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Burlington Electric Department
2017–18 Strategic Direction


To serve the energy needs of our customers in a safe, reliable, affordable, and socially responsible manner.


Safety, Integrity, Community, Engagement, Innovation

2030 Vision

Make Burlington a “net zero energy city” across electric, thermal, and ground transportation sectors by managing demand, realizing efficiency gains, and expanding local renewable generation, while increasing system resilience.

  • BED defines “net zero” as Burlington sourcing at least as much renewable energy as it consumes in energy for electric, thermal, and transportation purposes.
  • We source energy from New England and adjoining states and territories with a strong preference for generation closest to Burlington.
  • For thermal and electric, we will work toward net zero with Burlington residential, commercial, and industrial customers.
  • For transportation, our goal is to make in-city travel net zero, and lower the impact of intercity travel. Air travel is not included at this time.


Strategic Objectives

Create a nimble organization by transforming our business platform and developing our human capital to best leverage an era of rapid change in the energy industry.
Deliver exceptional customer care by enhancing personal service and increasing engagement across all channels to efficiently resolve customer issues and proactively promote energy efficiency and other program opportunities.
Leverage our electric assets to take advantage of high intensity, bi-directional energy made possible by distributed energy resources.

Strategic Initiatives

Establish modern, simple full function customer care platform

Create service delivery model focused on high quality customer care

Develop web and social media platforms, plus other forms of promotion, to increase engagement

Focus on making our programs work for all customers, especially rental and New American populations

Coordinate with other City departments to promote customer ease-of-use

Re-envision energy efficiency model to create even more customer value

Strengthen distribution and generation assets to increase reliability and efficiency

Implement asset maintenance plan for McNeil, Winooski One, and distribution system

Establish McNeil knowledge transfer program to be completed within three years

Update field computing and pilot grid automation

Empower employees with modern technology

Overhaul IT backbone for core business functions (IT Forward)

Implement collaborative model between end user and technology

Build shared data center with City

Enhance cyber security capabilities

Advance nationally significant energy innovation

Launch solar pilot to speed adoption

Advance district energy, microgrid, and electric transportation projects

Launch citywide demand reduction strategy

Develop dynamic rates and green pricing plans

Use facilities to showcase the impact of new energy technologies

Establish mileposts to achieve vision by 2030

Integrate energy efficiency, demand reduction, and distributed resources in regulatory planning and program design

Budget and manage risk to maintain stable rates

Develop and test alternative revenue pilots

Build a suite of financial options to support solar and storage purchases

Modernize inventory system

Develop learning organization model to enhance employee education and training