City Council

CITY COUNCIL MEETING AGENDA SPECIAL MEETING: FY26 BUDGET RETREAT DECEMBER 12, 2024 Participation Options In Person: 180 Market Street, Main Floor, Auditorium Assistive Listening Service Devices available upon request Electronically: https://zoom.us/j/97732685476?pwd=Etbq9TBR8gsv8bBYpNkRKZ6mHKHqBc.1 Phone number: 929 205 6099 Meeting ID: 977 3268 5476 Passcode: 290789 Special Meeting Session 9:00 a.m. 1. Pledge of Allegiance (9:00 a.m.) 2. Agenda Review: Additions, deletions or changes in order of agenda items (9:00-9:03 a.m.) 3. Comments and questions from the public not related to the agenda (9:03-9:10 a.m.) 4. *** FY26 Budget: Receive budget presentations from the Departments. This will include individual presentations from Police, Fire, and Public Works, a combined presentation from Library and Recreation & Parks, and a General Government presentation from the administrative departments (City Manager’s Office, Legal, IT, HR, Communications, City Clerk, Community Development, and Planning & Zoning.) There will be time for the Council to ask questions and request additional information. No decisions are needed but recommendations on how to move forward in future public discussions are appreciated. Feeback from the community is also welcome. – Leadership Team (9:10-1:00 p.m.) All FY26 Budget materials are available here: FY26 Budget Materials 5. Other Business 6. Adjourn Respectfully submitted: Jessie Baker City Manager ***Attachments included  FY26 Budget: Department of Public Works Tom DiPietro, Director of Public Works December 12, 2024 South Burlington DPW Staff The South Burlington Department of Public Works has 44 employees, plus contract staff at the Champlain Water District (CWD) that serve as our Water Division: • Highway: 18 Employees 3 vacancies • Parks Maintenance: 6 Employees 0 vacancies • Facilities: 5 Employees 1 vacancy • Stormwater: 6.5 Employees 0 vacancies • Wastewater: 8.5 Employees 0 vacancies • Drinking Water: 10 CWD Staff  Public Works Employees: 44 Residents in South Burlington: 20,624 City Maintained Water Valves: 2,124 Water Meters: 6,447 South Miles of City Maintained Water Pipes: 112.6 City Owned Wastewater Pump Stations: 32 Burlington Miles of City Owned Wastewater Force Main: 19.9 Infrastructure Miles of City Owned Wastewater Gravity Pipe: 87.5 Miles of City Owned Stormwater Piping: 80.9 Overview Miles of City Owned Maintained Road (center lane): 87.49 Miles of Sidewalk: 54.5 Miles of Shared Use Path: 24.4 Miles of On-Road Bike Facilities: 16.3 Acres of Parks & Open Space: 367  Bike / Ped • ADA Transition Plan for • BBSTS Expansion Facilities • ADA Transition Plan for ROW • Bartlett Bay Road culvert Highway replacement Active • Active Transportation Plan • Ash Tree Replacement • Butler Farms Culvert • Sidewalk Scoping (various program Replacement sites) • Dorset Street Signals • Kennedy Drive Pond 7 DPW • Dorset Street Shared Use Path Expansion (SUP) • Paving – Dorset St 4 of 4 and annual paving program • Many stormwater • Hinesburg Road SUP management projects Projects • Garden Street West required by Flow Restoration • Allen Road SUP Plans • I-89 Pedestrian Bridge • Hubbard Recreation and Wastewater Natural Area SUP • Mary Street Sidewalk (Only a • • Spear Street SUP Sidewalk / SUP Condition • • Garden Street East Market St/Hinesburg Rd • • BB WWTF Upgrade AP Solids Handling Partial Inventory Traffic Signal • Market Street Pump Station Generator • City Center Boardwalk Open Space / Parks • Numerous pump station Drinking Water • Farrell Dog Park reconstruction projects List) • • Lead Service Line Inventory Water Storage Tank in High Service Area • • Red Rocks Trail Improvements • Parks Master Plan • Queen City Park Pump Stations Industrial User Survey • Veterans Memorial Field Facilities Improvements • DPW Facility Expansion Stormwater Highway & Parks Maintenance FY24 Successes • Paving • Black Lantern Lane, Butler Drive, Cedar Glen, Cheesefactory Lane, Cottage Grove, Eastwood Drive, Hayes Avenue, Kinsington Street, Nowland Farm Road, Pinnacle Drive, Proctor Avenue, Spear Street, Twin Oaks Terrace, Woodside Drive. • Repaired Shared Use Path Bridge at Wheelock Farm. • Lowest per-mile salt usage since tracking began in 2012. • Installed 160’ feet of sidewalk at Veteran's Memorial Park to connect new bathrooms to event site. Wheelock Share Use Path Bridge Salt Use per Year 2012-2024 FY26 Budget Status of South Burlington • Increased “Road Striping” by Sidewalk Evaluation $10,000 for additional crosswalk 1% maintenance and bike lanes. • The “Tree Care” operating budget 23% line and the “Ash Tree” CIP line items have been separated, allowing for better management of 76% Ash Tree replacement and removal contracts and better care for other City owned trees. Sidewalk Evaluated - Distress Observed Sidewalk Evaluated - No Distress Observed Sidewalk To Be Evaluated FY26 Budget: Capital Improvement Plan • Paving - $1,250,000 • Tentative Road List: Bay Court, Cheesefactory Lane, Community Drive, Cortland Avenue, Davis Parkway, Dorset Heights, Dutchess Avenue, Gilbert Street, Greening Avenue, Keari Lane, Lyons Avenue, Old Cross Road, Pavillion Avenue, Pleasant Avenue, Ruth & Heath Street, Shaw Avenue, Wealthy Avenue. • Fleet - $495,000. One purchase will be a new compact wheel loader and specialized plow for the I-89 Pedestrian bridge. • Ash Tree Replacement - $50,000 Emerging Issues • Staffing – 2 highway positions, and 1 mechanic position are vacant and have been for awhile. Hiring CDL drivers remains very difficult. • Ongoing development in the City leads to an increase in infrastructure (e.g. roads, sidewalk, shared use path, bridges, parks, etc). We need to “keep up” and ensure that we have the staff and equipment necessary to maintain existing and new infrastructure. • Continuing to adapt to changing climate and associated weather events. Stormwater FY24 Successes • Awarded $1.67 million in grant funding spread over 5 different grants • The Kennedy Drive Pond 2 retrofit construction was completed using $253,616 in grant funding • South Burlington street sweepers assisted cleanup efforts in communities affected by catastrophic flooding FY26 Budget • Only minor adjustments to budget line items from FY25 to FY26. • The FY26 Stormwater Equivalent Residential Unit (ERU) rate is proposed to increase 3% to $7.92. This represents a yearly increase of $2.88 for a single-family homeowner. • Council will need to pass a resolution to update stormwater rates. FY26 Budget: Capital Improvement Plan • Flow Restoration Projects - $2,792,000 to implement projects required by Flow Restoration Plans in stormwater impaired watersheds. • Culvert Replacement – A total of $995,000 will go towards stream culvert replacement in the Butler Farms neighborhood and on Bartlett Bay Road. • Updated Culvert Inventory - $101,000 for an engineering assessment of the condition of all stream culverts in the City. Investments in stormwater infrastructure increase our resiliency and improve our ability to withstand large storm events. Emerging Issues • Grant Funding – South Burlington has been very successful obtaining grant funds for stormwater projects. The availability of grant funding likely to decrease in the coming years. • Chloride Impairment – Four streams in the City have been identified by the State as chloride impaired. The State is moving forward on establishing Chloride Total Maximum Daily Loads (TMDLs) for these streams. The regulatory and operational impact of these TMDLs is not yet clear. Wastewater FY24 Successes • The Airport Parkway (AP) and Bartlett Bay (BB) facilities were both awarded the National Association of Clean Water Agencies (NACWA) FY24 Gold awards. • Consistently discharged high quality, low phosphorus effluent from both facilities. • State of Vermont Security Grant allowed installation of cameras at the two treatment facilities and two largest pumpstations. • Two main projects (AP solids handling upgrade & BB refurbishment), covered under the voter approved $34 million bond, are moving forward on schedule. FY26 Budget • Proposed addition of two staff: • New operator to work at the upgraded Bartlett Bay Wastewater Treatment facility. Currently only one person at this facility. • New employee to improve management and maintenance of the City’s wastewater collection system (gravity drainage pumps, pump stations, and related infrastructure). • Alum line item increased to reflect actuals. • Pump repair / replacement line items consolidated. • Management of the City’s closed landfill shifted to facilities division budget. • The proposed wastewater rate increase for FY26 is 8.75%. FY25 Wastewater Fee Comparison FY26 Budget: Capital Improvement Plan • $600,000 for Bartlett Bay Treatment Facility upgrade. Design is a “Clean and Green” priority. • ~$1.1M payment towards existing debt (2011 AP upgrade & Proctor Avenue Pump Station) • $760,000 for pumpstation refurbishment. This includes Twin Oak pump station which was delayed due to contractor availability and higher than estimated costs. • $640,000 being set aside to address a force main on Commerce Avenue that experiences frequent failure. Emerging Issues • Staffing - Need for succession planning within our wastewater division. We anticipate three retirements between now and the end of 2026. • New regulations associated with contaminants of emerging concern (e.g. PFAS) could have a significant impact on operations. New restrictions could prevent the beneficial reuse of this material and increase disposal costs. • We will be bidding / constructing two large capital projects (Bartlett Bay Upgrade & AP Solids Handling Improvements) with new BABA requirements in an uncertain bidding climate and potentially at the same time as other large regional projects. Drinking Water FY24 Successes • Continued work to identify any lead service lines in the City per Federal requirements. Lead service lines must be eliminated. • Upgraded many older, large water meters to better record water usage. • Continued to convert all water meters to the Neptune radio read program. This reduces the amount of time spent on manual reading of meters and provides more real time meter information. • Completed annual maintenance on over 1,800 main line gate valves and over 1,000 fire hydrants. • Repaired several main line water leaks including one on Dorset Street. This was a 14” water line that was significantly contributed to “water loss” in the city. FY26 Budget • Increased “System Maintenance” line item by $10,000 to address the needs associated with a growing water system. • Increased “Professional Services” line item by $61,970 to address water breaks and provide proactive maintenance to meet the needs of an aging water system. • Increased water purchase from CWD based on an assumed rate increase of 5%. • The proposed drinking rate increase for FY26 is 8.83%. FY25 Drinking Water Fee Comparison FY26 Budget: Capital Improvement Plan • $383,000 for a new water storage tank on Dorset Street in the City’s High Service area. • $80,000 for continued investment in meter upgrades. This project improves meter reading through better reading accuracy of water delivered to customers and reduced labor costs due to shorter times through the radio read process. • $213,000 for replacement of ~525 linear feet of unlined cast iron pipe and appurtenances on Brewer Parkway. Tuberculation has resulted in reduced pressure and flow in this neighborhood. • $50,000 for Hydraulic, Infrastructure and Asset Management Study – planned to start in FY26 to help direct funds towards aging and critical infrastructure. Emerging Issues • More time spent dealing with water breaks and other issues associated with an aging water system. • Water loss in our distribution system has increased to ~24%. We are taking steps to address this issue. • Federal requirement for Lead Service Line Replacement must be completed in accordance with federal guidelines. We recently finished a system inventory. • Rate study identified the need to adjust our rates and fees to address the increased cost of purchasing water and meet system capital investment needs. This includes an increase in water storage, and replacement of aging infrastructure. Facilities FY24 Successes • Transitioned into a division of DPW. • Hired a Facilities Superintendent. • Began implementing the Government Operations Climate Action Implementation Plan. • Installed 3 new Rooftop Heat Pump Units at DPW. FY26 Budget • Overall increase of 0.77% from FY25. • New Budget Lines: • ADA Compliance/Repairs - $10,000 • Safety Committee - $5,000 • Travel and Training - $5,000 • Fuel Station Maintenance (Moved out of Highway) - $3,000 • Landfill Fees & Engineering (Moved out of Wastewater) - $36,000 • Decreased “Cleaning Supplies” by 37.82% • Combined “Building Maintenance” and “Facilities Maintenance” to 1 line item. • Generator Preventative Maintenance is now split between respective divisions. FY26 Budget: Capital Improvement Plan CIP Funding Sources • Energy Efficiency Energy Revolving • Fire Station #1 EV Charging Stations - Fund $120,000 20% • Wheeler House Basement Weatherization - $10,000 • Police Station Boiler Replacement - $70,000 • ADA Upgrades • DPW Entryway and Doors Anticipated • Scheduled Replacements and Other Grants 11% Upgrades • DPW Window Replacement - $120,000 General (includes ADA upgrades costs) Fund • Senior Center Security Cameras - $10,000 69% Emerging Issues • Continuing to implement the Climate Action Plan for Government Operations may involve higher upfront costs and the payback period of the investment will vary in length. • The City has many contracted vendors, and the Facilities division is looking to streamline processes and lower costs. • Transition away from reactive maintenance and repairs to preventative maintenance. • Consider future staffing needs for a Facilities Technician to allow more work to be done in-house. Bicycle & Pedestrian FY24 Successes • Awarded $768,000 in grant funding for a shared use path on Hinesburg Road from Williston Road to Kennedy Drive. • Restriping of 87 crosswalks within ½ mile of all schools and across larger roads in more durable paint. • Began work on the Active Transportation Plan, as recommended by the Transportation Sector Climate Action Implementation Plan. • Purchased a bicycle and pedestrian counter to collect more data on usage. FY26 Budget Penny for Paths: FY21 FY22 FY23 FY24 FY25 FY26 Penny for Paths Revenue $306,533.00 $310,870.00 $405,580.96 $414,669.51 $421,364.00 $434,654.00 Expenditures - $135,910.02 - $690,878.27 - $89,643.43 - $362,192.31 - $230,000.00 - $400,000.00 Penny for Paths Balance $400,624.84 $20,616.57 $336,554.10 $389,031.30 $580,395.30 $615,049.30 Note: FY26 revenue based on 1.5% Grand List growth from FY25 FY26 Budget: Capital Improvement Plan New Projects • Dorset Street & Songbird Road Crosswalk (planned construction FY26) - $120,000 • Williston Road Sidewalk Segments (planned construction FY27/28) - $50,000 Ongoing Projects • Sidewalk Assessment & Improvement Program - $40,000 • Dorset Street Shared Use Path Construction (planned construction FY26) - $525,000 • Spear Street Shared Use Path Construction (planned construction FY26/27) - $890,000 • Hinesburg Road Shared Use Path Design (planned construction FY27/28) - $100,000 Emerging Issues • A Citywide inventory of sidewalks, ADA COMPLIANT NOT COMPLIANT shared use paths, and crosswalk ramps has been conducted and will inform many projects and maintenance plans over the future years beyond the Sidewalk Assessment & Improvement Program CIP Project. • Shifting traffic into non-motorized modes of travel will require projects to be completed more rapidly to build out a fully connected active transportation network. Open Space FY24 Successes • Received DRB Approval for the Hubbard RNA Path. • Completed a permanent conservation easement on Wheeler Nature Park (closing occurred in FY25). • Began work on the Parks and Open Space Master Plans. FY26 Budget FY21 FY22 FY23 FY24 FY25 FY26 Open Space Revenue (½ cent) $155,435 $202,980 $207,335 $210,682 $217,327 Open Space Project Expenditures -$117,680.91 -$33,761.31 -$18,007.59 -$135,000 -$55,536 Open Space Note Repayment -$125,023.56 -$125,410.41 -$125,981.46 -$125,111 -$125,111 Open Space Fund Balance $883,967.51 $796,698.04 $840,506.32 $903,852.27 $854,423.27 $891,103.27 Notes: A loan of $1,125,000 was approved by voters in 2016 which established the fund shown here. The revenue shown here does not include ½ cent dedicated to Land Acquisition. FY26 revenue based on 1.5% Grand List growth from FY25. FY26 Budget: Capital Improvement Plan • Continue “Tree Management” project to focus on deferred tree maintenance and clearing in 4 parks over 4 years - $15,000 per year. • Cost sharing with Recreation & Parks on the Red Rocks bathhouse renovation - $25,000. Emerging Issues • Ensure equitable access for people of all ages, abilities, and backgrounds to have access to Open Space, Natural Areas, and Recreation options throughout the City. • Strategically plan for the improvements of our Open Space area as the Parks and Open Space Master Plans are developed in FY25. FY26 Budget: Community Services Library & Recreation and Parks Jennifer Murray & Adam Matth December 12, 2024 FY24 Successes – Joint Departments • The Library and Recreation & Parks Library from Mall to Market St. Department have been successful in providing services to more residents. Program Attendance Recreation and Parks 120 106 Computer use 100 80 67 60 Checkouts 34 36 40 22 16 20 0 Visitors 2022 2023 2024 Community Events Community Programs 0 50000 100000 150000 200000 250000 FY 2019 FY2024 2 Organization-Recreation & Parks Who is South Burlington Recreation and Parks? The mission of the Recreation and Parks Department is to create and support dynamic public spaces and programs which grow, inspire, and create inclusive social interactions through land and people. We aim to foster a support and constructive environment that embraces equity through inclusive decision making and mindful daily actions. • Director – Adam Matth (2023) • Senior/Adult Recreation Specialist – Rebecca Isham (2021) • Recreation Specialist – Travis Ladd (2016) • Recreation Specialist – Brett Leonard (2015) • Recreation Specialist (Part Time) – Kate Likhite & Olivia Mueller (2024) Adam Matth Kate Likhite Olivia Mueller 3 FY24 Successes – Recreation & Parks • Field Renovation at Jaycee Park • Cross Departments • Event Growth • Park Hop Brews • Rec. On The Go • Juneteenth • Family Series Events • Movie Nights • Community Dinners • Program Growth • Expanded Access/Equity • Transportation/Locations • 88% of Events Offered at No Cost • Increased Revenue Sources • Senior Center • Programs • Meals 4 FY26 Budget – Recreation & Parks • Expense changes from FY25 to FY26 • $7,500 increase in adult programs • $7,500 increase in special events • $9,000 increase in seasonal employees • Revenue changes from FY25 to FY26 • $10,000 increase in special events • $15,000 increase in youth programs • $4,500 increase in adult programs • Net General Fund $ • Money allocated for City Plan – Action 87 • Prepare a Parks Master Plan 5 Emerging Issues – Recreation & Parks • Results of Parks Master Plan • Impact and resources provided • Indoor Programmable Space • Lacks scheduling contract and opportunities • City Plan Goals 55, 57 – Residential Neighborhoods • City Plan Goal 59 – Changing City Demographics • Multi Family Housing • Staffing/Seasonality 6 Organization-Public Library Mission Statement The South Burlington Public Library strengthens our community through abundant resources, including books; information; and opportunities to learn, share and grow. Approved August 2019 by the Library Board of Trustees The Library is made up of three departments: Circulation, Adult Services and Children’s Services. Additionally, we have dedicated staff for Teen Services, Digital Services, Cataloging and Shelving. On-call Substitutes fill in at the public service desks as needed. The Director is Jennifer Murray. Mira Geffner, Kelly Kendall and Sue Meyer serve as department supervisors. 7 FY26 Budget – Public Library The Library budget for FY26 shows an increase of .73% at $1,171,742,55. • Expense changes from FY25 to FY26 are incremental, including more money for program supplies and moving some funds out of DVD and CD collections and into E-Books and online video through Kanopy. Program expenses are down with an expectation of covering some events using grants and donations. • Revenue changes from FY25 to FY26 show an increase in room reservation income, which includes the Auditorium, and an anticipated loss in revenue from non-resident library card fees as Burlington prepares to join the Homecard consortium. 8 FY24 Successes – Public Library • Poet-in-Residence with poet and spoken- work artist Dr. Jolivette Anderson-Douoning. • Piloted the use of a library social work intern with UVM and the Howard Center. • Staff training day focused on working in uncomfortable situations. • Partnered with other departments and committees on book discussions and events • Quick action to update procedures, create forms, and notify families of Act 250, which required privacy about library records for children 12 and up. 9 FY26 Budget: More Success Based on figures from FY24, the Library continues to serve the community well. • Over 10,000 card holders • Library visits up by 22% • Library checkouts up by 13% • Over 10,000 people have met in reserved rooms • Over 9700 people attended 680 programs 10 Emerging Issues – Public Library • Improve engagement with marginalized and underserved populations and improve cultural experiences in the city (City Priorities 59) • Neighborhood growth and City population trends will affect all library services and spaces • Develop initiatives to welcome and direct unaccompanied afterschool users • Respond, when possible, to public requests for Sunday hours • Provide ongoing training in leadership, security and diversity • Engage teens and older children in updating spaces to best meet their needs Photo thanks to the SBPL Foundation. 11 Joint Emerging Issues • Increasing development around City Center and multi-family homes throughout the city will create a larger demand on the Recreation and Parks Department and Library. Staff will continue to develop skills and knowledge in delivering relevant programs and services across the community. • Ongoing populations of unhoused people and those with mental health or substance abuse using the Library and Senior Center require empathy and increased staff training. • Coordination of services to offer programs and events that give residents more options. 12  FY26 Budget: Police Department Shawn P. Burke – Chief of Police December 12, 2024 Organization Chief Executive Deputy CJC Assistant Chief LT - LT - PATROL ADMN SGT - SGT – SGT- SGT – SGT- SGT - SGT - SGT - ACO SGT - BCI Records HTCMC DAYS SWING NIGHTS DAYS SWING NIGHTS ADM CBP 3 1 3 3 1 3 Dispatch BCI - 2 YS CUSI TSU DTF 2 FY24 Successes Crime Trends • Persistent levels of property 600 500 545 503 529 523 crime and police responses 370 399 400 354 258 269 286 to those with unmet social 300 200 124 123 87 service needs. 100 60 38 48 33 32 23 18 0 2020 2021 2022 2023 2024 • Despite low officer census Larceny Retail Theft Stolen Vehicle Burglary we respond to each Unment Social Service Incidents complaint. 1200 993 972 1003 1000 • Community Justice Center 1000 749 800 and Community Outreach 600 400 are critical public safety 200 resources. 0 2020 2021 2022 2023 2024 3 FY 24 Successes Dispatch Remodel • Four state of the art dispatching stations. • Computer aided dispatching for SBFD Fire / Rescue. 4 FY26 Budget • Competitive collective bargaining agreement to retain and attract police officers. • Community Justice Center Funding – Fiduciary responsibility shift from the Department of Corrections to the AG. • Community Outreach Funding – Department of Mental Health mandate change to designated agencies. 5 FY26 Budget: Capital Improvement Plan • Fleet Replacement – scheduled replacement of two vehicles. Alternative fuel will be considered based on the vehicle’s purpose and available technology. • Public Safety Radio Infrastructure Replacement 6 Emerging Issues • Retention and Recruitment SWORN STAFF TREND of sworn officers. Retirements/Separations Hires 8 7 7 • Succession planning 7 6 6 5 5 5 4 5 • State funding which 4 support essential partners 3 2 2 2 2 in public safety – CJC / 1 Community Outreach. 0 FY20 FY21 FY22 FY23 FY24 7 FY26 Budget: Fire Department Steven Locke, Fire Chief Christopher Corbin, Deputy Fire Chief December 12, 2024 Organization 2 FY24 Successes • Implemented computer Call Volume FY13 - FY24 aided dispatch (CAD) 6000 software. 5000 • Launched Rental Registry 4000 Division 3000 • Increased number of 2000 paramedics 1000 • Continue to build on gender diversity 0 FY 13 FY 14 FY 15 FY 16 FY 17 FY 18 FY 19 FY 20 FY 21 FY 22 FY 23 FY 24 Total Incidents Medical Incidents Linear (Total Incidents) Linear (Medical Incidents) 3 FY26 Budget • Significant revenue changes • Electrical inspections increase $40,000 • Ambulance billing increase $277,640 • Significant expense changes • Full for staff to implement new FF work schedule • Protective clothing $25,000 • Computer contracts $23,700 4 FY26 Budget: Capital Improvement Plan • Station alerting system ($55,000) • Fire & Ambulance Vehicles ($536,000) • Station renovations ($200,000) 5 Emerging Issues • Dedicated Shift Commander • Maintenance and Modernization of Facilities • Professional Development & Succession Planning • Rental Registration and Zoning Enforcement 6  FY26 Budget: General Government Jessie Baker, City Manager Nick Gingrow, IT Director Steven Locke, Deputy City Manager Colin McNeil, City Attorney Martha Machar, Finance Director Paul Conner, Dir of Planning & Zoning Holly Rees, City Clerk Ilona Blanchard, Community Development Director Daisymae Brayton, HR Director Andy Brumbaugh, Communications & Outreach Manager December 12, 2024 Organization Martha Machar Finance Director (Team of 5) Colin McNeil City Attorney (Team of 2) Steven Locke Deputy City Manager Daisymae Brayton Jessie Baker Director Of Human Resources City Manager (Team of 2) Nick Gingrow Andrea Leo Director of IT Executive Assistant (Team of 3) Paul Conner Director of Planning & Zoning Andy Brumbaugh (Team of 5.5) Voters Com. & Outreach Manager Ilona Blanchard Holly Rees Community Development Director City Clerk (Team of 1) (Team of 4) Vacant Climate Action Manager Lou Bresee Energy Project Manager - PT Anna Dabrowski Vacant Data Manager GIS Analyst FY24 Successes • Work began to modernize systems Invoices Processed: 10,802 • Permitting software • Finance system • New website and communications efforts Checks Cut: 4,691 • Hired expert new colleagues • Communications & Outreach Manager Payments Processed: $82,084,648 • IT Director • Recreation & Parks Director IT Tickets Resolved: 1,100 • Deputy City Attorney • and 33 others! Employees Supported: 194 • Transitioned City to SharePoint and implemented new switches and servers New Employees Welcomed: 37 • Adopted a new Employee Handbook (first Committees and Boards supported: 18 time since 2009) • Received a clean FY23 audit Committee Volunteers Supported: 131 • Oriented a majority new City Council FY24 Successes: Planning & Zoning • Planning • Adopted a new City Plan 2024 • Adopted LDR Amendments in support of City Center • Prepared major amendments to support housing and through Act 47 /181 amendments, climate action, and transportation policy • Establish water & sewer service areas to support Acts 47 / 181 housing and reinforce conservation policies • Adopted significant sign ordinance amendments • Development Review & Permitting • City Center  3 Market Street/ Garden Street Buildings DRB and Administrative Site Plan Decisions under construction DRB Admin  Include housing and commercial Decisions Issued 33 37 • O’Brien Eastview under construction New Residential Units 49 284 • Beta Hangar Opened New Non-Residential S.F. 10,000 73,000 • OnLogic Headquarters Opened New Lots 37 2 • Larkin Terrace Master Plan approved FY24 Successes: City Clerk Successfully ran three elections • March: Annual Town Meeting and Presidential Primary • April: School Budget Revote #1 Vault Maintenance • May: School Budget Revote #2 • Audited all vaulted minutes and created work plan to complete the organization and accuracy of minute Community Engagement maintenance. • Transitioned to cloud version of Animal Licensing Program to • Reorganized the vault at 575 Dorset to Serve as an Elections support better online registrations. Vault. • Attended onsite registration events at the Wheeler Dog Park ahead of Animal Licensing deadlines. Completed the Ordinance Codification Processes • Supported distribution of 3,000 COVID tests to the Land Records Digitization and Access community. • Provided online access to the South Burlington Land • Supported varied voter registration drives at senior Records. housing facilities, SB High School, and the Senior Center. • Completed historic digitization of all land records and initiated contract to digitize all historic maps within land Staffing changes records with work to be fully completed by May 2025. • Donna Kinville retired in August and Holly Rees was elected in March (and appointed earlier) • Brian Russell and Shane Tenney hired as Assistant City Clerks FY26 Budget • Holding steady to minimize impact for property taxpayers • Revenues — More aggressively budget for Local Options Tax and earned interest • Expenditures — Renegotiated stop-loss insurance (avoided a $374,000 increase) — GMT increase of 15.26% or $99,895 — New Open Meeting Law requirements for archiving – up to $34,800 • Time to successfully implement — Permitting system — Finance system — New website FY26 Budget Non-Property Tax Revenues Over the last three years (FY24 to FY26 – post-COVID) Other non-tax revenues include: Permitting & • Non-property tax revenues have increased 26.8% inspection fees, Grants Revenues, Program fees, • Property tax revenues have increased 14.5% Ambulance billing fees FY26 Budget Planning & Zoning Permit Fees • Fees have not been holistically updated since 2012 • Some fees are based on project cost, which keeps Planning & Zoning Fees Across selected communities, 2024 pace with inflation & costs New 1800 s.f. Home Zoning New 12K s.f. 10 Unit • Several fees are per s.f. or per application; these are Permit Commercial Site Plan Subdivision ripe for updating (notably new construction permit Cochester $ 1,521 $ 9,630 $ 535 $ 4,579 fees and most development review fees) Essex $ 540 $ 6,000 $ 200 $ 6,325 • Currently updating a County-wide survey of all fees Essex Junction $ 300 $ 1,200 $ 600 $ 3,500 (prepared by Essex in 2020) South Burlington $ 810 $ 4,200 $ 275 $ 2,350 Williston $ 1,000 $ 5,000 $ 100 $ 1,350 • Councilors and Housing Committee members have Winooski $ 1,200 $ 2,560 $ 360 $ 1,680 expressed interest in exploring reduced fees for affordable housing, which would dampen revenue increases • Overall anticipate $20k increases for FY ‘26 Future Budget Considerations Efforts underway with anticipated costs for future budget consideration Active • Active Transportation Plan • Sidewalk Assessment • Parks & Open Spaces Master Plan • Economic Development Strategic Plan • Parking Study (ultimately an Enterprise Fund) Anticipated • Climate Action Manager’s review and recommendations on current implementation plans and the Building & Thermal implementation plan • Cultural Plan • Housing Needs Assessment • And more The model (see also assumptions and notes) Increase and forecasted in crease in the TIF District Grand List value since 2012 75% of municipal and State Ed tax revenues on increase in TIF GL value, which are placed in the City’s TIF Increment Fund (actual, budgeted or projected) Expenditures to service TIF Debt and direct expenses (such as audits) that the City pays on bonded TIF District debt and to administer the district from the TIF Increment Fund The tax increment (actual or projected) minus the servicing of the debt and any direct payments The actual and projected balance of the TIF Increment Fund by adding the prior years balance (began at $0 in 2017) Funds the City has built into the tax rate over for a City Center reserve fund to service debt for the City share of project costs, make limited direct payments on project costs and create a cash cushion for the TIF Increment Fund. Expenditures to service debt on City share of project costs as well as direct payments for City Center project expenditures Cumulative balance of the City Reserve Fund plus the TIF District Increment Fund. Note that at the completion of the 20 Year Increment retention period, surplus increment generated by the State Ed Fund tax rate is returned to the State Ed Fund. Comparison of scenarios at completion of TIF District Emerging Issues • Collective Bargaining ̶ AFSCME and Police agreements expire at the end of FY25 ̶ Hard to fill employment categories: CDL drivers and police officers • Emerging staffing and resource needs —City Center maintenance —City Clerk and Elections Support • Added Climate and Data professionals and initiative development • Updating the Form Base Code to incentivize growth in City Center • Creation of Parking Fund and new organizational structure