City Council - Board of Finance

Board of Finance Monday, July 14, 2025, 5:00 PM, Bushor Conference Room, 149 Church Street, 1st Floor Join from PC, Mac, iPad, or Android: https://zoom.us/j/98424959560 Phone one-tap: +13092053325,,98424959560# US Join via audio: +1 309 205 3325 US Webinar ID: 984 2495 9560 International numbers available: https://zoom.us/u/abrWbN4rXJ **CCTV link: https://www.youtube.com/playlist?list=PLljLFn4BZd2PwCge7lNoKug676jIf_iUA ** 1. Agenda Subject 1.1. Motion to adopt agenda Meeting July 14, 2025 - Board of Finance Meeting - Monday, July 14, 2025, 5:00 PM, Bushor Conference Room, 149 Church Street, 1st Floor Category 1. Agenda Department Council and Board Type Action Procedural Recommended Action Motion to adopt agenda 2. Public Forum Subject 2.1. Verbal Comments Meeting July 14, 2025 - Board of Finance Meeting - Monday, July 14, 2025, 5:00 PM, Bushor Conference Room, 149 Church Street, 1st Floor Category 2. Public Forum Department Council and Board Page 1 of 139  Type Action Procedural Recommended Action open the Public Forum close the Public Forum 3. Consent Agenda Subject 3.1. Motion to adopt the consent agenda and take the actions indicated Meeting July 14, 2025 - Board of Finance Meeting - Monday, July 14, 2025, 5:00 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. June 23, 2025 Board of Finance Meeting Minutes - C/T Meeting July 14, 2025 - Board of Finance Meeting - Monday, July 14, 2025, 5:00 PM, Bushor Conference Room, 149 Church Street, 1st Floor Category 3. Consent Agenda Department Clerk/Treasurer's Office Type Action (Consent) Minutes Recommended Action approve the minutes Subject 3.3. June 25, 2025 Special Board of Finance Meeting Minutes - C/T Meeting July 14, 2025 - Board of Finance Meeting - Monday, July 14, 2025, 5:00 PM, Bushor Conference Room, 149 Church Street, 1st Floor Category 3. Consent Agenda Department Clerk/Treasurer's Office Type Action (Consent) Minutes Recommended Action approve the minutes 4. Deliberative Agenda Subject 4.1. Authorization to accept grant funds for the operation of the Elmwood Emergency Shelter Community-Housing Opportunity Grant Program SFY 2026 $1,326,555 - CEDO Meeting July 14, 2025 - Board of Finance Meeting - Monday, July 14, 2025, 5:00 PM, Bushor Conference Room, 149 Church Street, 1st Floor Page 2 of 139 Category 4. Deliberative Agenda Department Community & Economic Development Office (CEDO) Type Action Recommended Action to approve and recommend that the City Council approve the acceptance of SFY 2026 grant funds in the amount of $1,326,555 from the State of Vermont Housing and Opportunities Program for the operations of the Elmwood Emergency Shelter Community and authorize the Chief of Staff to execute all contracts and documents necessary to accept the funding through the period of July 1, 2025 – June 30, 2026, including retroactive approval for the period of July 1st to July 14, 2025, subject to the final review and approval of the City Attorney’s Office Subject 4.2. Authorization To Submit 2025 Burlington One-Year Action Plan - CEDO Meeting July 14, 2025 - Board of Finance Meeting - Monday, July 14, 2025, 5:00 PM, Bushor Conference Room, 149 Church Street, 1st Floor Category 4. Deliberative Agenda Department Community & Economic Development Office (CEDO) Type Action Resolution Recommended Action to approve and recommend that the City Council approve the attached resolution relating to the Authorization to submit the 2025 Burlington One-Year Action Plan and direct the Mayor or her designee to sign the accompanying documents for submittal to HUD Subject 4.3. Authorization of Improvement Bonds for FY26 - C/T Meeting July 14, 2025 - Board of Finance Meeting - Monday, July 14, 2025, 5:00 PM, Bushor Conference Room, 149 Church Street, 1st Floor Category 4. Deliberative Agenda Department Clerk/Treasurer's Office Type Action Resolution Recommended Action to approve and recommend that the City Council approve the proposed resolution providing authorization of improvement bonds for FY26 Subject 4.4. Security Services for City Hall - HR Meeting July 14, 2025 - Board of Finance Meeting - Monday, July 14, 2025, 5:00 PM, Bushor Conference Room, 149 Church Street, 1st Floor Category 4. Deliberative Agenda Department Human Resources Type Action Page 3 of 139 Recommended Action to approve and recommend that the City Council exercise the City’s first one-year renewal option under its service agreement with Chocolate Thunder for City Hall security services, for an amount not to exceed $200,000 Subject 4.5. Troy Hughes Reclassification - I&T Meeting July 14, 2025 - Board of Finance Meeting - Monday, July 14, 2025, 5:00 PM, Bushor Conference Room, 149 Church Street, 1st Floor Category 4. Deliberative Agenda Department Innovation & Technology Type Action Recommended Action to approve and recommend that the City Council: (1) Reclassify Troy Hughes from the Help Desk Technician position at the Burlington Police Department to the Technology Support Specialist in Innovation & Technology at the City of Burlington Subject 4.6. Impact Fee Request for $200,000 towards Library Preservation Project for the 1904 building (Preservation Project) - Library Meeting July 14, 2025 - Board of Finance Meeting - Monday, July 14, 2025, 5:00 PM, Bushor Conference Room, 149 Church Street, 1st Floor Category 4. Deliberative Agenda Department Fletcher Free Library Type Action Recommended Action 1. To approve and recommend that the City Council authorize the use of $200,000 from Impact Fees in support of the FFL Preservation Project at 235 College Street. 2. To approve and recommend that the City Council authorize the Chief Administrative Officer to take all such further actions, including by taking any necessary steps to ensure the creation of the project budget reflecting the use Impact Fees, and to execute such further instruments approved as to form by the City Attorney, as may be necessary or convenient to effectuate the transactions contemplated hereby. Subject 4.7. Water Resources Water Personnel Reorganization - Various - DPW/Water Resources Meeting July 14, 2025 - Board of Finance Meeting - Monday, July 14, 2025, 5:00 PM, Bushor Conference Room, 149 Church Street, 1st Floor Category 4. Deliberative Agenda Department Public Works Department - Water Resources Type Action Recommended Action 1. To approve and to recommend that City Council approve the: � Reclassification of the Senior Water Plant Mechanic, a Regular, Full-time, Non- Exempt, AFSCME, Grade 18 position to Senior Water Plant Mechanic, a Regular, Full- time, Non-Exempt, AFSCME, Grade 19 position. 2. To approve and recommend that the City Council authorize the Chief Administrative Officer to approve budget neutral amendments to the FY26 Water budgets to move Page 4 of 139  budgeted amounts from Salaries and Wages Total Compensation Contingency lines 460- 19-400-000.5000_910 to the appropriate personnel lines as needed to implement the above actions. Subject 4.8. Budget Amendment Authorization - Champlain Parkway Project Initial Construction Contract - DPW Meeting July 14, 2025 - Board of Finance Meeting - Monday, July 14, 2025, 5:00 PM, Bushor Conference Room, 149 Church Street, 1st Floor Category 4. Deliberative Agenda Department Public Works Department Type Action Recommended Action 1. To approve and recommend the City Council authorize the Chief Administrative Officer (or their designee) execute a neutral Champlain Parkway project budget amendment to modify and correct project revenues, and further approve and authorize the Chief Administrative Officer (or their designee) to execute necessary transfers in furtherance of the neutral project budget adjustment. Subject 4.9. FY26 Vehicle Purchase Recommendation - Fleet Committee Meeting July 14, 2025 - Board of Finance Meeting - Monday, July 14, 2025, 5:00 PM, Bushor Conference Room, 149 Church Street, 1st Floor Category 4. Deliberative Agenda Department Public Works Department Type Action Recommended Action 1. To approve and recommend the City Council approve the proposed FY26 Fleet Purchasing List as detailed in Attachment A vehicle replacement list and authorize the Director of the Department of Public Works to purchase the vehicles listed therein, for a total authorized expenditure in an amount not to exceed $3,771,000. 2. To approve and recommend that the City Council authorize the Director of the Department of Public Works or designee to dispose of the FY26 replaced vehicles/equipment through any of the following means, as they shall in their reasonable judgement determine to be in the City’s best interest, and to take such further actions and execute such further instruments approved as to form by the City attorney as may be necessary or convenient to effectuate the transactions contemplated hereby; auction the vehicles/equipment through any of various online public auctions; by trade-in where vehicle/equipment is being purchased; or, if the vehicle is of no value to the vendor, Fleet Maintenance will have the vehicle/equipment, hauled away for scrap at the current market price. 5. Adjournment Subject 5.1. Motion to adjourn Meeting July 14, 2025 - Board of Finance Meeting - Monday, July 14, 2025, 5:00 PM, Bushor Conference Room, 149 Church Street, 1st Floor Category 5. Adjournment Department Council and Board Page 5 of 139 Type Action Procedural Recommended Action Motion to adjourn Page 6 of 139 Page 7 of 139 Page 8 of 139 Page 9 of 139 Page 10 of 139 Page 11 of 139 Page 12 of 139 Page 13 of 139 Page 14 of 139  MEMORANDUM DATE: June 30, 2025 TO: Board of Finance, City Council FROM: Sarah Russell, Special Assistant to End Homelessness CC: Mayor Emma Mulvaney-Stanak Erin Jacobsen, Chief of Staff Katherine Schad, CAO Emmett Wood, Asst. City Attorney RE: Authorization to accept grant funds for the operation of the Elmwood Emergency Shelter Community – Housing Opportunity Grant Program SFY 2026 $1,326,555 Request: The Mayor’s Office is requesting Board of Finance and City Council approval to accept $1,326,555 in FY26 grant funds from the State of Vermont, Department of Children and Families Office of Economic Opportunity Housing and Opportunities Program (SoV OEO HOP) and authorization for the Chief of Staff to execute all documents necessary to accept the funding. The above referenced grant will support operations and services of the Elmwood Emergency Shelter Community, an activity of the City of Burlington’s Initiative to End Homelessness. Background: The number of people experiencing homelessness and housing insecurity continues to be almost triple those pre-pandemic, and access to emergency housing is restricted and often times far too inaccessible. Mayor Miro Weinberger launched a 10 point action plan to fulfill the promise of housing as a human right in Burlington in 2021 and on October 25th 2021, the City Council called for the use of ARPA funds to meet the needs of those experiencing homelessness. In February 2022, the Council approved the allocation of $2.975 million in ARPA dollars to address the issue of chronic homelessness in the City of Burlington, which included the creation of an emergency shelter community and a community resource center. The emergency shelter commenced operations in February 2023. The Elmwood Emergency Shelter Community offers a service enriched environment and 24 hour per day low-barrier emergency shelter for up to 35 individuals experiencing unsheltered homelessness. The emergency shelter operations are 1|Page Page 15 of 139 managed by Champlain Housing Trust, and Champlain Valley Office of Economic Opportunity provides essential services. As fund administrator, the City oversees development of policies and tracks outcomes on a quarterly basis. The Department for Children and Families Office of Economic Opportunity Housing Opportunity Grant Program provides funding to operate emergency overnight shelter for the State of Vermont, in addition to other homeless response programs. Funding for the Elmwood Emergency Shelter Community On February 7, 2022, the Board of Finance and City Council approved the allocation of $2.975M in ARPA funds for the specific purpose of addressing and ameliorating homelessness in the City of Burlington including $1.47M for the construction and operation of a new low barrier emergency shelter community. Over the last two years, the City has worked to transition utilizing ARPA funds for operations to the HOP grant. In addition, the City has now been awarded the third year of annual operating funds from the SoV OEO HOP for the operation of the Elmwood Emergency Shelter Community. During FY26, we will fully expend remaining/contracted ARPA funds, therefore, we will seek to fund 100% of Elmwood Shelter operations from the HOP grant in FY27. Motions Action for Board of Finance: To approve and recommend that the City Council approve the acceptance of SFY 2026 grant funds in the amount of $1,326,555 from the State of Vermont Housing and Opportunities Program for the operations of the Elmwood Emergency Shelter Community and authorize the Chief of Staff to execute all contracts and documents necessary to accept the funding through the period of July 1, 2025 – June 30, 2026, including retroactive approval for the period of July 1st to July 14, 2025, subject to the final review and approval of the City Attorney’s Office. Action for City Council: To approve and the acceptance of SFY 2026 grant funds in the amount of $1,326,555 from the State of Vermont Housing and Opportunities Program for the operations of the Elmwood Emergency Shelter Community and authorize the Chief of Staff to execute all documents and contracts necessary to accept the funding through the period of July 1, 2025 – June 30, 2026, including retroactive approval for the period of July 1 – July 14, 2025, subject to the final review and approval of the City Attorney’s Office. Attachments AHS-DCF-OEO HOP SFY26 Award Notice 2|Page Page 16 of 139 Page 17 of 139  Board of Finance and City Council Submission Checklist Department: Mayor’s Office Submitter: Sarah Russell Title/Subject: Communication Acceptance of SoV HOP grant FY26 Elmwood Emergency Shelter Approval: Meeting Date: ☐ Board of Finance 7/14/2025 ☐ City Council 7/14/2025 ☒ Concurrent 7/14/2025 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 Approved Department Head N/A Mayor’s Office informed and approved memo Yes 06-30-2025 Erin Jacobsen Board/Commission, if required N/A Click or tap to enter a date. City Attorney’s Office has approved contract Yes 06-30-2025 Emmett Wood and/or legal documents, -Identify attorney in note City Attorney’s Office has approved memo and Yes 06-30-2025 Emmett Wood motion(s) or resolution(s) -Identify attorney in note CAO has reviewed budget, financing, and Yes 07-01-2025 Katherine Schad memo Human Resources, if personnel action N/A Click or tap Click or tap here to -Identify HR Manager in note to enter a enter text. date. CIO, if an IT-related investment/purchase N/A Click or tap Click or tap here to 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? No Click or tap here to enter text. Additional Materials, if necessary Yes Award letter Draft Resolution or Motion? N/A Click or tap here to enter text. If for submission to Council, are No Click or tap here to enter text. sponsors identified? Page 18 of 139  Resolution Relating to RESOLUTION________ Sponsor(s): Councilor Schachter Introduced: ____________________ AUTHORIZATION TO SUBMIT Referred to: ____________________ 2025 BURLINGTON ONE-YEAR ACTION PLAN ______________________________ Action: ________________________ Date: __________________________ Signed by Mayor: ________________ CITY OF BURLINGTON In the year Two Thousand Twenty-Five ……………………………………………………………………… Resolved by the City Council of the City of Burlington, as follows: 1 That WHEREAS, Burlington, Vermont (the “City”) is eligible to participate in the Federal Department of 2 Housing and Urban Development (HUD) Community Development Block Grant (CDBG) and HOME 3 Investment Partnership Programs (HOME) as an entitlement jurisdiction; and 4 WHEREAS, the City of Burlington is required by HUD to adopt a Consolidated Plan and One-Year 5 Action Plan as part of the federal requirements for these two formula grant programs; and 6 WHEREAS, the City’s 2024-2028 Consolidated Action Plan, contains a housing and community 7 development needs assessment; a survey of available resources; and a five-year strategy that specifies achievable 8 housing and community development goals and programs; and 9 WHEREAS, the City of Burlington adopted the 2024-2028 Consolidated Plan for Housing and 10 Community Development in June 2024 as federally required by HUD; and 11 WHEREAS, the City has prepared a one-year action plan (Annual Action Plan) that is reflective of the 12 2024-2028 Consolidated Action Plan; and 13 WHEREAS, the 2025 Annual Action Plan establishes a one-year program in compliance with HUD 14 funding allocations and requirements; and 15 WHEREAS, citizen participation leading to the development of the One-Year Action Plan included 16 workshops; public meetings; consultation with community and state agencies; and an Advisory Board which 17 made recommendations on the allocation of 2025 CDBG funds for sub-grantees; and 18 WHEREAS, the 30-day comment period on the 2025 One-Year Action Plan was held from June 11, 19 2025 through July 11, 2025, and 20 WHEREAS, notice of the proposed Plan was circulated in June by notice published in Seven Days, a 21 weekly newspaper, and online on the website of the Community & Economic Development Office, and by e- 22 mail notice to all City Councilors, to the CDBG mailing list, to the CDBG Advisory Board, to the Continuum 23 of Care mailing list, and to city residents via social media; and 24 WHEREAS, the recommendations of the Advisory Board together with a proposed 2025 One-Year 25 Action Plan was published for public comment on June 11, 2025; and Page 19 of 139  Page 2 Resolution Relating to AUTHORIZATION TO SUBMIT 2025 BURLINGTON ONE-YEAR ACTION PLAN 26 WHEREAS, notice of the recommendations of Advisory Board and of the proposed 2025 One-Year Action 27 Plan was circulated to all applicants and by notice published in Seven Days and online on the website of the 28 Community & Economic Development Office; and 29 WHEREAS, a duly warned public hearing was held on June 23, 2025 to receive further input; herein; 30 NOW, THEREFORE, BE IT RESOLVED that City Council hereby adopts the 2025 One-Year Action 31 Plan; and 32 BE IT FURTHER RESOLVED that Mayor Emma Mulvaney-Stanak is hereby authorized to sign on 33 behalf of the City of Burlington the application for CDBG and HOME funding which accompanies this 2025 34 One-Year Action Plan, and any and all documents deemed necessary to accept and disperse such Department 35 of Housing and Urban Development grant funds, subject to the review and approval of the City Attorney’s 36 Office; and 37 BE IT FURTHER RESOLVED that the City Council hereby approves the expenditure of 2025 38 Community Development Block Grant Entitlement and HOME funds as described in the 2025 One-Year 39 Action Plan. 40 41 CC/ Resolutions 2025/Authorization to Submit 2025 Burlington One-Year Action Plan 42 7/14/2025 Page 20 of 139  MEMORANDUM TO: Mayor Emma Mulvaney-Stanak, Board of Finance and City Council FROM: Christine Curtis, Senior Community Development Specialist, CEDO DATE: July 14, 2025 RE: Approval of Community Development Block Grant and HOME Investment Partnerships Proposed Allocations for the 2025 Action Plan for Housing & Community Development ____________________________________________________________________________ The Community & Economic Development Office (CEDO) is seeking approval of the City’s 2025 One-Year Action Plan for Housing & Community Development (Action Plan) for the planning and allocation of federal funds from Community Development Block Grant (CDBG), HOME Investment Partnerships (HOME), and other U.S. Department of Housing and Urban Development (HUD) administered programs. Pending final HUD approval, the City is expecting to receive $745,925 in CDBG entitlement funds and $331,651 in new HOME funds to support housing, community and economic development activities for the 2025 program year (July 1, 2025 – June 30, 2026). A breakdown of the funding recommendations can be found below for both the CDBG and HOME programs. The funding recommendations and draft 2025 Action Plan were subject to a Public Hearing to solicit input on Burlington’s housing and community development needs at the June 23rd, 2025 City Council meeting. Public comments on the Action Plan were also accepted through July 11th, 2025 via email at ccurtis@burlingtonvt.gov. The Action Plan will be submitted to HUD after Board of Finance and City Council approval. The proposed subrecipient allocations for the City’s 2025 CDBG funds were recommended by the CDBG Advisory Board. The Advisory Board includes a seat for a representative from each of the City’s eight wards (selected by the Neighborhood Planning Assemblies), Mayoral appointees, and one seat filled by the State of Vermont. CEDO’s leadership, with the support of the Mayor, makes CDBG funding recommendations for programs administered by CEDO staff and other City departments. All funding recommendations are outlined below. MOTIONS: Board of Finance Motion: To approve and recommend that the City Council approve the attached resolution relating to the Authorization to submit the 2025 Burlington One-Year Action Plan and direct the Mayor or her designee to sign the accompanying documents for submittal to HUD. Page 21 of 139 City Council Motion: To waive the reading and adopt the attached resolution related to the Authorization to submit the 2025 Burlington One- Year Action Plan and direct the Mayor or her designee to sign the accompanying documents for submittal to HUD. 2025 CDBG – Public Service Awards The following organizations and programs have received CDBG grants in previous years # of Awards for Beneficiaries 2025 Action served Organization Program Name Plan Program summary (projected) permanent housing placement $25,000 services for individuals with Housing First Services in Pathways Chitt. County histories of homelessness 45 households to support existing services which include overdose prevention, recovery, and $17,388 Vermonters for VCJR Re-Entry and other supportive services for Criminal Justice Recovery Center with people living with substance Reform (VCJR) Contingency Management use disorders 60 persons emergency housing and $34,500 support services for adults and Steps to End children fleeing domestic Domestic Violence Safe Tonight violence 564 persons free tax preparation and Volunteer Income Tax $15,000 electronic filing services for CVOEO Assistance (VITA) LMI households 700 persons Lund’s Parent Child Center childcare services and and Clinical Treatment $20,000 resources for vulnerable Lund Services children and families 95 persons 2025 CDBG - Development Awards The following organizations and programs have received CDBG grants in previous years # of Awards for Beneficiaries 2025 Action served Organization Program Name Plan Program summary (projected) entrepreneurial and English language learning education to $75,000 Mercy Small Business Equity support the growth of small Connections Project businesses in Burlington 100 persons coaching, classes, and technical assistance for low-mod Burlington $70,642 Micro Business residents to start, sustain, and CVOEO Development Program expand micro businesses 80 persons Page 22 of 139  rehab and new construction – 10 new affordable apartments to Champlain $252,210 provide supportive housing for Housing Trust Supportive Housing at adults with intellectual and (CHT) 322 St. Paul Street developmental disabilities 10 persons grouting old, brick sewer to ensure the stability and safety of the Champlain $135,000** roadway and buildings – directly Housing Trust supporting the Post Apartments City-wide (CHT) & DPW Ravine Sewer Project project benefit installation of new sprinkler and fire Dismas of Buell Street Dismas $52,000 alarm system at Buell Street Dismas Vermont House Sprinkler System House 20 persons Business & $35,000 technical assistance for Workforce Microenterprise Development Technical Assistance entrepreneurs and small businesses 28 persons implement City planning efforts; $149,185 administer community and CEDO CDBG Administration economic development programs N/A **funded with prior year, carryover funds 2025 CDBG Funding CDBG Subtotal Item Amount Public Service $111,888 Programs/Projects $731,740 Development $484,852 Carryover funds $135,000 Admin and Planning $149,185 CDBG Administration $149,185 TOTAL $880,925 $880,925 2025 HOME Awards/Funding HOME Project Category Subtotal Item Amount Affordable Housing Projects $248,738.99 Affordable Housing $298,486.79 15% CHDO Set-Aside $49,747.80 Admin and Planning $33,165.20 HOME Administration $33,165.20 TOTAL $331,651.99 $331,651.99 Page 23 of 139 2025 Action Plan for Housing & Community Development City of Burlington, Vermont Prepared by Community & Economic Development Office Room 32 – City Hall 149 Church Street Burlington, VT 05401 (802) 865-7144 www.burlingtonvt.gov/CEDO This document is available upon request in alternative format for persons with disabilities. 1 Page 24 of 139  Table of Contents Executive Summary……………………………………………………………………………………………………………. 3 Lead & Responsible Agencies…………………………………………………………………………………………….. 7 Consultation………………………………………………………………………………………………………………………..8 Participation & Outreach………………………………………………………………………………………………….. 25 Expected Resources………………………………………………………………………………………………………….. 30 Annual Goals & Objectives………………………………………………………………………………………………… 33 Projects…………………………………………………………………………………………………………………………….. 37 Geographic Distribution……………………………………………………………………………………………………. 43 Affordable Housing…………………………………………………………………………………………………………… 44 Public Housing………………………………………………………………………………………………………………….. 45 Homeless & Other Special Needs Activities………………………………………………………………………. 46 Barriers to Affordable Housing…………………………………………………………………………………………. 49 Other Actions…………………………………………………………………………………………………………………… 51 Program Specific Requirements……………………………………………………………………………………….. 53 2 Page 25 of 139  Executive Summary AP-05 Executive Summary - 24 CFR 91.200(c), 91.220(b) 1. Introduction The 2025 Action Plan explains how the City plans to spend the Community Development Block Grant (CDBG) and HOME Investment Partnership Act (HOME) funds that the City receives from the U.S. Department of Housing & Urban Development (HUD), together with other leveraged resources, during the upcoming program year beginning on July 1, 2025. The national CDBG program is a principal revenue source to grow local communities and improve the quality of lives for low- and moderate- income persons. The HOME program is designed to create affordable housing for low-income households through building, buying, and/or rehabilitating housing for rent or homeownership. The overall goal of these community planning and development programs is to develop viable communities by providing decent housing, expanded economic opportunities, and a suitable living environment, principally for low- and moderate-income persons. HUD administers these programs on a national basis and awards grants to entitlement communities and participating jurisdictions – including the City of Burlington – each year on a formula basis. The City in turn awards grants and loans to local nonprofits as well as providing direct services to residents and businesses through several CDBG-funded programs. 2. Summarize the objectives and outcomes identified in the Plan Affordable housing continues to be the City’s highest priority. Cost of housing, age of the housing stock, and a low vacancy rate are three significant factors that contribute to the need for affordable housing in Burlington. The following initiatives are on the City’s housing agenda: preserving existing affordable units; creating new affordable units; renovating rental and owner-occupied affordable housing; and promoting homeownership opportunities among income-qualified households. A suitable living environment is the City’s next highest priority. The City has historically used the maximum available CDBG resources to support the provision of social services by local nonprofits. The City also uses CDBG to support public facilities and infrastructure and nonprofit facilities. Economic opportunity is the City’s third priority. The City uses CDBG funds to support projects that create and retain businesses and jobs through technical assistance and to support low- income residents in business ownership through entrepreneurial training and loans. The City also uses CDBG to address barriers to economic opportunity, including through the provision of affordable, quality early childcare and assistance in filing taxes and developing financial literacy. 3 Page 26 of 139 3. Evaluation of past performance The City continues to focus its CDBG and HOME dollars on high priority activities, primarily comprised of housing, economic development, and suitable living environment projects. Burlington continues to focus essentially all expenditures to assist low and moderate-income persons, as a result approximately 98% of CDBG beneficiaries fall in the low to moderate income category. Below are the City’s most recent highlights of past performance that contributed to the selection and focus of this year’s goals and projects. Highlights of Outcomes The City’s highest priority under its Consolidated Plan is affordable housing. Highlights include: • In December 2024, the City of Burlington’s Lead Program received $4,301,890 in lead hazard control funds and $529,000 in health homes supplemental funding to improve indoor air quality and reduce other health hazards such as asbestos and tripping. The Lead Program’s previous grant ended in July 2024. During the reporting period of July 1, 2023 – June 30, 2024 the Lead Program completed testing for Lead-Based Paint hazards in seven rental housing units, performed Lead Hazard Control activities in 35 rental housing units and three owner-occupied units, performed Healthy Homes interventions in 36 housing units, trained 22 individuals on the EPA Renovate, Repair, and Painting (RPP) Rule, trained 12 individuals to be lead-based paint abatement workers and supervisors, trained 125 individuals on the VT Lead Law, Inspection, Repair, & Cleaning Practices, and conducted 12 outreach and education events that reached over 630 individuals. • Funds have been committed to two new construction rental housing projects that together will have ten HOME-assisted units and an additional 44 mostly affordable units. Additional rental housing development projects are in the pipeline. • Funds have also been used to rehabilitate existing affordable properties, including those reserved for older community members, thus improving safety and comfort for residents. A suitable living environment is the City's second priority. Highlights include: • CDBG-funded agency Steps to End Domestic Violence, provided emergency shelter and services to 576 persons fleeing domestic violence. • Feeding Champlain Valley (previously Feeding Chittenden) and the co-located Community Resource Center served nearly 900 Burlington residents. 4 Page 27 of 139  • Development work and programming continued at the Moran – FRAME project. • Pathways Vermont served 65 individuals experiencing homelessness by providing a variety of housing support services including service coordination, housing location services, retention supports, benefits coordination, and mental health and substance use services. • Vermont Center for Criminal Justice Reform’s Re-Entry and Recovery Center provided case management services to 177 justice-involved individuals living with substance use disorder. Economic opportunity is the City's third priority. Highlights include: • CEDO and CDBG funded partners provided technical assistance and business development services to 205 microenterprises. • The Lund Early Childhood Education program provided early childhood services to 18 residents, with a focus on supporting vulnerable children and families. • The Volunteer Income Tax Assistance (VITA) program served over 800 Burlington residents, providing tax preparation and other income tax related assistance. • 34 Burlington residents took part in training programs provided by CEDO and CDBG- funded partners, including the Personal Care Assistant Plus program and youth construction training programs provided by ReSOURCE. 4. Summary of Citizen Participation Process and consultation process The Community & Economic Development Office followed the Citizen Participation Plan in the development of this Plan. A Public hearing was held on June 23rd, 2025 at a Burlington City Council meeting. The hearing notice was published in a local paper. Organizations were consulted, including the Continuum of Care. The most meaningful way in which Burlington residents participate in the Action Plan process is their involvement in spending decisions. Through the Neighborhood Planning Assemblies (NPAs) each of the City’s eight wards elects a representative to the CDBG Advisory Board and collectively, those residents have a majority voice in making recommendations to the Mayor about how to spend the City’s CDBG funding each year. The NPAs are grassroots associations, created by City Charter, which exist in each of the City’s wards and meet monthly as organized, democratic forums where neighbors can learn about public issues that affect them and advise city government of their concerns and needs. The Board’s recommendations have traditionally been adopted without change by the Mayor and City Council. 5 Page 28 of 139 The City engaged in alternative public involvement techniques during the development of this Plan. The Plan was posted on the City’s website and citizens were invited to comment via social media and email lists. The public comment period will begin on June 11th, 2025 and end on July 11th, 2025. 5. Summary of public comments TBD 6. Summary of comments or views not accepted and the reasons for not accepting them All comments were accepted. 7. Summary To summarize, the following document represents the housing, community and economic development needs and priorities as well as the chosen projects and activities to implement for the City of Burlington's 2025 Action Plan. 6 Page 29 of 139 PR-05 Lead & Responsible Agencies – 91.200(b) 1. Agency/entity responsible for preparing/administering the Consolidated Plan Describe the agency/entity responsible for preparing the Consolidated Plan and those responsible for administration of each grant program and funding source. Agency Role Name Department/Agency CDBG Administrator Burlington, VT Community & Economic Development Office HOME Administrator Burlington, VT Community & Economic Development Office Table 1 – Responsible Agencies Narrative (optional) The Community & Economic Development Office (CEDO) is a department of the City of Burlington. The department engages our community to build a healthy, safe, and vibrant city with opportunities for all. CEDO staff members and programs seek to foster economic vitality; preserve and enhance neighborhoods, quality of life, and the environment; and promote opportunities for all residents of Burlington. Consolidated Plan Public Contact Information Christine Curtis Community Development Specialist CEDO 149 Church Street Room 32 Burlington, VT 05401 ccurtis@burlingtonvt.gov 7 Page 30 of 139 AP-10 Consultation – 91.100, 91.200(b), 91.215(l) 1. Introduction The City works closely with a range of stakeholders to determine community needs and priorities and to allocate CDBG and HOME funds to projects addressing these needs. Stakeholders consulted during the preparation of this Plan, including decisions around funding awards, include: the CDBG Advisory Board, which includes representatives from each of the City’s wards, Mayoral representatives, and representatives from state agencies; nonprofit housing developers and service providers operating within the city; the Chittenden County Homeless Alliance (a HUD-recognized Continuum of Care); business owners; City residents; landlords; and colleagues within the City’s Community & Economic Development Office, including the Burlington Lead Program. Provide a concise summary of the jurisdiction’s activities to enhance coordination between public and assisted housing providers and private and governmental health, mental health and service agencies (91.215(l)) Community Economic & Development Office staff serve as co-chair and Collaborative Applicant for the Chittenden County Homeless Alliance (CCHA), a HUD-recognized Continuum of Care (CoC) that aims to make homelessness rare and brief for persons in Burlington and throughout Chittenden County. CCHA members include representatives from nonprofit organizations, including service providers and affordable housing developers, local businesses, persons with lived experiences of homelessness, and local, state, and federal agencies, who meet regularly to coordinate City- and county-wide approaches to addressing the needs of vulnerable residents. The CCHA has implemented best practices in its approach to addressing homelessness, including the use of a common assessment tool for Coordinated Entry, prioritizing units for the most vulnerable, developing a community waitlist, and using a shared information management system with the Balance of State, the statewide Continuum of Care. These efforts help to ensure that the diverse agencies and organizations operating in Burlington are collaboratively working towards a common goal. Describe coordination with the Continuum of Care and efforts to address the needs of homeless persons (particularly chronically homeless individuals and families, families with children, veterans, and unaccompanied youth) and persons at risk of homelessness. 8 Page 31 of 139 The CoC manages the Coordinated Entry System (CES), coordinating the implementation of a housing and service system that engages multiple service providers and organizations to connect with and to address the needs of persons experiencing homelessness in the county. The CES models a no-wrong-door approach to accessing the CES; service providers and community partners throughout Chittenden County are Access Points to the CES (including Vermont 211 as a virtual access point), allowing individuals and families experiencing a housing crisis to be directly engaged and linked to the CES. The CES matches households experiencing homelessness with eligible services based on vulnerability, sustainability, and length of homelessness through a standardized, scored assessment. Each eligible household will be assigned a housing navigator and added to a master list of homeless households which is reviewed weekly by CES partners for housing opportunities. Currently, eligible households include HUD-defined “literally homeless” and “imminent risk” households. In the 2023 program year, the Coordinated Entry system placed 305 households into permanent housing and is on track to match that for the 2024 program year. Many housing projects funded by the City, including through the use of HOME and CDBG funds, include units dedicated for households exiting homelessness. These units are usually filled in coordination with the Coordinated Entry system and are paired with supportive services. CDBG services have also been targeted to address emerging needs through the CoC and public service funds have supported housing navigation and supportive services program that operate within the umbrella of the CCHA and CoC. Describe consultation with the Continuum(s) of Care that serves the jurisdiction's area in determining how to allocate ESG funds, develop performance standards for and evaluate outcomes of projects and activities assisted by ESG funds, and develop funding, policies and procedures for the operation and administration of HMIS ESG funding allocations are made by the State of Vermont. Several state offices, including the Office of Economic Opportunity which administers ESG participate actively in the CoC and its numerous committees, including strategic planning and coordinated entry. VT's Emergency Solutions Grant funds are blended with state funds and administered under the Housing Opportunity Grant Program. Funding decisions are based on thorough knowledge of this Continuum’s operations and priorities, with an emphasis on how best to realize value for investment. The State solicits specific feedback from the CoCs and stakeholders through presentations, discussions, and surveys regarding priorities and how to allocate ESG funds to eligible activities as well provide an annual review of funding priorities and performance. 9 Page 32 of 139 The Chittenden County Homeless Alliance has developed a single HMIS with the Vermont Balance of State including joint governance, policies and procedures. One of our CoC-funded projects supports the HMIS lead - the Institute for Community Alliances. The Alliance members use BitFocus/Clarity HMIS and the CoC utilizes reports and information for strategic planning. 2. Describe Agencies, groups, organizations and others who participated in the process and describe the jurisdiction’s consultations with housing, social service agencies and other entities Table 2 – Agencies, groups, organizations who participated 1 Agency/Group/Organization AARP Vermont Agency/Group/Organization Type Housing Services-Elderly Persons What section of the Plan was addressed by Housing Need Assessment Consultation? Non-Homeless Special Needs How was the Agency/Group/Organization Phone call with representative of AARP Vermont. Goal of phone call was to better consulted and what are the anticipated outcomes understand needs of older Vermonters in Burlington. of the consultation or areas for improved coordination? 2 Agency/Group/Organization Age Well Agency/Group/Organization Type Services-Elderly Persons What section of the Plan was addressed by Housing Need Assessment Consultation? Non-Homeless Special Needs How was the Agency/Group/Organization Online meeting with agency representative. Goal of meeting was better consulted and what are the anticipated outcomes understanding needs of older residents including housing, food security, and of the consultation or areas for improved safety. coordination? 3 Agency/Group/Organization Agency of Human Services Agency/Group/Organization Type Other government - State 10 Page 33 of 139  What section of the Plan was addressed by Housing Need Assessment Consultation? Homelessness Strategy Homeless Needs - Chronically homeless Homeless Needs - Families with children Homelessness Needs - Unaccompanied youth Non-Homeless Special Needs Market Analysis Anti-poverty Strategy How was the Agency/Group/Organization Individual online meeting with Field Services Director. Goal for interview was consulted and what are the anticipated outcomes information on community needs including supporting persons who are unhoused of the consultation or areas for improved and special populations as well as addressing other needs in the community. coordination? 4 Agency/Group/Organization ANEW Place Agency/Group/Organization Type Housing Services-homeless What section of the Plan was addressed by Housing Need Assessment Consultation? Homelessness Strategy How was the Agency/Group/Organization Meeting with agency leadership. Goal was to understand services and needs for consulted and what are the anticipated outcomes people who are unhoused including shelter operations and transitional housing of the consultation or areas for improved services. coordination? 5 Agency/Group/Organization ASSOCIATION OF AFRICANS LIVING IN VERMONT Agency/Group/Organization Type Housing Services-Children Services-Persons with Disabilities Services-homeless Services-Health Services-Education Services-Employment Service-Fair Housing 11 Page 34 of 139  What section of the Plan was addressed by Housing Need Assessment Consultation? Homelessness Strategy Non-Homeless Special Needs Economic Development Anti-poverty Strategy How was the Agency/Group/Organization In-person meeting with multiple members of AALV staff. Goal of meeting was consulted and what are the anticipated outcomes learning more about the needs and challenges experienced by individuals and of the consultation or areas for improved families served by AALV. Conversation included insights on housing, employment, coordination? mental health and substance use services, education, economic opportunities and other topics. 6 Agency/Group/Organization Bisonnette Properties Agency/Group/Organization Type Housing Business Leaders What section of the Plan was addressed by Housing Need Assessment Consultation? Market Analysis How was the Agency/Group/Organization In-person meeting with property manager of large real estate investment and consulted and what are the anticipated outcomes property management company in Burlington. Goal for interview was of the consultation or areas for improved understanding housing needs from perspective of large property owner who has coordination? been in business multiple years. 7 Agency/Group/Organization BURLINGTON HOUSING AUTHORITY Agency/Group/Organization Type PHA What section of the Plan was addressed by Housing Need Assessment Consultation? Public Housing Needs Homelessness Strategy Homeless Needs - Chronically homeless Homeless Needs - Families with children Non-Homeless Special Needs How was the Agency/Group/Organization Meeting with Executive Director both one-on-one and in group conversation. Goal consulted and what are the anticipated outcomes of meetings were collaboration with PHA, coordination of consolidated plans, and of the consultation or areas for improved strategies for affordable housing within the City. coordination? 12 Page 35 of 139 8 Agency/Group/Organization Burlington Lead Program Agency/Group/Organization Type Other government - Local What section of the Plan was addressed by Lead-based Paint Strategy Consultation? How was the Agency/Group/Organization Meeting with manager of Burlington Lead Program. Goal of meeting was better consulted and what are the anticipated outcomes understanding City's needs and responses to lead-based paint and other health of the consultation or areas for improved hazards in Burlington. coordination? 9 Agency/Group/Organization Burlington Telecom Agency/Group/Organization Type Services - Broadband Internet Service Providers Services - Narrowing the Digital Divide What section of the Plan was addressed by Economic Development Consultation? Market Analysis How was the Agency/Group/Organization Written correspondence and conversation with internet provider. Goal was to consulted and what are the anticipated outcomes understand digital access and broadband internet service availability for folks in of the consultation or areas for improved Burlington. coordination? 10 Agency/Group/Organization Cathedral Square Corporation (CHDO) Agency/Group/Organization Type Housing Services - Housing Services-Elderly Persons What section of the Plan was addressed by Housing Need Assessment Consultation? Homelessness Strategy How was the Agency/Group/Organization Meeting with Executive Director both one-on-one and in group conversation. consulted and what are the anticipated outcomes of the consultation or areas for improved coordination? 11 Agency/Group/Organization Champlain Housing Trust Agency/Group/Organization Type Housing Services - Housing Regional organization 13 Page 36 of 139  What section of the Plan was addressed by Housing Need Assessment Consultation? Homelessness Strategy Homeless Needs - Chronically homeless Homeless Needs - Families with children Non-Homeless Special Needs How was the Agency/Group/Organization Conversations with individual staff, including executive director, services director, consulted and what are the anticipated outcomes properties director. Also participated in group conversations. of the consultation or areas for improved coordination? 12 Agency/Group/Organization Champlain Valley Office of Economic Opportunity Agency/Group/Organization Type Housing Service-Fair Housing What section of the Plan was addressed by Housing Need Assessment Consultation? Homelessness Strategy Anti-poverty Strategy How was the Agency/Group/Organization Met online with Executive Director and four leadership team members. Goal of consulted and what are the anticipated outcomes meeting was to discuss the needs of individuals and families in Burlington of the consultation or areas for improved including fair housing needs, preventing homelessness through back-rent coordination? payment, tax assistance, general housing needs, experiences of persons with financial poverty, food resources, services for persons who are unhoused and other community needs. 13 Agency/Group/Organization Chittenden County Regional Planning Commission Agency/Group/Organization Type Regional organization What section of the Plan was addressed by Housing Need Assessment Consultation? Economic Development How was the Agency/Group/Organization Met in-person with three members of the CCRPC. Goal of meeting was better consulted and what are the anticipated outcomes understanding housing and community development needs of Burlington within a of the consultation or areas for improved regional context. coordination? 14 Agency/Group/Organization City of Burlington 14 Page 37 of 139  Agency/Group/Organization Type Agency - Managing Flood Prone Areas Agency - Management of Public Land or Water Resources Agency - Emergency Management Other government - Local What section of the Plan was addressed by Market Analysis Consultation? flood prone areas, etc. How was the Agency/Group/Organization Correspondence, communication, data review with several City departments and consulted and what are the anticipated outcomes individuals to review risks, concerns, opportunities and responses to areas and of the consultation or areas for improved happenings of high environmental impact. coordination? 15 Agency/Group/Organization COMMITTEE ON TEMPORARY SHELTER Agency/Group/Organization Type Housing Services - Housing Services-homeless What section of the Plan was addressed by Housing Need Assessment Consultation? Homelessness Strategy Homeless Needs - Chronically homeless Homeless Needs - Families with children How was the Agency/Group/Organization Held several in-person meetings with organization leadership. Also met with consulted and what are the anticipated outcomes individuals in the Daystation - a daytime space for unhoused adults. Goal of of the consultation or areas for improved meetings were to better understand the needs of people who are unhoused, coordination? understand if/what has been working well to serve households, what are Burlington's greatest needs related to experiences of homelessness and to learn about the agency's experience as a property owner and landlord. 16 Agency/Group/Organization Department of Corrections Agency/Group/Organization Type Publicly Funded Institution/System of Care Other government - State What section of the Plan was addressed by Housing Need Assessment Consultation? Non-Homeless Special Needs 15 Page 38 of 139  How was the Agency/Group/Organization Met online with five staff from local correctional facility. Goal of meeting was consulted and what are the anticipated outcomes better understanding the needs of persons existing incarceration into the of the consultation or areas for improved community and the steps Corrections takes to ensure persons returning to coordination? community have sufficient housing and supports. 17 Agency/Group/Organization Disability Rights Vermont Agency/Group/Organization Type Services-Persons with Disabilities What section of the Plan was addressed by Housing Need Assessment Consultation? Non-Homeless Special Needs How was the Agency/Group/Organization Met online with Executive Director of DRVT. Goal of meeting was better consulted and what are the anticipated outcomes understanding the needs of persons with disabilities in Vermont. Discussion of the consultation or areas for improved included housing and support needs for persons with disabilities. coordination? 18 Agency/Group/Organization Five Seasons Property Management Agency/Group/Organization Type Housing What section of the Plan was addressed by Housing Need Assessment Consultation? How was the Agency/Group/Organization In-person meeting with owner of property management company and rental consulted and what are the anticipated outcomes properties. Goal of meeting was understanding barriers to creating more housing of the consultation or areas for improved and housing affordability in Burlington. coordination? 19 Agency/Group/Organization HOMESHARE VERMONT Agency/Group/Organization Type Housing What section of the Plan was addressed by Housing Need Assessment Consultation? Homelessness Strategy How was the Agency/Group/Organization Met in-person with executive director of HomeShare Vermont. Goal of meeting consulted and what are the anticipated outcomes was understanding the needs of older Vermonters and persons who may be of the consultation or areas for improved experiencing challenges with independence in housing as well as persons who are coordination? seeking out an affordable living option. 20 Agency/Group/Organization Howard Center Agency/Group/Organization Type Services-homeless Health Agency 16 Page 39 of 139  What section of the Plan was addressed by Homelessness Strategy Consultation? How was the Agency/Group/Organization In-person meeting with 4 members of Howard Center's Street Outreach team. consulted and what are the anticipated outcomes Goal of meeting was better understanding of the challenges and difficulties facing of the consultation or areas for improved folks who are unhoused in Burlington. Howard Center is a designated provider of coordination? mental health and substance use services for Burlington. 21 Agency/Group/Organization Neighborhood Planning Assembly Steering Committee Agency/Group/Organization Type Planning organization Neighborhood Organization What section of the Plan was addressed by Housing Need Assessment Consultation? Economic Development How was the Agency/Group/Organization Joined all wards Neighborhood Planning Assembly (NPA) online and CEDO staff consulted and what are the anticipated outcomes joined in-person local NPA meetings. Goal of meetings was hearing from these of the consultation or areas for improved representative groups as residents and interested parties about the housing and coordination? community development needs in Burlington. 22 Agency/Group/Organization Pathways Vermont Inc. Agency/Group/Organization Type Services-Persons with Disabilities Services-homeless Services-Health What section of the Plan was addressed by Homelessness Strategy Consultation? Homeless Needs - Chronically homeless Non-Homeless Special Needs How was the Agency/Group/Organization In-person meeting with direct service leadership team. Goal for interview was consulted and what are the anticipated outcomes better understanding the needs of people experiencing homelessness especially of the consultation or areas for improved persons with mental health and substance use challenges. Also visited briefly with coordination? individuals and staff in their community space that provides an alternative to traditional mental health services. 23 Agency/Group/Organization Safe Harbor - Community Health Centers of Burlington Agency/Group/Organization Type Services-homeless Services-Health Health Agency 17 Page 40 of 139  What section of the Plan was addressed by Homelessness Strategy Consultation? Homeless Needs - Chronically homeless Homelessness Needs - Unaccompanied youth How was the Agency/Group/Organization In-person meeting with Practice Manager of the Homeless Healthcare program. consulted and what are the anticipated outcomes Goal for interview was to understand healthcare, housing and service needs for of the consultation or areas for improved persons who are unhoused. coordination? 24 Agency/Group/Organization Shoeless Property Management Agency/Group/Organization Type Housing Business Leaders What section of the Plan was addressed by Housing Need Assessment Consultation? Economic Development Market Analysis How was the Agency/Group/Organization Phone meeting with owner of large number of residential properties in consulted and what are the anticipated outcomes Burlington. Goal for interview was understanding housing needs from perspective of the consultation or areas for improved of large property owner who has been in business multiple years. coordination? 25 Agency/Group/Organization Spectrum Youth and Family Services, Inc. Agency/Group/Organization Type Housing Services-homeless Services-Health What section of the Plan was addressed by Homelessness Strategy Consultation? Homelessness Needs - Unaccompanied youth How was the Agency/Group/Organization In person meeting with operations director and clinical director of organization consulted and what are the anticipated outcomes that provides a variety or supports including housing and service coordination for of the consultation or areas for improved youth and young adults experiencing homelessness. Goal for interviews were to coordination? understand number and needs of community's unaccompanied youth experiencing homelessness. 26 Agency/Group/Organization Steps to End Domestic Violence 18 Page 41 of 139  Agency/Group/Organization Type Services - Housing Services-Victims of Domestic Violence Services - Victims What section of the Plan was addressed by Housing Need Assessment Consultation? Homelessness Strategy Homeless Needs - Families with children How was the Agency/Group/Organization Online meeting with executive director and leadership staff person. Goal for consulted and what are the anticipated outcomes interview was information on supports for persons who are survivors of domestic of the consultation or areas for improved violence and the challenges and struggles faced by persons who are leaving coordination? unsafe domestic experiences. Conversation included information about DV shelter and challenges with housing availability (not enough housing), substance use and mental health needs for survivors and their household members. 27 Agency/Group/Organization Trusted Community Voices - CEDO Agency/Group/Organization Type linguistic and cultural liaisons What section of the Plan was addressed by Housing Need Assessment Consultation? Economic Development Market Analysis Anti-poverty Strategy How was the Agency/Group/Organization Online meeting with five persons who serve as Trusted Community Voices - consulted and what are the anticipated outcomes linguistic and cultural liaisons to several communities in Burlington. Goal of of the consultation or areas for improved interview was information related to the housing and economic development coordination? needs of a more diverse range of Burlington residents, especially those who may not speak English as their first language or not be represented in other outreach efforts. 28 Agency/Group/Organization Turning Point Agency/Group/Organization Type Services-Persons with Disabilities Services-Health What section of the Plan was addressed by Housing Need Assessment Consultation? Non-Homeless Special Needs 19 Page 42 of 139  How was the Agency/Group/Organization In-person meeting with executive director. Goal for interview was information on consulted and what are the anticipated outcomes supports for persons who struggle with substance use; specifically peer of the consultation or areas for improved abstinence models. coordination? 29 Agency/Group/Organization U.S. Committee for Refugees and Immigrants Vermont Agency/Group/Organization Type Services - Housing Services-Children Services-Elderly Persons Services-homeless Service-Fair Housing What section of the Plan was addressed by Housing Need Assessment Consultation? Non-Homeless Special Needs Economic Development Anti-poverty Strategy How was the Agency/Group/Organization Online meeting with two staff members of USCRI. Goal of interview was consulted and what are the anticipated outcomes information related to the housing and economic development needs of New of the consultation or areas for improved Americans and immigrants. Discussion included needs of households which coordination? include members who are elderly and children, challenges with accessing housing, lack of large and appropriate housing, opportunities for employment that align with households responsibilities, challenges with financial poverty and other exceptional challenges faced by individuals served by USCRI. 30 Agency/Group/Organization University of Vermont Medical Center Agency/Group/Organization Type Services-Persons with Disabilities Services-Health Health Agency Publicly Funded Institution/System of Care Major Employer 20 Page 43 of 139  What section of the Plan was addressed by Homelessness Strategy Consultation? Homeless Needs - Chronically homeless Homeless Needs - Families with children Non-Homeless Special Needs Anti-poverty Strategy How was the Agency/Group/Organization Meeting online with Emergency Department social work lead and additional consulted and what are the anticipated outcomes online meeting with three members of medical center team in direct service and of the consultation or areas for improved community liaison roles. Goal of meetings were information on public health coordination? needs, needs of individuals accessing short and long-term care at the hospital (ED and in-patient), needs that are bringing people into the hospital for care, challenges with discharging from care and how to better serve community members who are accessing the hospital. 31 Agency/Group/Organization Vermont CARES Agency/Group/Organization Type Services-Persons with HIV/AIDS What section of the Plan was addressed by Housing Need Assessment Consultation? Non-Homeless Special Needs How was the Agency/Group/Organization Online meeting with operations director of Vermont CARES. Goal of meeting was consulted and what are the anticipated outcomes better understanding City's needs and available supports for persons with of the consultation or areas for improved HIV/AIDS. coordination? 32 Agency/Group/Organization Vermont Department for Children and Families Agency/Group/Organization Type Services-Children Other government - State What section of the Plan was addressed by Homelessness Needs - Unaccompanied youth Consultation? Non-Homeless Special Needs How was the Agency/Group/Organization Online meeting with small group of providers who serve children involved with consulted and what are the anticipated outcomes the foster care system and youth and young adults who are aging out of foster of the consultation or areas for improved care. Goal of meeting was better understanding and identifying needs of families coordination? involved with the Department for Children and Families, children who are in foster care and young adults who are aging out of foster care services. Many served by this system of care have disabilities and housing insecurity. 21 Page 44 of 139 33 Agency/Group/Organization Vermont Interfaith Action Agency/Group/Organization Type Regional organization What section of the Plan was addressed by Homelessness Strategy Consultation? Homeless Needs - Chronically homeless Homeless Needs - Families with children Homelessness Needs - Unaccompanied youth Non-Homeless Special Needs Anti-poverty Strategy How was the Agency/Group/Organization In-person meeting with six local faith leaders. Goal for meeting was information consulted and what are the anticipated outcomes on community needs - highlighted areas of concern included lack of housing, of the consultation or areas for improved displacement of people who are unhoused and camping, substance use services coordination? and safety and other needs of people in the community and persons experiencing financial poverty. 34 Agency/Group/Organization Vermont Real Estate Cooperative, LTD Agency/Group/Organization Type Housing Business Leaders What section of the Plan was addressed by Housing Need Assessment Consultation? Anti-poverty Strategy How was the Agency/Group/Organization In-person meeting with founding board member of VREC. Goal for interview was consulted and what are the anticipated outcomes information on affordable housing models and creative solutions for addressing of the consultation or areas for improved housing needs, maintaining affordable housing and addressing the needs of coordination? persons experiencing financial poverty. Also representative of a growing cooperative business in the community. 35 Agency/Group/Organization Vermont Works for Women Agency/Group/Organization Type Services-Employment What section of the Plan was addressed by Economic Development Consultation? Anti-poverty Strategy How was the Agency/Group/Organization Online meeting with executive director. Goal for interview was information on consulted and what are the anticipated outcomes employment resources for women and underserved populations. of the consultation or areas for improved coordination? 22 Page 45 of 139  36 Agency/Group/Organization Veterans Administration Lakeside Clinic Agency/Group/Organization Type Services-homeless Services-Health Other government - Federal What section of the Plan was addressed by Homelessness Needs - Veterans Consultation? How was the Agency/Group/Organization In-person meeting with person who is HUD VASH Program Coordinator, Health consulted and what are the anticipated outcomes Care for Homeless Veterans Social Worker/Case Manager and VT VAHCS of the consultation or areas for improved Coordinated Entry Representative & VT CoC Representative for Veterans. coordination? Communications via email and phone as well. Outcomes: Improved collaboration for needs of veterans experiencing homelessness and ongoing coordination of best practices and services for individuals in Burlington and throughout the state. Identify any Agency Types not consulted and provide rationale for not consulting There were no agencies not consulted in our process. 23 Page 46 of 139 Other local/regional/state/federal planning efforts considered when preparing the Plan Name of Plan Lead Organization How do the goals of your Strategic Plan overlap with the goals of each plan? Continuum of Chittenden County Shared goal of housing for everyone who is experiencing homelessness through a responsive, Care Homeless Alliance comprehensive and coordinated system of care. Burlington, VT City of Burlington Providing a safe, comfortable living environment and sufficient housing for folks in Burlington Climate Action impacted by the changing climate and persons who are moving to Burlington for its environment. Plan planBTV: City of Burlington Shared goals and priorities of affordable housing, sufficient services, public facilities and Comprehensive infrastructure for the City's community members. Plan 2019 Update Housing for Vermont Full title: Report: Service Supported Housing for Vermonters with Intellectual and Developmental Vermonters Developmental Disabilities (I/DD) 2023 Research Brief. Consideration of housing needs and preferences for persons w/Intellectual Disabilities Council with I/DD in Burlington. and Develop An City of Burlington Shared goal of broadband access for all residents, management of public facilities and infrastructure Infrastructure to ensure resident safety and access. Plan for a Sustainable City Table 3 – Other local / regional / federal planning efforts 24 Page 47 of 139 AP-12 Participation – 91.105, 91.200(c) 1. Summary of citizen participation process/Efforts made to broaden citizen participation Summarize citizen participation process and how it impacted goal-setting The citizen participation process can be summarized as followed: • Citizen participation on the 2024-2028 Consolidated Plan was solicited through an online survey, meetings with more than fifty local organizations, in-person outreach to vulnerable communities, and public posters where participants were able to identify housing and community need priorities • A public hearing was held in September 2024 to review the Consolidated Annual Performance and Evaluation Report (CAPER) and to hear any citizen input on housing and community development needs • A notice about the availability of funds for CDBG was published online, in a local newspaper, and via direct email to nonprofits, City departments, and residents in October 2024 • An informational workshop was held for candidates • All applications were published online for review • The CDBG Advisory Board, comprised of residents, Mayoral appointees, and state agency representatives, held three meetings in January - March 2025 to determine funding recommendations, which were published online along with the draft Action Plan • A public hearing was held on June 23rd, 2025 to gather input on housing and community development needs, funding recommendations, and the Action Plan. The Plan was available for public comment for 30 days. The public hearing and public comment period were advertised via local news, email, social media, and the City website. 25 Page 48 of 139 Citizen Participation Outreach Sort Order Mode of Outreach Target of Outreach Summary of Summary of Summary of co URL (If response/atten comments received mments not applicable) dance accepted and reasons 1 Public Hearing Non-targeted/ Public hearing Request for ongoing All comments soliciting support for persons were accepted broad community feedback for who are older and and considered the needs Cathedral Square in developing assessment Corporation. Consolidated portion of the Questions regarding Plan. Consolidated outreach to Plan hosted in underserved and conjunction non-English with the City speaking Council communities (CEDO meeting shared outreach 2/12/24. efforts including meeting with AALV, USCRI and Trusted Community Voices as well as survey translation). 2 Public Hearing Non-targeted/ A public Focus on All comments hearing was neighborhoods were accepted broad community held in outside the Old September North End where 2024 to review multi-unit housing the CAPER and developments are to hear any occurring. citizen input on housing and 26 Page 49 of 139  community development needs 3 Newspaper Ad Non- Notice of targeted/broad funding community availability for the 2025 CDBG Action Plan was advertised on October 30, 2024 in the Seven Days paper to the general public. 4 Public Meeting Nonprofits & One workshop potential sub- was held for grantees potential sub- grantees on November 7, 2024 to offer technical assistance. Approximately 20 people attended from a variety of nonprofits. 5 Internet Outreach The www.burlingtonv applications for t.gov/157/Comm Non- CDBG funding unity-Economic- targeted/broad were placed on Development- community the CEDO/City Office-CE of Burlington 27 Page 50 of 139  website. The applications remain available for view online. 6 Newspaper Ad Non- An ad was targeted/broad placed in Seven community Days newspaper on June 11, 2025 as a legal notice for the public comment period and public hearing for the 2025 Action Plan 7 Internet Outreach The 2025 www.burlingtonv Action Plan was t.gov/157/Comm published unity-Economic- online on the Development- CEDO/City of Office-CE Burlington Non- website during targeted/broad the public community comment period. Over 100 individuals and nonprofits, in addition to the CoC, received an 28 Page 51 of 139  email link to the Plan. 8 Public Hearing A public TBD All comments hearing was were held on June accepted 23, 2025. Attendance Non- included targeted/broad members of community the City Council and City Staff as well as members of the public. Table 4 – Citizen Participation Outreach 29 Page 52 of 139  Expected Resources AP-15 Expected Resources – 91.220(c)(1,2) Introduction CDBG and HOME Program funding are critical for assisting the City of Burlington with addressing its needs for affordable housing and community development. The anticipated funding amounts for the remainder of the Consolidated Plan are projections based on current year awards. There are a multitude of factors that affect HUD allocations each year and future funding is uncertain. Anticipated Resources Expected Amount Available Year 2 Source Expected Amount Program of Uses of Funds Annual Program Prior Year Total: Available Remainder Narrative Description Funds Allocation: Income: Resources: of ConPlan Acquisition Admin and Planning The City expects to leverage Public- Economic Development significant federal, state, local and CDBG federal Housing $745,925 $0 $135,000 $880,925 $2,184,483 private resources over the course of Public Improvements the Consolidated Plan. Public Services Acquisition Homebuyer assistance The City expects to leverage Public- Homeowner rehab significant federal, state, local and HOME $331,651.99 $0 $0 $331,651.99 $1,056,545 federal Multifamily rental new private resources over the course of construction the Consolidated Plan. Multifamily rental rehab New construction for 30 Page 53 of 139  ownership TBRA Table 5 - Expected Resources – Priority Table Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how matching requirements will be satisfied The City anticipates leveraging additional funds and resources to support priority needs identified in this plan and satisfy matching requirements of these funds. Additional resources and approximate values over the duration of the City's Consolidated Plan (2024- 2028) are listed below: • McKinney-Vento funds under the HEARTH Act - $6,000,000 • Lead Hazard Control Grant - $4,301,890 • Healthy Homes Supplemental Funding - $529,000 • Low Income Housing Tax Credits - $15,950,000 (this is a statewide allocation) • City of Burlington Housing Trust Fund - $5,825,000 • Burlington Housing Authority rental subsidies - $125,000,000 The City will meet or exceed the requirement that “contributions must total not less than 25% of funds drawn from the jurisdiction’s HOME Investment Trust Fund Treasury account in that fiscal year,” excluding funds drawn for administrative and planning costs pursuant to 24 CFR 92.207. Sources of matching funds include, but are not limited to, funds administered by the Vermont Housing and Conservation Board, the Burlington Housing Trust Fund, waiver of impact fees, and Burlington Electric Department energy efficiency grants to affordable housing projects. 31 Page 54 of 139 If appropriate, describe publicly owned land or property located within the jurisdiction that may be used to address the needs identified in the plan The City is utilizing City-owned land to house shelter pods that provide temporary housing to persons experiencing homelessness in the community. This location is within the City's NRSA and the City hopes to partner with a non-profit housing developer to build permanent affordable housing at the site in the future. Discussion CDBG’s anticipated resources includes $135,000 of prior year resources - 2022 funds that were originally allocated to Champlain Housing Trust’s Housing Improvement Program that did not move forward. Therefore, these funds have been reallocated in the current Action Plan to fund a critical infrastructure project that will directly support a new housing project, also being executed by Champlain Housing Trust. This funding adjustment will be accurately reflected in the City’s 2025 Consolidated Annual Performance and Evaluation Report (CAPER) – Report #PR26. See “Projects” section below for more details on these activities. 32 Page 55 of 139  Annual Goals and Objectives AP-20 Annual Goals and Objectives Goals Summary Information Start End Geographic Goal Name Category Needs Addressed Funding Goal Outcome Indicator Year Year Area Create New Affordable Affordable Housing City-Wide CDBG: $0 Rental units constructed: 4 1 Affordable 2024 2028 Housing Addressing NRSA HOME: $248,738.99 Household Housing Unit Housing Homeless Homelessness Affordable Improve Existing Housing Affordable Housing City-Wide CDBG: $0 Rental units rehabilitated: 5 2 Affordable 2024 2028 Homeless Addressing HOME: $49,747.80 Household Housing Unit Housing Non-Homeless Homelessness Special Needs Affordable Housing Affordable Housing Homeless Addressing Public service activities other than CDBG: $91,888 3 Public Services 2024 2028 Non-Homeless City-Wide Homelessness Low/Moderate Income Housing Special Needs HOME: $0 Benefit: 1,369 Persons Assisted Community Services Non-Housing and Safety Community Development 33 Page 56 of 139  Economic 2024 2028 Non-housing Businesses assisted: 208 City-Wide Economic CDBG: $180,642 Businesses Assisted 4 Development community NRSA Development HOME: $0 development Improve Economic 2024 2028 Non-housing Public service activities other than Opportunities Economic CDBG: $20,000 Low/Moderate Income Housing 5 community City-Wide Development HOME: $0 Benefit: 95 Persons Assisted development Improve Public 2024 2028 Affordable Public Facility or Infrastructure Facilities and Housing Addressing Activities other than Infrastructure Homelessness Low/Moderate Income Housing Homeless Benefit: 35,420 Persons Assisted Non-Homeless Affordable Housing CDBG: $439,210 6 City-Wide Special Needs HOME: $0 Public Facility or Infrastructure Public Facilities and Activities for Low/Moderate Infrastructure Income Housing Benefit: 30 Non-Housing Improvements Persons Assisted Community Development Planning and 2024 2028 Other: 1 Other Administration Planning and CDBG: $149,185 7 Other City-Wide Administration HOME: $33,165.20 Table 6 – Goals Summary 34 Page 57 of 139 Goal Descriptions 1 Goal Name Create New Affordable Housing Goal During this Action Plan, HOME funds will be used for the construction of 4 new affordable housing units. Description 2 Goal Name Improve Existing Affordable Housing Goal During this Action Plan, HOME funds will be used to rehabilitate approximately 5 housing units. Description 3 Goal Name Public Services Goal During this Action Plan, CDBG funds have been allocated to Steps to End Domestic Violence-Safe Tonight which provides Description services and shelter to survivors of domestic violence; to Pathways-Housing First Services in Chittenden County which provides permanent housing placement along with intensive community-based services for individuals with histories of homelessness; to CVOEO-Volunteer Income Tax Assistance (VITA) which provides free tax preparation and electronic filing services for low-mod-income households; and to Vermonters for Criminal Justice Reform (VCJR) to support existing services for a specialized re-entry and recovery center and overdose prevention for people living with substance use disorders and co-occurring mental health disorders. 4 Goal Name Economic Development Goal During this Action, CDBG funds will be used to fund three microenterprise programs, CVOEO-Micro Business Development Description Program and Mercy Connections-Small Business Equity Project. Additionally, the City’s business support team will provide technical assistance to small businesses and entrepreneurs. 5 Goal Name Improve Economic Opportunities Goal During this Action Plan, CDBG funds will be allocated to Lund’s Parent Child Center and Clinical Treatment Services Program Description which provides childcare services, treatment, and family support for vulnerable children and families. 6 Goal Name Improve Public Facilities and Infrastructure Goal During this Action Plan, CDBG funds will be allocated to Champlain Housing Trust-Ravine Sewer Project that directly supports Description Post Apartments affordable housing project; to Dismas of Vermont to upgrade the sprinkler system at Buell Street Dismas House; and to Champlain Housing Trust for Supportive Housing at 322 St. Paul Street project. 35 Page 58 of 139 7 Goal Name Planning and Administration Goal To support the capacity of the nonprofit institutional delivery structure in the City; pursue State and Federal resources in Description support of City initiatives; implement City planning efforts; administer community and economic development programs; and support affordable housing efforts in the City. Estimate the number of extremely low-income, low-income, and moderate-income families to whom the jurisdiction will provide affordable housing as defined by HOME 91.215(b) It is anticipated that HOME funds will directly assist the construction of 4 new permanently affordable units for extremely low-income, low-income, and moderate-income families and leverage other resources enabling the construction of another 16 new permanently affordable units in Burlington. 36 Page 59 of 139  Projects AP-35 Projects – 91.220(d) Introduction This part of the Action Plan provides a summary of the eligible projects and activities that will take place during the program year to address the priority needs and specific objectives outlined in the Strategic Plan. The eligible projects are associated with at least one priority need and at least one or more goals. Projects # Project Name 1 Affordable Housing 2 Public Facilities & Infrastructure 3 Microenterprise/Economic Development 4 Public Service 5 Admin and Planning Table 7 - Project Information Describe the reasons for allocation priorities and any obstacles to addressing underserved needs Allocation priorities are based on the City’s 2024 Consolidated Plan Needs Assessment, the extensive public participation process including in- person interviews and surveys directed at Burlington community partners and all Burlington residents, the City’s 2024 Strategic Plan, and the CDBG Advisory Board’s recommended awards to local non-profits. The biggest obstacle to addressing underserved needs continues to be insufficient funding resources. The City will continue to pursue additional federal, state, and private resources but does not expect to overcome the obstacle of declining local and federal resources. 37 Page 60 of 139 AP-38 Project Summary Project Summary Information 1 Project Name Affordable Housing Target Area NEIGHBORHOOD REVITALIZATION STRATEGY AREA City-Wide Goals Supported Create New Affordable Housing Improve Existing Affordable Housing Needs Addressed Affordable Housing Addressing Homelessness Funding CDBG: $0 HOME: $298,486.79 Description To create/sustain affordable housing units through rehab and/or construction. Target Date 6/30/2026 Estimate the number 9 low-moderate income households: and type of families HOME projects: 9 housing units (projects TBD) that will benefit from the proposed activities Location Description Scattered sites – City-Wide and NRSA Planned Activities $298,486.79 HOME projects - TBD 2 Project Name Public Facilities & Infrastructure Target Area City-Wide Goals Supported Improve Public Facilities & Infrastructure 38 Page 61 of 139  Needs Addressed Addressing Homelessness Affordable Housing Public Facilities and Infrastructure Improvements Funding CDBG: $439,210 Description To repair a City sewer that directly supports Post Apartments affordable housing project; to upgrade the sprinkler system at Buell Street Dismas House; and to develop affordable housing units for people with disabilities Target Date 6/30/2026 Estimate the number Champlain Housing Trust (CHT)– Supportive Housing at 322 St. Paul and type of families Street: 10 low-moderate income persons that will benefit from CHT – Ravine Sewer Project: City-Wide benefit the proposed activities Dismas of Vermont – Buell Street Dismas House Sprinkler System: 20 low- moderate income persons Location Description City- Wide Planned Activities $252,210 CHT – Supportive Housing at 322 St. Paul Street $135,000 CHT – Ravine Sewer Project $52,000 Dismas of Vermont – Buell Street Dismas House Sprinkler System 3 Project Name Microenterprise/Economic Development Target Area NEIGHBORHOOD REVITALIZATION STRATEGY AREA City-Wide Goals Supported Economic Development Needs Addressed Economic Development Funding CDBG: $180,642 39 Page 62 of 139  Description To fund three microenterprise programs: Mercy Connections Small Business Equity Project; CVOEO Financial Futures: Microbusiness Development Program; and the City's Business and Workforce Development's Microenterprise Technical Assistance Program. Target Date 6/30/2026 Estimate the number 208 low-moderate income business owners supported: and type of families that will benefit from Mercy Connections Small Business Equity Project: 100 the proposed activities CVOEO Financial Futures: Microbusiness Development Program: 80 Business and Workforce Development Microenterprise Technical Assistance Program: 28 Location Description City-Wide and NRSA Planned Activities $75,000 - Mercy Connections Small Business Equity Project $70,642 - CVOEO Financial Futures: Microbusiness Development Program $35,000 - Business and Workforce Development Microenterprise Technical Assistance Program 4 Project Name Public Services Target Area City-Wide Goals Supported Public Services Improve Economic Opportunities Needs Addressed Affordable Housing Addressing Homelessness Community Services and Safety Economic Development Funding CDBG: $111,888 40 Page 63 of 139  Description To provide funds to Steps to End Domestic Violence - Safe Tonight, which provides services and shelter to women and children fleeing domestic violence; to Pathways-Housing First Services in Chittenden County, which provides permanent housing placements along with intensive community- based services for individuals with histories of homelessness; to CVOEO - Volunteer Income Tax Assistance (VITA), which provides free tax preparation and electronic filing services for low/mod-income households; to Vermonters for Criminal Justice Reform (VCJR) to support existing services for a specialized re-entry and recovery center for justice-involved individuals living with substance use disorder; and to Lund’s Parent Child Center and Clinical Treatment Services program, which provides childcare services, treatment, and family support for vulnerable children and families Target Date 6/30/2026 Estimate the number 1,464 low-moderate income individuals: and type of families • CVOEO Volunteer Income Tax Assistance: 700 that will benefit from the proposed activities • Lund’s Parent Child Center and Clinical Treatment Services: 95 • Steps to End Domestic Violence Safe Tonight: 564 • Vermonters for Criminal Justice Reform Re-entry and Recovery Center: 60 • Pathways Housing First Services in Chittenden County: 45 Location Description City-Wide Planned Activities $15,000 - CVOEO Volunteer Income Tax Assistance (VITA) $20,000 – Lund’s Parent Child Center and Clinical Treatment Services $34,500 - Steps to End Domestic Violence Safe Tonight $17,388 - VCJR Re-entry and Recovery Center $25,000 - Pathways Housing First Services in Chittenden County 5 Project Name Admin and Planning Target Area City-Wide 41 Page 64 of 139 Goals Supported Planning and Administration Needs Addressed Planning and Administration Funding CDBG: $149,185 HOME: $33,165.20 Description Administration funding for CDBG and HOME grants. Target Date 6/30/2026 Estimate the number N/A and type of families that will benefit from the proposed activities Location Description City-Wide Planned Activities To support the capacity of the nonprofit institutional delivery structure in the City; pursue State and Federal resources in support of City initiatives; implement City planning efforts; administer community and economic development programs; and support affordable housing efforts in the City. 42 Page 65 of 139 AP-50 Geographic Distribution – 91.220(f) Description of the geographic areas of the entitlement (including areas of low-income and minority concentration) where assistance will be directed The City of Burlington's Neighborhood Revitalization Strategy Area was approved in January 2006 and reapproved with the 2018 Consolidated Plan. A revised NRSA was approved with the 2024 Consolidated Plan that focuses solely on Burlington’s Old North End neighborhood which includes census tract 42, the western portion of census tract 6 and the southern portion of census tract 3. The NRSA as a whole is primarily residential, with 75% of parcels being residential units. The NRSA contains 75% low- and moderate-income residents (based on HUD’s low- and moderate-income area data) with approximately 30% of the total population in the NRSA living below the federal poverty level. Geographic Distribution Target Area Percentage of Funds NEIGHBORHOOD REVITALIZATION STRATEGY AREA 32 City-Wide 68 Table 8 - Geographic Distribution Rationale for the priorities for allocating investments geographically The rationale for allocating investments into the NRSA is based on low-and moderate-income residential density and the need to create or improve affordable housing units, the need for neighborhood facility upgrades and expansion of services, and the need for microenterprise expansion and support. These needs were considered and assessed through the City’s 2024 Consolidated Plan public participation process, the CDBG RFP response from community non-profits, and an assessment of the housing market in the area which shows a concentration of old homes in need of maintenance. Nonetheless, CDBG and HOME resources may be directed to projects outside of the NRSA based on individual household needs and on the City’s desire to have affordable housing, economic opportunity, and a suitable living environment available to low- and moderate-income residents living throughout the city. Discussion Data sources – ESRI; US Census ACS 2022, 2011-2015 ACS 43 Page 66 of 139  Affordable Housing AP-55 Affordable Housing – 91.220(g) Introduction This section of the Action Plan specifies the goals for the number of homeless, non-homeless, and special needs households to be provided affordable housing within the program year. One Year Goals for the Number of Households to be Supported Homeless Non-Homeless 9 Special-Needs 10 Total 19 Table 9 - One Year Goals for Affordable Housing by Support Requirement One Year Goals for the Number of Households Supported Through Rental Assistance The Production of New Units 14 Rehab of Existing Units 5 Acquisition of Existing Units Total 19 Table 10 - One Year Goals for Affordable Housing by Support Type Discussion 44 Page 67 of 139 CDBG funds will be used for Champlain Housing Trust’s Supportive Housing at 322 St. Paul Street Project which will create 10 new affordable apartments for adults with disabilities. HOME funds will be used for the construction and rehabilitation of 9 affordable housing units. AP-60 Public Housing – 91.220(h) Introduction Burlington Housing Authority (BHA) has successfully converted all of its housing properties to the HUD Rental Assistance Demonstration (RAD) program, meaning that there is no public housing in Burlington. Nonetheless, the City of Burlington has taken steps to support the success of BHA- owned properties in Burlington; for instance, in the last year the City has leveraged monies from its Housing Trust Fund to support security improvements at a BHA-owned property downtown. Actions planned during the next year to address the needs to public housing Our jurisdiction no longer has any public housing units. Actions to encourage public housing residents to become more involved in management and participate in homeownership As noted, the City no longer has any public housing units. However, staff at BHA continue to support residents in various ways. They support Resident Advisory Board meetings, have sponsored a number of on- and off-site health and wellness events, and support tenant organizational initiatives at LIHTC properties. If the PHA is designated as troubled, describe the manner in which financial assistance will be provided or other assistance Burlington Housing Authority is designated as a High Performer. 45 Page 68 of 139 AP-65 Homeless and Other Special Needs Activities – 91.220(i) Introduction In this section of the Plan, the City addresses the one-year goals and specific activities planned this program year to carry out the homeless strategy outlined in the Strategic Plan for the City's Five-Year Consolidated Plan. Activities that will address outreach, emergency shelter, transitional housing, homelessness prevention, housing placement, supportive housing and independent living are listed below and under the project section. Goals and actions for this program year are described in the “Discussion” section. Describe the jurisdictions one-year goals and actions for reducing and ending homelessness including reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs Burlington is working to implement a ten-point action plan that addresses homelessness and recognizes housing as a human right. Much of this work is done in coordination with the Chittenden County Homeless Alliance (CCHA), a HUD-recognized Continuum of Care that aims to make homelessness rare and brief for persons in Burlington and throughout Chittenden County. The CCHA, working in collaboration with partner agencies, coordinates outreach and needs assessment efforts among persons experiencing homelessness in Burlington, and will continue this work in the upcoming program year. CCHA operates a Coordinated Entry System (CES) that models a no-wrong-door approach to accessing the CES; service providers and community partners throughout Chittenden County are Access Points to the CES (including Vermont 211 as a virtual access point), allowing individuals and families experiencing a housing crisis to be directly engaged and linked to the CES. The CES matches households experiencing homelessness with eligible services based on vulnerability, sustainability, and length of homelessness through a standardized, scored assessment. Each eligible household will be assigned a housing navigator and added to a master list of homeless households which is reviewed weekly by CES partners for housing opportunities. Currently, eligible households include HUD-defined “literally homeless” and “imminent risk” households. Addressing the emergency shelter and transitional housing needs of homeless persons There are a number of facilities in Burlington and neighboring communities that help to address the emergency shelter and transitional housing needs of persons experiencing homelessness. COTS Waystation and the City’s Elmwood Community Emergency Shelter both serve single adults. COTS also operates the Firehouse and Main Street Family Shelters for households with children. Steps to End Domestic Violence (known as Steps) operates a 21-room emergency shelter serving women and children experiencing homelessness. Survivors of all genders are served through the Safe Tonight program in partnership with Economic Services. Spectrum Youth and Family Services operates a shelter for young persons experiencing homelessness. Participants are offered case management and housing search assistance to facilitate moving into transitional or permanent housing. Champlain Housing Trust (CHT) 46 Page 69 of 139 operates a shelter in a neighboring town that provides some medical respite beds. ANEW Place offers a longer-term sober shelter in Burlington that provides guests with case management and community supports. The low-barrier shelter at Champlain Place, operated by Champlain Valley Office of Economic Opportunity (CVOEO) and CHT is currently undergoing renovations, supported in part by City CDBG funds. The State of Vermont continues to operate a limited General Assistance program that provides emergency housing to vulnerable populations. Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent living, including shortening the period of time that individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again CCHA coordinates the implementation of a housing and service system (from outreach to housing to services) that meets the needs of individuals and families experiencing homelessness in the county. Street outreach teams, Vermont 211, and daytime shelter providers all work to connect with those experiencing homelessness and to identify their needs and required services. Housing providers aim to rapidly rehouse, stabilize, or provide housing to persons in need, while supportive services agencies provide case management and additional services. Providers serve chronically homeless persons, families with children, veterans, unaccompanied youth, and those at risk of homelessness. In response to low vacancy rates in its jurisdiction, the CoC increasingly emphasizes the importance of housing retention services, including case management. Partner agencies are also actively working with local landlords to reduce the barriers to renting to chronically homeless persons. CoC partners work to serve specific subpopulations. For instance, each CoC program that serves children has children’s advocates or specially trained staff to ensure that children's needs are met. Other partner agencies provide emergency services to youth ages 16-22 who are experiencing or at risk of homelessness, including emergency shelter and transitional housing, counseling, case management, medical services, educational planning, and employment support, among other things. The CoC partners work with local, state, and federal organizations to combat homelessness among veterans and maintain the federal benchmarks that show veteran homelessness is brief and rare. Increased outreach to veterans at shelters resulted in an uptick in enrollment in VA care, and many veterans are now housed through VA housing programs. CDBG funds have been targeted to address emerging needs identified through the CoC. Public service funds were used to fund housing navigation for permanent supportive housing programs. Helping low-income individuals and families avoid becoming homeless, especially extremely low-income individuals and families and those who are: being discharged from publicly funded institutions and systems of care (such as health care facilities, mental health facilities, foster care and other youth facilities, and corrections programs and institutions); or, receiving assistance from public or private agencies that address 47 Page 70 of 139 housing, health, social services, employment, education, or youth needs. There are several agencies operating in Burlington that administer programs and provide services to help prevent households from becoming homeless. These include both programs that provide general assistance and those designed to support members of specific populations. Chittenden Community Action (CCA), operated by CVOEO, works with households to provide back rent, first month’s rent, security deposits, or short-term rental subsidies. They also provide housing navigation services, including advocacy and referral to other support services. Additional assistance with utility bills is provided by the water resources division and Burlington Electric Department. Youth exiting foster care in Vermont have access to several supports, which provide case management and connect youth formerly in foster care with long-term rental assistance through local housing authorities. Vermont Department of Corrections (VDOC) funds transitional housing programs for individuals re-entering the community from incarceration, which assist with housing search and retention and provide support to individuals with serious mental health challenges and previous experiences of homelessness. Persons discharged from a mental health treatment program or community bed receive state-funded assistance with housing costs. Discussion The City has identified several goals and actions related to homeless and other special needs populations for the upcoming program year: the City will continue to fund a low-barrier shelter community located on City-owned property. Guests have access to onsite supportive services; HOME- funded rental housing development projects are required to set aside at least 20% of the total units for households exiting homelessness; CDBG funds will be used to improve resident safety at Buell St. Dismas House, which provides housing and services for individuals exiting incarceration; CDBG funding will enable several organizations to continue to provide services to vulnerable individuals and households, including persons fleeing domestic violence, households experiencing homelessness, and justice-involved individuals with histories of substance use disorder; CDBG funds will support a pilot project providing housing and supportive services for adults with intellectual and developmental disabilities. 48 Page 71 of 139 AP-75 Barriers to affordable housing – 91.220(j) Introduction: Burlington has addressed the barriers to affordable housing under the Market Analysis and Strategic Plan sections of the 2024 Consolidated Plan. There is a limited supply of housing units at all levels of the market and a low vacancy rate exacerbates this challenge. Impacts of pandemic-era changes include an influx of new residents and a stop to new construction and rehabilitation. Other factors impacting the City’s housing stock include: the age of the housing stock (one of the oldest in the nation), a high proportion of college and graduate students living off-campus, and changes in household composition - Burlington’s average persons per housing unit is 2.13, below the national average of 2.51. Burlington has a significantly higher percentage of renters compared to owners and rent rates have increased significantly in recent years. Public policies that are controlled at the local level which impact the cost of housing include policies on historic preservation, lead-based paint safety practices, zoning restrictions such as minimum lot coverage, limitations on number of units, set-back requirements, height restrictions, fire-safety policies limitations, and others. Older homes need energy efficiency upgrades, lead-based paint hazard reduction, and other rehabilitation to make them safe, affordable and sustainable over the long term. Actions it planned to remove or ameliorate the negative effects of public policies that serve as barriers to affordable housing such as land use controls, tax policies affecting land, zoning ordinances, building codes, fees and charges, growth limitations, and policies affecting the return on residential investment In the last several years, the City has implemented various strategies to remove or ameliorate the negative impact of public policies that serve as barriers to affordable housing, including the establishment of short-term rental regulations and zoning reforms that aim to facilitate the construction of a greater volume and variety of housing types. Upcoming and in-progress actions to further ameliorate the negative impact of public policies that serve as barriers to affordable housing include updates to the City’s Inclusionary Zoning ordinance and further zoning updates to streamline the permitting process and increase allowed density. Statewide, recently passed legislation aims to reform the state permitting process and facilitate denser development in areas earmarked for growth. Discussion: The City of Burlington and, more broadly, the State of Vermont, recognize the need to take action to remove or ameliorate the negative impacts restrictive policies can have on affordable housing production. Recent steps have yielded some progress, although more remains to be done. 49 Page 72 of 139 Examples include: • Updates to the City of Burlington’s zoning ordinance related to Accessory Dwelling Units (ADUs) have resulted in a modest increase in the creation of ADUs citywide. • Statewide broadening of priority housing project exemptions from statewide permitting have resulted in the construction of several large multi-unit rental buildings in Burlington, all of which include designated affordable units. • The introduction of an ordinance to regulate short-term rentals within the city has resulted in a reduction in the number of short-term rentals operating in the city, increasing the supply of permanent housing and significantly increased revenue for the City’s Housing Trust Fund, which is invested in affordable housing projects. 50 Page 73 of 139 AP-85 Other Actions – 91.220(k) Introduction: Burlington aims to spend over 95% of CDBG expenditures assisting low-and moderate-income residents. The City will continue its commitment to the preservation of affordable housing units and actions that will foster and maintain affordable housing in Burlington. In addition, the City, through the Community & Economic Development Office, will diligently work to reduce lead-based paint hazards in the homes of local residents. The activities listed in this Action Plan work to reduce the number of households in poverty; and with enhanced coordination with nonprofit partners, services will have a greater impact on this goal. Actions planned to address obstacles to meeting underserved needs The principal obstacle to meeting underserved needs continues to be insufficient resources. To help address this obstacle, the City will take the following actions: continue to grow the grand list and to pursue additional federal, state, and private resources; work with partners to examine obstacles such as benefits cliffs and to advocate for appropriate policy changes; encourage local agencies to deliver services in a cost-effective and efficient manner, prioritize resources to serve those most in the need, and focus on collaboration between local agencies. Actions planned to foster and maintain affordable housing The City is engaged in various actions to foster and maintain affordable housing, including: maintain the City's Special Assistant to end Homelessness Position to provide a single point of accountability for expanded community effort towards reducing homelessness; maintain the Elmwood shelter pods community and investigate developing permanent affordable housing at the City-owned site; invest increased City Housing Trust Fund resources into affordable housing and services for persons experiencing homelessness; continue pre-development and planning of a mixed-use Enterprise Innovation District in the South End and the redevelopment of the downtown Memorial Block area. Actions planned to reduce lead-based paint hazards In December 2024, the City of Burlington’s Lead Program received $4,301,890 in lead hazard control funds and $529,000 in healthy homes supplemental funding to make other health related improvements for residents such as addressing asthma triggers, improving indoor air quality, asbestos and mold testing and abatement. From July 1, 2025 – June 30, 2026, the Burlington Lead Program plans to evaluate 34 units for lead- based paint and other health hazards, reduce lead-based paint hazards in approximately 22 housing units and reduce other health hazards in 20 housing units, conduct 12 community outreach and education events, and provide lead-safety training to approximately 80 individuals. 51 Page 74 of 139 Actions planned to reduce the number of poverty-level families All of the activities funded through the City’s CDBG and HOME programs are ultimately directed at reducing the number of people living in poverty, providing for basic needs, or preventing individual/family poverty in Burlington. Specific details of the proposed initiatives are described in the project section of this Action Plan. Actions planned to develop institutional structure This program year, the City aims to: • Effectively adapt CEDO's institutional structure to meet the needs of vulnerable populations in a challenging post-pandemic funding landscape by finding ways to implement and monitor programs more efficiently. • Support the Chittenden County Homeless Alliance (CCHA) as it works to implement its recently adopted five-year strategic plan. Actions planned to enhance coordination between public and private housing and social service agencies This program year, the City aims to: • Continue to work with CCHA to ensure that affordable housing developments in the City dedicate a percentage of units to households exiting homelessness, in partnership with Coordinated Entry. • Develop programming to encourage private landlords, especially those who own and/or manage City of Burlington Inclusionary Zoning units, to house more tenants with rental assistance. 52 Page 75 of 139  Program Specific Requirements AP-90 Program Specific Requirements – 91.220(l)(1,2,4) Introduction: This section details the specific requirements of the CDBG and HOME programs. Community Development Block Grant Program (CDBG) Reference 24 CFR 91.220(l)(1) Projects planned with all CDBG funds expected to be available during the year are identified in the Projects Table. The following identifies program income that is available for use that is included in projects to be carried out. 1. The total amount of program income that will have been received before the start of the 0 next program year and that has not yet been reprogrammed 2. The amount of proceeds from section 108 loan guarantees that will be used during the year 0 to address the priority needs and specific objectives identified in the grantee's strategic plan 3. The amount of surplus funds from urban renewal settlements 0 4. The amount of any grant funds returned to the line of credit for which the 0 planned use has not been included in a prior statement or plan. 5. The amount of income from float-funded activities 0 Total Program Income 0 Other CDBG Requirements 1. The amount of urgent need activities 0 53 Page 76 of 139  HOME Investment Partnership Program (HOME) Reference 24 CFR 91.220(l)(2) A description of other forms of investment being used beyond those identified in Section 92.205 is as follows: All HOME funds are invested in a manner consistent with 24 CFR 92.205(b)(1). Specifically, HOME funds are invested in interest-bearing and non-interest-bearing amortizing loans and in deferred loans and grants. A description of the guidelines that will be used for resale or recapture of HOME funds when used for homebuyer activities as required in 92.254, is as follows: For homebuyer projects where the Program provides HOME funds for low-interest loans for eligible homebuyers to assist with down payment and closing costs on eligible two to four-unit owner-occupied properties, the Program uses “recapture” provisions per 92.254(a)(5)(ii). These loans are secured by subordinate mortgages. When properties assisted with HOME funds for this purpose are sold, transferred, or if the primary residency is violated, then the full amount of the loan plus any accrued interest is to be repaid to the Program. Only the direct subsidy (down payment assistance, closing costs, or other HOME assistance provided directly to the homebuyer and/or the difference between the fair market value of the property and the reduced sales price attributable to HOME development assistance) is subject to recapture. However, the recapture amount shall not exceed the amount available from net proceeds. The net proceeds are the sales price minus loan repayment(s) (other than HOME funds) and closing costs. If this repayment occurs during the Home Affordability Period (HAP), then the funds are not considered to be program income. If this repayment occurs after the HAP, then the funds are considered to be program income. The written agreements shall include language that makes it clear that recaptured funds after the HAP shall be considered program income. When a property owner assisted with HOME funds for this purpose refinances their principal mortgage, the Program shall consider executing a subordination agreement upon receiving a written request with sufficient documentation on current fair market value and proposed refinancing amount. When considering such requests to subordinate its HOME mortgage, the Program shall require that the loan-to-value ratio be no greater than 100%. A description of the guidelines for resale or recapture that ensures the affordability of units acquired with HOME funds? See 24 CFR 92.254(a)(4) are as follows: The City's guidelines for resale and recapture follow the provisions detailed in 92.254(a)(5)(i) when HOME funds are used. Plans for using HOME funds to refinance existing debt secured by multifamily housing that is rehabilitated with HOME funds along with a description of the refinancing guidelines required that will be used under 24 CFR 92.206(b), are as follows: Multi-family projects developed by local housing organizations that receive HOME funds for rehabilitation may utilize HOME funds to refinance existing 54 Page 77 of 139 debt, consistent with 24 CFR 92.206(b)(2). If applicable to a planned HOME TBRA activity, a description of the preference for persons with special needs or disabilities. (See 24 CFR 92.209(c)(2)(i) and CFR 91.220(l)(2)(vii)). N/A If applicable to a planned HOME TBRA activity, a description of how the preference for a specific category of individuals with disabilities (e.g. persons with HIV/AIDS or chronic mental illness) will narrow the gap in benefits and the preference is needed to narrow the gap in benefits and services received by such persons. (See 24 CFR 92.209(c)(2)(ii) and 91.220(l)(2)(vii)). N/A If applicable, a description of any preference or limitation for rental housing projects. (See 24 CFR 92.253(d)(3) and CFR 91.220(l)(2)(vii)). Note: Preferences cannot be administered in a manner that limits the opportunities of persons on any basis prohibited by the laws listed under 24 CFR 5.105(a). N/A Discussion: Eligible applicants for HOME funding are non-profit or other affordable housing developers who are engaged in the creation of new affordable housing projects or repair and renovation of existing affordable housing. Funding applications are accepted on a rolling basis and contact information for submitting interest is available on the City’s website, by contacting housing program staff, or visiting CEDO’s office in City Hall. 55 Page 78 of 139  Board of Finance and City Council Submission Checklist Department: CEDO Submitter: Christine Curtis Approval of Community Development Block Grant and HOME Investment Partnerships Proposed Allocations for the 2025 Action Plan for Housing & Community Title/Subject: Development Approval: Meeting Date: ☐ Board of Finance Click or tap to enter a date. ☐ City Council ☒ Concurrent 7/14/2025 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 7/8/2025 Kara Alnasrawi Mayor’s Office informed and approved memo Yes 7/9/2025 Joe Magee Board/Commission, if required N/A Click or tap here to enter text. 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 7/10/2025 Emmett Wood motion(s) or resolution(s) -Identify attorney in note CAO has reviewed budget, financing, and Yes 7/8/2025 Brad Kukenberger memo Human Resources, if personnel action N/A Click or tap Click or tap here to -Identify HR Manager in note to enter a enter text. date. CIO, if an IT-related investment/purchase N/A Click or tap Click or tap here to 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 Yes 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 Yes Allie Schachter sponsors identified? Page 79 of 139  City Attorney MEMORANDUM TO: City of Burlington, Finance Board City of Burlington, City Council FROM: Erik Ramakrishnan, Assistant City Attorney CC: Katherine Schad, Chief Administrative Officer DATE: July 14, 2025 (BOF) August 4, 2025 (CC) SUBJECT: Authorization of Improvement Bonds for FY26 Section 62(f) of the Burlington City Charter authorizes the City’s Chief Administrative Officer, when authorized by the City Council, to borrow money on the credit of the City in an amount not to exceed $2,000,000 in any fiscal year. These funds shall be used to accommodate the working capital and capital improvement needs of the City. The City’s FY26 budget assumes the sale of such bonds. Section 63 of the Charter authorizes the City Council, upon prior recommendation of the Board of Electric Commissioners, to pledge the credit of the City in an amount not to exceed $3,000,000 in any fiscal year. These borrowed funds shall be used to provide capital improvements, additions, and replacements required for the efficient and economical operation of the electric light department. On June 11, 2025, the Board of Electric Commissioners voted to recommend to the City Council the pledging of such credit during FY26. Finally, Section 62(f)(3) of the Charter authorizes the City’s Chief Administrative Officer, when authorized and directed by the Board of School Commissioners and the City Council, to borrow money on the credit of the City in an amount not to exceed $2,000,000 in any fiscal year to accommodate the working capital and capital improvement, additions, and replacements required for the efficient and economical operation of the school department. The School District’s administration has confirmed in writing to the City’s Chief Administrative Officer that the Board of School Commissioners’ approved FY26 budget assumes the sale of such bonds, and that the Board of School Commissioners intends to resolve to direct the Chief Administrative Officer as provided for in Section 62(f)(3). The proposed resolution would authorize the Chief Administrative Officer to exercise the foregoing authority for FY26. The sale of bonds for the School District would be conditioned upon receipt of the Board of School Commissioners’ resolution described above. Prior to any issuance pursuant to the resolution, staff would be required to report to the Board of Finance, for its approval by motion, the amount of the indebtedness and the 1 Page 80 of 139 form of the evidence of indebtedness to be issued, the interest rates, and the payment schedule. Please note that the authorization sought is a routine act of the City Council to implement Section 62 of the Charter. For the past several years, such authorization has been imbedded in the budget itself. However, staff is returning to the former practice of seeking the City Council’s authorization by separate resolution. ATTACHMENTS A. Proposed Resolution MOTIONS Staff respectfully request the Board of Finance and City Council approve the following motions: Board of Finance: “To approve and recommend that the City Council approve the proposed resolution providing authorization of improvement bonds for FY26.” City Council: “To waive the reading and approve the proposed resolution providing authorization of improvement bonds for FY26.” Thank you for your continued support. 2 Page 81 of 139  Resolution Relating to RESOLUTION________ Sponsor(s): Introduced: Bd. of Finance AUTHORIZATION FOR PUBLIC IMPROVEMENT BONDS Referred to: ____________________ FOR FISCAL YEAR 2026 ______________________________ Action: ________________________ Date: __________________________ Signed by Mayor: ________________ CITY OF BURLINGTON In the year Two Thousand Twenty-Five..……………………………………………………………………… Resolved by the City Council of the City of Burlington, as follows: 1 That WHEREAS, Section 62(f) of the Burlington City Charter authorizes the City’s Chief Administrative 2 Officer, when authorized by the City Council, to borrow money on the credit of the City in an amount not to 3 exceed $2,000,000 in any fiscal year to accommodate the working capital and capital improvement needs of 4 the City and to so pledge the credit of the City in such amount for such purpose; and 5 WHEREAS, the City’s approved budget for the 2026 fiscal year assumes the sale of bonds in amounts 6 and for such purpose as set forth in the prior recital; and 7 WHEREAS, Section 63 of the Charter authorizes the City Council, upon prior recommendation of the 8 Board of Electric Commissioners, if it finds it necessary, to pledge the credit of the City in an amount not to 9 exceed $3,000,000 in any fiscal year for the purposes of providing capital improvements, additions, and 10 replacements required for the efficient and economical operation of the electric light department, to so pledge 11 the credit of the City for such purpose; and 12 WHEREAS, on June 11, 2025, the Board of Electric Commissioners voted to recommend to the City 13 Council the pledging of the credit of the City in an amount not to exceed $3,000,000 during the City’s 2026 14 fiscal year, for the purposes of providing capital improvements, additions, and replacements to the electric 15 light department; and 16 WHEREAS, Section 62(f)(3) of the Charter authorizes the City’s Chief Administrative Officer, when 17 authorized and directed by the Board of School Commissioners and the City Council, to borrow money on the 18 credit of the City in an amount not to exceed $2,000,000 in any fiscal year to accommodate the working 19 capital and capital improvement, additions, and replacements required for the efficient and economical 20 operation of the school department and to so pledge the credit of the City in such amount for such purpose; 21 and 22 WHEREAS, the School District’s administration has confirmed in writing to the City’s Chief 23 Administrative Officer that the Board of School Commissioners’ approved budget the 2026 fiscal year 24 assumes the sale of bonds in amounts and for such purpose as set forth in the prior recital, and that the Board Page 82 of 139  Page 2 Resolution Relating to AUTHORIZATION FOR PUBLIC IMPROVEMENT BONDS FOR FISCAL YEAR 2026 25 of School Commissioners intends to resolve to direct the Chief Administrative Officer to so borrow money on 26 the credit of the City (the “School Resolution”); 27 NOW, THEREFORE, BE IT RESOLVED that the City Council has determined that it is necessary to 28 pledge the credit of the City in an amount not to exceed $7,000,000 in the aggregate for the City’s fiscal year 29 ending June 30, 2026, and to issue bonds in connection therewith (the “Bonds”), consisting of (1) $2,000,000 30 of General Fund Public Improvement Bonds; (2) $3,000,000 of Electric Department Public Improvement 31 Bonds; and (3) upon receipt of the School Resolution, $2,000,000 of School Department Public Improvement 32 Bonds; and 33 BE IT FURTHER RESOLVED that the pledging of the City’s credit for such Bonds is hereby 34 authorized, with the amount of the indebtedness and the form of the evidence of indebtedness to be issued, the 35 interest rates, and payment schedule, to be further determined by the Chief Administrative Officer, or the 36 Finance Director, upon prior approval of the City’s Board of Finance; and 37 BE IT FURTHER RESOLVED that the Mayor, the Chief Administrative Officer, and the Finance 38 Director, and each of them is, hereby authorized and directed to prepare an Official Statement of the City as 39 they deem necessary and in the City’s best interests; and 40 BE IT FURTHER RESOLVED that the Mayor, the Chief Administrative Officer, and the Finance 41 Director, and each of them, is hereby authorized to execute and deliver a final Official Statement and to 42 execute and deliver continuing disclosure certificates, certificates as to the use of proceeds, and all other 43 documents and instruments approved as to legal form by counsel as may be necessary or convenient in 44 connection with the issuance of the Bonds; and 45 BE IT FURTHER RESOLVED that it is the official intent of the City Council to reimburse some 46 capital expenditures made within the City’s 2026 fiscal year with the proceeds of the Bonds, in accordance 47 with § 1.150-2 of the Internal Revenue Service tax regulations; and that the Mayor, Chief Administrative 48 Officer, and Finance Director, and each of them, is hereby authorized to take all such further actions and to 49 execute all such documents and instruments approved as to legal form by counsel as may be necessary or 50 convenient to execute or implement the foregoing authority. 51 52 53 54 ER /Resolutions 2025/FY26 PI Bond Authority Aug. 4, 2025 Page 83 of 139 HUMAN RESOURCES DEPARTMENT CITY OF BURLINGTON 200 Church Street, Suite 102, Burlington, VT 05401 Phone: (802) 865-7145 Fax (802) 864-1777 Vermont Relay: 7-1-1 or 800-253-0191 MEMO Date: 07-14-2025 To: Board of Finance and City Council From: Timothy Williams, Safety Manager (HR), Lynn Reagan, Interim Director of Human Resources CC: Katherine Schad Chief Administrative Officer (C/T) Re: Security Services for City Hall i. Purpose This memo seeks approval to exercise a one-year extension option of a service agreement with Chocolate Thunder Security to provide security services at City Hall. ii. Background The City of Burlington requires security services at City Hall to ensure the safety and well-being of staff, visitors, and the general public while providing exceptional customer services. In 2024, the City issued an RFP for security services at City Hall, resulting in three qualified proposals. An evaluation committee— comprised of representatives from City Hall departments and the City’s Safety Manager—reviewed submissions based on experience, approach, and pricing. The committee selected the firm due to its competitive rates, robust security protocols, and a strong emphasis on customer service. Their proposal also included the use of body cameras and clear communication procedures. The company’s proven working relationship with City Hall and familiarity with City policies further supported their selection. The agreement includes two, one-year options for the City to renew. Because the renewal option for the first renewal term was not exercised timely by June 30, 2025, the vendor has agreed in writing to extend the City’s time to exercise the option. Staff recommends in favor of the extension to allow services to continue without interruption. Board of Finance and City Council approval are required because of the contract amount. iii. Compensation to the Vendor & Terms of Agreement FY26 – July 1st 2026 – June 2027 $52.50/hr for 1 guard, and $50.00/hr for a second guard, this is an increase of $2.50 from FY25 rate of 50.00/hr for 1 guard, and $47.50/hr for a second guard for a maximum limiting amount of $200,000. This represents an increase over the previously approved maximum limiting amount based on actual need for FY 2025. The City of Burlington does not discriminate on the basis of political or religious affiliation, race, color, national origin, age, sex, sexual orientation, marital status, veteran status or disability. The City is also committed to providing proper access to services, facilities, and employment opportunities. For accessibility information or alternative formats, contact Human Resources Department at 802-540-2505. Page 84 of 139 HUMAN RESOURCES DEPARTMENT CITY OF BURLINGTON 200 Church Street, Suite 102, Burlington, VT 05401 Phone: (802) 865-7145 Fax (802) 864-1777 Vermont Relay: 7-1-1 or 800-253-0191 Services will be paid from the non-departmental budget line 6500_103 Professional and Consultant Svs. and were budgeted for in the FY26 budget Recommendation Board of Finance Motion: To approve and recommend that the City Council exercise the City’s first one-year renewal option under its service agreement with Chocolate Thunder for City Hall security services, for an amount not to exceed $200,000. City Council Motion: To approve the exercise of the City’s first one-year renewal option under its service agreement with Chocolate Thunder for City Hall security services, for an amount not to exceed $200,000. The City of Burlington does not discriminate on the basis of political or religious affiliation, race, color, national origin, age, sex, sexual orientation, marital status, veteran status or disability. The City is also committed to providing proper access to services, facilities, and employment opportunities. For accessibility information or alternative formats, contact Human Resources Department at 802-540-2505. Page 85 of 139  Board of Finance and City Council Submission Checklist Department of Finance and Timothy Williams, Safety Manager Administration – Human Department: Resources Submitter: Title/Subject: Contract for Security Services at City Hall FY26 Approval: Meeting Date: ☒ Board of Finance 7/14/2025 ☒ City Council 8/4/2025 ☐ 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 7/3/2025 Lynn Reagan Mayor’s Office informed and approved memo Yes 7/8/2025 Joe Magee 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 Yes 7/3/2025 Erik Ramakrishnan, and/or legal documents, Hayley McClenahan -Identify attorney in note City Attorney’s Office has approved memo and Yes 7/3/2025 Erik Ramakrishnan, motion(s) or resolution(s) Hayley McClenahan -Identify attorney in note CAO has reviewed budget, financing, and Yes 7/3/2025 Katherine Schad memo Human Resources, if personnel action N/A Click or tap Click or tap here to -Identify HR Manager in note to enter a enter text. date. CIO, if an IT-related investment/purchase N/A Click or tap Click or tap here to to enter a enter text. date. Materials Included Included? Note Final Memo Attached? Choose an item. Click or tap here to enter text. Contract Attached, if applicable? Yes Click or tap here to enter text. Additional Materials, if necessary Choose an item. 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 Choose an item. Click or tap here to enter text. sponsors identified? Page 86 of 139 INNOVATION & TECHNOLOGY DEPARTMENT CITY OF BURLINGTON 149 Church Street, Burlington, VT 05401 Phone: (802) 865-7000 To: Burlington Board of Finance Burlington City Council From: Scot Barker, Chief Innovation Officer Tim Clancy, Human Resources Manager Date: July 14, 2025 Subject: Troy Hughes Reclassification As part of the ModernGov Initiative, the Innovation & Technology (I&T) department for the City of Burlington is assuming responsibility for the IT functions of the Burlington Police Department. One position (the BPD Network Administrator) was eliminated as part of these changes, and the Help Desk Technician (currently held by Troy Hughes) position is being moved to I&T, which requires a reclassification so that Troy is in the same position as the two people currently in that role in I&T. Through this memorandum, Innovation & Technology respectfully requests that the Board of Finance and City Council approve the following position change: 1. Reclassify the Help Desk Technician position formerly within the Burlington Police Department to the Technology Support Specialist position within the Innovation & Technology department of the City of Burlington. The financial impact for Troy will be net positive, as the Technology Support Specialist role is a market value role and as such is paid slightly more per hour than the Help Desk Technician position at the BPD. Position Current FY 25 Salary Proposed Grade FY 26 New Salary Grade/Step Help Desk AFSCME PG 15 – $30.8325/$64,131.60 n/a n/a Technician Step 5 Technology n/a n/a AFSCME PG TSS – $32.7813/$68,185.1639 Support Specialist Step 5 We will attend the July 14, 2025 Board of Finance and City Council meetings to answer any questions or provide additional information. Troy’s current Help Desk Technician job description and the new Technology Support Specialist job description are attached as Appendices A and B, respectively. Board of Finance Motion: “To approve and recommend that the City Council: (1) Reclassify Troy Hughes from the Help Desk Technician position at the Burlington Police Department to the Technology Support Specialist in Innovation & Technology at the City of Burlington. 1|Page Revised: 7.9.2025 Page 87 of 139 INNOVATION & TECHNOLOGY DEPARTMENT CITY OF BURLINGTON 149 Church Street, Burlington, VT 05401 Phone: (802) 865-7000 City Council Motion: “To approve: (1) Reclassify Troy Hughes from the Help Desk Technician position at the Burlington Police Department to the Technology Support Specialist in Innovation & Technology at the City of Burlington. 2|Page Revised: 7.9.2025 Page 88 of 139 INNOVATION & TECHNOLOGY DEPARTMENT CITY OF BURLINGTON 149 Church Street, Burlington, VT 05401 Phone: (802) 865-7000 Appendix A Current Position Description: Help Desk Technician at the Burlington Police Department City of Burlington Job Description Position Title: Help Desk Technician Department: Police Reports to: Senior Network Administrator Pay Grade: 15 Job Code: 1114 Exempt/Non-Exempt: Non-Exempt Union: AFSCME General Purpose: The Help Desk Technician plays a vital role in providing technical support and maintaining the operational efficiency of the Police Department's critical infrastructure systems. This position requires a strong understanding of various technologies, excellent problem-solving skills, and the ability to communicate effectively with users at all levels. The Help Desk Technician works in a dynamic and fast-paced environment, ensuring that all systems are functioning optimally to support law enforcement activities and maintain public safety. 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.)  Provide technical assistance and support to users within the Police Department.  Act as the first line of technical support, promptly addressing and resolving support requests, and escalating issues to the appropriate teams or senior technicians when necessary to ensure maximum operational efficiency within the 24/7 public safety operation.  Install and configure new systems, including desktops, laptops, and peripherals.  Assist in maintaining and supporting the department phone system for effective communication.  Provides support for mobile devices such as iPhones, iPads, and tablets used by department personnel.  Support the software and applications related to the creation of digital case files, digital evidence, and integration of these items into partner agency and vendor computer systems.  Maintains up-to-date knowledge of IS operating procedures and standards as well as changing technologies so as to be able to stay current with public safety demands.  Ensure compliance with CJIS/FBI regulations to meet the evolving demands of public safety. 3|Page Revised: 7.9.2025 Page 89 of 139 INNOVATION & TECHNOLOGY DEPARTMENT CITY OF BURLINGTON 149 Church Street, Burlington, VT 05401 Phone: (802) 865-7000  Provide application support to users of the Department’s digital security camera system, analog, digital/IP-based telephony and radio recording system, and the Department’s digital identification creation system.  Provide adequate and timely responses to requests for related services.  Maintains thorough documentation of daily and weekly services provided, including comprehensive reports on completed tasks, ongoing projects, and plans for future needs and demands.  Act as a liaison for the Department(s) with other technical support staff/vendors and employees as needed, includes support regarding software problems, updates, fixes, new releases, and change requests.  Ensures and maintains uptime and data recovery as needed, maintaining regular and dependable data backups.  Maintain, monitor and ensure the integrity of applications and server infrastructure including; but not limited to conducting end user set-up, account management, carrying out routine system virus scans and virus file updates, etc.  Maintain Active Directory Environment including; but not limited to user/group maintenance, and group policy management.  Proactively identify and address server, technology, and application issues, taking appropriate actions to maximize operational efficiency within the 24/7 public safety operation.  Position may require the operation of City vehicles and/or personal vehicles in order to conduct City business.  Provides backup, support and guidance for other IT staff.  Other duties as required. Qualifications/Basic Job Requirements:  Associates Degree in Computer Science, IS or related field, or related experience, and a minimum of three (3) years experience supporting hardware and applications is required.  Additional experience may be substituted for a degree requirement on a two-for-one per year basis.  Public Safety Experience preferred.  Entry-level experience in working with Windows Servers and Active Directory environments preferred.  Ability to become certified and maintain certification in a variety of proprietary software and hardware in order to meet position requirements for maintenance, and troubleshooting.  Technical aptitude and understanding with experience in prioritization.  Ability to act as the first line of technical support fielding all requests submitted for support.  Ability to act as a liaison between the Department and vendors regarding software problems, updates, fixes, new releases, and change requests.  Must have experience identifying and resolving problems in diverse hardware and software environments. 4|Page Revised: 7.9.2025 Page 90 of 139 INNOVATION & TECHNOLOGY DEPARTMENT CITY OF BURLINGTON 149 Church Street, Burlington, VT 05401 Phone: (802) 865-7000  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 learn and effectively operate within all departmental, City regulations and program standards.  Must have strong analytical skills.  Ability to establish and maintain positive working relationships with co-workers, customers and other personnel, 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 organize and prioritize workflow.  Ability to improve 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.  Demonstrated ability to work with minimal supervision.  Must complete a PHI and pass a criminal background check.  Ability to comply with industry best-practices.  Ability to travel to and from various work sites within the City of Burlington.  Ability to obtain a valid driver’s license within 45 days of hire and the continued maintenance of a valid driver’s license. Operation of a City vehicle or personal vehicle to conduct City business without providing proof of a valid driver's license to Human Resources will not be permitted. A valid driver’s license shall be defined as a current state of residence-issued license to operate a motor vehicle on public roadways. Position also requires the ability to be covered under the City’s vehicle insurance policy prior to operation of any City vehicles or non-City vehicles for City business  Ability to work nights, weekends and holidays as required. 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. _x seeing _x_ ability to move distances _x lifting (specify) _x color perception within and between 50 pounds (red, green, amber) warehouses/offices _x carrying (specify) _x hearing/listening __ climbing 50 pounds _x clear speech __ ability to mount and _x driving (local/over _x touching dismount forklift/truck the road) _x dexterity _x_ pushing/pulling _x hand _x finger 5|Page Revised: 7.9.2025 Page 91 of 139 INNOVATION & TECHNOLOGY DEPARTMENT CITY OF BURLINGTON 149 Church Street, Burlington, VT 05401 Phone: (802) 865-7000 Appendix B Reclassification: Technology Support Specialist – Innovation & Technology City of Burlington Job Description Position Title: Technology Support Specialist Department: Innovation & Technology Reports to: Chief Innovation Officer Job Code: 1264 Pay Grade: TSS MFA Job Category: Regular Exempt/Non-Exempt: Non-Exempt Union: AFSCME Remote Work Rating: Tier 2 This position serves as a main point of contact to the organization for information technology related problems. Responds to incoming requests for assistance with all IT-related issues across the City of Burlington. Triages calls and resolves issues as appropriate. Ensures delivery of excellent customer service through resolution of incidents. Thoroughly documents all actions in ticketing system. Evaluates new information systems products or services and suggests changes to existing products or services to better serve the end user. Recommends and develops systems and tools to more efficiently deliver end-user support, ensure network security, and protect the City’s technology assets. ESSENTIAL JOB FUNCTIONS:  Provide support for any information technology issues and problems reported by phone, email and/or ticket management system including issues from the general City of Burlington employee population, Burlington Police Department, Burlington Fire Department, and the Patrick Leahy Burlington International Airport.  Prioritize work and ensure successful resolution of all issues, ensuring that the end users’ needs are met and work is completed according to criticality, policies, turn-around times and best practices.  Support computers, laptops, tablets, smart phones and applications. Troubleshoot PC hardware, operating system(s) and application software issues as required.  Visit end-users to provide support including, but not limited to, assisting with end-users moves, disconnecting and reconnecting PC’s, installing and removing hardware, software, and peripheral devices, and troubleshooting application issues.  Support the software and applications related to the creation of Burlington Police Department digital case files, digital evidence, and integration of these items into partner agency and vendor computer systems.  Provide application support to users of the Burlington Police Department’s digital security camera system, analog, digital/IP-based telephony and radio recording system, and the Department’s digital identification creation system.  Train end-users in the use of applications and technologies. Prepare basic training materials to assist new users.  Provide application-specific support for core applications used across the City (including but not limited to email, Outlook, Office applications, ERP, CivicPlus, OpenGov).  Coordinate building and deployment of desktops, laptops and other technology as directed. 6|Page Revised: 7.9.2025 Page 92 of 139 INNOVATION & TECHNOLOGY DEPARTMENT CITY OF BURLINGTON 149 Church Street, Burlington, VT 05401 Phone: (802) 865-7000  Install, configure, and maintain software applications, as required by departments and in accordance with department policies.  Serve as system administrator for systems and applications as directed.  Refine and manage asset management system for effectively building and managing all PCs.  Coordinate provisioning and tracking of technology assets (e.g. computers, tablets, phones).  Create and maintain user accounts and permissions.  Maintain user profiles, groups and policy on Active Directory servers.  Escalate problems as required to colleagues and/or third parties for assistance.  Log all help-desk requests in the help desk database, ensure descriptions are clear and accurate and prioritize calls to the appropriate technical support personnel.  Create and maintain an internal knowledge base to track issue resolution details and provide self-help information to users.  Regularly review tickets to identify patterns and opportunities to modify procedures to improve performance of user hardware and applications.  Develop and maintain documentation of all procedures.  Recommend modifications to procedures and workflow to ensure efficient and effective response to requests.  Prepare regular reports and performance metrics about issues and activities.  Provide backup and support for other IT staff as directed.  Position may require the operation of City vehicles and/or personal vehicles in order to conduct City business. QUALIFICATIONS/BASIC JOB REQUIREMENTS:  Associates’ Degree (or 3 years equivalent combination of formal education and/or related experience) required.  Minimum of two years of experience in IT support in a networked office environment required, with a proficiency in a broad range of software and hardware.  Must achieve and maintain Criminal Justice Information Services (CJIS) certification as established by the Federal Bureau of Investigation (FBI) within six (6) months of hire date.  Ensure compliance with CJIS/FBI regulations to meet the evolving demands of public safety.  A strong desire to continually improve 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 obtain a valid driver’s license within 45 days of hire and the continued maintenance of a valid driver’s license. Operation of a City vehicle or personal vehicle to conduct City business without providing proof of a valid driver's license to Human Resources will not be permitted. A valid driver’s license shall be defined as a current state of residence-issued license to operate a motor vehicle on public roadways. Position also requires the ability to be covered under the City’s vehicle insurance policy prior to operation of any City vehicles or non- City vehicles for City business.  Ability to organize and prioritize workflow, ability to manage multiple responsibilities.  Strong communication skills. Ability to give verbal instruction patiently to non-technical users.  Familiarity with and/or ability and willingness to learn the following technologies including but not limited to:  Desktop: Microsoft Office, Office 365, DirSync, Webroot, Internet Explorer  Hardware: HP and Dell desktop and laptop computers; and iPad/ tablets; iPhone and Android smartphones, mobile device management, printers and printer management software  Dell Kace Management Appliance, Ultra VNC, Windows Active Directory, VPN technologies, support ticket 7|Page Revised: 7.9.2025 Page 93 of 139 INNOVATION & TECHNOLOGY DEPARTMENT CITY OF BURLINGTON 149 Church Street, Burlington, VT 05401 Phone: (802) 865-7000 systems  Cloud-based applications (e.g. Office 365), Windows Server, FLIR, OpenGov, CivicPlus, ERP system  Ability to adhere to established standards, policies and procedures and use good IT practices and discipline.  Ability to learn a variety of software and hardware packages in order to meet position requirements for maintenance and troubleshooting.  Knowledge of current PC and mobile computing technology  Ability to establish and maintain positive working relationships with co-workers, customers and other personnel.  Ability to work effectively in a team environment.  Demonstrated ability to work with minimal supervision.  Upon conditional offer of employment candidate must successfully complete background investigation.  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 travel to and from various work sites within the City of Burlington, acting as courier with the need to transport various desktops, laptops and other technology.  Ability to work occasional nights, weekends and holidays as required and directed.  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.  Must complete a PHI, provide fingerprints, and pass a criminal background check.  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. 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 _x lifting (specify) __ color perception within and between 30 pounds (red, green, amber) warehouses/offices _x carrying (specify) _x hearing/listening __ climbing 30 pounds _x clear speech __ ability to mount and _x driving (local/over _x touching dismount forklift/truck the road) _x dexterity _x pushing/pulling _x hand _x finger __ reading - basic __ math skills - basic _x analysis/comprehension _x reading - complex _x math skills - complex _x judgment/decision __ writing - basic _x clerical making 8|Page Revised: 7.9.2025 Page 94 of 139 INNOVATION & TECHNOLOGY DEPARTMENT CITY OF BURLINGTON 149 Church Street, Burlington, VT 05401 Phone: (802) 865-7000 _x writing - complex __ shift work __ outside __ pressurized equipment _x works alone __ extreme heat __ moving objects _x works with others __ extreme cold __ high places _x verbal contact w/others __ noise __ fumes/odors _x face-to-face contact __ mechanical equipment __ hazardous materials _x inside _x electrical equipment _x dirt/dust Supervision: Directly Supervises: __0__ Indirectly Supervises: __0__ Approvals: Department Head: _____________________________ Date: __________ Human Resources: _____________________________ Date: __________ Revised December 2022 with Remote Work Rating. Revised July 2025 with CJIS certification and system clarifications included. 9|Page Revised: 7.9.2025 Page 95 of 139  Board of Finance and City Council Submission Checklist Version: April 2025 Department: Innovation & Technology Submitter: Scot Barker Troy Hughes Reclassification from Help Desk Technician at BPD to Technology Title/Subject: Support Specialist at City of Burlington Innovation & Technology. 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 7/14/2025 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 7/8/2025 Scot Barker approved & submitted Mayor’s Office Yes 7/9/2025 Joe Magee 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 7/9/2025 Erik Ramakrishnan contracts or legal documents City Attorney’s Office for memo and Yes 7/9/2025 Erik Ramakrishnan motion(s) or resolution(s) CAO for budget, financing, and memo Yes 7/9/2025 Katherine Schad Human Resources, if personnel action Yes 7/8/2025 Tim Clancy Approved or policy CIO, if IT-related Yes 7/8/2025 Scot Barker approved & submitted Page 96 of 139 To: Board of Finance, City Council From: Mary Danko, Library Director Date: 07/11/25 Re: Impact Fee Request for $200,000 towards Library Preservation Project for the 1904 building (Preservation Project) 1. PURPOSE This memo seeks approval to use Impact Fees in the amount of $200,000 for the Fletcher Free Library’s (FFL) Preservation Project. 2. BACKGROUND The Fletcher Free Library (FFL) was founded in 1873 and has proudly inhabited one of the four Carnegie public libraries in Vermont since 1904. Our beautiful Beaux-Arts building was slated for demolition in the 1970s due to a myriad of structural issues. A group of concerned citizens took action to not only restore the original building, but to add the 1981 addition that maintained the individuality and grandeur of the original building that was meticulously designed by famed architect, Walter R.B. Wilcox. While FFL programs grow and adapt, the physical building limits opportunities. Our next renovation will transform the interior. Upgraded facilities will bring the building up to today’s energy efficiency standards, meet modern technological needs, and serve the community into the future – while preserving a Burlington architectural gem. The Library has worked on a Vision Plan and then a Schematic Design Project for our transformation. During the Schematic Design phase, a building assessment was completed and several areas in need of restoration and preservation were noted. Exterior restoration and historic preservation are a critical first step to the larger renovation. The exterior of the building is suffering from lack of maintenance for many years. The building is decaying and in urgent need of attention to preserve a deteriorating historic landmark, protect and restore one of the largest public buildings in our City, and move the Library renovation toward the next phase of interior transformation. The historic windows need to be repaired as well as bricks and terra cotta need to be repointed and replaced as needed, as per recommendations in a 2022 FFL library assessment, to prepare for the larger renovation. The Preservation Project is a continuing project from the Schematic Design (SD) Phase. Page 97 of 139 3 . PROJECT SCOPE for Fletcher Free Library - Restoration & Preservation of Windows and Masonry to 1904 building The City of Burlington and Dore + Whittier entered into a Schematic Design agreement on 1/13/22 to develop Schematic Design documents that were to build off the FFL Visionary Redesign Project done in 2019. Dore + Whittier performed the services of developing conceptual Schematic Design documents, which included floor plans, elevations, and sections to describe the building at a Schematic level. Design documents showed compliance with program elements, applicable building and zoning codes/setbacks, environmental and conservation requirements, and included provisions for required permits and variances. Design consideration considered alternative energy and energy conservation design and storm water collection and distribution systems. Also, provided site plans showing utilities, parking and access, site improvements and landscaping. Recommendations were given based on work with City Utilities to include obtaining rebates, grants and efficiencies. Evaluations of the historical structure and the needs and requirements to maintain the integrity and the feel of the building, was developed. We then entered into an Amendment with D+W in order to continue to undertake further schematic design work specific and detailed for the Restoration and Preservation of the Windows and Masonry of the 1904 building. This included: a. Additional site verification and spot-measurement b. Consultation with a Construction Manager (CM) to further develop the scope of work and means & methods of construction. c. Consultation with VT Division for Historic Preservation on plans for the façade & roof repairs. d. Development of schematic design floor plan for scope location, annotated building elevations and/or photographs assembled on drawing sheets indicating façade renovations and reconditioning, conceptual enlarged window elevations and details. e. Development of SD-level written specifications for the work. f. Review of the drawings and scope of work, and make modifications if needed. g. Prepare an estimated conceptual cost prepared by the CM. The scope was developed and prepared by D+H and the City put out an RFPQ for construction contract. 4. ORIGINAL PROJECT FUNDING SOURCES The entire FFL Preservation Project was to be funded by several funding sources that are in various stages of acceptance. Each funding source has its own requirements and timelines. All Page 98 of 139 of the funding sources had expressed their willingness to work together on this project as the goal for all of historic preservation of a significant building in the National Register of Historic Places. 1. NEH - National Endowment Humanities – 3:1 Match Required • Federal Government/NEH Grant - $245,425 • City of Burlington Match - $736,275 o Total NEH Grant & COB Match funding - $981,700 • Grant accepted by BOF/CC on 9/18/23 2. Senator Patrick Leahy CDS - Congressional Directed Spending - 1:1 Match Required • Federal Government/National Parks (NPS)-Save America’s Treasures (SAT) Grant- $500,000 • City of Burlington Match - $500,000 o Total NPS/SAT Grant & COB Match Funding - $1,000,000.00 • Grant acceptance by BOF/CC forthcoming 3. Vermont Historic Preservation –1:1 Match required • Vermont Historic Preservation (VHP) Grant - $20,000 • City of Burlington Match - $20,000 o Total VHP & COB Match Funding - $40,000.00 • Grant acceptance by BOF/CC forthcoming TOTAL INITIAL FFL RESTORATION & PRESERVATION PROJECT FUNDING: $2,021,700.00 FUNDING CHALLENGES and UPDATE During the process of working with the selected contractor, Neagley & Chase, it was discovered that the project would be much more economical to address all the needs of the deferred maintenance of the building while subcontractors are on site. The initial funding is not adequate to cover the breadth of work the entire project needs. The additional funding needed to complete the entirety of *ALL* the preservation work is $600,000. The Friends are in agreement that this is critical to the ongoing needs of the Library and is part of the Capital Campaign and have agreed to provide these funds as a grant. Additionally, the Library was informed at around 5 PM on Friday, May 16th the National Endowment for the Humanities Grant of $245,000.00 was rescinded by the Federal Government. This leaves an additional funding gap of $245,000. Again, in their ever kindness and generosity, the Friends have once again stepped up to fill that gap. The Friends had magnanimously offered to provide additional funding of $845,000.00 to allow for the complete funding of this Preservation Project. Page 99 of 139 The request for approval for a grant from the Friends of $845,000 to cover the loss of the NEH grant of $245,000 and to provide an additional $600,000 to cover the higher project costs for a total of $845,000. This was approved by BOF and CC on June 2, 2025. Since this approval it was realized that there are Impact Fees that can be used for this project. Approval of the use of these funds will reduce the Friends’ Grant agreement from $845,000 to $645,000 allowing the Friends to Keep $200,000 set aside for future Library support needs. The City Attorney, Mayor, and CAO have approved the use of Impact Fees for this project. This will adjust the Friend’s Grant agreement to $645,000 and the payment schedule will be changed to 3 installments of $215,000 on October 1, November 1, and December 1. As was stated in the June 2, 2025 memo, should the project cost not require the full grant from the Friends, the final payment will be reduced accordingly and this unused amount of the Grant shall be returned to the Friends within 30 days of the work's completion. If the Federal Government rescinds their NEH rescission, any of the $245,000 already spent from this Friends Grant will be reimbursed to the Friends, and if Federal funds are available before completion of the project, the amount of the Friends Grant will be reduced accordingly. See table below summarizing updated available project funding. FFL Preservation Project Budget (7/3/25) Grant Funding Type Local Match Total Revenue NEH $0.00 $736,275.00 $736,275.00 NPS/CDS $500,000.00 $500,000.00 $1,000,000.00 ACCD $20,000.00 $20,000.00 $40,000.00 Friends of FFL $645,000.00 $0.00 $645,000.00 Impact Fees $200,000.00 $200,000.00 Total: $1,365,000.00 $1,256,275.00 $2,621,275.00 Below is the updated Project expense lines. Page 100 of 139  Total Funds Available $ 2,621,275.00 Architect Fees Already Approved $ 89,175.00 Construction $2,427,525.00 General Project Allowance $ 104,575.00 Balance $ - The General Project Allowance allows for contingency for both architectural and construction, as well as miscellaneous project costs. 6. DEPARTMENT RECOMMENDATIONS & MOTIONS Board of Finance: 1. To approve and recommend that the City Council authorize the use of $200,000 from Impact Fees in support of the FFL Preservation Project at 235 College Street. 2. To approve and recommend that the City Council authorize the Chief Administrative Officer to take all such further actions, including by taking any necessary steps to ensure the creation of the project budget reflecting the use Impact Fees, and to execute such further instruments approved as to form by the City Attorney, as may be necessary or convenient to effectuate the transactions contemplated hereby. City Council: 1. To approve and authorize the use of Impact Fees in the amount not to exceed $200,000 from the Friends of the Fletcher Free Library in support of the FFL Preservation Project at 235 College Street. 2. To approve and authorize the Chief Administrative Officer to take all such further actions, including by taking any necessary steps to ensure the creation of the project budget reflecting the use of Impact Fees, and to execute such further instruments approved as to form by the City Attorney, as may be necessary or convenient to effectuate the transactions contemplated hereby. Page 101 of 139  Board of Finance and City Council Submission Checklist Version: April 2025 Department: Fletcher Free Library (FFL) Submitter: Mary Danko Title/Subject: FFL Preservation Project: Friends of the Fletcher Free Library Grant Approval Requested: Meeting Date: ☒ Board of Finance 7/14/2025 ☒ City Council 8/4/2025 ☐ 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 7/11/2025 Mary Danko Mayor’s Office Yes 7/10/2025 Deputy Chief of Staff Joe Magee Board/Commission N/A 5/29/2025 Click or tap here to enter text. City Attorney’s Office for memo and Yes 7/9/2025 CA K. Sturtevant contracts or legal documents City Attorney’s Office for memo and Yes 7/9/2025 CA K. Sturtevant motion(s) or resolution(s) CAO for budget, financing, and memo Yes 7/10/2025 Director of Finance Bradley Kukenberger 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 102 of 139 To: Board of Finance City Council From: Megan Moir, Division Director - Water Resources Kate Komorowski, Director of Drinking Water Production Cc: Chapin Spencer, DPW Director Tony Berry, Human Resources Manager Date: July 14, 2025/August 4, 2025 Subject: Water Resources Water Personnel Reorganization - Various EXECUTIVE SUMMARY The Water Resources Division (WRD) of the Department of Public Works (DPW) requests Board of Finance and City Council approval for the following reclassification: 1. Reclassification of the Senior Water Plant Mechanic (AFSCME Grade 18) to ASFCME Grade 19 Additional details are provided below in the background. The review, update and reclassification of this position is consistent with the review, update and reclassification of the corollary position – Senior Wastewater Plant Mechanic – that was approved in June 2024. This position is currently vacant. There are funds available in the FY26 Water budget for this reclassification. BACKGROUND Over the last several years, WRD has made incremental and targeted adjustments to its staffing resources and staffing structure to address staffing resiliency (See current organizational chart Attachment A). The last significant personnel update was completed in June 20241. Water Resources management strives regularly to review the job descriptions of positions throughout the organization – and in particular when there is a vacancy for a given position. The Senior Wastewater Plant Mechanic position was reviewed, updated and regraded in June 2024 as part of a larger reorganization effort for the Wastewater Operations group. The Senior Water Plant Mechanic position is a corollary to the Wastewater position (focusing instead on the Drinking Water operational facilities). The previous Senior Water Plant Mechanic was recently promoted to Drinking Water Production Manager (May 2025), leaving the Senior Plant Mechanic position vacant. Before posting for recruitment, a review and similar update was needed for consistency and to support operational needs. Similar to the changes made for the Wastewater position, additional duties, responsibilities and certification requirements have been added to this position to support increasing the level of responsibility that the organization needs this position to exercise in their role. This includes, but is not limited to:  Increased responsibility related to improving and leading the maintenance program for drinking water facilities 1 See https://burlingtonvt.portal.civicclerk.com/event/7005/files/attachment/4998 Page 103 of 139   Responsibility for identifying and overseeing work that needs to be performed by outside vendors  Direct involvement in creation and update of standard operating procedures  Increased experience requirement  Addition of certifications related to asset management, OSHA 10 and 30 and electrical/arc flash training The Senior Water Plant Mechanic position is currently AFSCME Grade 18. The Human Resources (HR) Grading Committee graded the Senior Water Plant Mechanic position as AFSCME Grade 19. Looking Ahead This request represents the continuation of incremental and necessary investment in not just the capital infrastructure for water resources, but also the human resources infrastructure needed to implement those projects and run the essential services provided by the Water Resources Division. While no new staff additions are currently envisioned at this time, Water Resources continues to review its workgroups to ensure that job descriptions are updated as necessary and to evaluate where job description tiering may yield demonstrable benefits. Tiering is an important tool in the recruitment and retention toolbox for many reasons:  Supports, encourages and financially compensates employee growth  Allows the organization to increase the efficiency of its work by placing more responsibility on employees who have demonstrated proficiency and achieved certifications  Entry level tiering provides the opportunity to hire workers with little to no training but with appropriate training level compensation until they reach basic proficiency levels BUDGET IMPACT The City’s Human Resources Department has reviewed the position description and determined the recommended pay scale for this updated position. The salary impact was calculated using the FY26 pay-scales. Funding for this proposed personnel change is available in the 5000_100 and 5000_910 Salary and Salary- Contingency expense lines of the FY26 Water Budget. Authorization of a budget neutral amendment is requested in this memo to distribute the necessary amount in the contingency line to the appropriate personnel expense lines once the new hire wage is determined. Position Grade Salary Impact1 Reclassification of Senior Water Plant Mechanic AFSCME, Grade 19 $6,741 Notes 1) As position is currently vacant, using difference between Step 7 of Grade 18 vs. Grade 19. Motions Board of Finance Motion: 1. To approve and to recommend that City Council approve the: Page 104 of 139   Reclassification of the Senior Water Plant Mechanic, a Regular, Full-time, Non-Exempt, AFSCME, Grade 18 position to Senior Water Plant Mechanic, a Regular, Full-time, Non-Exempt, AFSCME, Grade 19 position. 2. To approve and recommend that the City Council authorize the Chief Administrative Officer to approve budget neutral amendments to the FY26 Water budgets to move budgeted amounts from Salaries and Wages Total Compensation Contingency lines 460-19-400-000.5000_910 to the appropriate personnel lines as needed to implement the above actions. City Council Motion: 1. To approve the:  Reclassification of the Senior Water Plant Mechanic, a Regular, Full-time, Non-Exempt, AFSCME, Grade 18 position to Senior Water Plant Mechanic, a Regular, Full-time, Non-Exempt, AFSCME, Grade 19 position. 2. To approve and authorize the Chief Administrative Officer to approve budget neutral amendments to the FY26 Water budget to move budgeted amounts from Salaries and Wages Total Compensation Contingency lines 460-19-400-000.5000_910 to the appropriate personnel lines as needed to implement the above actions. Attachments: A. Current Water Resources Division Organizational Chart B. Proposed Water Resources Division Organizational Chart C. Water Resources – Water Plant Team Current and Proposed Organizational Charts (Close Up) D. Job Description Page 105 of 139  Department of Public Works Water Resources Division Megan Moir Division Director City of Burlington Current Water Resources Mkt Factor Fiscal Year 2026 Eleanore Walker Water Policy and Program Advisor Grade 21 Matt Dow Director of Kate Komoroski Wastewater Director of Drinking Rocky Vogler Facilities Water Production Director of Jessica Lavalette NU Grade 24 NU Grade 24 Engineering and Director of Finance Operations and Administration Grade 25 NU Grade 24 Dave Booska Nathan Lavallee Collection System Drinking Water Wastewater Maintenance Production Manager Treatment Manager Manager NU Grade 22 NU Grade 22 NU Grade 20 Maja Kazimieruk Utility Billing and Martin Lee Seth Kuchenbecker Edin Delahmetovic Customer Care Engineering Stormwater Program Water Distribution NU Grade 20 Manager Manager Field Manager Cale Whitcomb Ian Sasso NU Grade 23 NU Grade 21 NU Grade 20 David Codling John Malcovsky Laurie Lavallee Senior Plant Steve Groelinger Senior Meter Working Senior Plant VACANT Sr. Financial and Operator Senior Plant Collection System VACANT Foreman Administrative Mechanic- Senior Plant Grade 19 Operator Operator Plant Operator Grade 16 Analyst Wastewater Mechanic-Water Grade 19 Grade 17 Grade 17 NU Grade 19 Grade 19 Grade 18 Kyle Southwell Christina Nichols Amelia McClure Meter to Cash Customer Care Hannah Yates Emily Piersak Ashley Walenty Plant Operator I/II Nate Dike Terry E Goodrich Water Resources Public Works Stormwater Field Trevor Bosman James Berlinghoff Bruce Hines Analyst I/II Associate Accounting and Larry Hammond Collection System Lead Pump Station Gary Hayden Specialist Meter Field Grade 16/17 Grade 14 Grade 17/18 Operator I/II Operator Plant Mechanic Jackson Dandridge Plant Mechanic Richard Benjamin Plant Operator Infrastructure Asset Engineer - Water Grade 18 Distribution Distribution Working Technician Admin Plant Operator I/II Manager Resources Working Foreperson Foreperson Grade 17/18 Grade 15/16 Grade 18 Grade 17 Grade 17 Grade 17 NU Grade 20 NU Grade 21 Grade 17 Grade 17 Grade 15 Eric Dion Stormwater Stephanie Shohet Steve Miksek Robert Knaus Peter Arnold Meter to Cash Customer Care Plant Operator I/II Collection System Pump Station Mary Bourque VACANT Bobby Byrne Analyst I/II Associate VACANT Robert Watt Tyler Dixon Grade 17/18 Travis Millette Operator I/II Operator Wyatt Shaw Robert Barclay Public Works Distribution Field Distribution Field Grade 16/17 Grade 14 Plant Mechanic Water Resources GIS Meter Field Plant Operator I/II Grade 15/16 Grade 17 Plant Mechanic Plant Operator Engineer - Water Technician Technician Technician Grade 17 Grade 17 Grade 17 & Field Specialist Grade 17/18 Resources Grade 15 Grade 15 Grade 15 Grade 18 NU Grade 21 Emma Rosenau Collection System Utility Billing and Customer Care Wastewater Plant VACANT Matt Zeno Plant Operator I/II North, East Plants Maintenance Bruce Campbell Monika Ingalls Grade 17/18 Mechanics Plant Mechanic Colin DeBernardo Willie Glen Public Works Distribution Field Distribution Field Meter Field Plant Operator Technician Technician Grade 17 Grade 17 Utilities Inspector Engineer - Water Grade 15 Grade 15 Services Grade 19 Resources Alec Eichrodt VACANT NU Grade 21 Plant Operator I/II Operator/ Igor Melnik Robert McKitty Grade 17/18 Mechanic Assistant Tyler Booska Distribution Field Distribution Field Grade 15/16 Plant Operator Engineering and Asset Technician Technician Grade 17 Management Grade 15 Grade 15 Main Plant and Drinking Water Production and Christopher Brault Biosolids Kobe Mazza Storage Distribution Field Distribution Field Operators Technician Technician Grade 15 Grade 15 Water Distribution Field Services WORKGROUP FUNCTION KEY Wastewater and One Water Stormwater Wastewater Drinking Water (Drinking Water, Stormwater Billing Collections Customer Care Wastewater, Finance Stormwater) Page 106 of 139  Department of Public Works Water Resources Division Megan Moir Division Director City of Burlington Proposed Water Resources Mkt Factor Fiscal Year 2026 Eleanore Walker Water Policy and Program Advisor Grade 21 Matt Dow Director of Kate Komoroski Wastewater Director of Drinking Rocky Vogler Facilities Water Production Director of Jessica Lavalette NU Grade 24 NU Grade 24 Engineering and Director of Finance Operations and Administration Grade 25 NU Grade 24 Dave Booska Nathan Lavallee Collection System Drinking Water Wastewater Maintenance Production Manager Treatment Manager Manager NU Grade 22 NU Grade 22 NU Grade 20 Maja Kazimieruk Utility Billing and Martin Lee Seth Kuchenbecker Edin Delahmetovic Customer Care Engineering Stormwater Program Water Distribution NU Grade 20 Manager Manager Field Manager Cale Whitcomb Ian Sasso NU Grade 23 NU Grade 21 NU Grade 20 David Codling John Malcovsky Laurie Lavallee Senior Plant Steve Groelinger Senior Meter Working Senior Plant VACANT Sr. Financial and Operator Senior Plant Collection System VACANT Foreman Administrative Mechanic- Senior Plant Grade 19 Operator Operator Plant Operator Grade 16 Analyst Wastewater Mechanic-Water Grade 19 Grade 17 Grade 17 NU Grade 19 Grade 19 Grade 19 Kyle Southwell Christina Nichols Amelia McClure Meter to Cash Customer Care Hannah Yates Emily Piersak Ashley Walenty Plant Operator I/II Nate Dike Terry E Goodrich Water Resources Public Works Stormwater Field Trevor Bosman James Berlinghoff Bruce Hines Analyst I/II Associate Accounting and Larry Hammond Collection System Lead Pump Station Gary Hayden Specialist Meter Field Grade 16/17 Grade 14 Grade 17/18 Operator I/II Operator Plant Mechanic Jackson Dandridge Plant Mechanic Richard Benjamin Plant Operator Infrastructure Asset Engineer - Water Grade 18 Distribution Distribution Working Technician Admin Plant Operator I/II Manager Resources Working Foreperson Foreperson Grade 17/18 Grade 15/16 Grade 18 Grade 17 Grade 17 Grade 17 NU Grade 20 NU Grade 21 Grade 17 Grade 17 Grade 15 Eric Dion Stormwater Stephanie Shohet Steve Miksek Robert Knaus Peter Arnold Meter to Cash Customer Care Plant Operator I/II Collection System Pump Station Mary Bourque VACANT Bobby Byrne Analyst I/II Associate VACANT Robert Watt Tyler Dixon Grade 17/18 Travis Millette Operator I/II Operator Wyatt Shaw Robert Barclay Public Works Distribution Field Distribution Field Grade 16/17 Grade 14 Plant Mechanic Water Resources GIS Meter Field Plant Operator I/II Grade 15/16 Grade 17 Plant Mechanic Plant Operator Engineer - Water Technician Technician Technician Grade 17 Grade 17 Grade 17 & Field Specialist Grade 17/18 Resources Grade 15 Grade 15 Grade 15 Grade 18 NU Grade 21 Emma Rosenau Collection System Utility Billing and Customer Care Wastewater Plant VACANT Matt Zeno Plant Operator I/II North, East Plants Maintenance Bruce Campbell Monika Ingalls Grade 17/18 Mechanics Plant Mechanic Colin DeBernardo Willie Glen Public Works Distribution Field Distribution Field Meter Field Plant Operator Technician Technician Grade 17 Grade 17 Utilities Inspector Engineer - Water Grade 15 Grade 15 Services Grade 19 Resources Alec Eichrodt VACANT NU Grade 21 Plant Operator I/II Operator/ Igor Melnik Robert McKitty Grade 17/18 Mechanic Assistant Tyler Booska Distribution Field Distribution Field Grade 15/16 Plant Operator Engineering and Asset Technician Technician Grade 17 Management Grade 15 Grade 15 Main Plant and Drinking Water Production and Christopher Brault Biosolids Kobe Mazza Storage Distribution Field Distribution Field Operators Technician Technician Grade 15 Grade 15 Water Distribution Field Services WORKGROUP FUNCTION KEY Wastewater and One Water Stormwater Wastewater Drinking Water (Drinking Water, Stormwater Billing Collections Customer Care Wastewater, Finance Stormwater) Page 107 of 139 Current Organizational Chart of the Workgroup Page 108 of 139 Proposed Organizational Chart of the Workgroup Page 109 of 139 Senior Plant Mechanic - Water Page 1 of 7 City of Burlington Job Description Position Title: Senior Plant Mechanic - Water Department: Department of Public Works Reports to: Chief Operator – Water Treatment PlantDirector of Drinking Water Production Director Pay Grade: 1819 Job Code: 408 Exempt/Non-Exempt: Non-Exempt Union: AFSCME General Purpose: Under the direction of the Director of Drinking Water Production, Tthis position is responsible for performing preventative and corrective maintenance at the Water Treatment Plant, reservoir, pump stations and tanks. Includes performing leading electrical and mechanical maintenance and repairs on a variety of controls, receivers, transmitters, computers and process indicators to maintain the water treatment plant and remote pump stations. This position also schedules and oversees the work of the Water Plant Mechanics. In addition, this position is responsible for performing the duties of a water plant operator. 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.)  Under the guidance of the Assist Chief OperatorDrinking Water Production Manager, assists with improving and leadings the maintenance program for all aspects of r in maintaining the water treatment plant, two pump stations, two elevated storage tanks, and the reservoir storage system and water system interconnections. and four water storage systems.  Directs, Sschedules and, oversees and tracks the completion of daily shift activities of the Plant Mechanics and the preventative maintenance tasks assigned to Plant Operators.  Provides mechanical training and mechanical proficiency evaluation of other water staff, including plant mechanics and plant operators.  Perform preventative and corrective maintenance on all plant equipment including pump rebuilding, motor maintenance, lubrication, use of inspection equipment, and cleaning equipment calibration and VFD’s.  Ensure capture and entry of mechanical related data data into applicable tracking systems such as computerized maintenance management systems (CMMS), daily operating sheets, preventative maintenance logs, and inspection logs.  Troubleshoot, and repair and calibrate instrumentation, including but not limited to: repair or replace all electronic and mechanical instruments used in chemical dosages, monitoring flows, starting and stopping pumps, setting alarm points, calibrate transmitterscalibrating transmitters, receivers and recorders, etc. Page 110 of 139 Senior Plant Mechanic - Water Page 2 of 7  Install, repair, operate and maintain all valves, gates, engines, pumps, other machinery and rotating equipment, including but not limited to: electric-driven pumps (up to 500 h.p.), diesel pumps, diesel generators, vacuum pumps, blowers, air compressors, large electric valves, and chemical feed pumps, as well as a variety of other equipment such as ventilators, heating systems, dehumidifiers and air conditioners.  Perform preventative and corrective maintenance on all plant equipment including pump rebuilding, motor maintenance, lubrication, use of inspection equipment, and cleaning equipment calibration and VFD’s.  Install, repair and maintain electrical and controls equipment, including but not limited to: motors, VFDs, PLCs, process instrumentation, telemetry equipment, lighting and security cameras.  Check and maintain reservoir and high service tanks, including but not limited to, inspect tanks and record readings, inspect pumps, piping, buildings, grounds, and uninterrupted power supply and make repairs, etc.  Serve as Plant Operator while simultaneously performing Plant Mechanic duties as necessary.  Schedule equipment runs; record elapsed time reading and schedule pumps, blowers, and chemical feed pumps for even run time distribution and maintenance.  Maintain parts and supplies; order parts, stock and inventory. Responsible for ensuring adequate supply of parts, supplies and back up equipment for critical plant infrastructure.  Develop and implement preventative maintenance program for all plant and offsite equipment.  Observe, report and assist with maintenance or other correction of abnormal conditions within mechanical processes, including safe working conditions.  Brief Plant Operators on any problems or special situations which affect operation of plant. Monitors and provides updates for on-going mechanical and electrical issues to the Production management, mechanics and plant operators.  Recommend design changes in the water plant.  Provide technical expertise to consultants, engineers and contractors on large scale plant upgrades, changes and new systems.  Schedule, organize and oversees work by contractors when needed for outside support, trouble shooting repairs and installs  Schedule factory representatives’ visits; schedule systems and special projects to be worked on or experimented with in conjunction with factory service personnel.  Follow written safety compliance procedures including but not limited to: Lockout/Tagout and , Permit Confined Spaces and NFPA 73E.  Oversee work performed by contractors on the mechanical or electrical systems.  Attend training programs to keep skills and knowledge current with improvements and changes in plant equipment.  With direction from Chief Operatorthe Drinking Water Production Manager, implement mechanical and electrical training programs and evaluate skill proficiency of Plant Mechanics. Provides mechanical training and mechanical proficiency evaluation of other water staff, including plant mechanics and plant operators  Assists Water management in the development and update of standard operating procedures for mechanical and electrical equipment. Page 111 of 139 Senior Plant Mechanic - Water Page 3 of 7  Perform building and grounds custodial duties.  Participate in formalized training courses for fulfillment of licensing, state, federal or job requirements.  Response to emergencies on weekends/evenings expected. May be required to participate in on-call rotation.  Enters purchase orders for maintenance related purchases.  On-Call and Shift Coverage as required. Non-Essential Job Functions:  Performs other duties as required. Qualifications/Basic Job Requirements:  High school diploma or equivalent required.  Experience requirement Summary Table Degree With following number of years experience in working in a an industrial trade performing preventative and corrective maintenance (such as a Water plant or physical plant operations). Required Preferred Bachelor of Science in Two (2) years Three (3) years Engineering Associates degree in Three (3) years Four (4) years Engineering, or a two year electrical or mechanical program. High School Degree or Eight (8) years Ten (10) years equivalent  Completion of mechanical/electrical program at a two-year technical college and one year experience in a water or wastewater plant performing preventative and corrective maintenance, or  years working in a water or wastewater plant or similar industrial or production setting performing preventative and corrective maintenance required.  Satisfactory completion of training courses in mechanical/electrical maintenance fields required.  Vermont State Operator Classification, Grade 4C or equivalent required or the ability to obtain above certificationpass the licensing exam within one and one-half (1.5) years of date of hire required.  Demonstrated relevant proficient understanding of equipment and process control for all Water Plant facilities within 1 year.  Completion of OSHA 10 required within 6 months. Completion of OSHA 30 within 2 years required.  Certification of training in Asset Management (CTAM) or equivalent is preferred; must be obtained within 1 year. is preferred, must be completed within 1 year.  Ability to serve as arc flash qualified person after completion of NFPA 70E and Arc Flash training within 1.5 year. Page 112 of 139 Senior Plant Mechanic - Water Page 4 of 7  Previous experience with programmable logic controllers (PLCs) and variable frequency drives (VFDs) preferred. .  Experience with computerized maintenance management/asset management systems preferred.  Ability to obtain Forklift Operator certification required.  Familiarity with Supervisory Control & Data Acquisition (SCADA) systems, with troubleshooting experience preferred.  Journeyman electrician license preferred..  Ability to perform electrical and mechanical maintenance.  Ability to troubleshoot and repair water plant and pump station mechanical and electrical problems.  Ability to maintain and evaluate simple records and interpret blueprints and electrical diagrams.  Ability to comprehend and carry out written, oral and diagrammatic instructions.  Ability to assume Water Plant Operator duties required.  Ability to lead small teams.  Ability to obtain and maintain a valid VT driver’s license required.  Ability to operate varied equipment such as test equipment, computers, welders, torches, drill press and grinders, etc, required.  Respond to emergencies on weekends/evenings required.  Demonstrated ability to perform physical aspects of position.  Ability to maintain effective work relationships with other staff members  Ability to comprehend and carry out written, oral and diagrammatic instructions  Ability to diagnose abnormalities in mechanical and electrical systems.  Ability to perform ordinary arithmetic calculations involving decimals and fractions.  Satisfactory completion of training courses in mechanical/electrical maintenance fields required.  Ability to actively support City diversity, equity, and cultural competency efforts within stated job responsibilities and work effectively across diverse cultures and constituencies.  Satisfactory completion of training course in mechanical/electrical maintenance fields required.  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 work weekdays as regular schedule with overtime as needed.  Ability to provide relief operator coverage for open 12 hour shifts as needed based on needs of the 24-7 operations team. 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. Page 113 of 139 Senior Plant Mechanic - Water Page 5 of 7 _x_ seeing _x_ ability to move distances _x_ lifting (specify) _x_ color perception within and between _50_ pounds (red, green, amber) warehouses/offices _x_ carrying (specify) _x_ hearing/listening _x_ climbing _50_ pounds __ clear speech _x_ ability to mount and _x_ driving (local/over _x_ touching dismount forklift/truck the road) _x_ dexterity _x_ pushing/pulling _x_ hand _x_ finger _x_ reading - basic __ math skills - basic _x_ analysis/comprehension _x_ reading - complex _x_ math skills - complex _x_ judgment/decision _x_writing - basic _x_ clerical making __ writing - complex _x_ shift work _x_ outside _x_ pressurized equipment _x_ works alone __ extreme heat _x_ moving objects _x_ works with others _x_ extreme cold _x_ high places _x_ verbal contact w/others _x_ noise _x_ fumes/odors _x_ face-to-face contact _x_ mechanical equipment _x_ hazardous materials _x_ inside _x_ electrical equipment _x_ dirt/dust Page 114 of 139 Senior Plant Mechanic - Water Page 6 of 7 x seeing x ability to move distances x color perception (red, green, amber) x lifting (75 pounds chest high, 2-3/daily) x hearing/listening x carrying (75 pounds) x clear speech x climbing x touching x driving (local / over the road) x dexterity x ability to mount and dismount forklift x hand x pushing/pulling x finger x shift work x reading – basic x moving objects x reading – complex x pressurized equipment math skills – basic x extreme heat x math skills – complex x extreme cold x writing – basic x high places writing – complex x noise x analysis/comprehension x fumes/odors x judgment/decision making x dirt/dust x clerical x hazardous materials x inside x electrical equipment x outside x mechanical equipment x works alone x works with others x face-to-face contact x verbal contact w/others Supervision: Directly Supervises: __0__ Indirectly Supervises: __83___ 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: __________ Human Resources: _____________________________ Date: __________ This position description is provided to AFSCME for information only. The City has no obligation to negotiate with AFSCME regarding changes in position descriptions. The City’s provision of revised position descriptions is in no way an admission of any obligation to negotiate or voluntary commitment to negotiate changes in position descriptions. Page 115 of 139 Senior Plant Mechanic - Water Page 7 of 7 Created November 2015. Updated April 2022MayJune 2025 Page 116 of 139 Senior Plant Mechanic - Water Page 1 of 5 City of Burlington Job Description Position Title: Senior Plant Mechanic - Water Department: Department of Public Works Reports to: Director of Drinking Water Production Pay Grade: 19 Job Code: 408 Exempt/Non-Exempt: Non-Exempt Union: AFSCME General Purpose: Under the direction of the Director of Drinking Water Production, this position is responsible for performing preventative and corrective maintenance at the Water Treatment Plant, reservoir, pump stations and tanks. Includes leading electrical and mechanical maintenance and repairs on a variety of controls, receivers, transmitters, computers and process indicators to maintain the water treatment plant and remote pump station. This position also schedules and oversees the work of the Water Plant Mechanics. In addition, this position is responsible for performing the duties of a water plant operator. 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.)  Under the guidance of the Drinking Water Production Manager, assists with improving and leading the maintenance program for all aspects of the water treatment plant, pump stations, elevated storage tanks, reservoir storage system and water system interconnections. Directs, schedules, oversees and tracks the completion of daily shift activities of the Plant Mechanics and the preventative maintenance tasks assigned to Plant Operators.  Perform preventative and corrective maintenance on all plant equipment including pump rebuilding, motor maintenance, lubrication, use of inspection equipment, and cleaning equipment calibration and VFD’s.  Ensure capture and entry of mechanical related data into applicable tracking systems such as computerized maintenance management systems (CMMS), daily operating sheets, preventative maintenance logs, and inspection logs.  Troubleshoot, repair and calibrate instrumentation, including but not limited to: repair or replace all electronic and mechanical instruments used in chemical dosages, monitoring flows, starting and stopping pumps, setting alarm points, calibrating transmitters, receivers and recorders, etc.  Install, repair, operate and maintain all valves, gates, engines, pumps, other machinery and rotating equipment, including but not limited to: electric-driven pumps (up to 500 h.p.), diesel pumps, diesel generators, vacuum pumps, blowers, air compressors, large electric valves, and chemical feed pumps, as well as a variety of other equipment such as Page 117 of 139 Senior Plant Mechanic - Water Page 2 of 5 ventilators, heating systems, dehumidifiers and air conditioners.  Install, repair and maintain electrical and controls equipment, including but not limited to: motors, VFDs, PLCs, process instrumentation, telemetry equipment, lighting and security cameras.  Check and maintain reservoir and high service tanks, including but not limited to, inspect tanks and record readings, inspect pumps, piping, buildings, grounds, and uninterrupted power supply and make repairs, etc.  Serve as Plant Operator while simultaneously performing Plant Mechanic duties as necessary.  Schedule equipment runs; record elapsed time reading and schedule pumps, blowers, and chemical feed pumps for even run time distribution and maintenance.  Maintain parts and supplies; order parts, stock and inventory. Responsible for ensuring adequate supply of parts, supplies and back up equipment for critical plant infrastructure.  Develop and implement preventative maintenance program for all plant and offsite equipment.  Observe, report and assist with maintenance or other correction of abnormal conditions within mechanical processes, including safe working conditions.  Brief Plant Operators on any problems or special situations which affect operation of plant. Monitors and provides updates for on-going mechanical and electrical issues to the Production management, mechanics and plant operators.  Recommend design changes in the water plant.  Provide technical expertise to consultants, engineers and contractors on large scale plant upgrades, changes and new systems.  Schedule, organize and oversees work by contractors when needed for outside support, trouble shooting repairs and installs  Follow written safety compliance procedures including but not limited to: Lockout/Tagout, Permit Confined Spaces and NFPA 73E.  Oversee work performed by contractors on the mechanical or electrical systems.  Attend training programs to keep skills and knowledge current with improvements and changes in plant equipment.  With direction from the Drinking Water Production Manager, implement mechanical and electrical training programs and evaluate skill proficiency of Plant Mechanics. Provides mechanical training and mechanical proficiency evaluation of other water staff, including plant mechanics and plant operators  Assists Water management in the development and update of standard operating procedures for mechanical and electrical equipment.  Perform building and grounds custodial duties.  Participate in formalized training courses for fulfillment of licensing, state, federal or job requirements.  Response to emergencies on weekends/evenings expected. May be required to participate in on-call rotation.  Enters purchase orders for maintenance related purchases.  On-Call and Shift Coverage as required. Non-Essential Job Functions: Page 118 of 139 Senior Plant Mechanic - Water Page 3 of 5  Performs other duties as required. Qualifications/Basic Job Requirements:  High school diploma or equivalent required.  Experience requirement Summary Table Degree With following number of years experience in working in a an industrial trade performing preventative and corrective maintenance (such as a Water plant or physical plant operations). Required Preferred Bachelor of Science in Two (2) years Three (3) years Engineering Associates degree in Three (3) years Four (4) years Engineering, or a two year electrical or mechanical program. High School Degree or Eight (8) years Ten (10) years equivalent  Satisfactory completion of training courses in mechanical/electrical maintenance fields required.  Vermont State Operator Classification, Grade 4C or equivalent required or the ability to pass the licensing exam within one and one-half (1.5) years of date of hire required.  Demonstrated relevant proficient understanding of equipment and process control for all Water Plant facilities within 1 year.  Completion of OSHA 10 required within 6 months. Completion of OSHA 30 within 2 years required.  Certification of training in Asset Management (CTAM) or equivalent is preferred; must be obtained within 1 year.  Ability to serve as arc flash qualified person after completion of NFPA 70E and Arc Flash training within 1.5 year.  Previous experience with programmable logic controllers (PLCs) and variable frequency drives (VFDs) preferred.  Experience with computerized maintenance management/asset management systems preferred.  Ability to obtain Forklift Operator certification required.  Familiarity with Supervisory Control & Data Acquisition (SCADA) systems, with troubleshooting experience preferred.  Journeyman electrician license preferred.  Ability to perform electrical and mechanical maintenance.  Ability to troubleshoot and repair water plant and pump station mechanical and electrical problems.  Ability to maintain and evaluate simple records and interpret blueprints and electrical diagrams.  Ability to assume Water Plant Operator duties required. Page 119 of 139 Senior Plant Mechanic - Water Page 4 of 5  Ability to lead small teams.  Ability to obtain and maintain a valid VT driver’s license required.  Ability to operate varied equipment such as test equipment, computers, welders, torches, drill press and grinders, etc, required.  Respond to emergencies on weekends/evenings required.  Demonstrated ability to perform physical aspects of position.  Ability to maintain effective work relationships with other staff members  Ability to comprehend and carry out written, oral and diagrammatic instructions  Ability to diagnose abnormalities in mechanical and electrical systems.  Ability to perform ordinary arithmetic calculations involving decimals and fractions.  Ability to actively support City diversity, equity, and cultural competency efforts within stated job responsibilities and work effectively across diverse cultures and constituencies.  Satisfactory completion of training course in mechanical/electrical maintenance fields required.  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 work weekdays as regular schedule with overtime as needed.  Ability to provide relief operator coverage for open 12 hour shifts as needed based on needs of the 24-7 operations team. 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. x seeing x ability to move distances x color perception (red, green, amber) x lifting (75 pounds chest high, 2-3/daily) x hearing/listening x carrying (75 pounds) x clear speech x climbing x touching x driving (local / over the road) x dexterity x ability to mount and dismount forklift x hand x pushing/pulling x finger x shift work x reading – basic x moving objects x reading – complex x pressurized equipment math skills – basic x extreme heat x math skills – complex x extreme cold x writing – basic x high places writing – complex x noise x analysis/comprehension x fumes/odors x judgment/decision making x dirt/dust Page 120 of 139 Senior Plant Mechanic - Water Page 5 of 5 x clerical x hazardous materials x inside x electrical equipment x outside x mechanical equipment x works alone x works with others x face-to-face contact x verbal contact w/others Supervision: Directly Supervises: __0__ Indirectly Supervises: __8___ 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: __________ Human Resources: _____________________________ Date: __________ This position description is provided to AFSCME for information only. The City has no obligation to negotiate with AFSCME regarding changes in position descriptions. The City’s provision of revised position descriptions is in no way an admission of any obligation to negotiate or voluntary commitment to negotiate changes in position descriptions. Created November 2015. Updated June 2025 Page 121 of 139  Board of Finance and City Council Submission Checklist Version: April 2025 Department: DPW – Water Resources Submitter: Megan Moir / Kate Komorowski Title/Subject: Reclassification of Senior Drinking Water Plant Mechanic position Approval Requested: Meeting Date: ☒ Board of Finance 7/14/2025 ☒ City Council 8/4/2025 ☐ 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 7/7/2025 Chapin Spencer Mayor’s Office Yes 7/9/2025 Joe Magee 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 N/A 7/8/2025 Erik Ramakrishnan contracts or legal documents City Attorney’s Office for memo and Yes 7/8/2025 Erik Ramakrishnan motion(s) or resolution(s) CAO for budget, financing, and memo Yes 7/9/2025 Brad Kukenberger 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 122 of 139  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: City of Burlington, Board of Finance and City Council FROM: Corey Mims, PE, Senior Public Works Engineer DATE: July 14, 2025 BOF & CC CC: Chapin Spencer, Director of Public Works Laura Wheelock, PE, Assistant Director of Public Works/City Engineer Jack Keller, PE, Public Works Engineer RE: Budget Amendment Authorization - Champlain Parkway Project Initial Construction Contract Request: The Department of Public Works (“DPW”) is requesting the Board of Finance to approve and recommend the City Council authorize the Chief Administrative Officer (or their designee) execute a neutral Champlain Parkway project budget amendment to modify and correct project revenues, and further approve and authorize the Chief Administrative Officer (or their designee) to execute necessary transfers in furtherance of the neutral project budget adjustment. Background: In 2019 the City had prepared to put out for bid the Champlain Parkway Project. Due to the project litigation at that time bidding was delayed. As part of this earlier preparation DPW had executed agreements with utility companies known to have occupancy in the project corridor. These agreements identified the utilities’ financial responsibilities for utility relocation and undergrounding. It was determined that a portion of the costs for relocation and undergrounding utilities would be eligible under the project’s federal and state participation with pass through costs to the City. The MOU with Burlington Electric Department was an exception to this, which identified a 50/50 cost split between BED and DPW for the costs not reimbursable by federal/state partners. On September 13, 2021 DPW staff presented to the Board of Finance and City Council the South End Construction Coordination Plan which introduced the idea of a two-phase construction of the Champlain Parkway Project – as part of an overall sequencing plan for South End capital projects, to minimize community impacts. With Council support, the Page | 1 of 4 Page 123 of 139 RE: Budget Amendment - Champlain Parkway Project July 14, 2025 Page | 2 of 4 Champlain Parkway Project team split the project’s construction into two separate construction phases, the “Initial” and “Final” phases. On April 25, 2022 the City of Burlington approved the authorization to execute the Champlain Parkway Initial Construction Contract with SD Ireland Kubricky JV LLC in an amount of $40,980,143.40 with an additional $4,098,014 (10%) in contingency funds, totaling up to $45,078,157.40. On February 20, 2024 the City of Burlington authorized an increase to the Champlain Parkway FY24 project budget to continue approved project activities in FY24. This budget amendment introduced $895,000 of new revenue/non-grant reimbursable expenses to the project budget for utility relocation. This current memo and related motions seeks to correct City’s accounting and further increase reimbursable revenues while transferring expenses to the correct funding sources for the Champlain Parkway Project budget due to reasons listed below. These changes would not require an increase to the previously-authorized Champlain Parkway project budget. • The remaining construction change orders of both Participating, Non-Participating and Non-Participating Reimbursable project costs • The need to re-assign project expenses to the proper Water Resources and Traffic funding sources for required field changes to water and traffic infrastructure per requested project scope changes • The need to reconcile project expenses to the correct Participating/Non- Participating revenue and expense line items DPW Staff and our resident engineer on the project have reviewed the project budget expenses and found them to be reasonable and appropriate. Some of the expenses, such as the utility relocation costs, were above previous projections and were required to build the project as designed. A number of the City-requested investments sought to take advantage of this active project to make efficient and related infrastructure upgrades including: • Upsizing the water main on Lakeside Avenue to accommodate continued South End development • Add Traffic upgrades to intersection detection equipment and additional service disconnects for better public safety • Additional BED conduit installation for potential future usage 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 124 of 139 RE: Budget Amendment - Champlain Parkway Project July 14, 2025 Page | 3 of 4 For the public, project information can always be found on the project’s website: www.champlainparkway.com. There is also a mailing list sign up on the website so stakeholders can stay up to date on construction and other news. Councilors are welcome to reach out to the project team with specific questions: • Corey Mims, cmims@burlingtonvt.gov • Jack Keller, jckeller@burlingtonvt.gov Financials: The existing funding for this project comes from several sources: • Cooperative Agreement with VTrans. The funding breakdown for this grant is 95% Federal, 3% State, and 2% Local Match for participating project expenses. • Street Capital: 2% Local Match comes from Street Capital funds currently assigned to the project. • General Fund Bond: Used to pay for non-participating costs to the City • Petroleum Cleanup Funds: Project incurred costs for the petroleum cleanup upfront and submitted for reimbursement from the State • DPW Water Resources: Project reimbursement for non-participating costs associated with additional scope requests made by Water Resources • DPW Traffic: Project reimbursement for non-participating costs associated with additional scope requests made by the Parking & Traffic Division • Utility Relocation Agreements: Project will seek reimbursement from the following companies based on individual infrastructure costs. In total an estimated $840,000 will be billed. o Burlington Telecom o Century Link/Lumen o Comcast o Consolidated o First Light o Vermont Telephone o BED* *BED Utility Relocation Agreement – BED is currently estimated to be responsible for ~$147,000 to the project for relocation and undergrounding of their infrastructure to date. 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 125 of 139 RE: Budget Amendment - Champlain Parkway Project July 14, 2025 Page | 4 of 4 Motions Actions for Board of Finance: 1. To approve and recommend the City Council authorize the Chief Administrative Officer (or their designee) execute a neutral Champlain Parkway project budget amendment to modify and correct project revenues, and further approve and authorize the Chief Administrative Officer (or their designee) to execute necessary transfers in furtherance of the neutral project budget adjustment. Actions for City Council: 1. To authorize the Chief Administrative Officer (or their designee) execute a neutral Champlain Parkway project budget amendment to modify and correct project revenues, and further approve and authorize the Chief Administrative Officer (or their designee) to execute necessary transfers in furtherance of the neutral project budget adjustment. 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 126 of 139  Board of Finance and City Council Submission Checklist Version: April 2025 Department: DPW-Tech Services Submitter: Corey Mims Budget Amendment Authorization - Champlain Parkway Project Initial Title/Subject: Construction Contract Approval Requested: Meeting Date: ☐ Board of Finance 7/14/2025 ☐ City Council 7/14/2025 ☒ Both BOF and Council 7/14/2025 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 7/8/2025 Chapin Spencer Mayor’s Office Yes 7/9/2025 Joe Magee 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 7/7/2025 Erik Ramakrishnan motion(s) or resolution(s) CAO for budget, financing, and memo Yes 7/8/2025 Brad Kukenberger 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 127 of 139  City of Burlington Fleet Committee 645 Pine Street Burlington, VT 05402 802.863.9094 Date: July 14, 2025 To: Board of Finance/City Council From: Fleet Committee Chapin Spencer, Director, Public Works Katherine Schad, Chief Administrative Officer, Clerk/Treasurer’s Office Michael Curtin, Battalion Chief, Burlington Fire Department Deryk Roach, Parks Maint. & Operations Superintendent, Parks, Rec. & Waterfront Lee Perry, Division Director – Maintenance Division, Public Works Ashley Parker, Capital Program Director, Clerk/Treasurer’s Office Dave Hammond, Fleet Manager, Public Works Shannon Trammell, Executive Manager, Burlington Police Department Subject: FY26 Vehicle Purchase Recommendation REQUEST: The Fleet Committee requests the Board of Finance (BOF) approve and recommend the City Council approve the proposed FY26 vehicle purchase recommendations and list of vehicles to sell at auction. BACKGROUND: Annually, the City’s interdepartmental Fleet committee, staffed by the Department of Public Works (DPW) Fleet Manager Dave Hammond, coordinates fleet purchases for the General Fund (GF) and several enterprise/special revenue funds in order to realize cost savings and provide management oversight. Per the City of Burlington Fleet Policy, the Fleet Manager and the Maintenance Division Director meet with each Department head, or their designee, to review their annual recommended Fleet replacements and receive input on upcoming vehicle/equipment needs. With that information, the Fleet Manager researched electric and hybrid options for each item, calculated the carbon pricing on fossil fuel options, and made a recommendation to the Fleet Committee at the Fleet Committee’s quarterly meeting on June 18, 2025, where the list was discussed and reviewed further. The Committee then recommended the lists below for vehicles to purchase, sell or trade and now seeks approval by the TEUC, Board of Finance and City Council. The Fleet Committee is recommending (17) vehicles/pieces of equipment be replaced in FY26. The vehicles/equipment to be replaced and purchased are for enterprise/special revenue and GF departments. Thanks to voters on Town Meeting Day 2025, there is $3M available from the $20M General Obligation (GO) bond for the purchase of GF vehicles in FY26. Other FY26 General Fund vehicle purchases are being recommended as other funding sources have been confirmed and recommended by the Director of Page 128 of 139 Finance. All purchases recommended for enterprise/special revenue departments will be budgeted for and funded by their own revenue streams. The recommended purchase list has been reviewed by the Fleet Committee and Burlington Electric Department (BED) for additional recommendations. There will be two (2) electric vehicles (EV) purchased in FY26 and the replacement of one internal combustion engine with an EV from another department. BED had no other recommendations for electric or hybrid vehicles on the FY26 vehicle/equipment purchase list. The FY26 Fleet replacement list was presented to the Transportation, Energy, and Utilities Committee (TEUC) of the City Council, at their June 23, 2025, meeting where representatives of the Fleet Committee received feedback from the TEUC Committee members with concerns that there were not enough internal combustion engine (ICE) vehicles being replaced with EV’s, where in previous fiscal years the replacement percentages were sometimes higher. The TEUC asked that we research possible EV replacements for the FY26 vehicle replacement list, specifically ambulances, as well as clarification as to why we would not be replacing ICE vehicles with EV options. We conducted additional review on the availability, performance and cost of EVs in the heavy vehicle sector, and we our maintaining our existing fleet recommendation. (See Attachment E Vehicle Cost Chart & EV/Hybrid Comparison). The Fleet Committee has worked hard to balance three key policy goals: 1) the City’s 2030 Net Zero energy goal, 2) the City’s operations and safety goal to replace as much of the Fleet that is at end of life as possible, and 3) manage the fleet in the most cost-effective manner possible. (See Attachment A for vehicle replacement list). RECOMMENDED FY26 FLEET PURCHASES: Until the recent voter-approved $20M GO bond on Town Meeting Day in March 2025, General Fund Fleet purchases have been deferred over the past few fiscal years due to insufficient revenues being available to purchase new vehicles. The new GO bond will allocate up to $3M for General Fund fleet vehicle purchases beginning in FY26. The Fleet Manager has established a list of vehicle/equipment to be purchased utilizing the bond proceeds from the deferred vehicle/equipment list based on a condition/cost assessment and departmental needs. While this process will allow Fleet to replace some vehicles from the deferred list, staff are continuing to work on a long-term strategy to fund FY27 and future General Fund vehicle/equipment replacement needs. This will likely resemble the creation of an Internal Service Fund for Fleet specifically. The Fleet Manager has compiled and is proposing a list of seven (7) vehicles to purchase for the General Fund with GO bond proceeds (Series 2025B). This list currently includes: an ambulance, ladder truck, three (3) dump trucks with plow, salter, or sander attachments, commercial mower, and sidewalk tractor. The current list uses most, but not all of the available GO bond funding, requiring the Fleet Manager and Fleet Committee to continue efforts to build a more sustainable, ongoing funding source for GF fleet needs. In addition, General Fund fleet gains (revenue from the sale of the City’s used vehicles) have been identified that can support the replacement of three police cruisers, two of which were previously totaled and never replaced due to lack of funding. There are four (4) vehicles recommended for purchase for departments and divisions categorized as enterprise/special revenue funds. This includes a service truck for Wastewater (Water Resources); a Ford Lightning for Traffic, a pickup with a plow for Traffic, and a vehicle replacement for Parks as they transfer their existing Chevy Bolt to Parking Services. These purchases/replacements will be funded by revenues brought in by these departments/divisions and have been incorporated into these Department’s FY26 budgets. (See Attachment B for Fleet Funding History) Page 129 of 139 DEFERRED GF FLEET VEHICLES: As noted previously, replacement of GF fleet vehicles and equipment was deferred in FY24 and FY25. The deferred list currently has 85 vehicles/equipment from various GF departments totaling about $5,245,838. Of the 85 vehicles, 16 are in urgent need of replacement, and 7 of those are included in the FY26 fleet purchasing list. There are a few items on the overall deferred list that can be deferred for a number of years because they are limited use, have limited wear, and are not expensive to maintain. Not all of the vehicles on the replacement list are eligible to be purchased with the available GO bond proceeds and need to be supported with other to-be-identified revenue sources. As we consider the growing age and number of deferred vehicles in our fleet, the need to maintain and repair the vehicles/equipment becomes a factor. The priority of our Fleet Maintenance team has shifted from a preventative maintenance program with intermittent repairs, to a more responsive maintenance program performing more repairs than preventative maintenance. The national average for preventative maintenance to repairs is ~70%, meaning 70% of Fleet Technicians time should be spent performing preventative maintenance (i.e. lube, oil, filter changes, brakes, and other levels of services). Comparatively, DPW Fleet Technicians are currently spending 48% of their time performing preventative maintenance and currently have 150 assets that are overdue on their scheduled maintenance service. Our current staff of 7 Fleet Technicians is trying to keep up with preventative maintenance and repairs. Fleet Maintenance has also outsourced larger repairs, or repairs that we do not have the bandwidth to complete in-house, by utilizing our Contractual Vehicle Repair budget. As our fleet continues to age, with no sustainable replacement funding, costs for these repairs will continue to increase. (See attachment C urgent need deferred list) Page 130 of 139 CITY’S NETZERO BY 2030 GOAL – FEET UPDATE: The Fleet Manager and the Fleet Committee have worked to advance the electrification of the City’s fleet where possible. This is based on the needs of the department, whether the EV technology can support those needs, as well as the consideration of whether the EV can provide safe and efficient service to the City’s residents. All new proposed fleet purchases will continue to be reviewed for potential EV replacement. (See attachment D Fleet electrification progression) SUGGESTED BOARD OF FINANCE MOTION: 1. To approve and recommend the City Council approve the proposed FY26 Fleet Purchasing List as detailed in Attachment A vehicle replacement list and authorize the Director of the Department of Public Works to purchase the vehicles listed therein, for a total authorized expenditure in an amount not to exceed $3,771,000. 2. To approve and recommend that the City Council authorize the Director of the Department of Public Works or designee to dispose of the FY26 replaced vehicles/equipment through any of the following means, as they shall in their reasonable judgement determine to be in the City’s best interest, and to take such further actions and execute such further instruments approved as to form by the City attorney as may be necessary or convenient to effectuate the transactions contemplated hereby; auction the vehicles/equipment through any of various online public auctions; by trade-in where vehicle/equipment is being purchased; or, if the vehicle is of no value to the vendor, Fleet Maintenance will have the vehicle/equipment, hauled away for scrap at the current market price. SUGGESTED CITY COUNCIL MOTION: 1. To approve the proposed FY26 Fleet Purchasing List as detailed in Attachment A vehicle replacement list and authorize the Director of the Department of Public Works to purchase the vehicles listed therein, for a total authorized expenditure in an amount not to exceed $3,771,000. 2. To approve the Director of the Department of Public Works or designee to dispose of the FY26 replaced vehicles/equipment through any of the following means, as they shall in their reasonable judgment determine to be in the City’s best interest, and to take such further actions and execute such further instruments approved as to form by the City Attorney as may be necessary or convenient to effectuate the transactions contemplated hereby; auction the vehicle/equipment through any of various online public auctions; by trade-in where vehicle/equipment is being purchase; or if the vehicle is of no value to the vendor, Fleet Maintenance will have the vehicle/equipment, hauled away for scrap at the current market price. Page 131 of 139 ATTACHMENT A: Vehicle Replacement Lists: FY’26 Fleet Purchase Replacement List (GO Bond 2025B) Vehicle Life Span- Replacement Order Year Estimated Receipt Year Cost Of Vehicle Purchased Ladder Truck 12 Year, 2011 $1,600,000 FY26 36 Months Medium Duty Dump/Plow 12 Year, 2002 $120,000 FY26 12 Months Truck (Parks) Medium Duty Dump/Plow 12 Year, 2010 $152,000 FY26 12 Months Truck, With Wing & Salter (Street Maintenance) Heavy Duty Plow Truck 12 Year, 2012 $238,000 FY26 24 Months (Street Maintenance) Sidewalk Tractor (Street 8 Year, 2011 $180,000 FY26 6-12 Months Maintenance) Jacobsen Mower (Parks) 8 Year, 2016 $130,000.00 FY26 3 Months Ambulance 10 Year, 2016 $420,000.00 FY26 36 Months Total Cost: $2,840,000.00 FY’26 Fleet Purchase Replacement List, (Non-GO Bond 2025B) GF, Revenue/Special Revenue Departments. Police Cruiser 5 Year, 2015 $70,000 FY26 12 Months Police Cruiser 5 Year, 2017 $70,000 FY26 12 Months Police Cruiser 5 Year, 2018 $70,000 FY26 12 Months Ambulance 10 Year, 2014 $420,000 FY26 24 Months Z Turn Mower (Parks) 10 Year, 2014 $15,000 FY26 3 Months Ford Lightning (Parks) 10 Year, 2020 $47,500 FY26 6 Months 1 Ton Service Truck 10 Year, 2015 $107,000 FY26 12 Months (Wastewater) Ford Lightning 10 Year, 2008 $47,500 FY26 6 Months (Traffic) ¾ Ton Crew Cab 10 Year, 2010 $68,000 FY26 6 Months Pickup With Salter & Plow (Traffic) *Chevy Bolt (Traffic) 7 Year, 2018 $16,000 FY26 6 Months Total Cost: $931,000 *Traffic purchasing Chevy Bolt from Parks, not a new purchase. Will move to Traffic when Parks receives the Ford Lightning. Page 132 of 139  ATTACHMENT B: Fleet Funding History: Below is a brief timeline of how funding was supported for the City’s fleet, and how it has changed over time. It provides the framework for understanding how the past has shaped the present and may provide guidance for helping us determine a new strategy focused on long-term sustainability. FY12-FY15: Moratorium on the purchase of new vehicles due to the City’s financial challenges. FY16: The City began to purchase new vehicles again – this time utilizing FY17 a master lease. At this time, an informal fleet team started creating a list of vehicles needed each year to help the City forecast needs over time. FY17: The sustainable infrastructure bond, approved by voters in November 2016, replaced 3 fire trucks for $3.3 million. FY17-FY18: The fleet team began creating a spreadsheet to track sustainable investment in fleet. The strategy of using master leases was working, but projections were showing financial challenges for fleet funding in out years due to increased debt payments. FY18: The City contracted with a fleet consultant to review how fleet was structured and recommended improvements. This resulted in a new Fleet Policy, the Fleet Committee, and a spreadsheet of needs from the consultant. October 24, 2019: The Fleet Policy was approved by the city Council. FY20: The Fleet Team estimated that the sustainable fleet replacement need was approximately $2,700,000/year. Up to this point, fleet funding had been by department. As part of the Fleet Committee and Fleet Policy development, all fleet related resources were pooled across departments into one location in order to create efficiencies in purchasing and revenues. FY20-FY22: It appears due to staff transitions and focus on the pandemic that during this time staff lost track of the strategic focus on need for General Fund money for lease payments. FY23: The Fleet Team requested the use of $715,000 of General Fund monies to support lease payments in FY23, as we were reaching the end of the Fleet reserve funds. At that time, the Fleet Team communicated that lease payments in FY24 & FY25 were going to require the same significant General Fund support. FY24: Freeze on the purchase of new vehicles for General Fund departments and a focus on the funding of FY24 General Fund lease payments. The City funded an electrification and revenue generating study done by consultant Move EV. FY25: Freeze on the purchase of new vehicles for General Fund Departments and a focus on the funding of FY25 General Fund lease payments. FY26: Voter approval in March of the $20 Million General Obligation bond enabled the Fleet Team to use $3 Million for General Fund Fleet purchases. Page 133 of 139 ATTACHMENT C: Vehicle Urgent Need List: Vehicle Urgent Need List FY26 Vehicle Department Year Make Model Replacement Cost P08 Police 2018 Ford Explorer $70,000 P11 Police 2017 Ford Explorer $70,000 P13 Police 2017 Ford Explorer $70,000 P14 Police 2018 Ford Explorer $70,000 P17 Police 2018 Ford Explorer $70,000 S24 DPW Streets 2017 Trackless MT-6 $180,000 S75 DPW Streets 2008 International 7500 Work Star $238,000 S77 DPW Streets 2016 International 7400 $238,000 Page 134 of 139 ATTACHMENT D: Fleet Electrification Progression: Page 135 of 139 ATTACHMENT D: VEHICLE COST CHART, EV/HYBRID COMPARISON & RECOMMENDATION & EXPLANATION LIST: See vehicle cost chart, EV hybrid comparison attachment in packet. Recommendation & explanation list below. Vehicle/Equipment Recommendation Recommendation Explanation 75’ Ladder Truck There are no EV options available for this ICE equipment. Ambulance There are no EV options available for this ICE equipment. See accompanying memo from Chief Curtin. Ambulance There are no EV options available for this equipment. See accompanying memo from Chief ICE Curtin. Police Cruiser *The hybrid cruisers are the same platform as the current Police fleet. This uniformity allows officers to be able to use any vehicle in the fleet at any given time without having to know if something is different in the controls. *The EV option would add approximately $20,000 to the purchase cost. The funding available within Hybrid the Police budget is enough to purchase the 3 requested hybrid cruisers. Equipment from the existing cruisers will be reinstalled in the new cruisers. *Adding EVs would require substantial infrastructure improvements to the Police Department facility to install chargers needed for the vehicles. This funding is not available. Police Cruiser Hybrid See previous explanation. Police Cruiser Hybrid See previous explanation. Plow/Salt Truck ICE There are no EV options for this equipment. Jacobsen Mower ICE There are no EV options for this equipment. Zero Turn Mower Cost of EV option exceeds gains, and available ICE money in Parks budget. Pickup Truck Funding is available, and vehicle suits the needs of EV the Department. Sidewalk Tractor There are no EV options available for this ICE equipment. Medium Duty Plow Truck There are no EV options available for this ICE equipment. Heavy Duty Plow Truck There are no EV options available for this ICE equipment. Chevy Bolt Funding is available, and vehicle suits needs of the EV Department. Service Truck Funding is available, and vehicle suits needs of the EV Department. Dump Truck with Plow There are no EV options available for this ICE equipment. Service Truck There are no EV options available for this ICE equipment. Page 136 of 139 ATTACHMENT D: Page 137 of 139  Cost of Carbon Total Cost Department Division Vehicle ID Vehicle Recommendation Replacement Interval Replacement Year Lease Duration Years FY26 Funding Source Vehicle Units Total Vehicle Internal Purchas Price Total Vehicle Combustion Hybrid w/Cost of Purchase Price ICE Engine (ICE) Hybrid/CNG ICE Purchase Cost Hybrid/CNG(after rebates) Carbon w/ Cost of Carbon Electric Rebate Fire FL6 75' Ladder Truck Fossil Fuel 12 2023 Bond 1 $31,566.87 $1,600,000.00 $1,631,566.87 NA Fire FA5 Ambulance Hybrid 10 2024 GF 1 $18,955.36 $13,055.00 $420,000.00 $438,955.36 NA Fire FA6 Ambulance Hybrid 10 2026 Bond 1 $18,955.36 $13,055.00 $420,000.00 $438,955.36 NA Police P09 Police Cruiser Hybrid 5 2020 Gains Police 1 $3,226.63 $70,000 $73,226.63 $90,000 Police P12 Police Cruiser Hybrid 5 2022 Gains Police 1 $3,226.63 $70,000 $73,226.63 $90,000 Police P15 Police Cruiser Hybrid 5 2023 Gains Police 1 $3,226.63 $70,000 $73,226.63 $90,000 Parks Rec/Waterfront PR11 Plow/Salt Truck Fossil Fuel 10 2024 Bond 1 $10,339.29 $120,000.00 $130,339.29 NA Parks Rec/Waterfront PR47 Jacobsen Mower Fossil Fuel 8 2024 Bond 1 $4,875.68 $130,000.00 $134,875.68 NA Parks Rec/Waterfront PR32 Walk Behind Mower Fossil Fuel 10 2024 Gains Parks 1 $1,357.03 $15,000.00 $16,357.03 $40,000 Parks Ranger Parks/Ranger PR83 Pickup Truck EV 10 Swap Ranger Budget 1 $47,500 9,800.00 Street Maintenance Maintenance S49 Sidewalk Tractor Fossil Fuel 8 2020 Bond 1 $4,699.41 $180,000.00 $184,699.41 NA Street Maintenance Maintenance S70 Medium Duty Plow Fossil Fuel 12 2014 Bond 1 $12,339.29 $152,000.00 $164,339.29 NA Street Maintenance Maintenance S76 Heavy Duty Plow Fossil Fuel 12 2022 Bond 1 $10,212.81 $238,000.00 $248,212.81 NA Parking Services Parking PE02 Chevy Bolt EV 7 2025 Parking Svs. Budget 1 $16,000 Traffic Department Traffic TO2 Service Truck EV 10 2018 Traffic Budget 1 $47,500 9,800.00 Traffic Department Traffic TO9 Dump Truck W/Plow Fossil Fuel 10 2020 Traffic Budget 1 $5,169.64 $68,000.00 $73,169.64 NA Wastewater Water Resources WW12 Service Truck Fossil Fuel 10 2025 7 Master Lease 1 $14,647.32 $107,000.00 $121,647.32 NA Total 17 $133,118 $35,790 $3,450,000 $210,000 $219,680 $3,583,118 $421,000 $19,600 Total Vehicle Cost Per Funding Source Total Vehicle Cost Including EV Cost EV Over ICE Including Rebates EV Rebates Total Cost of Carbon ICE Total Cost of Carbon Hyb. Number Of Vehicles GO Bond Funding $2,840,000.00 $2,840,000.00 $0 $92,988.71 $13,055.00 7 Other GF Funding $498,500.00 $498,500 $0 $9,800.00 $20,312.39 $13,055.00 3 Gains Police $210,000.00 $270,000 $60,000 $9,679.89 3 Revenue/Special Revenue $222,500.00 $222,500.00 $0 $9,800.00 $19,816.96 4 Total $3,771,000 $3,831,000.00 $60,000 $19,600.00 $133,118.06 $35,789.89 17 Page 138 of 139  Board of Finance and City Council Submission Checklist Version: April 2025 Department: Public Works Submitter: Lee Perry Title/Subject: FY26 Fleet Purchasing Memo Approval Requested: Meeting Date: ☒ Board of Finance 7/14/2025 ☒ City Council 8/4/2025 ☐ 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 7/8/2025 Reviewed and approved by Chapin Spencer. Mayor’s Office Yes 7/9/2025 Reviewed and approved by Joe Magee 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 7/8/2025 Reviewed and approved by Erik motion(s) or resolution(s) Ramakrishnan CAO for budget, financing, and memo Yes 7/8/2025 Reviewed and approved by Brad Kukenberger. 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 139 of 139