Ward 1 NPA

Ward 1 Neighborhood Planning Assembly (NPA) Wednesday, February 11, 2026 In-person at the Friends Meeting House, 173 North Prospect Street And Zoom online: https://zoom.us/j/96245939050 Webinar ID: 962 4593 9050 Or by phone: +1 929 205 6099 ID = 962 4593 9050 Food: Rob Facilitator: Sam Recorder: Jonathan Setup: Sam 6:15 - Welcome and Food (Namaste Kitchen Express) 6:30 - Formal Start - Introductions and Announcements: name, street 6:40 – Speakout 6:55: City Council Updates - Allie Schachter & Carter Neubieser 7:10 – School Commission Update – Matt Price & Gary Golden 7:25 – Town Meeting Day Ballot Items and more General Budget, and Public Safety Tax Increase –Katherine Schad, Chief Administrative Officer REIB Charter Change - Kelli Perkins, REIB Director; Christian Berry, Communications and Community Engagement Manager; Vicky Luciano, Administrative and Financial Coordinator 8:05 – Overdose Prevention Center Listening Session – Theresa Vezina, Special Assistant 8:30 - Adjourn Ward 1 NPA Steering Committee Carol Livingston carol.livingston1951@gmail.com, Jonathan Chapple-Sokol chapplesokol.npasc@gmail.com, Sam Doherty samcharlesdoherty@gmail.com Gretchen Platt gshuman7005@yahoo.com Rob Gutman rgutman@gmail.com Participation Guidelines: The Ward 1 NPA is sustained by community involvement and encourages engagement at our monthly meetings per the following guidelines: 1. We are collectively responsible for following the NPA Meeting Agenda as closely as possible regarding both presentation/discussion topics and time. 2. Participants at the NPA will act in a positive, courteous manner that respects all of those present (both participants and presenters/guests) and their differing opinions, experiences and perspectives. 3. Any attendee requesting to speak who has not yet spoken at a meeting will be called on before others who have already had a chance to speak. Priority is given to Ward 1 residents. 4. Whenever speaking, please be sure to project your voice and use the provided microphone if provided. 5. If the facilitator feels the need to redirect activity in the room based on these guidelines, the facilitator will do so per point number 1 above. Page 1 of 35  Fiscal Year 2027 Proposed Budget for Town Meeting Day Town Meeting Day is March 3rd! Visit www.bsdvt.org/budget for complete budget and voting information. BALLOT LANGUAGE Shall the voters of the School District approve the School Board to expend $140,807,830 which is the amount the school board has determined to be necessary for the ensuing fiscal year? Burlington School District estimates that this proposed budget, if approved, will result in per pupil education spending of $15,774.58, which is 6.40% higher than per pupil education spending for the current year. BUDGET AT A GLANCE Total Current Year Budget (FY26) $134.7 million Increases to Health Insurance, Wages, and $4,682,571 Benefits Federal Revenue Reductions, Debt Service $4,675,259 and Operating Inflation Reductions (10 FTEs, Downtown BHS Rent, -$3,250,000 Department Budgets and Reorganizations) Total Proposed Budget for Next Year (FY27) $140.8 million Percent Change from FY26 Budget 4.47% TAX IMPACT ESTIMATES See reverse for more information. Property Tax Payer +4.7% Impact on $370K homestead $266 Income Tax Payer +1.89% Impact on $50k income $23 Important Disclaimer: The actual impact on taxpayers receiving an income- based credit is a combination of changes to their incomes and house-site values over multiple years. This estimate makes assumptions about all of these variables to illustrate a hypothetical impact. Income credit lags behind the change in property tax bills by one year. BUDGET HIGHLIGHTS 1. Prioritizes academic achievement by providing more support for early math and literacy. 2. Drives funds towards students who need it the most with updated RISE allocations and expanded special education services. 3. Continues to align staffing to enrollment while minimizing layoffs. 4. Property Tax Rate increase assumes a $75 million tax buy- down from the State of Vermont. 5. Development of BSD’s budget is informed by the District’s Strategic Plan and our North Star: Every learner is challenged, empowered, and engaged. What’s the story behind our budget? Turn this page over to learn more! Page 2 of 35  Fiscal Year 2027 Proposed Budget for Town Meeting Day Town Meeting Day is March 3rd! Visit www.bsdvt.org/budget for complete budget and voting information. What is the Story Behind this Year’s Budget? Each year, our goal is the same: to be careful with public dollars while continuing to provide excellent schools for our students. The school budget supports classroom learning, social and emotional supports, arts and music, athletics, and afterschool and summer programs that many families rely on. We knew that keeping these programs at their current level would require about a 5% increase to the District’s overall budget, even after making reductions due to lower enrollment. This is a reflection of the rising costs of health care, salaries, and the day-to-day costs of running our schools (inflation). We also knew that in addition to keeping taxes low, recent achievement data makes it clear that we need to be prioritizing classroom Combining transportation, food, instruction. maintenance, and school operations, over As a result, our proposed budget offers a number of 80% of all funds go directly to schools! reductions while also supporting the following instructional activities: 🍎 Updating the academic coaching model to include increased time spent on direct student support (e.g., intervention) 🍎 Revising our evaluation framework to align with the learning framework. 🍎 Prioritizing early literacy through the use of universal screeners and training in the science of reading. 🍎 Expanding support for elementary mathematics. 🍎 Expanding in-District special education programing for students with the most significant needs. Together, the budget represents moderate growth of 4.47%, and a moderate property tax impact of 4.7%. It’s important to know that this projected Property Tax Rate increase assumes that the Vermont legislature will add $75 million to Vermont’s Education Fund, reducing the tax impact on every community in the state. We are confident that at least this amount will be added. Without this, the tax rate increase would be 8.99%. How are we Working to Control Costs? Our primary cost controlling measure is staffing. This year’s budget reduces 6.5 classroom teachers in response to a decline in enrollment. An additional 3.5 district office positions are also proposed for reduction. We will also be reducing department budgets and restructuring some positions in central office. While we have faced reductions in each of the past four budget cycles, we have worked to avoid mass layoffs by spreading changes over time. As a result, attrition and restructuring have enabled us to retain almost all teachers impacted by reductions in the past few years. This remains our goal again this year. How Does Borrowing for the BHS/BTC Project Impact this Budget? BSD has completed borrowing for the project. We were able to limit our total borrowing to $159 million of the $165 million voter authorization, saving taxpayers six million dollars of debt and well in excess of that amount in interest costs. The proposed FY27 budget includes $13.5 million of debt service that represents the annual payment of principal and interest associated with the $159 million that has been borrowed. For context, the projected project tax would be about 5.6% lower were it not for this debt service. Development of BSD’s budget is informed by the District’s Strategic Plan and our North Star: every learner is challenged, empowered, and engaged. Turn this document over to learn more about the budget. Page 3 of 35  REIB CHARTER CHANGE OFFICE OF RACIAL EQUITY, INCLUSION, & BELONGING (REIB) January 15, 2026 REIB CHARTER CHANGE MARCH 3, 3026 BALLOT Page 4 of 35  REIB Charter Change January 15, 2026 REIB Charter Change: What Voters Are Being Asked to Decide •On March 3, Burlington voters will decide whether to add the Office of Racial Equity, Inclusion, and Belonging (REIB) to the City Charter •The City Charter defines which parts of City government are permanent •This change would make the REIB a stable, ongoing part of City government. •Placing the REIB in the Charter helps ensure this work continues consistently over time, regardless of changes in leadership. NPA MEETINGS: REIB CHARTER CHANGE Page 5 of 35  REIB Charter Change January 15, 2026 NPA MEETINGS: REIB CHARTER CHANGE Page 6 of 35  REIB Charter Change January 15, 2026 REIB Charter Change: What the REIB Does and Why it Matters for Burlington What the REIB Does in Burlington Why This Matters for Burlington •Supports city departments in the • Helps the City and community respond to development, implementation, and diverse and community-identified needs coordination for programs and services to ensure consistency and accessibility • Supports a strong local economy and community resilience. •Provides training and guidance for City staff, boards, and commissions • Brings diverse perspectives into City decision-making and builds trust. •Creates ways for community members to engage directly with City government NPA MEETINGS: REIB CHARTER CHANGE Page 7 of 35  REIB Charter Change Insert Date REIB Charter Change: Budget Clarity Budget clarity: • The REIB already exists • It represents about 0.7% of the City’s General Fund • At its highest funding level, it has never exceeded 1% of the General Fund NPA MEETINGS: REIB CHARTER CHANGE Page 8 of 35  FY27 General Fund Budget & Police and Fire Tax Rate Increase NPA Presentation January-February 2026 Page 9 of 35  FY27 Budget: Big Picture • Estimated $10-12M budget gap at this time - Approx. 10% of City's $107M budget • Current FY27 general fund personnel estimate is $78.5M (increase of 7.5%) • This is in line with expectations - Still includes estimates for health insurance & worker’s comp based on timing of the current fiscal year and self-insured nature of our insurance plan Page 10 of 35  FY27 Budget: Personnel • Started with FY26 personnel budget of $73M - Departments recently provided updated information • New police and fire union contract provisions unanimously supported by City Council and Mayor: - Add 2 new firefighters per BFFA contract FY27 - Cost of living adjustments of 7% (fire) and 4.75% (police). In line with regional salaries for first responders. - AFSCME negotiations start in February for FY27 so used a conservative figures for salary/benefits - Non-union – used AFSCME estimate as is our recent practice Page 11 of 35  FY27 Budget: 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 5% - Initial estimate Page 12 of 35  FY27 Budget: Operating • Add 3% for inflation on most other non-personnel operating costs • Added money to have cash available to purchase 9 new vehicles on the urgent/dire need list: 6 are for Police & Fire, 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 sustainable fleet money in budget - Situation is no longer sustainable for first responders Page 13 of 35  Why Ongoing Structural Budget Gap? • Grand List is foundation of our revenue: property taxes. • Property taxes represent approximately half of City’s General Fund revenue - Other revenue comes from grants, other types of taxes (ex: gross receipts), and fees. • Our Grand List grows at a lower rate than our operating costs. • Average annual grand list growth of 1.05% since 2016 • Note: In FY27, we no longer collect $1M of business personal property tax revenue, and there is no replacement source of revenue. Page 14 of 35  Why Ongoing Structural Budget Gap? • The City has overly relied on one-time funds. We are changing this practice and removing historically unachievable revenues from our budget. • 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 and gross receipts – removing for further discussion. • Some revenues overbudgeted in recent years, and budget not met – revising downward to make realistic creates an additional expected gap of $1.3M Page 15 of 35  Why Ongoing Structural Budget Gap? • The City has grown the size of our workforce, services and programming over the past decade. • The City added 98 FTEs positions with salaries funded by the General Fund between FY14 – FY24. - This is an ongoing operational expense we added with one-time revenue sources in many cases. Page 16 of 35  Balanced Budget: 3-Part Approach • A gap of $10-12M in City budget of $107M is approximately 10% and will require a balanced, three-part approach: – Raise Revenue – Rightsize Government – Realize Strategic Opportunities Page 17 of 35  Raise Revenue: Raise Police & Fire Tax • One option to raise revenue is $0.05 increase to police & fire tax • Would raise about $3M toward projected gap • Overall expected increase to FY27 compensation and benefits for police & fire is $3.05M - Excluding retirement, which is covered by dedicated tax • Current police & fire tax projected to raise $6.4M this year - In contrast, budgets for those departments are $39.1M - Police & fire tax only raises 16% of costs for the services • Bipartisan City Council vote (9-3) to place tax rate increase on TMD March ballot Page 18 of 35  Municipal Tax Effect Note: $353K is current median assessed value for home or condo in Burlington​ Fiscal Muni Tax Rate Total Muni Tax on $ Increase % Increase Year $353K Property FY22 $.6704 $2,367 FY23 $.7085 $2,501 $134 5.7% FY24 $.7523 $2,655 $154 6.2% FY25 $.8326 $2,939 $284 10.7% FY26 $.8556 $3,020 $81 2.8% FY27 $.9363 * $3,305 $285 9.4% * Proposed rate for FY27 including $.05 police and tax increase + other increases required by Charter.​ Page 19 of 35  Preliminary Early Balanced Solution Category Solution Amount Notes Raise Revenue Increase Police & Fire Property Tax $ 3M Council approved question to be placed $.05 on Town Meeting Day ballot. Raise Revenue Utilize One-Time Revenues $ 2M Exploring use of dedicated tax balances from many years previous in appropriate, budget-relieving ways. Raise Revenue Enhance Collections $ 1M Examples include parking tickets, ambulance fees and building permits. Refine amount. Rightsize Reduce Government Expenses 5-= $ 3M Department Heads made Government 10% recommendations for further discussion. Rightsize Create Voluntary Furlough Program $ 0.2M HR moving forward to create voluntary Government program. Realize Strategic Sale of City Property $ 1M Vacant properties or used for parking. Opportunities Would create one-time money and add to ongoing property tax revenue. Total $ 10.2M Numbers are preliminary, and this is just an initial look at one way we could choose to structure the solution. Page 20 of 35  Summary • $10-12M current gap • Will utilize a three-part approach to handle – raising revenue, rightsizing government, and realizing strategic opportunities • $0.05 increase to police and fire tax will raise $3M, which pays for increases City is obligated to contract to pay to those employees • Vote happens on Town Meeting Day, March 3 • Each department will present budget to Board of Finance in early April • Budget drafted by Mayor and must be approved by June 30 by City Council Page 21 of 35 Page 22 of 35  Introductions and Overview Burlington ØWhat is an Overdose Prevention Center Overdose (OPC)? Prevention Center ØWhat is the status of the OPC in Burlington? ØOPC Services Assessment ØTonight’s Listening Session 1 Page 23 of 35  Tonight’s Listening Session Burlington ØPreliminary survey results Overdose ØEvaluation next steps Prevention Center ØDiscussion with Ward 1 residents ØWhat positive impact do you hope the OPC will bring to our community? ØDo you have concerns or questions related to the OPC? ØWhat would you like to see for ongoing communication once the OPC opens? 2 Page 24 of 35 Burlington Services Assessment Overview ØThe City of Burlington contracted with Pacific Overdose Institute for Research and Evaluation (PIRE) to inform Prevention the Services Assessment report required by the OPC Guidelines. Center ØPurpose is to engage people with living experience and the wider Burlington professional and residential community to help inform the City and VCJR in the Services implement of the OPC. Assessment Evaluation Activities to Date ØIn-person surveys with people with 49 people with living experience* ØOnline community survey completed with over 1500 responses* ØOngoing tracking of community engagement activities *Preliminary findings only include quantitative data. Qualitative (open-ended) data will be shared 3 in final report Page 25 of 35 Who did we hear from? 49 individuals completed the in-person PWLE Survey ØAll respondents used an illicit substance within the past 30 days Ø84% of respondents reported not having a stable place to live, with 80% unsheltered Ø86% used drugs at least once per day Ø43% used drugs alone most of the time or always Ø47% had at least one overdose in the past year. 1505 respondents completed the online community survey Ø75% of survey respondents identified as Burlington residents, 45% work in Burlington, and 2% are Burlington business owners Ø8% identified as a person who used to use or currently uses non-prescription opioids or stimulants 4 Page 26 of 35 Where are people using drugs in Burlington? Location of drug use N=49 Where you are currently living or staying 77% Outside location, not specified (e.g., park, alley) 69% Car or other vehicle 67% Outside at City Hall Park 63% Other residence (friend or acquaintance) 61% Public restroom 57% Outside on or near Church Street 55% Outside at Waterfront 51% Public building (e.g., library) 43% 5 Page 27 of 35  Utilization and Perception of the OPC PWLE utilization of the OPC ØOf the 49 respondents, 92% responded that they would consider using the OPC once it opens, with 73% responding that they would use the OPC always or most of the time. Community Perception of the OPC ØOn scale of 1 (least helpful) to 10 (most helpful), the most selected answer was 10, the median answer was 7 and the average answer was 6.3 6 Page 28 of 35  Respondents’ Preferred OPC Location Location Factors PWLE survey: How likely would you be to use (from community survey) an OPC at various locations? When asked which are important Community survey: Where should an OPC be factors when considering the located in Burlington to be most effective? vicinity of the OPC: ØDowntown Burlington was the most Accessibility for potential clients selected response on both PWLE and was the most common response community surveys (52%), followed by proximity to schools/playgrounds (40%), other ØThe ONE and Riverside/Intervale area were support services (40%), and a close 2nd and 3rd choice on both surveys transportation (38%) 7 Page 29 of 35 Access to the OPC (PWLE survey) ØTime PWLE are willing to travel to access an OPC: 5-15 minutes: 60% 15-25 minutes: 23% 25-35 minutes: 13% Ø68% of PWLE responded that they would be likely or very likely use a free shuttle if it were offered between downtown and the location of the OPC Ø75% of PWLE responded that they would be likely or very likely to use the OPC if it was a mobile van that traveled around Burlington. 8 Page 30 of 35 Security and Safety at the OPC (PWLE Survey) ØOPC Security How would a security guard inside the OPC make you feel? • More safe: 53% • Less safe: 19% • Neither more safe or less safe: 28% ØHow would a security guard outside the OPC make you feel? • More safe: 47% • Less safe: 19% • Neither more safe or less safe: 34% 9 Page 31 of 35  Public Health Outcomes Community survey respondents ranked the order of importance of seven identified public health outcomes (in order of most importance to least) #1 Prevent overdoses and save lives #2 Reduce the number of people using drugs outdoors and in public spaces #3 Help connect people to drug treatment and health and social services #4 Less burden on emergency rooms, police, fire, & EMS by reducing overdose-related calls #5 Reduce crime in the area surrounding the overdose prevention center #6 Reduce number of syringes or other litter related to drug use discarded in public #7 Reduce HIV and hepatitis C transmission due to syringe sharing 10 Page 32 of 35 Services and Supports Ø The majority of PWLE respondents reported that proposed OPC services such as medical care, STI testing, bathrooms and showers, peer support, drug checking, on-site buprenorphine, mental health and drug treatment referrals, and support with basic needs are important or very important Ø Community survey respondents ranked possible OPC services: Referrals to drug treatment, Mental health services or referrals, on-site buprenorphine treatment, bathrooms, and peer support were noted among the most important services to offer at the OPC 11 Page 33 of 35 Ongoing Community Conversations Community survey: How would you want to engage in community conversations around the OPC? Online form submitted to city or site employee 42% Community gathering events 40% Virtual gathering 38% NPA Meetings 36% In-person gatherings 34% Community listening sessions 33% E-mail address city or site employee 25% Comment box located at City Hall, Library, etc. 19% Phone number to leave voicemail or text message 19% Other 11% 12 Page 34 of 35  Next Steps ØContinued engagement at NPA meetings, focus groups, attendance at community meetings, and interviews with people with living experience ØFinal report with findings to inform the Services Assessment in April ØLink to Annual Progress Report ØHiring OPC Project Manager 13 Page 35 of 35