, 2025, that directed the Department of Public Works (DPW) to both develop a fully-funded municipally-run recycling program budget and issue a request for price quotes (RFPQ) to inform a future decision on recycling operations. On July 15, DPW posted a RFPQ to the City website for the collection of Citywide residential recycling for both 3-year and 5-year contracts. Page 80 of 135 On August 18, 2025, DPW received one price quotation in response to the RFPQ. The respondent, Casella, submitted a price quote for a 5-year contract to collect Citywide recycling based off collecting up to 13,000 residential dwelling units (RDU’s) for an amount of $129,567 per month ($1,554,804 annually). Casella chose not to bid on the 3-year contract option. As was discussed with the Council at the October 15, 2025 briefing, the one 5-year price quotation was more expensive than continuing with a municipally operated program. In conversations with multiple haulers, the following reasons were provided as to why we did not get more bids or more competitive bids:  The contract term was too short – Longer terms (7-10 years) are necessary to allow bidders to fully amortize the capital investment needed and startup costs to operate the service.  The scope of work was relatively small – Bidding on just one waste stream (recycling) didn’t fully capture the economy of scale that would be achieved with a fully consolidated collection system (recycling, trash, organics).  The initiation window was too short – A lot goes into setting up a new service (hiring staff, purchasing vehicles, finalizing routes and policies) and there was only going to be ~3 months to initiate service by January 1, 2026. Second Request For Price Quotes: Based on hauler feedback, DPW posted a new RFPQ for a 7-year contract term on November 3, 2025. Notice of this new RFPQ was posted online and sent to all licensed solid waste haulers in the City. Again, one proposal was received by the November 14 deadline from Casella. Casella submitted a price quote for a 7-year contract to collect City wide recycling based off collecting up to 13,000 residential dwelling units (RDU’s) for an amount of $90,133.33 per month ($1,081,600 annually). This 7-year price quote was much more competitive than the original 5-year price quote – approximately 30% less due to the second RFPQ addressing some of the issues bulleted above. Casella’s 7-year annual price quotation with $270,000 tip fee cost added was $1,351,600. Financial & Programmatic Analysis: It is complicated to compare scenarios as Recycling program expenses are in various City budgets:  Staff’s benefit costs are in the DPW’s Administration budget.  Vehicle repairs and parts are in the DPW’s Equipment Maintenance budget.  Overhead is in other departments’ budgets – Department of Finance & Administration, City Attorney, etc.  Additionally, the “Recycling & Solid Waste” budget, Program 153, includes non-residential recycling costs including 201 Flynn debt service/operations and landfill maintenance. All this said, we have run apples-to-apples scenarios for FY’27 (see attached) taking these items into account (Note that this is a hypothetical full-year comparison as any potential contracting arrangement wouldn’t happen until halfway through FY’27 at the earliest). Here are some general findings:  Contracting out recycling is approximately $140K better for the General Fund once all direct and indirect expenses are taken into account ($1.69M vs. $1.83M).  The Solid Waste Generation tax would need to increase:  8-12% to achieve a fully funded municipally run operation.  0-4% to achieve a full year of contracted operation.  There are benefits of contracting recycling collection such as:  Giving Equipment Maintenance more space for billable work (BED, Water, Traffic vehicles) and reducing fleet size given over-burdened workgroup.  Reducing risk of Street Maintenance getting pulled away from their billable work stewarding other assets in order to cover recycling. 12-15-25 Recycling Memo to the Burlington City Council Page 2 Page 81 of 135   Reducing management time overseeing program (working to fully hire positions, respond to equipment failures, crashes, etc.) so that the DPW Director and Division Director of Maintenance have more time to support other City priorities.  Mitigating risks associated with additional fleet and employee injuries.  There are also corresponding benefits to keeping recycling in-house, including:  Preserving and growing Union positions within City government that have historically served as a stepping stone to other municipal positions.  Having full management control of the recycling collection service.  Having Recycling contribute financially towards the General Fund’s overhead costs.  Having more control to change operations to manage costs if there are large inflationary pressures or fuel price spikes. In the attached spreadsheet, we have compared the budget implications of a full year of in-house recycling operations versus a full year of contracted operations. We’ve also summarized key differences of each option in the chart below: CRITERIA Sustainable City-Run Recycling Contract Out Recycling Option Option Control Direct control Control through contract Cost $1.83M/year (8-13% increase in $1.69M/year (~$140K less and 0-4% SWGT in FY’27) increase in SWGT in FY’27) Jobs Total of 5 AFSCME positions + 1 Overseen by existing Division Director manager (2 new FTEs beyond FY’26 (Reduces 4 Union Recycling positions budget) with two currently filled Recycling staff transferred to Streets, etc.) Equipment Buy two new recycling trucks and Sell 4 existing recycling vehicles. More Maintenance maintain current fleet. No inroads billable work for Equipment Capacity into fixing over-burdened fleet team. Maintenance team. A step towards addressing fleet over-burden with fewer vehicles. Street Reduced risk of Street Maintenance Eliminate risk of Street Maintenance Maintenance getting pulled into recycling getting pulled into recycling Capacity operations operations City Overhead Recycling budget would cover $90K Recycling would not likely cover a of City’s GF operations portion of City’s GF operations Management Ongoing city-run Recycling program Initial effort to contract and Capacity operations will continue to take communicate with public will take management capacity. significant time, but there should be less management need over subsequent years providing more capacity for other priorities. Management capacity is an important consideration. There are many large policy and programmatic priorities that either need to be addressed due to our asset management responsibilities or are priorities for the Administration / Council / Commission. Each of them will require significant management engagement in the coming years:  Asset Management / Operational Needs  Finance, structure and oversee generational upgrade of the City’s Wastewater plants that have not been comprehensively upgraded in over 30 years. 12-15-25 Recycling Memo to the Burlington City Council Page 3 Page 82 of 135   Scope, finance, structure and oversee generational upgrade to the City’s Water plant that has not been comprehensively upgraded in over 40 years.  Work with Council, Commission and the public to determine how to more sustainably fund and maintain existing streets, sidewalks, bike facilities, and amenities in the public ROW generally.  Work with stakeholders to determine how to better fund and steward the higher level of fit and finish of downtown’s Great Streets.  Address the decades-long issue of unaccepted streets.  Modernize and unify the City’s soil management facilities.  Additional Non-Operational Priorities from Stakeholders  Assess, design, fund and execute targeted expansions of City infrastructure to accommodate ambitious housing plans (e.g. Pine St sewer force main for South End development).  Complete a comprehensive update of the City’s transportation plan.  Install additional solar on DPW assets (reviewing landfill, reservoir, Rt 127, etc.).  Increase financial and programmatic capacity to expedite implementation of planBTV Walk/Bike.  Consider implementation of a consolidated collection solid waste system.  Increase capacity of the City’s traffic calming program. DPW doesn’t have capacity to have these all be priorities. Additionally, the more operational programs we operate day-to-day, the less management capacity we have to tackle these policy and programmatic priorities. DPW leadership needs clear direction as the longer the future direction of recycling collection is debated, the longer we are managing an interim condition that leaves a number of Recycling and Street Maintenance positions open so as to accommodate a potential contracting out scenario where we’d need to transfer the remaining Recycling employees into open Street Maintenance positions in order to avoid layoffs. This interim condition with open positions doesn’t prepare us well for the winter maintenance season where we need every position filled and ready to plow. Recommendations: DPW Commission Input: I presented a similar memo and spreadsheet to the DPW Commission at their 11-19-25 meeting, but did not include a Director recommendation. The Commission voted 6- 1 to recommend pursuing the contract option. Those voting for the contract option expressed a desire for DPW management to have more time to advance the Commission’s programmatic and policy interests and also expressed a desire to better protect Street Maintenance and Equipment Maintenance from the operational burdens of the Recycling program. The Commissioner voting against was supportive of the City run option that increases Union positions, and the Commissioner saw City-run recycling as a better path to potential future consolidated collection. Director Recommendation: Based on work to-date and my analysis below, it is my recommendation that the City is best served by negotiating a 7-year contract with the sole bidder Casella. My main reasons are as follows:  There is a strong interest from the Administration, Council, the Commission and the public to have DPW be able to tackle the policy and program challenges of today and the future. The broader and more complex our daily operational duties are, the more management’s time is taken up by these services. 12-15-25 Recycling Memo to the Burlington City Council Page 4 Page 83 of 135   There remains a structural General Fund budget gap driven in significant part due to labor and benefit costs growing far faster than revenues. Adding two additional FTEs to attain a sustainable municipally run Recycling program puts further long-term pressure on the General Fund’s operating budget. All this said, I understand that there has been strong Council support for keeping municipal operation of the City’s Recycling program. I have discussed both options (in-house operations and contracted operations) with other DPW leadership and AFSCME leadership and it is my understanding that both parties are willing to go with either option based on the Council’s direction. Transportation, Energy & Utilities Committee (TEUC) Recommendation: At the 11-29-25 meeting, the Committee reviewed a similar memo that also included my recommendation. After a good discussion, the TEUC voted 2-1 to recommend continuing with the in-house operation. The two Councilors voting in the affirmative spoke of the greater oversight with a City-staffed operation and that the financial savings between the two options were small. The dissenting Councilor spoke of the need to save money, focus on key municipal priorities, and that we’d still have significant control over a contracted service. Now it is time for City Council to provide direction. Short-term options include:  Request staff to draft up a 7-year contract based on Casella’s 11-14-25 price quote.  Direct DPW Management to continue with a City-staffed operation for some defined period.  Do nothing in the short term which will have the effect of continuing the City-staffed operation. If the Council decides to do nothing in the short term, it could then revisit the issue during the FY’27 budget process. That said, there are two significant considerations to weigh in taking this path:  DPW Management has been trying to maintain a delicate balance of keeping open the same number of Street Maintenance positions as there are filled Recycling positions so that if the Council wanted to pursue the contracted route, all existing Recycling staff could be shifted into other equally graded positions within the City. As we head into the depths of the winter maintenance season, absent a clear Recycling direction from Council, DPW Management will be working to fill all regular positions to get us through the long hours of the winter maintenance season.  The latest Casella price quote is good for 60 days, or until 1-13-25. The budget process will extend well beyond this window so any decision to negotiate with Casella later during the budget process may not achieve the same terms Casella provided in their price quote. Regardless of which option the Council takes, the City will still be operating the Recycling program through at least December 31, 2026. Given this, DPW Management is strongly recommending to extend the AFSCME-City MOA through 12-31-26. We have discussed this extension with Union leadership, and they are in concurrence. Background Employee Retention and Recruitment Memorandum of Agreement: In May 2025 Department of Public Works (DPW) management worked in collaboration with AFSCME leadership to draft a Memorandum of Agreement (MOA) outlining the premiums and protocols listed below and the recruitment and retention strategies for both Recycling and Street Maintenance programs. The MOA has been effective during this interim period. The current MOA is set to expire on December 31, 2025. DPW Management, and AFSCME leadership would like to extend the current MOA with updated language (see attachment) through December 31, 2026. 12-15-25 Recycling Memo to the Burlington City Council Page 5 Page 84 of 135 Funding for recruitment and retention strategies (~$39,600 for the past calendar year) were accommodated in the FY’25 and FY’26 budgets due to the savings from current vacancies. The estimated amount of funding needed for FY’27 budget is ~$16,700. This is based off of current open positions in recycling, staff needed to “fill in” to minimally staff the program (3 drivers) for premiums, and the number of open positions currently in Recycling and Street Maintenance for hiring and referral bonuses. DPW Management will include this expense in the FY’27 budget. Strategies to Strengthen Staff Recruitment & Retention: We instituted the following steps earlier this year:  Raised wage for seasonal Recycling Worker to $30/hour, up from a recent wage increase of $28/hour, up from $25/hour previously (Implemented and posted)  Providing a $4/hour premium, that was retroactive to April 22, 2025 (when Management, and AFSCME met with the Street Maintenance and Recycling teams about this proposal) to any full-time Existing Recycling and Street Maintenance employee with CDL who drives and collects recycling. Premiums were not offered to new hires that received a hiring bonus  Offering $2,000 recruitment bonuses and $500 referral bonuses to assist the division with filling vacant positions.  Instituting the following scheduling order for Recycling if more workers are needed beyond the Recycling Workers:  Ask for volunteers from Street Maintenance  If more workers are needed with more than 24-hour notice, ask other DPW CDL drivers to volunteer to work after 3pm as overtime  If more workers are needed, assign Street Maintenance employees to do the work on a rotating basis Since instituting these strategies, DPW has hired two (2) full-time Recycling drivers and have two (2) open positions. In Street Maintenance, we have hired four (4) Right of Way Field Technician I and currently have two (2) open positions. Hiring bonuses are provided quarterly starting after completion of employees 90-day probationary period. Street Maintenance staff have been covering open recycling positions on a voluntary basis and Management has not had to institute any of the other scheduling scenarios listed above. Board of Finance Motion  Approve and recommend that the City Council authorize the DPW Director to extend the DPW Employee Retention and Recruitment Memorandum of Agreement between AFSCME Local 1343 and City of Burlington, Department of Public Works through December 31, 2026, subject to review and approval of the City Attorney. City Council Motion  Authorize the DPW Director to extend the DPW Employee Retention and Recruitment Memorandum of Agreement between AFSCME Local 1343 and City of Burlington, Department of Public Works through December 31, 2026, subject to the review and approval of the City Attorney. 12-15-25 Recycling Memo to the Burlington City Council Page 6 Page 85 of 135 Attachments:  DPW Employee Retention and Recruitment Memorandum of Agreement between AFSCME Local 1343 and City of Burlington, Department of Public Works  Recycling scenario budget spreadsheet Please don’t hesitate to reach out with any questions or requests for additional information (cspencer@burlingtonvt.gov or lperry@burlingtonvt.gov). Thank you. 12-15-25 Recycling Memo to the Burlington City Council Page 7 Page 86 of 135 Page 87 of 135 Page 88 of 135  First Amended DPW Employee Retention and Recruitment Memorandum of Agreement between AFSCME Local 1343 and City of Burlington, Department of Public Works This First Amendment (this “First Amendment”) is entered into on this __ day of December, 2025 (“Effective Date”) between the City of Burlington, Vermont (hereafter “City”) and the American Federation of State, County, and Municipal Employees, Local#1343, (hereafter “Union” or “AFSCME”), with respect to the following: WHEREAS, on May 20, 2025, the parties entered into an agreement entitled DPW Employee Retention and Recruitment Memorandum of Agreement between AFSCME Local 1343 and City of Burlington, Department of Public Works (the “Agreement”); and WHEREAS, the Agreement is set to expire December 31, 2025; and WHEREAS, the long-term future of the City’s Recycling Program has not been solidified; and WHEREAS, it is advantageous to both parties under the circumstances to extend the term of the Agreement until December 31, 2026; NOW, THEREFORE, in consideration of the foregoing and for other good and valuable consideration, the parties agree as follows: 1. The Term of the Agreement is hereby extended until December 31, 2026. 2. Except as set forth herein, the Agreement shall remain unmodified and in full force and effect. Dated at Burlington, VT this __ day of December, 2025. City of Burlington By: __________________________ Emma Mulvaney-Stanak, Mayor AFSCME, LOCAL #1343 By: __________________________ Duly Authorized Representative and Agent Page 89 of 135 PROJECTED RECYCLING BUDGET COMPARISONS - SUSTAINABLE CITY-RUN RECYCLING BUDGET VS. CONTRACT PROPOSED 2026 APPROVED PROPOSED FUTURE FUTURE DPW Recycling Sustainable Description Contractor-Run Notes & Solid Waste Recycling & Solid Recycling & Solid Budget Waste Budget Waste Budget Recycling Fees 1,700,000.00 1,627,200.00 1,627,200.00 SWGT revenues based on existing RDUs Recycling Containers 7,000.00 10,000.00 10,000.00 Sale of toters TOTAL REVENUES 1,707,000.00 1,637,200.00 1,637,200.00 - Salaries and Wages Regular, Full Time 263,689.00 420,869.00 32,947.00 Sustainable: 4 Drivers, 1 Working Foreperson, 1 Manager Overtime 35,000.00 20,000.00 Other Personnel Services On-Call 3,605.00 3,650.00 Other Personnel Services Other Compensation 20,300.00 84,000.00 Hiring and referral bonuses, premiums, etc. Other Personnel Services Shift Differential 103.00 103.00 Other Personnel Services Taxable Reimbursements 1,545.00 1,545.00 Other Personnel Services Allowance Taxable 3,090.00 4,800.00 Safety, boot, clothing allowance Employee Benefits FICA 25,041.00 40,924.98 2,520.45 Employee Benefits Workers Compensation 7,638.00 12,626.07 Medical Fees And Supplies 500.00 500.00 Special Supplies 65,000.00 25,000.00 25,000.00 Toter purchase Small Tools and Equipment 500.00 500.00 Clothing And Uniforms 750.00 750.00 Legal Notice & Advertising 1,500.00 1,500.00 Utilities Electricity - 1,500.00 Utilities Gas - 3,000.00 Utilities Water/Wastewater - 1,500.00 Utilities Stormwater - 1,500.00 Utilities Cellular Communications 400.00 400.00 Professional & Consultant Svs Contract. Services 430,000.00 430,000.00 1,522,327.00 $270K CSWD tip fees, $160K for 201 Flynn Ave (+Casella) Real Estate Taxes 11,000.00 11,000.00 11,000.00 201 Flynn Ave Vehicle/Equipment Repairs 75,000.00 75,000.00 Truck rental, vehicle contingency Capital Outlay Capital Expenditures 260,000.00 260,000.00 100,000.00 $160K annual truck leases (+$100K for landfill maint.) TOTAL DIRECT EXPENSES 1,204,661.00 1,400,668.05 1,693,794.45 RECYCLING & SW BUDGET NET 502,339.00 236,531.95 (56,594.45) Other Direct Expenses in Other Budgets Health / Benefits 95,940.91 143,911.37 - Recycling FTE benefits (est., percent of payroll) DPW Costs (vehicle repair, tires, fuel, etc.) 199,138.00 199,138.00 Recycling costs that are in other DPW budgets TOTAL OTHER DIRECTS 295,078.91 343,049.37 - RECYCLING & SW NET WITH ALL DIRECTS 207,260.09 (106,517.41) (56,594.45) CIty Indirect Costs in Other Budgets CIty Indirect Costs (DFA, CA, etc.) 60,658.36 90,987.54 Pro-rata share of City overhead, based on FTE % TOTAL INDIRECT EXPENSES 60,658.36 90,987.54 0.00 TOTAL DIRECT & INDIRECT EXPENSES 1,560,398.27 1,834,704.95 1,693,794.45 17.6% 8.5% % increase in expenses over FY'26 OVERALL NET 146,601.73 (197,504.95) (56,594.45) Current Recycling RDUs 11,800 11,300 11,300 Based on existing served RDUs SWGT $12.00 $13.53 $12.49 Percent Change from FY'26 12.8% 4.1% % increase in SWGT over FY'26 Restored Recycling RDUs 11,800 11,800 11,800 If we institue flow control and picked up lost customers SWGT $12.00 $12.96 $11.96 Percent Change from FY'26 8.0% -0.3% % increase in SWGT over FY'26 * Assumes 4% salary inc., no increase in benefits cost/FTE, $894/mo Casella fuel surcharge Page 90 of 135  Board of Finance and City Council Submission Checklist Version: April 2025 Department: Public Works Submitter: Chapin Spencer/Lee Perry City’s Recylcing Program Update/Extension of Employee Recruitment and Retention Title/Subject: Memorandum of Agreement Approval Requested: Meeting Date: ☐ Board of Finance Click or tap to enter a date. ☐ City Council Click or tap to enter a date. ☒ Both BOF and Council 12/15/2025 Instructions 1. This form must be completed by the person submitting the materials. 2. This form must be sent with the final submission of materials in advance of the meeting. 3. Do not indicate that a sign-off was received until it has actually been obtained. 4. Commission reports and presentations do not need to be reviewed by the CAO or Attorneys. 5. Name the reviewing Attorney or HR Manager in the Note column. Signoff Needed Received? Approval Date Note Department Head Yes 12/8/2025 Approved by Chapin Spencer Mayor’s Office Yes 12/8/2025 Approved by Erin Jacobsen Board/Commission Choose an Click or tap to Click or tap here to enter text. item. enter a date. City Attorney’s Office for memo and Yes 12/10/2025 Approved by Eric Ramakrishnan contracts or legal documents City Attorney’s Office for memo and Choose an Click or tap to Click or tap here to enter text. motion(s) or resolution(s) item. enter a date. CAO for budget, financing, and memo Yes 12/8/2025 Approved by Katherine Schad Human Resources, if personnel action Choose an Click or tap to Click or tap here to enter text. or policy item. enter a date. CIO, if IT-related Choose an Click or tap to Click or tap here to enter text. item. enter a date. Page 91 of 135 FY27 Initial General Fund Budget Review Board of Finance December 15, 2025 - REVISED 1 Page 92 of 135  What the City Needs: Projected FY27 Expenses 2 Page 93 of 135 General Fund Expense 3 Page 94 of 135  What the City Needs in FY27 - Personnel • Started with FY26 personnel budget – Department Heads currently updating for accuracy • Add 2 new firefighters per BFFA contract • Add contractually-negotiated cost of living adjustments • BFFA @ 7% • BPOA @ 4.75% • AFSCME – negotiations start in January so used a conservative estimate • Non-union – used AFSCME estimate as is our recent practice 4 Page 95 of 135  What the City Needs in FY27 - Personnel • Add required annual step increases for all eligible employees • Increase employer healthcare costs by 10% based on initial estimate and subject to change based on current usage • Increase employer retirement costs by 5% (initial estimate) • Increase worker’s compensation insurance costs by estimated 5% 5 Page 96 of 135  What the City Needs in FY27 - Operating • Add 3% for inflation on most other non-personnel operating costs • Added money have cash available to purchase nine new vehicles on the urgent/dire need list: six are for police & fire and remaining are for parks • Since 2013 City has constrained replacement of vehicles and equipment for budget reasons • In 2020 fleet committee estimated City needs $2.7M year for sustainable replacement of fleet • City has not yet been able to find any sustainable fleet money in budget • Situation has is no longer sustainable for first responders 6 Page 97 of 135  What the City Has: FY27 Revenue Starting Point 7 Page 98 of 135  Grand List: Foundation for Prop Tax • Start with new grand list estimate from assessor to create property tax revenue estimate • This represents approximately half of City’s GF revenue in total • Average annual grand list growth of 1.05% since 2016 • FY27 we do not expect growth in tax revenue due to loss of business personal property tax + continuation of 3 large Waterfront TIF parcels (not paying municipal taxes) 8 Page 99 of 135  Gross Receipts & Local Option Taxes • Gross Receipt Tax = 6% of budget. FY26 = $6.7M o In FY26 we charged 2.5% on meals, alcohol, amusements, and admissions and 4% on hotel lodging. The first rate reverts to 2% on July 1 without further action by City Council so this means $900K less expected revenue for FY27. o Short-term rentals (STR) are taxed at 9% and previously 7% went to Housing Trust Fund (HTF) with 2% supporting the general fund. In FY27 all 9% of STR tax will support HTF and loss of 2% means $180K less expected revenue for FY27. • Local Option Tax = 3% of budget. We estimate $3.35M (same as FY26) based on past experience. Administered by SOV and reimbursed to the City four times a year. 9 Page 100 of 135 Gross Receipts & Local Option Taxes 10 Page 101 of 135  Removing One-Time and Historically Unachievable Revenues • FY26 Included $1.2M of ARPA funding for police and fire salaries that is no longer available. • FY26 included $650K of one-time increased collection of delinquent property taxes & gross receipts – removing for further discussion • P&I revenues and financial services & recording fee revenues overbudgeted in recent years and budget not met – revising downward to make realistic creates an additional expected gap of $1.3M • All of this adds up to about $4M of revenue City had in FY26 that is not expected in FY27. The City needs to find a new source of revenue for this or cut this amount of expenses. 11 Page 102 of 135  Current FY27 Gap Estimate • There is a budget gap estimated between $10-$12M • Will have more information in January after Department Heads update their budgets and health & retirement numbers finalized 12 Page 103 of 135 Options for Meeting FY27 Budget Need 13 Page 104 of 135  Budget Landscape • City is not in a unique position, many others around the country face similar budget challenges post-COVID • FY27 budget will continue to reposition City to rely on sustainable financial sources • As we have done in the past, City will meet this challenge with a mix of cutting expenses and raising revenues • Today is only the beginning of the conversation 14 Page 105 of 135  Raise Police & Fire Property Tax • One option we intend to pursue is $.05 increase to police & fire tax • Would raise about $3M toward projected gap • Current police & fire tax projected to raise $6.4M this year • In contrast the budgets for those departments are $39.1M • Police & fire tax only raises 16% of costs for the services 15 Page 106 of 135  Municipal Property Tax History Note $353K is current median assessed value for home or condo in Burlington Total Total Fiscal Past Muni Muni $ Muni Tax Year Tax Rate Tax on Increase on $500K $ Increase % Increase $353K Property Property FY22 $.6704 $2,367 $3,352 FY23 $.7085 $2,501 $134 $3,542 $190 5.7% FY24 $.7523 $2,655 $154 $3,762 $220 6.2% FY25 $.8326 $2,939 $284 $4,163 $401 10.7% FY26 $.8556 $3,020 $81 $4,278 $115 2.8% 16 Page 107 of 135  Property Tax Proposed • The municipal tax rate is made up of 15 different splinter taxes, including Debt Service Tax and Retirement Tax. Those two splinter taxes increase or decrease automatically each year without voter approval to cover actual costs incurred by City. • This means that by Charter at a minimum FY27 municipal taxes will go up $.0307 to cover Debt and Retirement expenses. 17 Page 108 of 135  Municipal Property Tax Proposed Total Total Muni Total Muni Proposed Proposed Tax on Annual Tax on Annual $ % Tax Muni Tax $353K $ Increase $500K Increase Increase Increase Rate* Property Property Required + $.05 for Police & Fire + Mayor’s replacing $900K $.0908 $.9464 $3,341 $321 $4,732 $454 10.6% current recommen from Gross dation Receipts Required + $.05 $.0807 $.9363 $3,305 $285 $4,682 $404 9.4% for Police & Fire Required Only – $.0307 $.8863 $3,129 $109 $4,432 $154 3.6% Debt & Retirement 18 Page 109 of 135  Other Options Actively pursuing other options and will report on them in January, including but not limited to: • Cutting City expenses • Leveraging City assets • Extending gross receipts rate of 2.5% 19 Page 110 of 135  Option: Reductions for Fiscal Sustainability Suggested by Departments • Asked all general fund department heads to work with their staff members to provide three budget versions for consideration: • Status quo – keeping all services while trying to stay as close to FY26 expense level as possible • 5% reduction – regardless of revenue level, reducing FY27 expenses by 5% over FY26 and explaining implications for reductions in services and staff • 10% reduction – same as above but larger amount of reduction 20 Page 111 of 135  Options: Personnel-Related Expense Reductions • Explore creation of voluntary furlough policy • Explore creation of voluntary retirement program 21 Page 112 of 135  Summary • $10-12M current gap • Will utilize a varied approach to handle – raising revenue + cutting expenses • Have already engaged unions & will continue to do so • Asking Department Heads to engage with staff early to get their ideas about how to best structure budgets 22 Page 113 of 135  Next Steps • January • AFSCME negotiations start • Health insurance and retirement rates finalized • BOF and CC discuss budget at January 12 meetings • Any tax increase must be approved by January 26 BOF and CC meetings • March 3 is Town Meeting Day • Budget Nights now happening in April! 23 Page 114 of 135 FY27 Initial General Fund Budget Review Board of Finance December 15, 2025 1 Page 115 of 135  What the City Needs: Projected FY27 Expenses 2 Page 116 of 135 General Fund Expense 3 Page 117 of 135  What the City Needs in FY27 - Personnel • Started with FY26 personnel budget – Department Heads currently updating for accuracy • Add 2 new firefighters per BFFA contract • Add contractually-negotiated cost of living adjustments • BFFA @ 7% • BPOA @ 4.75% • AFSCME – negotiations start in January so used a conservative estimate • Non-union – used AFSCME estimate as is our recent practice 4 Page 118 of 135  What the City Needs in FY27 - Personnel • Add required annual step increases for all eligible employees • Increase employer healthcare costs by 10% based on initial estimate and subject to change based on current usage • Increase employer retirement costs by 5% (initial estimate) • Increase worker’s compensation insurance costs by estimated 5% 5 Page 119 of 135  What the City Needs in FY27 - Operating • Add 3% for inflation on most other non-personnel operating costs • Added money have cash available to purchase nine new vehicles on the urgent/dire need list: six are for police & fire and remaining are for parks • Since 2013 City has constrained replacement of vehicles and equipment for budget reasons • In 2020 fleet committee estimated City needs $2.7M year for sustainable replacement of fleet • City has not yet been able to find any sustainable fleet money in budget • Situation has is no longer sustainable for first responders 6 Page 120 of 135  What the City Has: FY27 Revenue Starting Point 7 Page 121 of 135  Grand List: Foundation for Prop Tax • Start with new grand list estimate from assessor to create property tax revenue estimate • This represents approximately half of City’s GF revenue in total • Average annual grand list growth of 1.05% since 2016 • FY27 we do not expect growth in tax revenue due to loss of business personal property tax + continuation of 3 large Waterfront TIF parcels (not paying municipal taxes) 8 Page 122 of 135  Gross Receipts & Local Option Taxes • Gross Receipt Tax = 6% of budget. FY26 = $6.7M o In FY26 we charged 2.5% on meals, alcohol, amusements, and admissions and 4% on hotel lodging. The first rate reverts to 2% on July 1 without further action by City Council so this means $900K less expected revenue for FY27. o Short-term rentals (STR) are taxed at 9% and previously 7% went to Housing Trust Fund (HTF) with 2% supporting the general fund. In FY27 all 9% of STR tax will support HTF and loss of 2% means $180K less expected revenue for FY27. • Local Option Tax = 3% of budget. We estimate $3.35M (same as FY26) based on past experience. Administered by SOV and reimbursed to the City four times a year. 9 Page 123 of 135 Gross Receipts & Local Option Taxes 10 Page 124 of 135  Removing One-Time and Historically Unachievable Revenues • FY26 Included $1.2M of ARPA funding for police and fire salaries that is no longer available. • FY26 included $650K of one-time increased collection of delinquent property taxes & gross receipts – removing for further discussion • P&I revenues and financial services & recording fee revenues overbudgeted in recent years and budget not met – revising downward to make realistic creates an additional expected gap of $1.3M • All of this adds up to about $4M of revenue City had in FY26 that is not expected in FY27. The City needs to find a new source of revenue for this or cut this amount of expenses. 11 Page 125 of 135  Current FY27 Gap Estimate • There is a budget gap estimated between $10-$12M • Will have more information in January after Department Heads update their budgets and health & retirement numbers finalized 12 Page 126 of 135 Options for Meeting FY27 Budget Need 13 Page 127 of 135  Budget Landscape • City is not in a unique position, many others around the country face similar budget challenges post-COVID • FY27 budget will continue to reposition City to rely on sustainable financial sources • As we have done in the past, City will meet this challenge with a mix of cutting expenses and raising revenues • Today is only the beginning of the conversation 14 Page 128 of 135  Raise Police & Fire Property Tax • One option we intend to pursue is $.05 increase to police & fire tax • Would raise about $3M toward projected gap • Current police & fire tax projected to raise $6.4M this year • In contrast the budgets for those departments are $39.1M • Police & fire tax only raises 16% of costs for the services 15 Page 129 of 135  Municipal Property Tax History Note $353K is current median assessed value for home or condo in Burlington Total Total Fiscal Past Muni Muni $ Muni Tax Year Tax Rate Tax on Increase on $500K $ Increase % Increase $353K Property Property FY22 $.6704 $2,367 $3,352 FY23 $.7085 $2,501 $134 $3,542 $190 5.7% FY24 $.7523 $2,655 $154 $3,762 $220 6.2% FY25 $.8326 $2,939 $284 $4,163 $401 10.7% FY26 $.8556 $3,020 $81 $4,278 $115 2.8% 16 Page 130 of 135  Property Tax Proposed • The municipal tax rate is made up of 15 different splinter taxes, including Debt Service Tax and Retirement Tax. Those two splinter taxes increase or decrease automatically each year without voter approval to cover actual costs incurred by City. • This means that by Charter at a minimum FY27 municipal taxes will go up $.0307 to cover Debt and Retirement expenses. 17 Page 131 of 135  Municipal Property Tax Proposed Total Total Muni Total Muni Proposed Proposed Tax on Annual Tax on Annual $ % Tax Muni Tax $353K $ Increase $500K Increase Increase Increase Rate* Property Property Required + $.05 for Police & Fire + Mayor’s replacing $900K $.0908 $.9464 $3,341 $321 $4,732 $454 10.6% current recommen from Gross dation Receipts Required + $.05 $.0807 $.9363 $3,305 $285 $4,682 $404 9.4% for Police & Fire Required Only – $.0307 $.8863 $3,129 $109 $4,432 $154 3.6% Debt & Retirement 18 Page 132 of 135  Other Options Actively pursuing other options and will report on them in January, including but not limited to: • Cutting City expenses • Leveraging City assets • Extending gross receipts rate of 2.5% 19 Page 133 of 135  Summary • $10-12M current gap • Will utilize a varied approach to handle – raising revenue + cutting expenses • Have already engaged unions & will continue to do so • Asking Department Heads to engage with staff early to get their ideas about how to best structure budgets 20 Page 134 of 135  Next Steps • January • AFSCME negotiations start • Health insurance and retirement rates finalized • BOF and CC discuss budget at January 12 meetings • Any tax increase must be approved by January 26 BOF and CC meetings • March 3 is Town Meeting Day • Budget Nights now happening in April! 21 Page 135 of 135