►
From YouTube: South Burlington City Council - 1/3/2023
Description
Agenda: https://www.winooskivt.gov/AgendaCenter/ViewFile/Agenda/_01032023-1041?html=true
https://linktr.ee/townmeetingtv
Call to Order 00:00:00
Announcements and City Manager's Report 00:01:53
Consent Agenda 00:07:46
Police FY24 Budget Presentation 00:09:04
Fire and EMS FY24 Budget Presentation 00:59:09
FY24 Budget Discussion 01:41:09
Heating System Regulation Discussion 01:57:16
ARPA Allocation Next Steps 02:01:20
City Manager's Evaluation Process 02:26:21
Other Business 02:36:31
Total Run Time: 02:38:40
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A
E
So,
for
those
of
you
in
the
room,
there
are
doors
on
the
left
and
right
of
the
rear
of
the
auditorium.
You
can
go
out
either
one
and
go
to
the
doors
on
either
side
if
there's
an
emergency
for
those
participating
online.
Thank
you
for
joining
us.
If
you
would
like
to
speak
during
one
of
the
agenda
items,
please
feel
free
to
turn
on
your
camera
and
what
the
chair
will
call
on
you
or
you
can
message
me
in
the
chat
and
the
chair
will
call
on
you.
We
are
not
monitoring
the
chat
for
content.
E
B
B
A
To
report
other
than
where
I
lived
on
Friday
before
Christmas,
it
was
that
Windstorm
did
send
three
trampolines
flying
through
the
backyards.
Luckily,
nobody,
no
other
animals
and
I,
don't
think
any
structures
were
hurt,
including
the
trampolines
I
could
just
they
disassembled.
You
know
when
they
hit
the
ground
so
other
than
that
a
Happy
New
Year
to
everybody
and
looking
forward
to
2023
very
hopeful
about
positive
changes
occurring
within
the
city
and
also
Nationwide
and
hopefully
worldwide.
So
there's
that
thank.
B
F
B
Everyone
in
Washington
what
a
mess
so
anyway,
let's
hope
they
can
figure
something
out.
City
manager,
I,
don't
have
anything
to
report
other
than
I.
Had
a
wonderful
Christmas
I
wish
everyone
a
Happy,
New
Year,
and
you
know
if
we
could
get
some
snow,
maybe
I
think
2023
might
be
a
little
better
for
our
economy
and
more
fun
to
traips
around
in
especially
the
dog
park.
E
E
Previously
she
served
as
the
Director
of
HR
for
central
Vermont
Medical
Center
prior
to
that
worked
for
the
city
of
Lincoln
and
Lancaster,
where
she
built
a
lot
of
Municipal
expertise
and
also
served
in
several
HR
related
positions
at
the
University
of
nebraska-lincoln
I,
don't
know
anything
about
college
football,
but
she
was
the
HR
person
for
the
athletic
department.
So
oh
wow,
maybe
an
interesting
thing.
Yeah.
H
G
G
G
E
Thank
you
great,
so
a
few
other
quick
updates,
one
in
front
of
you.
We
did
make
you
budget
books
for
tonight
in
your
discussion
on
the
budget,
so
you
have
in
there
your
roll-up
budget,
your
line,
item
budget,
my
presentation
to
you
and
the
Enterprise
fund
budgets
as
well.
So
as
we
get
into
that
tonight
and
in
the
next
couple
of
weeks,
you
have
that
in
front
of
you
to
look
at.
It's
also
posted
online
for
those
who
are
watching
remotely
two
quick
things.
I
want
to
call
out
on
the
consent
agenda.
E
One
is
we
are
asking
you
to
to
appoint
a
building
inspector
I.E
former
Chief
and
current
deputy
chief
Terry
Francis
to
that
role.
That
is
the
requirement
of
your
new
heating
ordinance,
and
then
we
are
asking
you
also
to
allow
us
to
apply
for
a
grant
for
ash
trees
that
would
require
a
2020
or
a
50
50
match
20
000
each
from
arpa
fund.
So
if
you
approve
that
you
will
be
approving
that
use
of
our
profunds
as
well,
and
then
we
do
have
a
few
odd
scheduling
things
coming
up.
E
So
I
just
wanted
to
remind
the
council
that
our
next
meeting
is
Tuesday
January
17th,
because
it's
the
Monday's,
the
Martin
Luther
King
holiday
and
then
we'll
have
another
meeting.
The
following
Monday
on
the
23rd
for
the
special
meeting
on
the
education
impact
fee,
public
hearing
and
then
the
steering
committee
meeting
with
the
school
board.
E
B
A
B
E
E
Dave
wheeler
is
here
and
can
answer
any
questions
for
you
on
this,
but
the
idea
being
when
you
had
the
first
arpa
conversation
with
the
Committees.
We
heard
it
in
express
interest
to
leverage
These
funds
to
leverage
other
funds.
So
this
was
a
opportunity
that
was
right
in
front
of
us
and
we
wanted
to
take
advantage
of
it.
Okay,
but
you
have
not
yet
allocated
that.
B
I
J
Excellent
and
the
manager
is
nice
enough
to
drive
the
slide
back.
Thank
you.
So
much
appreciate
the
opportunity
to
be
here
before
you
tonight
to
talk
about
the
FY
24
proposed
budget
I.
Guess
we
can
go
to
the
department
overview
and
Staffing.
This
is
simply
a
wire
chart
of
the
organization
as
it's
supposed
to
be
staffed.
So
what
you
will
see
here,
the
blue
boxes
are
positions
that
are
positions
or
divisions
that
are
completely
completely
staffed.
J
Red
signifies
completely
vacant
positions
in
the
orange
signifies
other
areas
in
the
organization
where
we're
covering
or
where
we're
carrying
a
number
of
vacancies.
So
how
this
really
distills
is
that
we've
got
three
of
us
now
doing
the
command
function
of
the
police
department.
When
I
first
came
on
in
2018,
there
were
five
positions
dedicated
to
this
work.
I
feel
as
though
and
I'll
discuss
this
a
little
bit
later
on.
J
J
That's
another
fully
funded
Grant
position
that
and
a
person
that
does
direct
service
and
advocacy
to
those
that
are
involved
in
commercial
sex
trade,
and
we
see
quite
a
bit
of
that
across
the
state
pretty
acutely
here
in
South
Burlington,
with
those
wrestling
with
substance
use
disorder.
Seeing
this
as
a
as
a
means
to
feed
that
disorder.
That
again,
is
another
Grant
funded
position.
Our
final
Grant
funded
position
is
actually
one
of
our
police
officer
positions,
but
with
our
relationship
with
the
Vermont
Drug
State
Police
drug
task
force.
J
So
where
we're
current,
where
we're
currently
carrying
our
vacancies,
are
in
swarm
patrol
officer
spots,
as
you
can
see
the
lieutenant
they
used
to
oversee
the
Bureau
of
Criminal
investigations,
our
traffic
safety
unit
and
our
new
service
team.
That
position
is
vacant,
our
youth
service,
Sergeant,
Dennis
Ward,
who
retired
that
position
is
currently
vacant.
What
those
vacancies
really
create
is
a
gap
where
we
cannot
do
a
lot
of
the
programmatic
community-based
policing
functions
that
we
once
did.
J
Neighborhood
watch
the
CSI
Camp
things
like
shopping
with
the
with
the
kids
at
Target
around
Christmas
time.
We
just
don't
have
the
bandwidth
for
that
type
of
work,
which
is
it
really
Cuts
in
a
in
a
number
of
different
ways.
We
also
had
to
reassign
our
traffic
safety
officer
back
into
Patrol
in
2022,
and
this
community
really
feels
the
strain
of
the
traffic
woes
here
in
town.
J
A
lot
is
due
to
the
Past
pass-through
nature
of
South
Burlington,
but
that's
simply
a
position
that
we
had
to
temporarily
reassign
and
then,
lastly,
we
had
two
sros
that
is
now
staffed
with
just
one
Corporal
Williamson,
so
she
covers
the
high
school,
the
Middle
School,
the
three
grammar
schools
plus
Royce
Memorial,
so
she
spread
quite
thin
in
that
role
and
then
I'll
talk
about
this
in
a
subsequent
Slide.
The
remainder
of
our
sworn
officer.
Vacancies
are
carried
in
Patrol,
so.
B
J
Right
so
human
trafficking
case
manager
is
not
the
executive
assistant
to
the
to
my
office
is
not
Community
Justice
Center
cjc's,
the
acronym
is
not
in
our
records
division
to
employees.
There
are
not
in
our
dispatchers,
which
we
do
have
a
full
complement
of
seven.
Now
those
are
civilian
employees
as
well.
J
Some
of
our
key
successes
in
FY
22
and
then
in
the
last
few
months
we
successfully
launched
and
implemented
our
body
worn
camera
technology
program.
This
is
really
industry
standard
technology
now,
and
it
helps
the
organization
in
a
number
of
ways
when
you
think
about
preservation
of
digital
evidence,
capturing
digital
evidence
at
very
chaotic
scenes.
It
also
behaves
in
a
in
a
great
training
function,
in
the
sense
that
professional
sports
teams
always
use
the
opportunity
to
watch
game
day
film,
and
this
provides
us
that
Keen
perspective.
J
So
I
would
really
tout
that
as
our
top
success.
We
also
fully
implemented
the
statutory
changes
related
to
use
of
force
standard
in
the
state
of
Vermont,
pretty
big
undertaking
when,
when
you
think
about
the
construct
of
the
policy,
the
training
of
the
policy,
just
the
documents
themselves,
the
new
legal
standards
and
then
how
we
had
to
adapt
some
of
the
physical
techniques
that
we
use
in
training.
In
those
environments.
J
It
was
again
a
lot
of
work,
but
it
we
had
the
right
instructors
at
the
right
time
to
do
it
very
well
and
we're
able
to
kind
of
have
better
visibility
on
our
Force
records.
Our
Force
applications
not
only
through
body
more
and
Camera
technology,
but
we
are
now
using
the
use
of
force
reporting
software,
that's
embedded
within
our
within
our
records
management
system,
and
that
was
of
no
cost
to
the
taxpayer,
because
that
feature
already
existed
in
the
system
that
we
called
Alcor.
J
D
J
J
This
seventh
position
that
we
talked
about
after
the
pretty
high
profile
shooting
incident
at
the
University
Mall
is
a
great
step
in
that
direction.
But
I
feel
as
though
that
it's
probably
the
first
step
of
several
steps
that
we
need
in
bringing
up
our
dispatch
staff
to
meet
the
service
demands
of
public
in
South
Burlington
off
the
slide.
I
just
wanted
to
mention.
We
do
have
a
new
executive
director
at
the
at
the
CJC,
the
community
Justice
Center
started
with
us
late
in
FY
2022.
J
His
name
is
Joseph
lavonway.
He
grew
up
here
in
South
Burlington,
fantastic
guy.
We
developed
a
new
general
order
that
went
into
effect
July
1,
where
we
refer
directly
to
the
CJC
about
14
misdemeanor
crimes
to
be
resolved
with
a
restorative
practice
to
totally
take
those
off
the
burden
of
the
docket
and
to
actually
test
the
data
that
has
shown
in
other
communities
other
places
in
in
the
country
that
you
can
reduce
recidivism
by
using
a
restorative
practice
practice.
J
So
that's
really
good
work
that
we
hope
to
report
on
more
next
year
and
then
of
note.
The
organization
to
backfill
a
number
of
the
key
leadership
positions
that
became
vacant
through
retirement
ran
two
fairly
significant
promotional
processes
in
FY
22.
That
involved
a
lot
of
of
stakeholders
in
the
community.
J
Members
at
large
media
exercises
law
enforcement
Executives
from
not
only
within
the
organization
but
from
neighboring
organizations
and
City
management
and
more
of
an
assessment,
center
type,
promotional
process
and
I
feel
as
though
that
we
identified
some
great
leaders
for
current
times
and
for
the
time
that
the
list
will
be
valid
in
in
the
event
that
we
need
to
make
future
promotions
next
slide.
Please
bless
you.
J
J
We've
also
asked
for
funding
for
three
hybrid
police.
Cruisers
I've
got
data
in
a
subsequent
slide
on.
Why
I
think
that's
important
and
then,
lastly,
funding
to
transition
our
pistol
platform
and
I'll.
Just
give
you
a
little
bit
of
narrative
around
that
now
we
replace
our
pistols
on
about
a
10-year
cycle
right
now
we're
in
an
interesting
spot
where,
a
number
of
years
ago,
the
organization
purchased
a
Glock
45
caliber
pistol.
That's
quite
large.
We
can't
put
that
gun
in
every
new
officer's
hand,
just
simply
because
of
the
size
of
it.
J
It
caused
the
organization
to
then
buy
a
different
Glock
in
a
different
caliber,
so
we've
got
a
mixed
Fleet
of
these
pistols
out
in
circulation.
Now
the
ammunition
for
the
45,
ACP
and
40
caliber
is
pretty
expensive.
The
FBI
has
done
extensive
research
into
what
is
the
best
caliber
for
law
enforcement
application.
They
identified
a
number
of
years
ago
that
the
nine
millimeter
is
the
best
cartridge
for
law
enforcement
application,
and
that
comes
down
to
a
few
different
things.
One
in
particular
the
Glock.
J
Nine
millimeter
is
a
size
that
we
can
put
in
virtually
every
single
officer's
hand.
Two.
It
provides
the
organization
to
only
have
one
pistol,
cartridge,
God
forbid,
that
we
needed
to
share
ammunition
in
the
field.
We
could
do
that
three,
the
cost
of
nine
millimeter
ammunition
is
substantially
lower
than
that
of
45
ACP
or
40.
Cal
and
two
are
I
should
say.
Lastly,
Glock
is
an
interesting
partner
with
law
enforcement
in
the
sense
of
their
trade-in
program.
We
estimate
that
this
pistol
transition
Pro
process
would
cost
about.
Thirty.
J
J
Just
want
to
talk
a
little
bit
about
really
the
national
Trend
that
we've
seen
in
Law,
Enforcement
employment
and
applicant
rates,
and
then
how
that
really
looks
here.
This
graphic
will
show
you
2018
to
2022
the
number
of
resignations
and
retirements
that
we've
experienced
and
that's
the
orange
line
on
the
top
starting
with
four
the
peak
being
six,
and
that
six
is
actually
reflective
of
the
people
that
had
resigned
or
retired.
As
of
July
1
of
2022.
J
We
have
retired
two
others
since
this
time,
and
then
really
our
ability
to
find
adequate
police
candidates
has
really
cooled.
This
job
used
to
be
quite
appealing
to
folks
it
for
a
lot
of
different
reasons.
America
is
wrestling
with
this
inability
to
attract
a
lot
of
people
to
the
workforce
in
general.
Policing
appears
to
be
the
last
place
that
people
want
to
come.
The
green
line
will
show
you
the
number
of
officers
that
we've
actually
been
able
to
hire
over
this
same
time
period.
J
What
I'd
like
to
call
out,
though,
is,
although
we
still
can
barely
scrape
by
we've,
we
slipped
way
back
in
2022,
with
six
retirements
and
only
being
able
to
hire
three.
Our
application
rates
are
down
50
percent
in
2018.
We
would
get
between
50
and
60
applicants
in
a
year's
time
and
in
21
22
we're
seeing
exactly
half
that
number.
L
J
A
great
question:
thank
you
about
35
weeks,
so
they
do
the
first
half
at
the
Vermont
Police
Academy,
and
then
they
come
back
here
for
a
field.
Training
experience
it's
about
14
to
16
weeks,
yeah.
Okay,
next
slide,
please,
the
attrition
that
is
was
depicted
in
that
last
graphic
in
2022
actually
led
to
a
a
watershed
moment
for
South
Burlington
PD.
We
knew
back
in
April
that
there
was
no
way
that
we
could
sustain
Patrol
operations
with
the
number
of
officers
that
we
had
available
for
assignment
in
April
of
2018.
J
We
had
anywhere
depending
on
injuries
because
those
come
off
the
field
and
go
on
the
field
a
little
bit
quicker
than
trying
to
spin
up
a
new
employee,
but
we
had
between
16
and
18
officers
available
for
patrol,
and
we
knew
that
on
the
10-hour
schedule
that
there
was
no
way
that
we
could
sustain
that
labor
was
really
fantastic.
Through
this
process
we
met,
we
talked
about
different
options.
It
was
quite
apparent
that
we
were
going
to
have
to
Pivot
to
a
12-hour
schedule.
J
J
Coincidentally,
it's
also
the
same
time
when
Shelburne
PD
went
through
a
mass
Exodus
in
their
town
and
they
simply
just
closed
their
Police
Department
after
midnight
and
contracted
with
the
Vermont
State
Police,
which
was
fantastic
except
for
the
Vermont
State
Police
goes
home
at
two
in
the
morning,
so
we
were
being
pulled
in
a
couple
of
different
directions
again
that
the
fact
that
our
team
stepped
up
never
really
considered
reducing
hours
of
service
and
pivoted
to
this
12-hour
schedule.
It
was
the
right
decision
at
the
right
time,
but
it
has
some
costs.
J
You
know
some
of
the
younger
employees
enjoy
the
12-hour
schedule
because
they
don't
have
daycare
or
school
schedules
to
work
around
some
of
the
parents.
It's
been
a
hardship
and
we're
working
hard
through
our
recruitment
process
to
try
to
get
our
numbers
back
up.
So
so
we
can
get
the
21
officers
that
we
need
to
function
on
the
10-hour,
Patrol
schedule
up
and
running
and
then
have
again
a
collaboration,
a
conversation
about
which
schedule
does
labor
want
to
use
in
Patrol
to
me
it
it's
about
them.
You
know
they're
getting
the
work
done.
J
If
we've
got
the
numbers
to
go
to
the
10
hour
schedule,
we
should
do
that.
If
that's
the
desire,
if
the
desire
is
no,
we
like
the
12-hour
shift.
We
want
to
stay
on
this
I.
Think
that's
a
fine
path
forward
as
well.
I
just
want
to
remark
a
little
bit
about
where
we're
actually
at
today
in
terms
of
Staffing.
As
of
today,
we
have
20
officers
available
for
patrol.
That
includes
me
down
to
the
newest
recruits
that
you
saw
on
on
social
media
and
the
like.
J
We
have
five
police
officers
as
of
next
Monday,
we'll
have
five
police
officers
in
training.
Two
of
those
will
be
still
in
field.
Training
three
will
be
bound
for
the
next
Academy
class
in
in
Pittsburgh,
and
that
leaves
us
with
five
vacancies,
two
of
which
are
unfunded.
Anyway,
when
you
look
at
kind
of
national
metrics
around
you
know,
police
departments
Police
Department
Staffing.
J
We
should
really
have
60
percent
of
our
overall
sworn
populace
of
officers
assigned
a
patrol
that
would
be
24
when
we're
staffed
to
40
officers.
When
you
look
at
some
very
basic
formulas
based
on
population
on
how
big
a
police
department
should
be,
the
FBI
UCR
formula
would
indicate
that
a
city
of
twenty
thousand
should
have
about
48
total
swarm
positions.
What's
a
little
interesting
about
that
number
is
one.
It
really
doesn't
speak
to
a
city
other
than
having
twenty
thousand
residents.
J
J
J
I'm
trying
to
say
is
that
I,
don't
want
to.
You
know,
sell
you
on
a
generic
metric,
but
what
I
do
want
to
eventually
conclude
with
is
that
the
city
is
seeing
a
lot
of
growth
and
to
think
that
we're
not
at
a
time
where
we
need
to
start
planning
for
that
incremental
growth
in
terms
of
the
sworn
officer.
Resources
would
be
extremely
naive,
but
you
know
in
the
end
I'll
bring
that
together.
J
I
just
want
to
talk
about
why
the
police
department
is
requesting
three
patrol
cars
in
fy24,
as
we've
all
been
through
this
process
together
a
few
different
times.
One
of
the
first
things
to
be
chopped
off
the
block
is
that
extra
police
car
I
think
I
know
that
we
did
it
in
FY,
19,
20
and
21..
Now
we're
starting
to
see
some
really
substantial
increases
in
our
maintenance
budget.
You'll
see
in
this
graphic
that
our
budgeted
funds
for
our
Fleet
Maintenance
have
gone
up
over
13
percent
and
we're
still
overspending.
That
line
quite
frequently.
J
You
know
a
lot
of
these
things
can
be
attributed
to
a
one-time
occurrence
like
if
we
keep
a
police
car
too
long,
and
we
end
up
having
to
replace
the
motor
that's
about
a
five
thousand
dollar
unanticipated
expense
and
when
I
look
at
the
Peaks
on
this
chart.
That's
what
I
recall
we're
also
starting
to
see
the
longer
that
we
keep
a
police
car
in
service
that
we
begin
to
lose
them
for
issues
related
to
corrosion.
J
They
simply
rust
out
so
I
think
it's
imperative
that
we
receive
the
funding
for
the
three
Patrol
vehicles
in
FY
24,
to
try
to
quell
some
of
these
costs
and
also
to
better
invest
in
the
hybrid
technology.
Moving
Forward
Forever
law
enforcement
has
bought
a
lot
of
adapters
for
police
cars,
idle
management
technology,
where
an
officer
needs
to
hit
a
button,
and
then
the
police
car
is
supposed
to
regulate
itself
turn
the
motor
on
turn
the
motor
off,
as
as
the
emergency
lights
draw
on
the
charging
system.
J
But
the
critical
fail
point
is
the
officer
has
to
remember
to
use
to
hit
the
button
in
amongst
a
lot
of
different
things
that
an
officer
has
going
on.
The
technology
is
aftermarket.
Sometimes
it's
not
all
that
reliable
and
that
technology
is
exactly
how
a
hybrid
Patrol
vehicle
would
work
the
minute
the
car
is
in
park.
If
the
emergency
lights
are
are
running
and
the
officer
uses
the
radio
and
the
idle
needs
to
come
on,
the
car
will
do
it
itself.
J
F
J
So
I
think
the
best
example
is
like
when
you
sit
at
a
crash
scene
and
you're
waiting
for
that
roadway
to
be
cleared.
The
emergency
equipment's
on
the
officers
using
his
or
her
radio
that
all
draws
on
the
battery
a
hybrid
car
will
sit
there
and
run
on
the
on
the
battery
for
quite
a
long
time
before
it
needs
to
idle
up.
The
gasoline
car
is
just
running
at
zero
miles
per
gallon.
The
entire
time.
Okay,.
J
J
B
L
J
We
can
go
to
the
next
slide.
Please
talk
about
some
emerging
issues.
I
know
that
we
did
a
press
release
on
some
of
this
data
more
recently
to
try
to
get
the
public
to
help
us
out
in
ways
of
just
hardening
ourselves
against
these
crimes
of
opportunity,
but
against
this
landscape
of
really
having
our
human
resources
stretched
incredibly
thin,
we're
seeing
really
a
shocking
increase
in
the
number
of
crime
categories
and
crime
categories
that
take
quite
a
bit
of
Investigation.
J
You
know
when
I
look
at
this
Slide
the
chart
on
the
left
in
FY
22,
where
we're
seeing
incidents
of
larceny,
which
is
theft
of
anything
at
545.
That's
an
unprecedented
number,
87
stolen
vehicles,
unprecedented
number
and
then
370
retail
thefts
is
larger
than
usual
and
also
a
crime
that
really
cuts
at
the
Vitality
of
the
city.
When
you
think
about
the
commercial
makeup
of
South
Burlington,
some
of
our
some
of
our
business
partners
have
large
margins.
Big
corporations,
others
have
really
small
margins.
J
Small
small
margins
and
the
crime
of
retail
theft
is
really
kind
of
shrugged
off.
As
that's
not
a
big
deal,
it's
a
big
deal.
If
you're
trying
to
keep
your
lights
on
and
feed
your
family,
so
you
know
I
think
that
I
call
this
out
because
I
don't
want
to
say
make
this
political
in
any
way
say
it's
a
policy
decision,
that's
fueling
this
or
that
the
courts
were
closed
too
long.
J
But
simply
it
may
not
be
that
our
system
works
all
that
great
and
when
I
think
about
the
number
of
crime
categories
that
we're
trying
to
do:
direct
referrals
to
our
community
Justice,
Center
and
really
looking
at
the
National
Data.
That
suggests
that
you
can
reduce
recidivism
I.
Think
that
that's
an
area
that
the
broader
Criminal,
Justice
System,
should
really
put
more
focus
on
is
using
restorative
process
to
try
to
resolve,
on
the
first
time
to
the
system,
crime
and
Disorder.
J
So
the
person
that's
responsible
for
that
crime,
understands
the
profound
impact
they're
having
on
the
community
and
the
person
that
they
directly
affected.
You
know
I
when
I
think
about
some
of
the
actors
involved
in
these
crimes
and
having
been
around
Chittenden
County
Law
Enforcement
for
a
while
I
know,
they're
totally
exploiting
the
courts
being
closed.
J
The
fact
that
they
know
they're
not
going
to
get
a
trial
and
they
go
out
and
they
steal
car
after
car
and
they
use
that
stolen
car
to
commit
a
retail
theft
or
a
burglary
to
cloak
their
identity
during
those
crimes,
and
that
certainly
is
being
exploited
and
I.
Don't
think,
there's
any
easy
answers
here,
but
I
will
tell
you
that
the
officers,
regardless
of
what
the
causation
of
this
still
have
to
spend
the
amount
of
time
to
investigate
these
crimes,
explain
to
the
affected
parties.
J
So
again,
the
first
chart
on
the
left
is
crimes
that
I
just
simply
said
investigated
required
the
second
chart
with
crimes
against
a
person
we're
talking
about
domestic
violence
incidents
again,
and
these
take
quite
a
bit
of
time,
if
you're
going
to
go
in
and
do
an
investigation
into
why
domestic
world
is
going
on.
Our
organization
leads
the
state
in
lethality
assessment
assessments
that
are
done
with
survivors
of
domestic
violence.
We
unearth
a
lot
of
historical
assaults
that
occur
in
families
and
make
those
cases
and
that's
really
meaningful
work.
J
Assaults
in
general
are
up,
and
those
are
investigations
that
take
time
and
also
sex
crimes,
we're
oddly
up
in
FY
21
and
again,
when
you
think
about
a
variety
of
sex
crimes.
We
know
that
they
are
simply
underreported
that
survivors
are
live
in.
A
lot
of
fear
have
a
lot
of
stigma
around
this,
and
when
we
get
the
opportunity
to
work
with
that
populist,
we
really
take
a
serious
and
invest
the
time
and
we're
still
doing
that,
despite
our
stretch,
Human
Resources
but
I
think
we're
starting
to
really
reach
the
end
of
our
bandwidth.
Operationally.
B
J
B
J
Yeah
generally,
the
keys
are
in
the
car
and
again
like
this
vehicle
theft
is
not
about
the
you
know,
there's
no
chop
Market,
the
car
is
not
being
you
know,
put
in
an
offshore
container
and
shipped
it's
not
about
the
car
a
lot
of
times.
You
know
the
people
that
are
responsible
for
these
crimes
fairly
small
number
of
recidivists
they're,
using
it
again
to
commit
retail
thefts,
do
a
burglary
any
number
of
things
where
our
best
first
lead
is
a
stolen
car,
and
we
have
to
track
that
down.
J
First
to
then
figure
out
who
the
actual
perpetrators
of
the
underlying
crime
are.
You
know
a
little
silver
lining.
In
This
Cloud,
though,
is
unfortunately,
we've
learned
that
when
we
do
recover
these
cars
they're
in
a
you
know,
a
variety
of
different
status
and
oftentimes
riddled
with
evidence
of
drug
use,
needles
really
need
of
cleaning
service.
J
We
ended
up
working
with
an
affected
person
that
had
their
car
stolen,
shared
their
story
connected
them
with
our
community
Justice
Center,
and
now
we
have
a
resource
guide
that
we
can
afford
people
that
have
their
cars
stolen
when
they're
reunited
with
it.
In
the
event
that
they
do
need
the
car,
cleaned
or
guidance
on
how
to
navigate
the
insurance
process
so
again,
being
creative
using
all
resources
and
try
to
best
serve
the
public.
So
the.
A
F
So
you
talked
about
the
small
number
of
recidivists
and
I
was
curious.
If
you
see
more
first-time
offenders
and
kind
of
their
age
category,
are
they
married?
Are
they
single?
Are
they
parents
I'm?
Just?
Are
there
any
kind
of
trends
that
you've
seen
kind
of
the
emerging
Trends
over
the
last
two
or
three
years
pertaining.
F
J
J
K
I
heard
you
say
something
that
touched
upon
a
conversation
I
had
with
a
police
officer,
I
want
to
say
four
or
five
years
ago,
but
I
think
you
said
something
to
the
regard
that
you'd
like
to
see
more
first-time
offenders
with
other
types
of
crimes
get
routed
through
the
restorative
justice
program.
So
would
that
be
like
the
burglary
and
if
you
could
expand
upon
that
and
would
that
be
with
the
South
Burlington
City
Council,
or
does
that
require
other
changes?.
J
J
Other
places
around
the
country
that
have
studied
implementation
of
restorative
practice
have
seen
a
drop
in
recidivism,
I
think
for
the
Council
to
be
be
focused
on
this
one
part.
So
our
CJC
is
completely
funded
by
the
Department
of
Corrections,
and
we
do
a
lot
of
what
is
called
pre-charge
work,
people
that
don't
become
Justice
involved.
J
That's
great
except
the
person's
already
in
the
system
and
I
I
feel
as
though
that,
if
we
use
restorative
practice
early
and
often
that
we
could
have
fewer
people
on
probation,
fewer
people
on
parole,
fewer
criminal
records,
and
maybe
that
opens
up
other
opportunities
for
those
individuals.
Moving
forward
and
I.
Think
that
if
the
Department
of
Corrections
begins
to
shift
their
funding
away
from
pre-charge
programs
that
it
would
be
really
be
imperative
that
I
come
back
here
with
Joseph
and
we
begin
to
talk
about
Municipal
funding
for
our
CJC.
E
If
I
could
just
add
a
couple
of
sentences
to
that,
I
think
it
is
not
only
the
state
thinking
about
how
how
to
further
fund
pre-charge
work
at
the
CJC
level,
locally.
I
think
it's
also
having
them
focus
on
where
we're
having
success
in
our
population
centers
across
the
state
to
have
local
cjcs.
We
are
one
of
the
very
only
cjc's
in
the
state
where
the
CJC
is
embedded
in
the
police
department.
E
So
you
have
this
Partnership
of
Service
delivery,
where
you
have
officers
working
with
their
teammates
in
CJC
to
identify
those
pre-charge
cases
and
do
that
work.
There's
a
lot
of
movement
at
Doc
to
think
about
how
you
lift
up
out
of
community
and
do
things
more
at
a
regional
level.
They
have
a
lot
of
pressure
Statewide
to
do
that
because
they
don't
have
the
same
police
Partnerships,
but
where
it's
working
Statewide
continue
to
allow
doc
to
continue
to
invest
in
those
embedded,
CJC
centers.
B
A
Know
it's
a
budget
discussion,
so
I
don't
want
to
go
Veer
off
too
far,
but
have
you
seen
that
disturbing
video
out
of
Rutland,
where
the
shoplifter
was
confronted
in
the
parking
lot
by
some
individuals
and
I
I?
Have
you
folks
seen
it
at
all
I'll
send
it
to
a
link
later?
But
it's
really
disturbing.
The
person
shoplifting
was
confronted
by
some
individuals
and
I
think
you
would
agree.
They
were
assaulted
by
these
individuals
trying
to
take
back
the
items
that
were
stolen.
J
J
J
I'll
try
to
be
brief.
You
know
I
just
wanted
these
two
Graphics
really
indicate
what
happens
when
you
become
more
of
a
reactive
police
department
and
by
virtue
of
our
headcount.
We
are
simply
more
of
reactive,
Police
Department.
The
graphic
on
the
left
shows
our
basic
behaviors
when
responding
to
a
crime,
Trend
and
I
like
to
use.
J
J
You
can
see
that
we
increased
kind
of
commensurate
with
what
we
saw
in
crime
data
Trends
up
through
fy24,
our
direct
Patrol
response
and
then
a
sharp
decrease
throughout
FY
22,
and
that's
simply
really
emblematic
of
not
having
the
officers
available
because
of
no
downtime,
because
they're
investigating
all
these
other
incidents
to
engage
in
this
type
of
work,
similar,
not
as
steep
of
a
a
contrast.
The
orange
line
is
an
incident
incident
type
that
we
call
Field
contact.
J
The
South
Burlington
Police
were
doing
FY
19
to
fy22
you'll,
see
a
very,
very
sharp
decrease
in
the
number
of
car
stops
that
the
agency
is
doing
really
it's
related
to
three
things.
One
we
haven't
had
an
officer
assign
the
traffic
safety.
That
would
be
that
officer's
only
role
and
that's
a
large
number
of
those
stops.
Two
officers
availability
that
are
just
assigned
to
patrol
simply
isn't
there
and
then
three
is
really
the
uncertainty
around
racial
disparities
and
the
outcomes
in
traffic
and
traffic
policing.
J
You
know
as
we're
learning
more
about
systemic
racism,
about
our
own
biases,
trying
to
understand
traffic
data.
This
is
an
area
of
enforcement.
That
officers
are
a
little
leery
of
they.
Don't
want
to
get
it
wrong,
they
want
to
do
it
right
and
I
believe
that
that's
a
contributing
factor,
you
know
again,
like
I
I
highlighted
earlier
on.
South
Burlington
has
a
number
of
traffic
issues.
J
Yet
there's
about
four
different
categories
of
crashes
that
we
take,
you
know
so
I
had
I
didn't
have
the
time
to
distill.
Out
of
this,
the
number
of
parking
lot
crashes
and
other
things
that
aren't
even
related
to
public
highway,
but
it's
an
area
that
I
want
to
continue
to
stay
focused
on,
because
if
we
start
to
see
more
serious
injury
or
fatalities
in
the
city,
it's
definitely
going
to
be
a
time
to
adjust
or
prioritize
traffic
enforcement
and
then
convey
that
to
the
public.
J
Last
two
Spotlight
I'd
wanted
to
call
out
our
our
relationship
and
funding
to
the
community
outreach
program.
Our
partners
are
at
Howard.
This
is
simply
a
program
that
we
could
not
effectively
police
the
city
without
their
their
work,
their
their
ability
to
intersect
with
either
new
clients
or
clients
that
simply
slipped
away
from
Services
kind
of
wrap
them
up,
get
them
better
treatment
plan
stabilize
them
better,
serve
those
neighbors
and
free
up
police
officers.
That's
absolute
gold!
J
What
we
haven't
quite
been
able
to
distill
yet
are
what
exact
calls
community
outreach
should
respond
to
directly
without
us.
They've
got
a
good
handle
on
that.
I
think
we
are
a
little
more
protective
than
they
are
about
the
co-response.
But
again
when
you
think
about
our
social
service
calls-
and
this
is
this-
is
a
bucket
of
calls
that
includes
overdose,
suicidal
persons.
Mental
health
related
calls
intoxication
and
Welfare
checks
well
over
a
thousand
each
year.
J
It's
it's
real
work,
that's
prior
work
that
we
have
to
respond
to,
but
community
outreach
really
does
a
great
service
in
our
ability
to
at
least
respond
quickly,
assess
the
safety
needs
of
that
scene.
Get
community
outreach
plugged
in
and
get
the
cops
out
of
there
when
feasible
and
also
I
just
wanted
to.
Thank
you
for
your
work
on
the
encampment
policy.
I.
J
Think
it's
going
to
be
fantastic,
that
in
the
instances
where
we
have
to
use
this,
that
we've
got
a
compassionate
plan
that
we
can
consistently
follow
with
our
encamped
residents
and
try
to
move
them
towards
transitional
housing
or
another
situation
that
suits
their
needs,
and
then,
lastly,
this
is
just
a
simple
collage
of
of
our
team
and
the
work
that
we
do
every
day
and
I.
Think
good
policing
is
almost
like
a
good
umpire
in
baseball.
If
you
have
a
good
umpire
in
baseball,
you
really
don't
know
they're
there.
J
They
call
balls
and
Strikes.
They
make
good
calls
on
on
infield
plays
and
Outfield
plays,
and
there's
no
controversy
and
I
feel
as
though
that
this
Police
Department,
with
the
support
of
management,
this
Council
and
the
community.
We
do
a
damn,
fine
job
of
that,
but
where
we've,
where
we
see
ourselves
now
in
terms
of
our
authorized
strength,
our
funded
positions,
we
need
more
and
we're.
J
We
are
in
a
tough
spot
in
terms
of
the
number
of
officers
that
we
can
actually
hire,
but
we
find
ourselves
now
creeping
up
to
a
stage
where
we're
getting
closer
with
only
five
vacancies
and
we
just
can't
hit
a
spot
where
we
stop
hiring
police
officers
because
it
takes
so
long
to
get
them
up
and
running.
Once
we
experience
our
vacancies.
J
I
do
look
at
our
retirement
projections,
we're
slated
to
likely
to
retire
about
two
officers
in
the
next
three
fiscal
years
and
that
doesn't
really
say
anything
about
the
number
of
officers
that
we
see
simply
leave
the
profession.
I
see
policing
as
a
vocation,
but
it's
also
one
that's
beginning
becoming
a
little
more
similar
to
the
military,
where
folks
will
come
and
serve
four
five
six
years
and
then
they'll
remember
that
they
minored
in
something
in
college
and
they
decide
to
pursue
that
opportunity
and
that's
great
for
them.
J
But
it
does
little
for
us
when
you
think
about
fostering
employees
that
are
going
to
become
our
next
youth
service
officers.
Our
criminal
investigators
into
detectives
in
our
formal
leadership,
team
and
I
think
that
this
plan
that
the
managers
put
forward
to
get
us
back
to
a
fully
funded
40
positions
through
fy25
is
fantastic.
J
It's
also
going
to
be
a
period
of
time
where
the
police
department
needs
to
do
a
true
assessment
on
how
big
the
police
department
should
be
and
how
we
should
plan
for
the
future
in
a
growing
city,
I
will
say
there
is
there
are
times
now
when
the
ACT
250
permits
come
into
my
email
box
about.
Can
you
adequately
provide
Police
Service
to
this
project?
The
question,
in
my
mind,
is:
can
we
especially
with
no
definition
of
what
Police
Services?
Will
we
go
to
the
911
call?
J
What
we
pulled
off
in
2022,
with
running
Patrol
with
between
16
and
18
police
officers,
simply
not
sustainable.
Everyone
was
really
tired.
They
rolled
up
their
sleeves
incredibly
proud
and
thankful
for
the
work
that
they
did,
but
it's
nothing
that
we
can
sustain
and
you
know
I
look
forward
to
getting
those
officers,
the
relief
that
they
need,
and
we
do
have
some
of
that
on
the
horizon.
We
have
three
new
officers
they're
going
to
start
with
us
next
Monday
and
you
know
the
other
thing.
J
That's
a
little
complicated
about
policing
right
now
and
dispatch
is
not
only
our
ability
to
recruit
and
retain
these
officers.
But
it's
what
the
market
is
doing
in
terms
of
salary
when
I
look
at
our
competitors,
the
Vermont
state
police,
Burlington,
Police,
Montpelier,
police,
they're,
starting
salaries
for
police
officers
and
dispatch
candidates
are
anywhere
from
ten
to
fifteen
thousand
dollars
greater
than
ours
and
I.
J
Don't
know
where
that
market
is
going
to
end
I,
don't
know
you
know
where
the
ceiling
is,
but
I
know
that,
by
virtue
of
our
South
Burlington
team,
whether
they're
serving
in
dispatch
or
in
the
field
as
police
officers,
they
are
the
finest
well-trained
well-experienced
police
officers
that
are
going
to
be
highly
marketable
and
I
really
want
to
keep
them.
So
with
that
I
appreciate
the
tough
decisions
that
you
all
have
to
make
on
behalf
of
the
constituents
I.
Thank
you
for
this
opportunity
tonight
and
I
welcome
any
questions
that
you
may
have.
B
M
Good
evening
certainly
wanted
to
bring
the
team,
the
leadership
team
I
think
what
is
very
important,
especially
as
a
new
fire
chief
coming
in,
is
to
acknowledge,
and
certainly
the
people
that
I
rely
on
every
day
to
run
this
fire
department.
And
so
our
department
relies
on
the
captains
and
to
to
manage
the
day-to-day
operations,
and
they
are
behind
me.
So
a
little
bit.
M
Captain
ditilio,
Captain,
Chrisman
and
Captain
Corbin
are
the
three
people
that
really
run
the
operations
and,
obviously
you
know
Chief
Francis,
who
has
both
been
the
fire
chief
and
led
oversees
our
prevention
division,
but
also
excited
our
a
lot
of
our
Partnerships
can
be
done
without
a
strong
relationship
with
our
Union
and
also
in
the
room.
Is
our
incoming
Union
president
Mark
Ashi,
who
is
a
leader
in
the
fire
department?
Certainly
leader
with
our
labor
group,
who
is
a
true
partner
in
everything,
we're
looking
to
do
to
to
build
out
this
department.
M
M
This
is
our
our
staffing
Matrix
our
organizational
chart,
and
so,
if
you
look
at
shift,
one
shift
two
and
shift
three,
those
those
are
our
operational
folks
who
work
a
24-hour
shift
on
for
scheduled
for
24
hours
on
then
for
48
hours
off,
and
so
that
gives
every
third
day.
You
know
that
that
they
they
Circle
they
cycle
through,
and
so
that
is
each
one
of
those
shift.
Captains
runs
that
shift.
They
have
a
lieutenant
and
then
eight
seven
or
eight
firefighters,
and
so
we'll
talk
about
what
Staffing
is.
M
So
that
is
what
our
staffing
is
looking
at,
the
people
who
deliver
the
services
every
day
in
the
street,
the
emergency
services
and
then
our
prevention
division,
who
does
yeoman's
work
with
our
all
the
construction
going
on
in
this
community
and
ensuring
our
buildings,
public
building
stays
safe,
air
three
three
persons
Terry
is
a
fire
marshal
a
fire
inspector
and
then
an
electrical
inspector,
and
there
was
again
with
all
the
construction
going
on
in
this
community
stay
very,
very
busy
next
slide.
Please.
M
I
think
it's
interesting
here
to
look
at
the
call
volume
over
the
last
10
years
and
if
you
we
just
broke
for
calendar
year,
2022
4500
calls
for
service
for
the
first
time
ever
and
we're
about
45
60
4
560
culture
service
for
the
year
and
what
we're
projected
to
you
know
exceed
4
600.
Almost
4
700
calls
for
for
fiscal
year
23
with
the
same
Staffing
that
was
on
board
in
2008.,
and
so
we
have
not
seen
an
increase
in
our
minimum
Staffing
since
2008.
M
Yet
we're
running,
probably
almost
twice
the
call
volume
and
in
what
is
more
troubling
is
just
the
because
the
volume
is
going
up.
Is
you
know
about
20
of
time
when
one
when
they're
on
one
call
another
call
comes
in,
and
so
that
reduces
your
reliability?
Factor
your
ability
to
deliver
services
in
a
timely
fashion,
and
so
ultimately,
we'll
talk
about
this
shortly.
Our
call
volume
is
going
up
year
after
year
after
year,
there's
an
increased
Reliance
on
the
911
system.
M
M
We
separated
the
fire
chief
duties
and
the
fire
marshal
duties
and
I
can't
tell
you
enough
how
there
was
no
way
Chief
Francis
could
do
both
jobs,
just
not
no
matter
how
hard
you
try.
You
cannot
do
both
those
jobs.
He
is
so
busy
in
prevention.
There's
so
much
building
going
on
in
this
community
there's
no
way
you
can
do
justice
to
both
positions
and
I.
Thank
him
for
trying
really
really
hard,
but
he
is
one
of
very
few
people
that
can
do
what
he
does
in
this.
M
M
M
We
are
hopeful
to
see
that
back
in
the
very
next
in
the
next
couple
weeks
and
get
that
back
in
service
after
being
gone
for
almost
a
year,
and
then
we
were
able
to
replace
an
ambulance
and
a
staff
vehicle,
but
similar
to
the
the
challenges
Chief
Burke
mentioned.
Supply
chain
is
affecting
our
ability
to
take
delivery
of
units
as
well.
M
Next
slide,
please
so
budget
proposal,
a
revenue
and
so
the
blue
bars
are
actuals
and
the
the
green
bars
are
budgeted
and
you'll
see.
You
know.
Fy
22
was
really
a
turning
point
and
you'll
see
a
pretty
pretty
marked
increase
in
revenues
and
you're
going
to
see
us
outperform
our
EMS
revenues
in
FY
23
as
well,
and
a
lot
of
that
is
that
most
of
that
is
almost
twofold
increase
in
call
volume
and
then
an
increase
in
our
using
Outsourcing
our
billing
to
a
professional
billing
service.
M
Who
has
the
contacts
and
knows
how
knows
the
system
how
to
seek
the
best
reimbursement?
You
know
you
know
so
so
what
you're
going
to
see?
I
suspect
that
we
will
Ex,
you
know
again
exceed
our
revenues,
to
about
880
000
in
FY,
23
and,
and
we
expect
we
have
project
that
to
exceed
over
900
000
in
FY
24..
So
so,
really
a
nice,
a
nice
transition
to
a
professional
service,
that's
what
they
do,
and
that
certainly
has
helped
us
to
increase
our
revenues.
M
We
also
see
you
also
see
a
pre-mark
increase
in
prevention
revenues,
and
you
know
this
slide.
Prevention
revenues
are
extremely
difficult
to
project
because
the
majority
of
that
comes
on
new
construction
and
so
fy22.
You
know
almost
a
million
dollars
of
Revenue
on
permit
fees,
most
of
that
are
on
two
projects
beta
and
on
logic,
so,
which
is
a
good
thing
and
in
in
FY
23
will
probably
exceed
FY
22
numbers
because
of
the
street
out
front.
M
You
know
we're
going
to
see
a
lot
of
Market
Street
get
come
in
for
permitting
in
the
next
30
days,
and
so
you're
we're
we're
and
we're
already
on
track
to
do
very
well
with
prevention
revenues.
I
only
reason,
I
go
into
I.
Tell
you
this.
We
budget
a
number
for
fy24
I,
can't
control
that
number.
That
number
is
completely
dependent
on
people
submitting
building
construction
applications,
and
so
it
is,
we
can
look
historically,
but
it
is
that
is
that
number
is
difficult.
M
It's
not
one
of
those
numbers
that
you
can
control,
and
so
it
is
a
best
estimation
of
what
the
the
recent
trend
has
been.
But
if
the
market
downturns-
and
they
don't
do
as
much
new
construction,
then
that
number
will
go
down.
If
we
see
it
some,
if
another
big
project
a
beta
or
on
logic,
come
in
that
number
will
go
up
so
understand.
That's
permit
fees
drive
that
number
a
little
bit
out
of
out
of
our
control
in
our
ability
to
manage.
Although
FY
22
ever
FY
23
we're
going
to
do
really
well.
M
M
It
I
start
they
start
broken
out
and
and
with
the
best
of
intentions,
but
it
starts
to
be
very
difficult
to
to
say
where,
where
that
expense-
really
some
are
very
clear
but
other
times
it's
not
so
easy,
and
when
we've
adopted
and
really
supported
a
Firebase
EMS
model
I
think
it's
easiest
just
to
put
repairs
and
repairs,
whether
it's
an
ambulance,
repair
or
a
fire
truck
repair.
Let's
put
it
in
the
repair
category,
it's
easier
to
budget,
it's
easier
to
track
the
entire
expense
of
the
organization.
M
So
you're
going
to
see
a
combination
of
that.
The
big
changes,
though,
really
are
probably
the
things
you're
seeing
in
every
Department
fuel
cost
ex.
You
know
way
away
different
in
fuel
cost.
We
we
switched
from
a
very
outdated
records
management
system
that
the
team
just
implemented
and
went
live
with.
Two
three
days
ago,
that
has
a
substantially
higher
annual
maintenance
cost.
We
had
an
extremely
cheap
system
for
a
reason.
M
It
was
outdated
and
not
worth
much
and
it's
tough
in
our
business
now
to
track
good
data
without
a
good
records
management
system
and
so
and
then
there's
an
increase
in
funding
in
the
future
into
a
reserve
fund
to
allow
us
to
support
one
paramedic
student
per
year
to
to
to
build
really
a
a
system
where
we
continually
support
our
incumbent
employees
to
go
to
paramedic
training.
So
that's
what
that's!
M
Another
30
000
to
replace
thermal
imaging
cameras
which
will
allow
us
to
see
through
I'm,
going
to
say
see
through
smoke,
is
the
value
of
them
firefighter
safety,
citizen
safety,
and
so
we
have
many
outdated,
much
outdated
equipment,
and
this
gets
us
on
a
replacement
plan
where
we
can
replace
a
couple
a
year.
I'm
going
to
just
go
a
little
more
on
next
slide,
but
before
I
get
there
I
just
wanna
our
current
Fleet.
M
We
have
three
what
we
say:
fire
engines,
a
truck
that
has
pump
and
water
the
One
ladder
truck
a
rescue
truck,
which
is
a
command
like
a
command
vehicle
specialized.
In
two
ambulances.
Our
goal
is
to
replace
a
fire
truck
when
it's
12
years
old
and
an
ambulance
when
it
has
a
total
of
nine
years.
Our
goal
is
to
get
to
a
3A
months
rotation
with
no
emails
older
than
nine
years.
M
So
that's
where
we're
headed
the
next
slide
is
my
best
effort
to
tell
you
how
I
believe
we
can
do
that
and
smooth
those
costs
over
several
years
versus.
If
you
look
at
that
total
funding
annually,
if
we
don't
smooth
them
over
several
years,
we
end
up
with
enormous
costs
that
we
can't
afford
one
fiscal
year.
Fy
27,
when
we
have
to
replace
both
the
ladder
and
engine,
would
be
two
and
a
half
million
needed
that
one
year.
M
M
I
can't
buy
an
ambulance
now
for
four
hundred
thousand
and
a
fire
truck
cost
me
a
million
dollars,
so
the
price
of
fire
apparatus
has
gone
through
is
expensive,
and
so
what
we're
proposing
in
this
plan
is
that
we
pay
for
aimlesses
on
and
what
is
the
other
thing?
That's
gone
crazy
in
the
market
is
that
it
takes
24
to
30
months
to
take
delivery
of
an
ambulance
from
the
time
you
order
it
and
30
to
36
months
to
take
the
fire
truck
to
back
in
the
door
from
the
time
you
order
it.
M
So
if
I
need
a
fire
truck
in
three
years,
I
have
to
place
that
order
today
and
what
has
never
happened
in
my
professional
career
is:
have
councils
approved
purchases
that
far
in
advance?
The
market
is
driving
that
now
and
we
have
to
look
at
how
we
fund
fire
trucks
and
ambulances
differently,
and
so
what
I
propose?
M
It's
not
like
a
bond
and
the
Cur
like
currently
the
rates
about
five,
five
and
a
half
percent,
but
again,
where
that
fire
trucks
at
nine
to
ten
year
12
year
investment
and
with
the
base
fire
truck
costing
a
million
dollars.
Now,
communities
can
no
longer
do
it
most
communities,
the
traditional
way
where
you
would
pay
for
it
all
in
one
fiscal
year,
so
I've
been
said
a
lot
there
and.
E
You've
already
taken
you've
taken
one
important
step
in
finances,
taken
one
important
step
in
this
direction
to
this
smooth
out
plan.
One
is
with
the
CIP
Reserve
resolution
that
you
previously
passed
that
allows
us
to
roll
CIP
dollars
year
to
year.
That's
what
is
a
significant
part
of
what
enables
plans
like
this
to
happen,
so
you
can
start
banking
away,
CIP
dollars
for
future
big
Investments.
E
The
second
is
to
start
exploring
the
these
lease
to
purchase
options,
which
is
a
tool
that
other
municipalities
use
that
could
enable
us
to
this
Council,
essentially
pre-approve
a
future
Council
to
buy
a
piece
of
equipment,
and
that's
that
is
basically
what
you're
doing
by
saying
we're
going
to
authorize
the
chief
to
start
buying
a
fire
truck
years
before
it's
it's
taken.
Possession
of
so
we
are
trying
to
put
together
the
kind
of
administrative
processes
that
will
support
a
smoothing
plan
like
this.
E
B
L
M
M
Some
degree
a
down
payment,
pretty
substantial
down
payment,
because
I'm
asking
you
know
kind
of
the
way
the
chart's
showing
now
we're
just
going
to
start
saving
some
money
this
year
for
a
truck
we're
buying
in
2027,
but
that
ladder
truck
will
probably
cost
1.7
Million
by
then,
so
we
may
pay
30
or
40
percent
down.
It's
really.
If
that
answers
your
question
so.
B
B
You
know
many
stories
and
the
effort
certainly
or
the
conversation
is,
we
need
more
and
more
housing.
We
also
need
more
industry
or
businesses.
So
as
we
attempt
to
realize
those
goals,
what
kind
of
Fleet
do
you
need
for
I?
Don't
know
how
many
more
four
or
five
story:
buildings
I,
assume
it's
different
equipment
and
maybe
more
firefighters
for
more
taller
buildings
than
if
we
were
just
suburban
sprawl
and
just
building
two-story
single-family
homes
on
quarter
Acres
in
every
corner.
You.
M
M
So
the
so
it's
quite
it's
kind
of
ironic
that
this
Paul
is
this
plan
actually
goes
the
other
direction.
This
plan
eliminates
a
fire
truck
from
our
rotation,
so
we
have
currently
three
fire
engines,
a
ladder
truck
and
two
ambulances
I'm,
proposing
that
we
dropped
to
two
fire
engines,
a
ladder
truck
and
three
ambulances,
and
some
part
of
that
is
back
in
back
many
years
ago.
Off-Duty
staff
would
come
back
and
they
would
take
a
reserve
truck
to
a
call.
M
Those
days
are
gone
right,
so
when
they're
there
they're
there,
when
they're
off
duty,
they're
off
duty
it
it
is
become
a
system
where
we,
when
we
need
help
after
a
certain
period
of
time
it
comes
from
another
Community,
do
I
think.
Eventually
we
will
have
to
look
at
a
different
number
of
apparatus
in
a
different
style
of
apparatus.
Yes,
not
necessarily
for
taller
buildings.
Our
prevention
does
division,
does
a
great
job,
making
sure
they're
all
sprinkled
stand
pipes
in
the
stairwell
alarm
systems.
Those
are
not.
Those
buildings
are
well
protected.
M
We
still
have
to
have
the
capability
and
the
capacity
we
still
need
more
firefighters.
We
still
got
to
figure
out
a
way
to
get
15
firefighters
there
within
a
given
amount
of
time,
but
I
think
what
changes
is
you
know?
Can
we
find
a
way
to
have
a
small
vehicle
running
as
a
Med
Assist?
You
know,
could
you
staff
two
people
in
a
pickup
truck
doing
the
Med
Assist
as
opposed
to
driving
a
million
and
a
half
dollar
ladder
truck
to
me?
That's
the
shift
that
we
should
be
looking
at
is
we
need
the
people?
B
M
L
M
M
And
very
similar
to
and
very
similar
to,
You
Know
Chief
Burke.
There
are
simple
metrics
out
there
that
I
can
save
per
thousand
people.
This
is,
but
what
I
can
really
say
is
we
can't
deliver
we're
going
to
go
to
a
slide
that
says
we're
not
delivering
services,
and
that
is
the
that's
the
Matrix,
that's
the
most
telling
Factor.
So
so,
okay,
part
of
resources
requested
in
the
24
budget
that
have
been
supported
by
the
manager
is
the
plan
to
restore
the
third.
M
What
I'm
going
to
call
the
30th
firefighter
position
that
was
cut
in
2019.
there's
a
thing
called
a
staffing
factor
and
I
think
I
spoke
about
this
before.
If
you
take
the
amount
of
leave
time,
we
have
in
the
department
by
the
number
of
people
and
the
number
of
hours
we
work
per
year,
you
and
with
a
minimum
Staffing
of
eight
firefighters
on
duty,
we
need
10
assigned
to
maintain
a
with
a
relatively
low
amount
of
overtime.
We
have
two
shifts
of
ten
one
shift
of
nine.
M
This
proposal
restores
that
30th
position
and,
as
I
said
before,
the
quality
of
life
of
overtime
with
our
people
is
is
I,
mean
I,
I
can't
say
enough
good
things
about
how
they
have
done
this,
but
it
has
come
at
a
tremendous
cost
to
to
their
personal
lives.
And
so
again
this
is
my
chart.
I
think
I've
showed
you
before
through
November,
we've
almost
hit
six
we've
gone
through
six
thousand
hours.
Now
you
know
we'll
be
on
12.,
we'll
hit
we'll
probably
hit
12
12
or
13
000
hours
overtime.
M
M
If
you
took
24
hours
a
day
times
the
90
days
or
120
days,
that
person
was
in
the
firehouse
47
of
the
time
24-hour,
and
that
becomes
that
that
is
not
quality
of
life
and
the
per
the
person
who
worked
112
hours
didn't
start
being
able
to
Counting
towards
minimum
Staffing
and
ability
to
work
overtime.
That's
a
new
employee
until
mid-september,
so
between
mid-september
and
end
of
November.
That
person
worked
112
and
and
that's
5.6,
additional
work
weeks
that
you
and
I
work
and
understand
like
we
work
a
40-hour
work
week.
M
You
know
it's
like
oh
gosh
overtime
tomorrow,
please
make
sure
I'm,
not
the
next,
the
low,
the
next
in
rotation
after
we
get
mandatoried
because
that's
what's
happening
now
in
your
mandatory
Christmas
Day,
your
mandatory
Christmas
Eve
New
Year's,
Eve,
New,
Year's
Day,
you
know
and
someone's
you
know,
imagine
your
wife's,
your
wife
or
your
spouse
or
your
husband
not
being
able
to
come
home
and
having
to
work
that
shift.
Those
are
that's.
That's
really,
tough
on
the
family
environment.
So
that's!
What's
in
here.
M
And,
and-
and
so
too
to
the
the
other
question
on
resources
needed
and
Staffing
is
our
ability
to
deliver
services
for
an
AM
our
ambulances,
our
ambulances
are
busy.
Our
ambulance
is
busy
I
think
when
I
left
the
station
today,
they
were
on
about
call
number
10
since
eight
eight
o'clock
this
morning
and
we
had
had
a
mutilated
ambulance
in
time
in
in
the
city
four
times
today,
by
the
time
I
left
we
weren't
able.
M
So
that
was
just
today
and
over
the
last
seven
days
the
the
average
has
been
three
times
a
day.
We
couldn't
handle
a
call.
So
if
you
look
at
these
are
medical
counts,
medical
are
medical
calls
from
FY
13
through
FY
22,
and
you
see
a
pretty
substantial
increase.
But
what
is
what
is
more
disturbing
to
me
is
the
number
of
times
we've
needed.
M
Someone
else's
ambulance
to
come
in
and
take
are
those
calls,
and
so
now
we're
up
to
about
23
of
the
time
when
you
call
9-1-1,
you
don't
get
a
South
Burlington
ambulance.
We
can't
handle
the
call
we're
out
on
another
we're
out
on
another
event,
and
so
FY
22
is
723
times
we
had
service
in
ambulance
come
in.
We
went
out
up
to
sit
at
the
city
29
times.
M
M
It's
a
phased
implementation
for
a
January
124
implementation.
So
it
gets.
We
absorb
half
the
cost
in
24,
FY
24.
We
pick
up
the
other,
the
other
half
of
it
in
fy25.
There
is
offsetting
revenue
here
factored
in
into
that.
If
this
happens
year,
one
will
will
only
pick
up
about
77
000
of
new
revenue
and
that's
primarily
because
if
we
start
these
new
employees
in
January
by
the
time
we're
not
operational
until
March,
so
it
takes
it'll
take
us
about
three
months
to
get
spun
up.
M
And
so,
while
we
do
need
to
start
planning
for
some
for
some
succession
planning,
and
so
we
are,
the
only
career
Department
in
the
state
does
not
have
a
dedicated
deputy
chief
position
like
in
the
operational
field,
it's
kind
of
the
kind
of
world
we
have
a
very
flat
linear
structure,
and
so
for
those
purposes.
We
need
that
position
to
start
managing
kind
of
the
consistency
amongst
the
three
shifts,
a
true
second
in
command.
M
M
So,
in
order
to
do
that,
you
need
administrative
staff
and,
while
I
my
captains
do
as
much
administrative
work
as
they
can
when
you're
running
13
or
14
calls
a
day
because
that's
what
they
do
out
of
station
one
station
two
is
doing
a
bunch
of
calls
as
well
and
then
you're
doing
your
incident
reports
for
all
that
plus
you're
trying
to
manage
the
training
event
and
everything
else
that's
going
on.
You
don't
have
time
to
do
the
policy
development
and
the
grant,
writing
and
all
the
other
things
that
we
did.
M
Was
and
I
think
what
is
important
and
I
briefly
spoke
with
the
manager
about
this
today.
Yeah,
that's,
you
know
as
Captain
natalio,
so
he
he
in
this
case.
Initially
we
call
him
a
company
officer
and,
while
so
he's
managing
that
fire,
so
he's
so
he's
giving
orders
to
the
incoming
units
typically,
but
typically
he
would
have
crew
continuity,
he'd
have
oversight
of
his
crew,
that's
his
that
should
be
his
single
crew
should
be
his
responsibility,
but
because
we
don't
have
a
shift
Commander,
we
don't
have
a
dedicated
resource
to
manage
events.
M
M
You
know
I
I've,
for
most
of
my
career
I've
never
had
to
have
the
challenges
that
my
friends
in
public
safety
at
the
police
department
have.
We
have
never
had
recruitment
retention
issues
in
the
fire
service
and
that's
something
we've
ever
had
to
worry
about
you
post
a
firefighter
position.
You
have
a
ton
of
applicants
like
people
wanted
to
work
in
the
firehouse.
That
is
not
the
case
anymore.
The
first
time
in
my
career,
we
are
struggling
with
the
recruitment
retention,
not
just
South
Burlington
Nationwide,
so
we
need
to
vote.
M
You
know
the
the
traditional
things
that
used
to
be
and
used
to
drive
people
to
coming
into
our
business
are
not
there
the
the
what
the
challenges
that
we're
dealing
with
with
the
Mental
Health
crisis
and
dealing
with
that
that
that
culture
service
that
attacks
us
are
just
very
different
than
what
we're
used
to
and
people
aren't
don't
want
to
do
this
job.
So
we're
going
to
have
to
look
at
Recruitment
and
Retention
very
differently.
M
We're
gonna
have
to
look
at
leadership
and
administration.
That
includes
not
only
at
The
Shift
level,
the
deputy
chief
and
then
future
succession
planning.
We.
We
certainly
need
to
provide
training
opportunities
for
our
captains,
our
lieutenants,
we
have
extremely
young
Department,
I,
think
I
heard
the
number
today
nine
people
with
less
than
a
year.
So
that's
a
third
of
the
department
with
a
I'm
doing
my
math,
my
third
of
my
operational
staff,
with
less
than
a
year
on
the
job.
That's
an
incredibly
young
Department.
M
Our
fire
stations
need
to
be
addressed
while
Station
2
certainly
has
individual
bunk
rooms.
We
do
not
have
accommodations
for
diversity,
we
sleep
in
common
bunk
rooms,
and
so
we
need
to
look
at
and
it
you
know.
I
often
use
my
analogy.
My
I
have
a
20
I,
guess
she's
24
now,
but
what
I
want
my
daughter
sleeping
in
the
in
that
Firehouse?
No
I
would
not,
and
so
you
know
it's
just
different.
You
know
when
I
came
on
the
job.
M
M
We
know
our
windows
and
doors
if
the
Wind
Blows
the
winds
are,
we,
you
know
we
have
a
tired
building
and
a
long
way
of
saying
our
infrastructure.
Both
of
our
stations
need
some
work.
This
is
the
first
time
in
my
career.
I've
worked
in
fire
station,
it's
not
sprinkled
I.
We
require
every
building
to
be
sprinkled.
M
You
know
we
leave
with
with
dinner
on
the
stove
and
I
know.
We
have
a
trip
that
shuts
the
stove
off,
but
nothing
worse
than
a
fire
in
a
firehouse,
and
this
is
the
first
building
I've
ever
been
in
that's
as
a
fire
chief,
even
the
100
year
old
buildings
in
Burlington
were
sprinkled
and
to
me
you
know,
that's
that's
a
problem.
We
we
require
buildings
to
be
if
they're
renovated
to
be
sprinkled
yet
we're
in
a
we're
in
a
non-sprinkle
building
and
I
think.
M
Ultimately,
our
buildings
just
need
some
TLC,
some
paint
on
the
walls.
Some
new
carpet
a
little
bit
of
a
little
bit
of
stuff
to
make
it
feel
a
little
bit,
Fresher
a
little
bit
more
like
home.
That
is
our
home.
When
they're,
you
know
again
they're
working
24
hours
a
day.
The
kitchens
are
it's
a
kitchen,
it's
a
you
know,
just
like
just
like
your
own
home,
and
our
buildings
are
just
really
tired,
but.
M
Do
we
have
and
I'll
say
this
well,
yeah
and
and
the
little
bit
sensitive
only
because
yes,
yes
and
thank
you,
I
just
haven't
pulled
the
trigger
on
it,
because
we're
trying
to
figure
out
a
diff
we're
trying
to
figure
out
the
sleeping
problem
like
how?
How
do
we
put
some
barriers
in
we?
Just
we
had
a
female
start
today,
so
in
30
days
or
so,
she's
going
to
be
on
shift.
I
would
like
her
not
to
have
to
sleep
in
a
common
bunk
room
in
30
days
and
so
we'll
come
for
the
facilities.
M
M
I
can't
end
this
presentation
without
just
the
spotlight
on
the
staff,
both
from
our
operational
staff
versus
and
our
prevention
staff
who,
in
our
prevention
staff,
work
with
contractors
every
day,
and
you
hear
nothing
but
positive
outcomes
about
them,
trying
to
find
solutions
to
technical
problems.
How
do
you
meet
the
code
but
still
meet
it
in
a
way?
That's
not
black
and
white.
M
Is
that
what's
the
word
I'm
looking
for
yeah,
because
we
don't
give
variances,
but
we
do
find
ways
that
because
we
don't
want
to
vary
from
the
code,
but
how
can
we
give
allowances
to
make
that
happen
and
then
to
the
you
know,
the
staff
working
24,
7
365
on
a
ton
of
mandatory
overtime
and
I'm
sure
there's
complaints
behind
the
scenes,
but
it
never
complain
about.
It
never
complain
about
it
to
me
and
that
is
remarkable.
M
I've
been
on
shift
work
before
I've
had
little
kids
when
I
was
working
on
shift
and
I
know
the
toll
is
taking
on
families
and
and
but
it's
not
sustainable,
and
we,
you
know
we're
having
having
a
2018-year
employee
leave
at
the
end
of
the
month
and
for
for
sustainability
reasons.
He
just
had
enough
it's
a
great
job,
but
it's
not
it's
quality
of
life
and
I'm
sick
of
working,
I'm,
sick
of
being
tired.
M
M
Another
summer,
like
we
had
of
Summer
of
22.,
and
so
I
know
that
you
know
we're
we're
we're
we're
for
the
first
time
we're
at
full
Staffing
today,
unfortunately,
by
the
end
of
the
month,
we'll
be
down
one
to
two
positions
and
then
is
what
it
is,
we'll
back
the
cycle
so
I
think
that's
it.
But
thank
I
can't
end
without
saying
thank
you
to
my
staff,
who
have
welcomed
me
and
been
very,
very
supportive
of
everything.
B
M
So
two
things
one:
we
won't
be
able
to
move
to
the
pickup
model
without
additional
people
on
top
of
the
people
we
already
have:
okay,
but
our
but
our
yeah.
So
but
our
administrative
Fleet,
our
small
vehicles,
are
not
factored
into
this
and
I
think
we.
We
are
they're
small
enough
that
we
can
figure
out
a
way
and
a
year
monies
that's
how
I
mean
that's
how
often
it's
done
right,
I
hate
to
say
that
50
or
60
000
is
not
that
big
of
a
deal
but
in
the
money
money
we're
talking
a.
M
We
want
to
move
and
I
have
not
like.
If
we
want
to
move
to
that
model,
it
would
require
us
to
have
people
on
a
on
a
separate
vehicle
cross,
Staffing
thing
because
then
you're
out
in
a
pickup
when
a
structure
fire
comes
in
and
I,
you
know
then
I
don't
have
a
unit
show
up
and
so,
but
I
think
I
think
the
model
more
likely
would
be
a
peak
hour
unit
and
I,
say
Peak.
M
You
know,
we
know
our
call
highest
call
demand
eight
a.m
to
8
P.M,
so
you
could
move
to
a
model
phased
in
over
several
years,
where
you
did
that,
but
not
something
I
would
even
put
on
your
radar.
Now
it's
not
high
enough
priority.
What
is
priority
is
getting
the
second
ambulance
shift
commanders
and
deputy
chief,
like
at
the
end
of
the
day.
That's
where
that's,
where
this
department
needs
to
be
needs
to
focus
on.
E
L
E
B
E
So
if
I
can
do
it
just
a
little
table
setting
about
this
so
I
have
linked
here
on
the
agenda
for
those
who
are
watching
remotely
or
interested
watching
later,
the
website,
where
all
of
our
FY
24
budget
information
is
linked.
You
also
have
it
in
your
budget
books
in
front
of
you.
So
tonight
we
wanted
to
leave
time
on
the
agenda
for
you
to
have
your
own
conversation
about
the
budget.
E
As
it's
been
presented,
you've
now
heard
from
all
of
the
department
heads
about
what
they're
recommending
this
is
really
your
time
to
think
and
talk
among
each
other
about
any
scenarios
you'd
like
us
to
cost
out
in
the
next
two
weeks
and
bring
to
you
at
your
next
meeting.
You
will
have
your
public
hearing
on
the
fy24
budget
and
you
will
need
to
vote
whatever
you
want
to
bring
forward
to
the
voters.
E
C
F
I
am
prepared
to
support
the
5.75
increase.
I
have
heard
Tipping
Point,
either
those
words
or
words
that
equate
to
that
meaning
throughout
the
last
few
weeks
and
I
think
that
5.75
is
very
reasonable,
given
that
we
are
there
in
terms
of
needing
to
meet
the
needs
of
our
growing
population,
Arcola
and
inflation,
as
well
as
our
CIP,
which
I
think
has
been
underfunded
over
the
past
at
least
decade.
A
E
L
K
Yes,
I'm
generally
in
the
same
ballpark
as
where
councilor
Emery
just
stated
she
was.
But
could
you
explain
to
me
a
slide
on
the
PDF
number
60
but
slide
11?
So
what
is
one
two
and
three?
Are
they
mutually
exclusive?
Do
they
build
upon
themselves?
I
I
understand
that
Council
memory
Supports
number
two
proposed
capacity
building
budget
I'm
I'm,
not
quite
following
what
item
three
is
proposed:
funding
to
implement
the
climate
action
plan
with
that
2.13
or
whatever
it
is
be
on
top
of
the
Five
Points.
Could
you
explain
that
a
little
bit.
E
More
yes,
so,
if
so,
I
think
counselor
chanin
is
looking
at
my
initial
budget
PowerPoint
budget
presentation,
the
document
that
looks
like
this
the
slide
slide
11
on
that
overview
in
your
budget
book,
your
hard
copy
budget
book,
so
that,
yes,
that's
how
we've
laid
it
out.
So
we
gave
you
if
we
want
Baseline
one.
The
proposed
Baseline
budget
is
if
we
just
continue
to
do
exactly
what
we're
doing
today,
no
ads
just
keep
up
with
contractual
increases
gas
increases.
Etc!
That's
that's
the
next
slide.
You
see!
That's
our
Baseline
budget.
E
Our
proposed
capacity
budget
includes
the
Baseline
and
the
ads
that
you've
heard
the
operational
ads
that
you've
heard
from
the
department
heads.
So
if
you
look
at
that
slide
slide
13,
that
5.75
is
both
the
Baseline
and
the
capacity
budget.
What
that
5.75
does
not
include
is
the
third
bucket,
which
is
the
bucket
to
fund
the
implementation
of
the
climate
action
plan
over
three
years.
That's
on
slide
14..
E
K
K
That
is
very
helpful,
so
in
the
capacity
building
could
you
clarify
the
new
positions
that
includes
that
that
would
be
restoring
the
firefighter
position
that
they
just
thought.
That
would
be
talking
about
the
deputy
chief
for
the
police,
the
deputy
chief
for
the
firefighter
and
the
six
new
ambulance,
no,
which.
E
So
if
you
look
at
the
slide,
13
the
chart
with
a
blue
heading
and
you
look
down
the
fy24
column,
it
is
a
two-year
proposal,
so
it
does
require
investment,
additional
investment
in
24
and
25..
So
in
24,
you're
talking
about
adding
the
parks,
maintenance,
FTE,
the
deputy
chief
in
the
police
department,
restoring
one
of
the
police
officers,
the
30th
firefighter
and
the
mid-year
startup
of
a
second
ambulance.
E
L
A
But
there
are
a
lot
of
things
that
are
needed
by
services
that
they've
been
doing
without,
and
we
need
to
fulfill
that
request.
I
think
and
inflation
is
running.
Rampant
is
having
an
awful
effect
and
I
think
it's
starting
to
Cascade
up
through
taxation.
At
this
point
and
I,
don't
think
we
really
have
a
choice
if
we
want
to
keep
providing
services
at
the
level
that
we've
had
and
not
wear
out
those
Services
beyond
their
capacity.
So
right.
B
B
I
would
just
say
that
for
next
year
I'm
looking
I
will
tell
you
now
I'm
looking
to
fund
the
climate
action
plan
with
arpa
dollars,
that's
two
of
us
and
then
in
subsequent
years,
I
think
we
need
to
look
at
general
fund
dollars
because
I
think
that's
that's
really
important
and
I
think
that's
a
public
expectation
as
well.
I,
don't
think
we
can
just
say
thanks
for
the
action
plan
and
we'll
do
a
one-time
funding
of
work
and
then
yeah
call
it
a
day.
Yeah.
F
And
actually
just
to
build
off
of
you
Helen,
if,
if
you're
done
sure
is
for
the
fiscal
year
25
and
the
fiscal
year
26
for
the
climate
action
plan,
how
we
added
three
employees
to
recoup
the
employees
that
we
lost
over
the
covid
furloughs
that
we
would
actually
partially
fund
fiscal
year,
25
and
fiscal
year,
26
through
December
of
26,
with
funds
yeah
just
to
smooth
it.
Just
like
you
know,.
B
K
So
I
want
to
preface
this
again
by
saying
I'm
not
advocating
for
it
but
I'd
love
to
hear
the
city
manager's
reaction
to.
Since
this
is
the
highest
budget,
we
will
be
putting
forward
to
the
voters
in
my
eight
years
on
this
Council
and
I'm
ready
to
support
it.
When
we
had
another
high
one,
we
cut
into
the
CI
the
city
center
Reserve
fund.
What
is
your
reaction
again
to
lowering
that
from
800
to
700
000
just
to
soften
the
blow?
This
coming
budgetary
cycle.
E
Yeah,
so
we
did
and
I
believe
Alana
is
actually
on
line
to
talk
about
that
as
well.
Tonight
we
did
talk
about
that
as
a
team.
That
is
an
option
for
us
to
consider
our
biggest
hesitancy
about
doing
this.
This
fiscal
year
is
for
that
100
000
gap,
which
is
you
know,
half
a
percent,
is
that
it
is
still
a
whole
we
would
need
to
climb
out
of
in
the
future.
We
don't
think
it's
possible
to
fund
it.
E
Seven
hundred
thousand
dollars
this
year
and
for
the
rest
of
the
life
of
the
Tiff
I
think
we
would
need
to
grow
back
out
of
that
to
regain
the
800
000
investment
in
the
future
future
years
at
a
minimum,
depending
on
how
we
saw
growth,
not
in
the
these
blocks
move
forward,
and
so
when
we
think
about
smoothing
things
out
that
seemed
to
us.
Initially,
that
was
a
we
could
do
it
now
to
solve
a
problem.
C
A
Tiff
should
be
generating
enough
revenue
and
we've
seen
those
those
spreadsheets
before
right.
I
mean
there's
got
to
be.
There's
probably
going
to
be
some
point
in
a
couple
years.
Where
we
go.
Oh,
we
don't
need
it
as
much
anymore.
So
we
could
reduce
that
right.
But
if
you're
saying
that
right
now,
it's
it's
a
better
idea
to
not
reduce
it
right
just
to
have
that
buffer.
I
understand
that,
because
you're
waiting
for
things.
E
E
And
we're
we're
at
the
again
a
lot
of
jump
in
here,
but
I
think
what
we
feel
is
that
the
Tiff
is
performing
really
well
and
we're
seeing
huge
investment
in
the
vacant
land.
The
Tiff
needs
some
of
the
built
out
properties
to
also
redevelop.
So
what
we'd,
really
love
to
see
is
some
of
that
change
start
to
occur
in
order
to
feel
comfortable
that
we
can
start
stepping
down
that
amount.
A
A
I
hope
they
can
find
the
people
to
hire
I
really
wish
they
would
I
mean
and
I
know
that
everybody's
competing
the
National
Guard.
The
guard
is
air
guards
right,
they're
competing
for
people
and
fire
and
Public
Safety.
But
if
you
get
into
high
schools
as
soon
as
possible
and
start
ringing,
the
bell
and
advertising
those
careers
I
mean
it'd,
be
great
to
and
I'm
sure
they
are
right.
D
B
C
D
A
Know
I
I,
so
I
had
to
take
my
son
to
Saratoga
Springs
last
week
to
so
he
could
meet
his
girlfriend's
family
halfway
thinking.
He
could
go
back
with
him
anyway,
so
I
walked
around
Saratoga,
Springs
and
I'm
getting
to
a
story
here.
They're
building
this
huge,
you
know,
like
you,
know,
eight-story
steel,
building
and
I'm,
watching
a
steel
worker
walk
on
our
girder
and
then
another
construction
worker
walks
towards
me
and
I
started
talking
to
him
about
it
and
turns
out
he's
a
plumber
and
I'm
like
going
and
it's
like.
A
Well,
how
did
you
get
to
be
a
plumber
in
this
construction
business
right
and
he
goes
well.
I
I
went
I,
studied
environmental
science
for
four
years
and
I
came
out
of
that
and
my
whole
family
were
plumbers
and
they
just
kept
beating
me
in
the
head
and
finally,
I
turned
to
Plumbing.
He
goes
and
he
goes
personally.
He
goes
I
feel
like
there's
a
stigma.
I
guess
and
I
go.
There's
no
Stigma,
because
Plumbing
is
a
great
business
to
me
and
he
goes.
A
But
this
is
great
I'm
doing
something
that
I
love
to
do
it's.
It's
a
needed
service
and
I'm,
making
a
ton
of
money
I'm
like
going.
You
need
to
go
to
schools
and
tell
people
people
how
much
money
you're
making
you
know
it's
a
union
job
and,
and
you
enjoy
it,
and
you
get
to
work
in
this.
You
know
really
cool
construction
environment,
and
so
it
was
really
great
conversation
to
have
with
him.
It
was
anyway.
D
D
Yeah
during
the
last
council
meeting
DPW
budget
presentation,
the
council
recommended
looking
at
this
very
straight
CIP
project
that
has
been
looked
into
and
the
CIP
is
updated
on
the
city's
website.
There
is
a
new
slide
with
today's
date,
that
is
the
updated
CIP
reflecting
the
updated
CIP
project
experience,
trade.
B
A
Think
it's
important
that
we
all
are
locked
and
loaded
with
the
reasons
this
budget
is
bigger.
So
we
talk
to
constituents,
we
enumerate
exactly
what
all
of
the
things
are
and
we
can
just
quantify
them
outright.
You
know
they.
They
need
more
police
officers,
they
need
more
fire,
the
fire
department's
overworked
right.
We
have
equipment,
concerns,
equipment,
renewal,
I
mean
it's
just
it's
all
there
in
black
and
white
yeah.
B
A
G
E
B
Okay,
thank
you.
Thank
you
and
I
would
encourage
the
public
to
look
at
these
materials
and
then
ask
us
if
you
have,
you
know,
call
us
with
questions
or
pepper
Jesse
or
somebody
all
right.
Moving
on.
Did
you
want
to
just
take
a
quick
break?
Are
you
okay,
I,
don't
know
what
time
it
is.
It's
only
8
30..
You
want
to
do
one
more
thing.
E
D
B
C
L
C
B
E
Yeah
go
ahead,
so
this
was
a
council
request.
You
had
the
conversation
about
the
charter
change
to
enable
this
to
happen,
as
well
as
the
ability
to
tax
her
or
impose
a
fee.
If
it
didn't.
We
understand
that
there
may
be
some
interest
in
exploring
just
the
regulating
it
within
existing
buildings
side
of
things,
so
before
staff
spends
time
on
that,
we
want
a
direction
from
the
full
Council
that
that
is
something
you
wanted
us
to
explore
legally
and
in
ordinance.
E
A
A
A
Do
that
research
to
see
if
in
the
model,
in
my
mind,
which
might
not
be
of
modern
relations
mine,
is
that
at
some
point
down
the
road,
when
somebody's
heating
system
needs
to
be
replaced
and
it
happens
to
be
running
on
fossil
fuels,
did
the
city
want
to
inject
its
permitting
process
into
that
to
help
them
make
a
better
decision
about
how
to
replace
it
either
through
regulation
or
not
whatever?
It
is.
Is
that
what
we're
thinking
about
here.
H
C
E
B
L
B
E
B
B
F
Way
the
way
I
did
it
was
I.
Looked
at
the
number
three
on
the
budget.
The
proposed
budget
from
the
staff
and
I
did
the
math
tell
us
to
install
stuff
and
to
do
you
know
all
of
the
the
hiring,
as
well
as
getting
a
consultant
to
implement
our
climate
action
plan
and
where
we
don't
fully
fund
it
I
got
to
1.98
million
dollars
so
just
to
keep
that
in
mind,
so
that
I
didn't
think
that
you
all
were
going
to
agree
with
me.
F
So
I
put
down
some
numbers
in
the
other
categories,
but
I
didn't
put
a
lot,
because
I
really
think
that
the
strength
of
this
third
budget
proposal
is
that
it
has
been
reviewed
by
staff.
They
have
experience
in
terms
of
how
many
staff
members
we
need
in
order
to
implement
several
things
that
could
fall
into
many
of
these
buckets
definitely
leveraging
other
funding.
Definitely
meeting
Urgent
health
and
economic
needs,
short-term
investment,
leading
to
Lasting
benefits
and
is
transformative.
So
it
was
a
five
straight
across
the
board
for
that.
F
F
Together
to
implement
action
plan,
uh-huh
so
yeah
page,
no,
not
page
13,
page
14
in
the
budget
book
that
I
priced
it
out
yeah
to
see
how
many
arpa
dollars
and
since
we
all
agreed
to
5.75.
That
means
that
the
406
thousand
one
hundred
fifty
dollars
for
fisky
or
24.
We
have
to
pay
out
of
arpa
dollars,
but
I
then
broke
down
the
737
917
and
the
500
3
575
dollars
in
you
know
in
fiscal
year
25
and
26
to
80
and
60
percent.
F
Oh
I,
see
and,
and
then
I
even
did
the
335
717
for
fiscal
year
27
through
December
2026.
and
I
I
followed
the
same
kind
of
breakdown,
as
we
did
for
the
three
City
staff
where
they
did.
You
know:
80
60,
40,
phasing
down
I
couldn't
get
to
the
20,
but
I
did
get
to
40
and
that
all
added
up
to
1.98
million
dollars.
F
So
that
left
my
you
know
for
for
me
to
play
around
with
the
numbers
you
know.
I
I
then
did
yes.
We
should
certainly
I
think
respond
to
Residents
needs
and
the
needs
for
health
and
short-term
investment
for
for
lasting
benefits.
For
the
dog
waste
bag
dispensers
and
the
feral
dog
park
improvements
do
we
need
seventy
thousand
dollars
at
feral
Park
that
I
wanted
us
to
discuss.
F
I'm,
not
sure
and
I
also
thought
that
the
the
bike
path
now
there
I'm
going
over
the
two
point:
the
2.006
million
dollars,
but
the
one
to
two
hundred
thousand
dollars
to
Leverage
The
1.145,
a
million
dollars
for
the
five
foot
shared
use
path
into
a
10-foot
shared
use
path
along
heinsberg
road
that
that
was
something
that
I
would
be.
You
know,
I
saw
the
the
value
of,
and
then
I
also
looked
at
the
natural
resources
and
conservation
committee.
F
F
All
these
things
that
the
energy
committee
and
the
nrcc,
but
specifically
the
energy
committee
and
the
Planning
Commission
you
know
we're
talking
about
but
I
even
think
Economic
Development,
because
the
more
we
spend
today
on
climate
mitigation,
the
less
we
will
be
spending
down
the
road
by
millions
and
millions,
if
not
more
dollars,
I
I
really
think
it.
It
satisfies
a
lot
of
the
line.
Item
requests.
F
I
was
also
looking
at
the
the
art
to
have
a
cultural
plan,
because
I
think
that
is
transformative
for
a
city
and
just
like
the
firefighters
want
to
have
new
paint
on
their
walls.
There
is
something
pride
of
place
that
you
know
a
splash
of
color
and
a
little
bit
of
Aesthetics
can
can
do
with
regard
to
the
complete
housing
needs
and
opportunities
assessment.
F
I'm
wondering
what
the
ccrpc
's
role
would
be
in
that,
because
I
think
they've
done
a
lot
with
Building
Homes
together
in
terms
of
what
we
need.
We
need
Workforce
housing.
We
we
need
homes
for
those
entry
level.
You
know
positions
in
our
in
our
local
jobs,
support
child
care,
I'm,
not
sure
what
direction
we
can
go.
If
we
were
having,
you
know
us
all,
come
around
Recreation
indoor,
Recreation,
Center
I'd,
say
great.
We
can
do
something
for
child
care
there
right,
but
we
aren't.
F
D
B
K
Point
of
clarification
so,
as
I
read
the
memo
Council
memory
that
was
very
useful,
going
down
the
list
but
I
feel
like
the
manager
was
setting
up
today.
Just
to
ask
that
type
of
question
that
the
chair
just
articulated.
So
are
you
looking
for
us
tonight
what
additional
information
we're
going
to
need
or
how
this
process
we
want
to
unfold,
to
evaluate
these
options
and
I?
F
B
E
So
for
to
council
chandan,
what
I
was
trying
to
give
you
tonight
was
a
tool
that
you
could
use
to
make
your
decisions
moving
forward,
I
thought
the
conversation
was
going
to
be
a
conversation
about
the
tool.
Is
this
the
right
tool?
Are
we
going
in
the
right
direction?
Are
there
areas
where
you
want
us
to
explore
more
and
on
what
timeline
do
you
want
us
to
come
back
to
you?
So
you
know
the
Committees
provide
this
feedback
we've
been
in
budget
season.
E
F
B
B
I
Oh
there,
okay,
it's
so
bright.
Is
it
possible
at
all
to
I
like
your
idea
of
some
of
the
salary
money,
the
arpa
funds
going
to
that?
Is
it
possible
because
when
you
you
spoke
about
the
budget,
you
had
like
a
little
over
five
percent
for
the
fire
department
and
the
the
police
department
as
well,
and
then
you
have
2.5
for
the
climate
change
action
plan.
I
E
B
And
and
what
they're
proposing
you're
asking?
What
is
it
for?
One
is
for
a
climate
director.
One
is
Staff:
a
sustainable
sustainability,
Community
engagement
manager
and
analysts,
some
Consultants
public
Outreach
funding
to
meetings.
So
we
can
have
those
those
conversations
with
the
public
about
what's
important
and-
and
that
was
the
first
year
and
then
it
there's
an
enforcement
team
in
the
second
and
third
year.
If
things.
H
Actually
I
I
said
it
in
in
the
chat,
but
Megan
mentioned
that
there
are
no
buildings
available
for
a
child
care
facility
or
you
said
that,
but
there
probably
are
vacant
buildings.
I
think
one
is
quite
close
to
you.
It's
the
former
Sears
Automotive
building,
that's
been
vacant
for
a
long
long
time,
and
maybe
some
of
those
funds
can
be
used
to
fill
out
part
of
that
building
as
a
child
care
center.
There
are
places
where
we
could,
where
we
could
perhaps
satisfy
that
need.
B
I
I
wouldn't
argue
with
that.
We
don't
own
that
building,
but
we
certainly
if
we
have
a
thoughtful
committee
or
group
that
comes
together
to
explore
options
and
come
back
to
the
council
with
this
is
what
we've
identified,
and
this
is
where
we
think
you
could.
You
know
funded
or
created
or-
and
these
are
the
partners
we
would
need
like
that-
would
require
them
all.
I
guess
or
Sears
I,
don't
know
who
owns
it,
but
Sears
Sears
to
partner
with
us
that
that
could
be
one
of
the
solutions.
B
A
E
You,
and
maybe
you
guys,
will
spend
some
more
a
little
more
time
with
it
that
we
will,
as
staff,
also
think
more
specifically
about
what
child
care
and
investment
in
child
care
could
look
like
and
what
some
options
are
and
that
in
the
next
couple
of
months
we
also
really
or
I
guess.
There's
a
question
to
you.
I
would
like
you
to
say
to
us:
go
explore
how
we
can
leverage
These
funds.
B
B
Can
I
also
ask
you
if
I
I
think
that
you
heard
correctly
and
I
think
that
makes
sense,
but
I
also
want
to
be
sensitive
to
your
current
Staffing
and
lack
of
certain
you
know
positions.
So
would
it
make
sense,
in
terms
of
in
a
more
immediate
use
of
a
small
amount
of
the
arpa
money
to
fund
a
consultant
or
a
person
that
could
really
do
that
kind
of
exploration.
B
For
any,
for
all
of
you,
like
all
the
grant,
funding
and
stuff
I
mean
I
know
the
league
of
cities
and
towns
has
a
person
but
she's
not
going
to
work
full-time
for
South
Burlington,
and
this
is
a
big
ask,
so
I
I
guess
I
just
put
that
out
there.
If
we
really
want
to
have
back
the
maximization
maximum
maximizing
the
money
that
we
could
leverage,
then
I
think
we
really
need
someone
focused
on
that
who
has
some
skill
in
that,
but
be.
A
F
So
no
she
wasn't
discounting.
She
was
looking
into
child
care,
I
mean
that's.
What
I
wanted
to
actually
go
through.
Tom
was
I
the
questions
I
have
for
the
the
Adu,
so
the
the
dwelling
unit,
the
what
is
the
a
accessory
dwelling
unit.
You
know,
I
think
we
really
need
to
address.
Strs
I'm
I'm
contacted
every
other
week
about
people
concerned
about
properties
in
their
neighborhood
turning
into
airbnbs
and
which
is
housing
out
of
our
out
of
our
stock
and
especially
in
my
neighborhood.
F
H
F
But
okay
but
I,
don't
know
I
mean
there
are
front
yards
in
my
neighborhood,
so
I
mean
if
you
really
want
a
bus,
shelter
on
White
Street,
where
you're
going
to
be
in
someone's
front
yard.
The
person
might
have
something
to
say
about
that:
I.
Don't
that's
just
a
question.
I
would
thought
we
should
inquire
about
and
then
the
other
question
nope
I
think
those
were
my
questions.
A
B
A
They're
they're,
the
number
they're
ones
that
are
that
are
hard
numbers
right.
Where
we
could
say
this
is
my
list
of
hard
number
ones
I'd
like
to
fund,
and
these
are
the
ones
there
that
don't
really
have
numbers
but
they're
Concepts.
That
I
want
to
fund
right
and
we
could
prioritize
them
that
way,
and
then
we
could
just
argue
about
it.
All.
B
C
K
A
E
I
think
the
the
task
I
think
I
may
have
over
processed
you
all
here.
One
of
the
things
you
talked
about
the
last
meeting
was
sending
Helen
your
top
like
three
to
five
priorities
for
us
to
explore
and
then
I
gave
you
a
whole
different
Matrix,
that's
much
more
complicated,
so
I
think
what
kind
of
going
back
to
some
of
the
conversations
I.
E
Think
if
you
want
to
do
your
homework
and
spend
time
with
this
tool
and
that
helps
whoever
is
going
to
be
the
deciders
here,
make
some
decisions,
I
think
that's
fabulous
I
think
we
will
explore
some
child
care
options.
I
think
we
will
pay
attention
in
the
next
couple
of
months
to
other
funding
sources
and
what
we
can
leverage
into
some
of
the
ideas
we've
heard
you
talking
about
because
that
might
change
your
criteria
too.
If
we
can
leverage
in
a
million
dollars
for
twenty
thousand
versus
something
else
and
start
collecting.
B
E
Thank
you
so
I
provided
the
council
a
memo
and
a
set
of
tools.
As
you
all
know,
in
my
contract
there's
a
section
about
annual
performance
reviews,
we
did
that
last
year
at
this
time
to
me,
it's
really
useful
to
do
that
in
January
and
February
with
a
council.
That's
worked
with
me
for
a
year
and
then
set
goals
in
the
next
year
with
a
policies
and
strategies
and
with
the
evaluation
process.
E
So
I've
outlined
a
proposed
timeline,
I'm
also
respectfully
requesting
that
I
talk
to
those
of
you
who
I
negotiated
my
contract
with
the
first
time
that
I
would
like,
in
conjunction
with
this
contract,
to
re-negotiate
my
my
my
con
in
conjunction
with
this
evaluation
to
renegotiate
my
contract,
I
will
be
less
than
a
year
remaining
on
my
contract,
starting
fy24
and
I
always
like
to
roll
it.
So
we
I
never
get
less
than
a
year.
It's
a
three
year
yep.
So
my
third
year
will
start
on
in
FY,
24.
E
E
I
E
And
have
it
spit
out
more
clearly
nice?
The
one
change
I
am
suggesting,
based
on
what
I
recall
from
our
conversation
last
year
is
to
add
a
key
stakeholder
evaluation.
So
last
year
we
did
the
leadership
team
provided
feedback
in
the
council
provided
feedback.
There
is
a
conversation
about.
Did
we
want
to?
Did
you
all
want
to
solicit
feedback
from
Key
stakeholders?
So
I
have
proposed
evaluation
tool
for
that?
That's
very
similar
to
the
leadership
team.
One
in
that
my
thought
was
somebody
from
Union
leadership.
E
E
So
the
timeline
I
suggested
is
that
if
you
give
some
approval
to
this
tonight,
we'll
send
out
those
tools
by
the
ninth
results
would
be
due
back
by
the
25th
and
shared
with
all
of
us.
On
the
second,
we
will
review
those
on
February
6
and
then
we'd
spend
two
weeks
negotiating
contract
renewal
for
approval
on
February
16th.
E
B
Is
my
proposal
comments?
The
only
comment
I
like
include
all
that
you
included
and
added
the
only
piece
and
I've
mentioned
this
to
Jesse
and
I
I.
Think
we
I
mentioned
it
last
time
and
we
excluded
it
on
the
form
that
we
fill
out.
There's
a
whole
section
on
supervision
and
I
I,
don't
feel
particularly
comfortable
or
able
to
evaluate
her
supervision
skills
with
the
staff,
because
I
don't
see
it
with
the
exception
of
when
people
when
the
staff
is
here
and
in
during
our
Council
meetings.
B
A
E
I
think
you
would
get
you
get
feedback
on
that
through
the
leadership
team
comments,
so
I
would
recommend
you
just
you,
take
this
question
off
and
instead
have
a
placeholder
saying
this
will
be
evaluated
under
the
leadership
team
comments
as
provided.
So
it's
still
a
category
you're
evaluating
me
on,
but
not
in
this
way.
F
Well,
I
I
have
seen
you
Jesse
for
the
the
second
and
the
third
and
and
even
the
fifth,
you
know.
I
I've
seen
you
in
the
meetings
that
I
attend
as
the
council
liaison
with
with
staff
leaders
and
I've
seen
you
also.
You
know
through
the
events
that
the
city
has
put
on
and
how
you
have
you
know,
I
think
affirmed
your
your
leadership
when
an
event
has
happened
and
I
think
that's.
We
do
get
insights
in
terms
of
instills
confidence.
A
E
E
E
Has
not
to
brag
too
much
on
the
team
which
I
know
I
love
to
do
he's
got
such
a
you.
You
all
haven't
interacted
with
Mike
mod
a
whole
lot,
but
he's
just
got
such
a
core
of
Ethics
about
you
know.
Looking
at
at
these
kinds
of
survey
results
and
making
the
comparison
to
he
has
access
to
every
single
document.
E
B
K
C
B
I
think
that's
a
good
list
I'm
trying
to
think
if
there's
any
sort
of
other
people
involved
in
the
City
that
don't
have
the
you
know,
aren't
on
sbba
or
for
a
Community
member
yeah,
but
I
can't
think
of
you
know
Mr
or
Mrs
Community
member,
particularly
if
we
get
some
members
from
committees.
That
would
probably
be
enough.
F
F
B
F
E
We
are
definitely
not
in
the
running
for
those
we
are
not
a
community
of
limited
means,
so
the
the
what
Tom
was
outlining
in
that
comment
was
the
state
opened
up
that
Grant
opportunity
first
to
communities
of
limited
means,
and
then
what
funds
remain
will
be
offered
to
the
rest
of
the
community?
So
we
don't
know
yet
what
the
what
the
state
took
in
and
how
many
dollars
are
remaining
for
us
to
apply
for,
but
he's
on.
All
of
those
he's
already
fed
our
project
to
the
grantors
to
demonstrate
a
shovel
ready
project.
A
Yes,
I'd
like
to
move
the
council,
make
a
specific
finding
that
premature
general
public
knowledge
of
the
discussion
of
pending
civil
litigation,
to
which
the
city
is
a
party
and
discussion
of
the
appointment,
employment
or
evaluation
of
a
city
employee
would
clearly
place
this
public
body
at
a
substantial
disadvantage.
Second,.