HomeMy WebLinkAboutAgenda - City Council - 08/07/2023AGENDA
SOUTH BURLINGTON CITY COUNCIL South Burlington City Hall 180 Market Street SOUTH BURLINGTON, VERMONT
Participation Options In Person: 180 Market Street - Auditorium - Main Floor Assistive Listening Service Devices Available upon request Electronically: https://meet.goto.com/SouthBurlingtonVT/citycouncil-08-07-2023 You can also dial in using your phone. +1 (646) 749-3122 Access Code: 168-579-085:
Regular Session 6:30 P.M. Monday August 7, 2023
1.Pledge of Allegiance (6:30 PM)
2.Instructions on exiting building in case of emergency and review of technology options –Jessie Baker, City Manager (6:31 – 6:32 PM)
3.Agenda Review: Additions, deletions or changes in order of agenda items (6:33 – 6:34 PM)
4.Comments and questions from the public not related to the agenda (6:35 – 6:45 PM)
5. Councilors’ Announcements and Reports on Committee assignments and City Manager’sReport (6:45 – 6:55 PM)
6.Consent Agenda: (6:55 – 7:00 PM)
A.*** Consider and Sign DisbursementsB.*** Approve minutes from the July 10, 2023 Special City Council meeting and July17, 2023 City Council MeetingC.*** Approve applications for 2023-2024 US Department of TransportationDiscretionary Grant funds to support the Bike and Pedestrian bridge over I-89
D.*** Approve the allocation of up to $35,000 in ARPA dollars to fund placemaking andplanning work to create a "City Green" in City Center
7.Introduce Andy Brumbaugh, Communication and Outreach Coordinator for the City – JessieBaker, City Manager (7:00 – 7:10PM)
8.*** Receive the Library Board presentation on their Strategic Plan – Stacey Pape, LibraryBoard Chair (7:10 - 7:40PM)
9.*** Receive the Fire Department Strategic Plan – Steven Locke, Fire Chief (7:40 – 8:10PM)
10. *** Convene as the South Burlington Liquor Control Commission to consider the following: Myer's Wood Fired, Third Class Restaurant/Bar and Outside Consumption Permit (8:10 –
8:15 PM) 11. Other Business (8:15 - 8:25 PM)
12. Consider entering into executive session for the purpose of discussing contracts and the negotiating or securing of real estate purchase or lease options 13. Adjourn Respectfully Submitted:
Jessie Baker
City Manager
*** Attachments Included
Champlain Water District
Check/Voucher Register - Check Report by Fund
From 8/8/2023 Through 8/8/2023
Check Date Check Number Vendor Name Invoice Description Check Amount Invoice Number
8/8/2023 4608 Aldrich & Elliott, PC Project 21001.005 261.36 81402
8/8/2023 4609 Aldrich & Elliott, PC Project 22025.001 258.39 81452
8/8/2023 4610 Bevins & Son Inc.Patchen Road - 06/26/23 5,000.00 19434
8/8/2023 4611 Edward B. Crane Trust Refund Overpymt on Accounts 2026 and
7578
375.32 REFUND 2026/7578
8/8/2023 4612 E.J. Prescott Curb Box Extensions 482.78 3063004
8/8/2023 E.J. Prescott Cedar Glen at Spear Street 379.41 6193573
8/8/2023 E.J. Prescott Repair Caps 141.21 6194561
8/8/2023 E.J. Prescott Blue Valve Paint 90.34 6197810
8/8/2023 E.J. Prescott Cold Patch 51.24 6202162
8/8/2023 4613 MSK Engineers Project 1460-001 922.50 16045
8/8/2023 4614 NEFCO Corporation Paint Pens 41.47 S4509421.001
8/8/2023 4615 Ti-Sales, Inc.Meters 17,190.00 INV0159778
Total 70 - South Burlington Water
Department
25,194.02
Report Total 25,194.02
70 - South Burlington Water Department
SOUTH BURLINGTON CITY COUNCIL
Page: 1
SPECIAL CITY COUNCIL 10 JULY 2023
The South Burlington City Council held a regular meeting on Monday, 10 July 2023, at 6:00
p.m., in the Auditorium, 180 Market Street, and by Go to Meeting remote participation.
MEMBERS PRESENT: H. Riehle, Chair; M. Emery, T. Barritt, T. Barnes, A. Chalnick
ALSO PRESENT: J. Baker, City Manager; Chief S. Locke, Deputy City Manager; T. DiPietro, Public
Works Director; M. Lyons, City Assessor; M. Machar, Finance Director; C. McDonald, L. Bresee,
B. Sirvis, L. McDonald, C. Tillinghast,
1. Instructions on exiting building in case of emergency and review of technology
option:
Ms. Baker provided instructions on emergency exit from the building and reviewed technology
options.
2. Additions, deletions or changes in the order of Agenda items:
No changes were made to the Agenda.
3. Comments and questions from the public not related to the agenda:
There were no comments or questions from the public.
4. Announcements and City Manager’s Report:
Ms. Riehle reported on an Airport Commission meeting. Items discussed included a petition
from a public group opposing the F35s for reasons linked to climate change; talk of banning
private jets because they are more polluting (the FAA has said this is illegal), updating sound
insulation because of the need to find a new window vendor, the new noise exposure map, and
the order for new fencing for the cemetery (should be installed by the end of July).
Ms. Baker: Another 2.5 inches of rain is anticipated. The City is offering its expertise to
other affected municipalities.
The City joins in mourning the death of a Rutland Police Officer killed in the line
of duty.
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10 JULY 2023
PAGE 2
5. Consent Agenda:
a. Approve and Sign Disbursements
b. Approve minutes from the May 15, 2023 and June 5, 2023 Council meetings
6. Approve the FY24 Municipal Tax Rate and set the installment due dates:
Ms. Baker explained the calculation.
Ms. Lyons explained what is included in the Grand List which is set on 1 April of every year. She
also explained how the Grand List can change even during a non-reappraisal year.
Ms. Lyons noted that the commercial market is not as robust as the residential and condo
markets.
There was a 2.38% increase in the Grand List last year which increased the total to
$4,100,000,000 in value. The TIF increased by 14.6%. That increase will decrease the city’s tax
rate.
Mr. Barritt then moved to set the FY24 Municipal Operations Tax Rate at .4712 for a total tax
rate of .4916 and set the installment dates at 23 August 2023, 23 November 2023, and 24
March 2024. Mr. Chalnick seconded. Motion passed unanimously.
7. Approve Council Resolution #2023-13 establishing the FY24 Water, Wastewater
and Stormwater Rates and related allocation fees:
Mr. DiPietro noted that the increases in water, wastewater and stormwater rates match what
was discussed at budget time. There are also updates on some allocation fees.
Mr. DiPietro noted that South Burlington’s rates are still the lowest in the area.
Mr. Barritt moved to approve Council Resolution #2023-13 establishing the FY24 Water,
Wastewater and Stormwater rates and related allocation fees. Mr. Chalnick seconded. The
motion passed unanimously.
8. Approve changes to the Planning & Zoning Fee schedule including altering the
timing for payment but no change to the rates:
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10 JULY 2023
PAGE 3
Ms. Baker noted that there is no fee change, only a timing change as to when the Certificate of
Occupancy fee is due. The fee will now be due when the developer applies for the permit. If
the project is never built, the fee will be returned.
Mr. Barritt moved to approve changes to the Planning & Zoning Fee schedule as presented. Mr.
Chalnick seconded. Motion passed unanimously.
As there was no further business to come before the Council, the meeting was adjourned by
common consent at 6:28 p.m.
_________________________________
Clerk
CITY COUNCIL 17 JULY 2023
The South Burlington City Council held a regular meeting on Monday, 17 July 2023, at 6:30
p.m., in the Auditorium, 180 Market Street, and by Go to Meeting remote participation.
MEMBERS PRESENT: H. Riehle, Chair; M. Emery, T. Barritt, T. Barnes, A. Chalnick
ALSO PRESENT: J. Baker, City Manager; Chief S. Locke, Deputy City Manager; T. DiPietro, Public
Works Director; P. Conner, Director of Planning & Zoning; E. Quallen, Public Works Director of
Capital Projects; A. Homen, J. & B. Britt, B. Sirvis, C. Larsen, S. Lowensohn, S. Dooley, H. Gagne,
L. Smith, A. Chalnick, L. Marriott, M. Cota, M. Mittag, J.Mosley, D. Cummings, M. Simoneau, F.
MacDonald, J. Cohen, L. Bailey, B. McMeehan, R. Greco, J. Brannu, R. Hall, Rep. N. Hyman, K.
Moore, R. Doyle, A. Gross, S. Dopp, J. Louisos, A. Cousins, L. Yankowski
1. Instructions on exiting building in case of emergency and review of technology
option:
Ms. Baker provided instructions on emergency exit from the building and reviewed technology
options.
2. Additions, deletions or changes in the order of Agenda items:
Ms. Emery asked to add a discussion on Other Business about a recognition event for
committee members who have stepped down.
3. Comments and questions from the public not related to the agenda:
A member of the public spoke to the need to ban gas powered leaf blowers and edgers. She
noted the Council may be reluctant to do this because of the inability to enforce an ordinance.
She agreed that was not a good use of Police time, but the she felt it would give people more
opportunity to speak to neighbors who were using the gas powered equipment. She noted this
equipment is polluting and not essential. Electric powered equipment is not very expensive.
She urged the Council to reconsider an ordinance.
Ms. Emery said this could be a good topic for the “Councilors Corner.” Mr. Barritt noted he is
doing the August column.
Ms. Sirvis then spoke to the potential use of ARPA money. She felt the Council has lost touch
with today’s needs by focusing on climate change. She suggested looking at nice apartments at
reasonable rates. She urged the Council not to listen only to those who live in the Southeast
Quadrant. Ms. Sirvis said that while climate change is real, so is the need for a place for
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17 JULY 2023
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children to play. She urged the Council not to drop the idea of a Recreation Center and to have
a more balanced approach to today’s needs and future needs.
Ms. Riehle spoke to the community’s good fortune to have escaped much of the recent flooding
and to have been able to provide so much help to other communities. She felt the city has put
rules in place that have had better consequences for residents.
4. Announcements and City Manager’s Report:
Council members reported on recent meetings and events they had attended.
Ms. Baker: Staff will be doing a walking tour of City Center prior to the 21 August meeting.
The school impact fee goes into effect on 1 August 2023.
In response to the recent flooding, Ms. Baker noted the infrastructure which
helped protect the city from disaster. She also noted that city employees were dispatched to
other parts of the state to help more affected communities. Public sweepers were sent to clear
streets and roads. Water Quality personnel brought sludge to Montpelier to re-seed the
bacteria in their Sewage Treatment Plant. A crew of 8 removed debris from the streets of Barre.
And another crew pumped out basements in Waterbury.
5. Consent Agenda:
a. Approve and Sign Disbursements
b. Approve minutes from the 19 June 2023 and 26 June 2023 City Council
meetings
c. Approve the Energy Committee’s application for a Municipal Energy Resilience
Program grant
Ms. Emery moved to approve the Consent Agenda as presented. Mr. Barritt seconded. Motion
passed unanimously.
6. Interview and consider appointing a candidate to the Energy Committee:
Ms. Riehle noted that Fred Kosnitzky has previously served on that committee.
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Mr. Barritt moved to appoint Fred Kosnitzky to the Energy Committee. Ms. Emery seconded.
Motion passed unanimously.
7. Discussion of Hubbard Park path connectivity and materials, and provide direction
to staff:
Ms. Quallen showed a map of the project area and noted the path is just within the city-owned
property. She then reviewed the history of the project.
She showed the design done in May, which included a public art installation. Because there is
now a 100-foot wetland buffer, there is now a new design. The southern end of the path would
stay the same, but the parking area would now be curved slightly. It would have the same
capacity. The pavement is the same planned surface. The path would be stabilized to a depth
of 18 inches which would still be needed were the path to be gravel. Ms. Quallen noted that
pavement remains accessible for a long time while gravel would require a lot of maintenance to
keep it accessible. Pavement can also be plowed in winter while gravel cannot. The cost for
pavement is $175,000. The cost for gravel would be $140,000. This does not include the
parking area.
Regarding stormwater, Ms. Quallen noted that this is still in design. There is a treatment area
west of the proposed parking. They do not yet have a cost estimate.
Mr. Barritt asked whether the cost of the path includes the part to get to the edge of South
Pointe. Ms. Quallen said the cost includes only what is within the park. Ms. Emery asked if they
have explored cement which is better with respect to heat. Ms. Quallen said they have not due
to the cost.
Mr. Mittag asked why a stormwater facility is needed in the park. Ms. Quallen said that with
any new impervious, they need to account from runoff, and this crosses the State threshold for
needing to treat stormwater. Mr. DiPietro said this is also because Bartlett Brook is impaired,
and there have been washouts in the past.
Mr. Mittag noted this is a very divisive issue, and he hoped a middle ground could be found.
Public comments was then received as follows:
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J. Mosely (representing the Board of Pinnacle): Was concerned with pedestrian and bike
accidents occurring because it is a shared use path. There are many older people in the
neighborhood, and having a pedestrian only path would be safer for them. Ms. Riehle noted
that all paths in the city are shared use.
Resident: 100% in favor of the path. Cited the risks to cyclists on the road are far greater
than to pedestrians on a mixed use path. Bike vs. car is the worst, and people are killed. There
is also a need to stop burning fossil fuels, and one way to do that is to get out of cars and onto
bikes. People don’t bike now because they are afraid of getting killed.
M. Simoneau (Chair of Recreation & Parks Committee): The committee supports the parking are
and paved path. City parks are for all people, and this park has been very underutilized. The
committee would also like to see a venue for people to gather, which was in the original plan.
F. MacDonald: Supported a paved path. He felt it completes a missing link. He would like it
paved all the way to Parkside, and he believed there is a right-of-way that would allow that. He
also supported retaining the existing grass area beside the proposed path so people can ski and
snowshoe in winter. He supported a smaller parking area but did not support the viewing or
artwork areas.
D. Cummings: Alternate ways are needed to get people to work and to shopping, services, etc.
This is a missing link to allow that. He is afraid to even walk with his grandchildren on the road.
The path needs to be paved to be serviceable. He noted that the park name includes the word
“recreation,” and you need to get there in order to recreate. He noted that developers are
required to pave paths, so the city should pave its own path. Paving the path will not increase
climate issues; it will reduce them by providing an additional way to get to Burlington.
L. Norris: The main thing she had a problem with is wanting both open space and
connectivity. This is a natural area. A paved parking lot is not natural. There are no bikes in Red
Rocks Park. It would change the environment in Hubbard. 30 parking spaces is too many.
Biking on Spear Street is not safe because of a length of 300 yards. She could not see paving a
bike path because of 300 yards when there are other routes to use.
H. Gagne (Chair of the Bike/Ped Committee): The path system is not just for South Burlington.
There are connections for Hinesburg and Shelburne and other communities. This is part of a
route to Burlington. She noted that for years she didn’t know it was a public park. She also
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17 JULY 2023
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noted there are 40 parking spaces at JC Park, so it wouldn’t be that big an area. She favored a
paved path.
J. Cohen: Keep the land as natural as possible.
L. Bailey: She lives near JC Park, and it is great. She also has grandchildren who live near
Hubbard, and she won’t let them on the road. She noted how muddy the area can be. People
would enjoy it more with a paved path.
B. McMeeken: He shares a boundary with the park. This is the first time he’s heard about
stormwater treatment. His basement has been dry for 25 years, and he wants it to stay that
way. He is a biker, and he is concerned about speed with electric bikes. He hoped that didn’t
happen here.
B. Britt: Lives near the Park and is also on the Bike/Ped Committee. He feels a shared use
path is critical for vulnerable users. It provides a safe connection for neighbors to get together
and for kids to see their friends without going onto Spear Street. The Park was purchased with
Open Space funds; it is not conserved. It allows a paved path and parking. That is an equity
issue to allow all people to use the park. He felt at least 10-15 parking spaces were needed as
well as 3-4 benches nearby for people to put on snowshoes. He noted there was originally a
plan for a wooden bridge near the woods; he suggested thinking about putting that back in. He
noted that unpaved bike trails have been wiped out.
J. Brannu: She cannot imagine this place degraded by lights and parking for 30 cars. Adding
more impervious surface to the earth is wrong. Suggested studying how many more people
would use the path to bike.
R. Greco: Lives opposite the park and presented a petition of 121 signatures who also leave
near the park. Hopes the Council would not disregard them. She predicted future disasters and
said nature is the best ally.
R. Doyle: Pinnacle and Four Sisters Road, where the people who signed the petition live,
were once natural areas degraded to put in their developments. Just the pavement in front of
their homes is more than would be affected by this bike path. And more water runs off Ms.
Greco’s property than will run off this path. Favored a paved path.
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L. Marriott: Supports bike/ped infrastructure and would like to see more. She asked about a
budget to provide maintenance. She noted she gets hit in the face by the Market Street trees
when she bicycles there.
L. Smith: Lives in Queen City Park, serves on the Planning Commission but spoke for
himself. The path can be a great connector. Connecting all of South Burlington’s parks could
rival Burlington’s system. It would be great to have benches throughout. Start small with
parking, then grow as needed.
C. Larson: Lives in Burlington, and it is very limited to where he can go in South Burlington.
Favored a paved path. The best way to get cars off the road and reduce emissions.
K. Moore: Would hate to see any impervious surface in this park. Supported the Dorset
Street path over this one.
South Village HOA: Fully supports a paved path for safe, alternate travel.
Rep. N. Hyman: Didn’t see the need for a bike path here. Park should be for wildlife.
A. Gross: Concerned that this could lead to massive things added in the future.
Didn’t object to any of the proposals but opposes anything further.
R. Hall: Questioned paving the parking areas. Can there by a path that is just mowed for
people with dogs. Can further development be prevented.
This ended the public comment session.
Mr. Chalnick then said he originally opposed a paved path but has changed his mind. There is a
goal to reduce emissions. To do that, people have to get out of their cars. There is no safe way
to bike north; his wife and daughter don’t feels safe. It is too expensive to build a safe path on
Spear Street. The proposed path is the vital path for safe riding into Burlington, and it needs to
be usable 4 seasons. The path is so small, paving it will not have a negative ecological impact.
The idea that it will is ridiculous. He added that he would like to see a mowed path beside the
paved path. It also make sense to have some bridges. He did not see the need to pave the
parking lot or to have lighting. He also would like to agree to a conservation easement on the
rest of the parcel.
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Ms. Emery noted she was on the land with her parents, and her father fell. He had no place to
sit, and he had to be helped back to the car. She agreed with Mr. Chalnick to have a paved path
with a mowed path beside it. Without a paved path, people with walkers or in a wheelchair
would have no access. This is a gem that should be available to everyone. She noted that out
west there are paved parking areas near the largest sequoias in the world so people are not
denied the right to see them. She would like to consider cement, even though it is more
expensive. It lasts longer, and there is less maintenance over time. She would also want any
lighting directed downward, possibly starting with no lighting and 15 parking spaces.
Mr. Barnes said this is not an easy decision. He recognized Mr. Chalnick for having an open
mind. He noted that his father has Parkinson’s, and it was heartbreaking to watch him try to
navigate the ground in Wheeler Park. He was not OK with taking taxpayer money and not
making the park accessible to everyone. He said it is markedly more dangerous to have bike
lanes on roads, and it becomes even more dangerous when you add medians and bikers
become less visible. Mr. Barnes also noted that research has shown that shared use paths are
the way to go. He favored paving the path and being open to other mitigation.
Mr. Barritt cited the importance of maintaining the path in winter and maintaining equity. He
felt the city shouldn’t do anything until they have all the easements.
Ms. Riehle reviewed what she sees as the Council’s consensus:
a. Pave the path
b. Look at cement for parking
c. Provide benches, possibly wooden
d. A mowed adjacent path
e. Small parking area, expand if needed
f. Split rail fence
g. Pursue what it would take to conserve the rest of the park
h. Work with neighbors to make it a connected path
Mr. Chalnick raised the question of the width of the path. Mr. Barnes said the DOT standard is
10 feet.
Ms. Dopp said she thinks there may be someone with an interest in pursuing a conservation
easement.
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17 JULY 2023
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Ms. Baker said staff would like to bring back a proposal for lighting with very low lights to avoid
safety issues.
Ms. Emery then moved to give authority to city staff to go forward with the design, with
benches, a mowed adjacent path, no viewing area or art installation, low lighting, parking for 18
vehicles with vegetation to shield homes from car lights, and having staff look into a potential
conservation easement. Mr. Barritt seconded.
Mr. Barritt asked that staff get an estimate as to what it will cost to do South Pointe. Ms.
Quallen said they can do that.
In the vote that followed, the motion passed unanimously.
8. Planning Commission Chair to brief the Council on the Comprehensive Plan:
Ms. Louisos said the Commission was unanimously in calling the plan the “City Plan,” though
“comprehensive” was still an option.
Ms. Louisos stressed that the plan includes more than land use and the other requirements of
State Statute. She showed the opening statement, which is very specific to climate change.
She also showed the “guiding principles” section which replaces the 4 goals as a kind of
summary page. There are still 4: Climate Resilient; Inclusive, Fair and Just; Thoughtful and
Sustainable Built Environment; Collaborative and Engaged.
Mr. Conner noted the plan is shorted than previous plans and gets to the key issues without
being so descriptive.
Ms. Louisos cited considerable public input including some upcoming “listening sessions” with
the public. Following those sessions, the Commission will do additional editing. The official
public hearing will be toward the end of August, and the plan will come to the Council in
October for the Council’s public hearing process.
Ms. Louisos noted there are some industrial/commercial areas which would include residential
as a new use. There are also some small scale commercial uses which would be allowed in
residential zones. She showed the land use maps from the current and proposed plans and
noted an area where commercial with residential could happen. She also pointed out
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17 JULY 2023
PAGE 9
expanded green areas and an area on Williston Road where higher scale uses might be
appropriate.
Ms. Emery cited the importance of keeping equity as an equal concern with climate action. The
plan needs to lift everyone; without the equity piece, she felt there cannot be climate action. If
people don’t come to the parks, they will not understand the need to preserve that land.
Ms. Riehle noted that housing is more challenging, and the options may be more limited. She
also cited the need to include green space even on Williston Road with higher density housing.
Mr. Chalnick asked why the piece along the waterfront is not green. Mr. Conner said there are
some wetlands in that area, and the map doesn’t capture each wetland. There is also a stream
through there. Mr. Chalnick said he thought the city should conserve that.
Mr. Barnes said he was less concerned with specific plots of land. He was more concerned with
the top priority. He noted that 50% of the city’s residents can’t afford to buy property in the city
and asked how the guiding principles of the city’s plan reconciles that. He was concerned with
the city becoming an exclusive community and driving people out.
Ms. Riehle said that development cost is $750/square foot, and that can never be affordable.
She appreciated the desire to build affordable housing all over the city, but she felt there wasn’t
much the city can do about it.
Mr. Barnes replied that the same thing could be said about climate change, but the Council isn’t
throwing up its hands and saying there’s a limit to what we can do about that.
Ms. Emery thought having residential in the Commercial/Industrial zones was a positive thing.
Ms. Yankowski noted the City Plan is a guiding document. She noted she was born in South
Burlington but is now concerned with being able to continue to afford to live in the city.
Mr. Barnes questioned whether the Council is taking enough care to balance climate change
with affordability of neighborhoods. He worried that there will be big bills coming up regarding
the schools, climate change, etc., and there is a finite amount of income. He didn’t share the
optimism that people will stay in South Burlington when their kids are through the school
system.
CITY COUNCIL
17 JULY 2023
PAGE 10
Ms. Louisos said it is the Planning Commission’s job between now and October to balance that.
She felt they want to focus on areas adjacent to City Center
Ms. Baker said that what she is hearing is that the Council is comfortable with climate change as
an overriding concern, but they want to see other “balancing.”
Mr. Smith said he agreed with Mr. Barnes. He said the within the plan the Commission does
address equity, housing, etc., and perhaps there should be more emphasis early on. Both Mr.
Barnes and Ms. Emery agreed. Mr. Barnes said he didn’t want to see “climate change at all
costs.”
9. Receive an update on the development of Implementation Plans for the Climate
Action Plan:
Ms. Baker said the Transportation Plan is the furthest ahead.
The Government Implementation Plan has been a very significant challenge in the past year.
They received only one potential consultant response, which the city deemed “non-responsive.”
Mr. Bresee and Mr. Atherton are going to write this plan and will be engaging all city leaders.
The hope is to bring it as part of the FT25 budget.
There is no funding yet for the Thermal Implementation Plan and it is yet to be written.
10. Discuss and consider taking action to direct the City Manager to work with the
School Superintendent on the transfer of ownership of 577 Dorset Street to the
School District:
Ms. Baker said this item is a result of the recent Steering Committee meeting. She stressed that
it will be a very detailed process and will involve a lot line adjustment.
Ms. Emery moved to direct the City Manager to work with the School Superintendent on the
transfer of ownership of 577 Dorset Street to the School District. Mr. Barnes seconded.
Mr. Chalnick asked what is stored there. Mr. Baker said there needs to be a plan for that. The
vault and server may need to remain in leased space, but not any office space. She added that
there is a benefit to locating the Fire Prevention people there. Chief Locke indicated that they
are looking at adding to the north end of the Fire Station.
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17 JULY 2023
PAGE 11
In the vote that followed, the motion passed unanimously.
11. Approve the FY24 Policy Priorities and Strategies and the Committee workplans:
Ms. Baker said staff has integrated what was heard at the retreat. There are 2 major changes:
priority for planning for 577 Dorset Street and rearranging Climate Action Plan items.
Mr. Barritt moved to approve the FY24 Policy Priorities and Strategies and Committee workplans
as presented. Ms. Riehle seconded.
Mr. Chalnick asked to change “explore” green space option to a “must.” He also asked for
weatherization requirements for rental properties. Ms. Emery said this is in the City Plan. Chief
Locke said they should get the rental plan off the ground before adding complexity, and that
would be outside the normal scope. Mr. Barnes said he trusts staff to do it right, and said you
have to walk before you can run.
In the vote that followed, the motion passed unanimously.
12. Convene as South Burlington Liquor Control Commission to consider the following:
La Quinta Inn and Suites, 1st Class Hotel:
Mr. Barritt moved that the Council convene as Liquor Control Commission. Ms. Emery
seconded. Motion passed unanimously.
Mr. Barritt moved to approve the LaQuinta Inn and Suites, 1st Class Hotel permit as presented.
Ms. Emery seconded. Motion passed unanimously.
Mr. Barritt moved to reconvene as City Council. Ms. Emery seconded. Motion passed
unanimously.
13. Other Business:
Mr. Barritt noted he has been getting emails regarding traffic on Dorset Street with not enough
space in left turn lanes.
Ms. Emery noted that Sandra Dooley has asked that the Council recognize John Simson for his
many years of service to the City. Ms. Emery also noted that in the past people received
CITY COUNCIL
17 JULY 2023
PAGE 12
plaques when they had served the city for many years. She suggested doing this for John and
also for other former City Councilors and Committee members who step down. She suggested
possibly having the awards at Sobu Night Out. Ms. Baker suggested the 24 August Sobu Night
Out. She will check with Ms. Rees.
As there was no further business to come before the Council Mr. Barritt moved to adjourn.
Mr. Chalnick seconded. Motion passed unanimously. The meeting was adjourned at 11:00
p.m.
_________________________________
Clerk
575 Dorset Street South Burlington, VT 05403 tel 802.846.4107 fax 802.846.4101 www.sburl.com
To: Jessie Baker, City Manager
From: Ilona Blanchard, Community Development Director
Subject: 2023-2024 Department of Transportation Discretionary Grant Applications
Date: August 4, 2023
Background:
The City is currently undertaking the design and construction of the walk bike
bridge over I-89 at Exit 14 – the East-West Alternative Transportation
Crossing. This project has a RAISE Grant for nearly 10 million dollars, and
voter approval for TIF District financing. There is still a gap in the funding
that is needed. The level of Federal funding was for 67% of the estimated
project cost. In addition, some construction costs have risen since then, and
bidding on this project (when the price will be set) will not occur until 2025.
The US Department of Transportation Office of the Secretary has announced
several discretionary grant opportunities – some of which existed previously
and some which are new due to recent acts of Congress. Two are bundled in
one application due August 21, two are bundled in an application due
September 28, and one (the 2024 round of the RAISE grant) is expected to be
announced this fall and due shortly thereafter.
These grants will require a local match. From the notice of funding
opportunities (NOFOs) that have been reviewed, we believe the costs may be
matched using all or mostly TIF District Financing, however, we are still
working through estimates and budgets for the grant, and one announcement
has not been issued yet. The Grant request form references US Route 2 in
addition to the Walk Bike Bridge, in case it makes more sense to include more
than the bridge in an application (such as the shared use path on Williston
Road) to redistribute TIF District financing across the two projects should that
make sense within the requirements of the grant NOFO.
These grants are a significant amount of effort; however, the resulting award is
also for a substantial amount of funds which are not available in Vermont
from other sources. The City will use outside consultants to develop the
benefit cost analysis and organize the grant response.
Grant applications also require a letter of commitment and support for the
application from the City – this will be drafted as each application is
developed. Each grant will have stipulations on commitments the City will
need to make, primarily to fund the project match and to maintain the project.
The City will seek to use TIF District funding to the extent feasible as 100%
of the local match to the grant.
Attachments: • Grant Request Form
• Sample Letter
Recommendation Approve the Grant Request Form to apply for 2023-2024 US Department of
Transportation Discretionary Grant funds due this fall-winter and approve the
submittal of letters of support and commitment on behalf of the Council that
pledge matching funds and confirm that as the owner of the project the City
will maintain the infrastructure constructed.
City Of South Burlington, Grant Request Form
Prior to applying for a grant please complete this form and submit to Finance Director.
Please submit at least two weeks prior to City Council approval meeting. Extenuating circumstances which do not
permit two weeks notice should be brought to the attention of the Finance Director as soon as possible.
Please attach actual grant application form – either blank or completed
Ilona Blanchard, Community Development Director 8/3/2023
Name and title of person completing this form (Project Manager) Date
1. Name/title of grant and submittal deadline date: Three Grant Applications (5 grants): Rural
Surface Transportation/INFRA Grants, submittal deadline August 21, 2023, the Reconnecting
Communities Pilot/Neighborhood Access and Equity (NAE) Program Grants, submittal deadline
September 28, 2023, and the 2024 RAISE Grant (expected in the fall)
2. What specifically is the grant’s purpose?
These grants fund infrastructure projects on federal highways. They focus on reconnecting
communities, adding multi-modal access, benefiting underserved communities by providing
equitable access, reducing emissions and to some degree, economic development.
Multi-Modal Project Discretionary Grant Notice of Funding Opportunity
Reconnecting Communities and Neighborhoods Grant Program Notice of Funding Opportunity
RAISE Grant Program (Notice of Funding expected this fall)
This request is to apply for funds to offset costs to be incurred in the construction of TIF projects
along US Route 2, primarily the Walk Bike Bridge/East-West Alternative Transportation
Crossing Project.
3. What does the grant fund and not fund (be specific)? The grant funds construction and
engineering costs from the period the grant is awarded (estimated as February 2024).
4. Total Project Cost:
a. Amount of grant: TBD however, likely above $5,000,000 and less than $10,000,000.
b. Is there a City match required, how much and in what fiscal year(s)? Yes, 20-40%, of
which existing Federal Grant funds may reduce the City’s match to 20% non-federal
funds.
c. Are there other grants “tied into” or being used as a match for this grant of which are
matching funds for this grant? Yes, the RAISE Grant.
5. From what budget line will match be paid, and is there unencumbered money to pay it? The
match will be paid out of the 280 fund.
6. Is there a cost to the city upon grant conclusion, and if yes, please describe? The grant
application is for projects that have already been approved and is not for new projects.
7. Is grant for standalone project, and if no, how does grant fit into another project (describe in some
detail)? This grant is to supplement funds for existing projects.
8. Length of grant - will the grant cross fiscal year(s)? Yes. These projects are in a Special Fund for
TIF projects that allows these funds to be tracked across multiple fiscal years.
9. Who will apply for grant (name/title)? Ilona Blanchard, Community Development Director with
support from Erica Quallen, Deputy Director of Capital Projects.
10. How much time will it take to complete grant application form? 40 hours per application
180 Market Street South Burlington, VT 05403 tel 802.846.4107 fax 802.846.4101 www.SouthBurlingtonVT.gov
180 Market Street South Burlington, VT 05403 tel 802.846.4107 fax 802.846.4101 www.SouthBurlingtonVT.gov
180 Market Street, South Burlington, Vermont 05403 | 802-846-4107 | www.southburlingtonvt.gov
To: South Burlington City Council
From: Jessie Baker, City Manager
Date: August 4, 2023
Re: Allocation of ARPA funding to plan for a City Center Green
At the Council meeting on July 17th, the FY24 Policy Priorities and Strategies shared workplan was adopted.
This included a “must do” task to “Explore creating a "village green" in City Center.” Staff originally had this
task as “pending resources.” Based on the conversation at Council, it was understood that this task was to be
prioritized and resources identified to complete this work in FY24.
In order to explore creating a village green we recommend hiring a placemaking and landscape architect
consultant to assess locations in proximity to Market Street, analyze feasibility and amenities possible at those
sites, assess access and placemaking aspects, and make recommendations for future property negotiations.
Upon talking with known consultants, it’s estimated that the cost for this work should not exceed an initial
$35,000 investment. As this has been discussed by the Council and community as a transformational project
for City Center, we recommend using American Rescue Plan Act (ARPA) funding for this work.
If allocated from ARPA the balance of available funds is $1,971,853.
Recommended Motion: I move to approve up to $35,000 in American Rescue Plan Act dollars to explore
creating a village green in City Center.
SOUTH BURLINGTON PUBLIC LIBRARY STRATEGIC PLAN (2022‐2027)
The South Burlington Public Library (SBPL) is governed by a Board of Trustees, made up of twelve members
serving for three‐year terms. The Board, appointed by the City Council, manages, and controls the property
and affairs of the SBPL.
The staff and Trustees of the SBPL are joined in support of the following strategic plan:
The SBPL will be an engaged community leader
Library staff and Trustees will become familiar participants at community events and meetings
Library staff will partner with other City departments and staff to participate in support of our
community
Library staff will support the community’s interest in current affairs through timely programs and
information
Library staff and Trustees will support the City’s commitment to addressing climate change
All community members will see themselves reflected at the SBPL
Library staff will actively invite people and organizations from diverse cultures to create and participate
in programming
Library staff will purchase and maintain collections in which all people can see themselves and learn
about each other
The SBPL will create, expand, and improve the use of curated digital tools
Library staff will identify digital barriers and collaborate with other groups to make technology access
and training available
Library staff will improve the web site to expand accessibility
The SBPL will work to eliminate barriers that limit access to programs, services, and collections
Library staff will identify and remove physical barriers to library access
Library staff will partner with others to enhance spaces and programs to equitably serve people with
disabilities
In support of these goals, library staff will continue to operate from a high level of expertise and customer
service. To do so we will continue to support our staff with training and development.
Approved by the Board of Trustees 10/14/2022
South Burlington Fire Department
575 Dorset Street
South Burlington, VT 05403
(802) 846-4110
Fax (802) 846-4125
To: Jessie Baker, City Manager
From: Steven A. Locke, Fire Chief
RE: Strategic Plan Presentation
Date July 31, 2023
Earlier this year members of the Fire Department worked with a facilitator to develop a five-year strategic
plan. This was an exciting opportunity for the entire staff to spend three days together discussing the most
pressing needs, prioritizing those needs into goal statements, and then creating realistic objectives.
The finalized goal statements are as follows:
Utilize technology, infrastructure improvements, and scheduling modifications to enhance
employee wellbeing and create a sustainable work environment that encourages professional
development.
Create an environment that embraces employee satisfaction for members of the organization
resulting in increased career fulfillment and longevity.
Develop a comprehensive staffing model to fulfill the needs of the community and department
that aligns with national standards.
Create and implement a professional development program for our personnel to meet the needs of
our organization and community.
Develop and implement a flexible and strategic model for alternative responses to substance
abuse disorder, behavioral health, and other high-frequency response types that enhance and
expand our response capabilities.
During this process, members created a mission statement. The mission statement provides an internal
aspect of the existence of an organization and, to a degree, an empowering consideration for all
department members. The purpose of the mission is to answer the questions: Who are we? Why do we
exist? What do we do? Why do we do it? and For whom for we do it?
The adopted mission statement is as follows:
The South Burlington Fire Department contributes to a safe and vibrant community by providing prompt
and professional fire suppression, emergency medical services, hazard mitigation, and risk reduction
through courage, honor, and excellence.
Finally, the Department established and agreed upon the following core values:
Integrity: We value the public’s trust and are committed to honest and ethical performance.
Ownership: We take pride in ourselves, our department as a family, and the services we provide.
Professionalism: We are dedicated to serving with the highest level of excellence and care, showing our
commitment and respect to our mission.
Attached to this memo is the finalized strategic plan as well as the management and implementation
guide. This guide outlines in greater detail, the objectives, and measured outcomes for each of the
identified goals.
I look forward to discussing this process with you and seeing the Department accomplish many of the
items identified in this strategic plan.
8/3/2023
1
South Burlington Fire Department
Strategic Plan Presentation
CPSE Facilitated Process
•External Stakeholder Feedback
•Department Membership Participation
•Mission Statement
•Vision Statement
•Core Values
•Identify Goals
1
2
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2
Mission Statement
The South Burlington Fire Department contributes to a safe and vibrant
community by providing prompt and professional fire suppression,
emergency medical services, hazard mitigation, and risk reduction
through courage, honor, and excellence.
Vision Statement
The South Burlington Fire Department aspires to be an innovative and
inclusive organization built upon our resilient and motivated
professionals. We envision delivering cutting edge services that
continually improve to exceed industry standards. We will accomplish
this by meeting and surpassing members and community expectations.
3
4
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3
Organizational Values
Integrity - We value the public’s trust and are committed to honest and ethical
performance.
Ownership - We take pride in ourselves, our department as a family, and the
services we provide.
Professionalism - We are dedicated to serving with the highest level of excellence
and care, showing our commitment and respect to our mission.
Goals
Utilize technology, infrastructure improvements, and scheduling modifications to enhance employee wellbeing and create a sustainable work environment that encourages professional development.
Create an environment that embraces employee satisfaction for members of the organization resulting in increased career fulfillment and longevity.
Develop a comprehensive staffing model to fulfill the needs of the community and department that aligns with national standards.
Create and implement a professional development program for our personnel to meet the needs of our organization and community.
Develop and implement a flexible and strategic model for alternative responses to substance abuse disorder, behavioral health, and other high-frequency response types that enhance and expand our response capabilities.
5
6
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4
Questions
7
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Management and Implementation
Guide 1
Communication and Implementation
Foreword
As part of the community-driven strategic planning process, this management and implementation guide was
developed to assist the South Burlington Fire Department (SBFD) in managing its future success through
institutionalization, implementation, monitoring of progress, and results feedback. The SBFD must remember that a
plan without managed implementation will never result in change and greater success. This is a living document that
the agency should use throughout the duration of its community-driven strategic plan. It provides for further
revision, accountability, ways to measure and celebrate success, and desired outcomes. Additionally, information is
provided to ensure alignment with the strategic vision of the authority having jurisdiction or other sources as
determined by the SBFD.
The Success of the Strategic Plan
The South Burlington Fire Department approached its desire for organizational change and continuous
improvement by developing a community-driven strategic plan focused on input and participation from the
community and agency stakeholders. The success of this community-driven strategic plan will be rooted in a quality
implementation and institutionalization plan, and support from all who hold a stake in the SBFD.
Without a true focus on implementing and institutionalizing this plan, the SBFD may fall short of the change it desires.
The Center for Public Safety Excellence® (CPSE®) recognizes the agency’s commitment to its community and
supports the continuous improvement identified in this community-driven strategic plan.
Communication
Developing communication processes to disseminate the strategic plan’s goals, objectives, and tasking concepts will
be key to the agency’s success in institutionalizing strategic planning processes. Even the best strategic plans are
undermined by the inability to effectively communicate plan goals and objectives that aligns member actions and is
a central reason agencies lose control during the implementation. Creating a comprehensive communication plan
with clear accountability, ensuring the information needs of various stakeholders are met, and allowing relevant
information to go to the right person at the right time to avoid information overload and confusion, will support
implementation efforts.
There are various ways an agency may utilize its current communication systems to distribute the plan’s elements
and agency successes as implementation activities progress. Recognition of the importance of reporting progress to
all levels of the agency and its stakeholders will assist in determining which of those systems should be included in
disseminated information.
Management and Implementation
Guide 2
Institutionalization and Implementation
A contributing factor to the success of the community-driven
strategic plan is the institutionalization of the plan across all
levels of the organization. Without it, the plan will remain
siloed, and implementation may be hindered.
Institutionalization provides an excellent opportunity to
communicate to all stakeholders about the intended
changes, applicable outcomes, and the direction the
department is heading.
Many avenues of institutionalization and implementation
are used by agencies that sincerely understand the power of the community-driven strategic plan. Just as the plan’s
development included agency stakeholders representing a broad spectrum internally, the implementation phase
must also ensure that the same representation model is utilized. All agency stakeholders who contributed to the
plan’s development should be empowered to ensure that members throughout the organization can be part of the
implementation phase. This will further institutionalize the plan processes and add value toward implementation
successes.
Whether or not they participated in the development of the community-driven strategic plan, all agency stakeholders
must recognize that this plan is for the entire agency and is not just representative of the SBFD’s leadership.
Perceived and actual ownership across the South Burlington Fire Department increases the probability of success
and the realization of the desired outcomes.
For further information on implementation and institutionalization, the South Burlington Fire Department may
distribute this article as provided by the CPSE: Strategic Planning + Institutionalization = Implementation Success
Performance Measurement
By incorporating performance measures into this community-driven strategic plan, the South Burlington Fire
Department has ensured greater success through implementation and institutionalization. However, the agency
must continue to measure its successes and challenges during plan execution to stay on course for positive change
and delivery to its community. Greater focus should remain on the plan’s intended outcomes, not just agency inputs
and outputs. Outcomes are those results that genuinely deliver for all stakeholders.
Tips for Institutionalization
1. Communicate to all levels, even during
onboarding.
2. Get all levels involved in the implementation
and tap their creativity.
3. Empower all leaders and let them go.
4. Maintain accountability.
5. Report progress regularly for all to see.
Management and Implementation
Guide 3
Management and Implementation
Guide 4
GOAL 1: Utilize technology, infrastructure
improvements, and scheduling modifications to enhance
employee wellbeing and create a sustainable work
environment that encourages professional
development.
OBJECTIVE 1.1
Identify changes in technology that can enhance member rest and recovery.
TASKS TIMEFRAME ASSIGNMENT
Develop a list of station alert options, and pursue
technological options focused on firefighter
wellbeing that are new or currently adopted by
other departments.
1 month
Acquire an estimate of pricing and funding. 1 month
Ensure interoperability between the system and
dispatch. 2 weeks
Dispatch center training if needed for operation. 2 weeks
Focus on decreasing screen time by improving the
efficiency of report writing (continue to advance
with programs like first due).
1 year/ongoing
MEASURED OUTCOMES
Only personnel assigned to the incident are alerted.
Increased efficiency with incident documentation.
Management and Implementation
Guide 5
OBJECTIVE 1.2
Perform analysis on station needs to determine which infrastructure improvements can
improve employee living conditions.
TASKS TIMEFRAME ASSIGNMENT
Based on polling department members, formulate a
list of station improvements focused on quality of
station life.
1 month
Prioritize results into an attainable list of changes
and acquire an estimate of pricing and funding. 1 day
Figure out the ultimate cost of these updates and
secure funding to make necessary improvements. 2 weeks
Procure contractors, time, and materials needed to
complete projects. Dispatch center training if
needed for operation.
2 months
Formulate a project timeline going forward and
create a plan to re-evaluate station renovations
every year.
1 year
MEASURED OUTCOMES
Modernizing station infrastructure.
Higher level of employee satisfaction.
Improve station environment for employee wellbeing.
Management and Implementation
Guide 6
OBJECTIVE 1.3
Research available options for alternative staffing models and schedules that can
decrease membership workload.
TASKS TIMEFRAME ASSIGNMENT
Research available realistic staffing models adopted
by current fire departments. 1 month
Form a document that includes all options for
department discussion. 2 weeks
Union and management jointly discuss feedback
from employees after discussing/polling options
documented.
1 month
After discussion, membership will be informed of
results and available, realistic options. 1 week
Implement a trial period for supported
schedule/shift changes. 1 month
MEASURED OUTCOMES
decrease total hours worked by employees.
Reduce reliance on overtime to maintain minimum staffing.
Increase work/life balance.
Improve recruitment/retention of workforce.
Decreased personal injury and near misses.
Management and Implementation
Guide 7
OBJECTIVE 1.4
Explore professional development options to consider by the membership for them to
achieve self‐actualization.
TASKS TIMEFRAME ASSIGNMENT
Survey membership to determine which human
needs are and are not currently being met within
their employment.
2 weeks
Prioritize work environment satisfaction issues and
possible changes. 1 week
Develop a list from membership focused on
professional development opportunities that are
not currently being met (ex., NFA)
1 week
Prioritize the highest needs from both lists. 1 week
Formulate and coordinate a realistic plan to meet
these needs, including time, funding, and highest
needs.
1 month
Present opportunities for change to membership
and receive feedback. 1 week
MEASURED OUTCOMES
Clear educational path for employee advancement.
Increase opportunities for employee education.
Develop staff capable of instructing others in the profession.
Management and Implementation
Guide 8
OBJECTIVE 1.5
Establish a work group to create a documented plan that includes the analyzed
elements.
TASKS TIMEFRAME ASSIGNMENT
Initiate a task group to investigate and gather
information on these potential changes, encourage
participation throughout the entire department.
1 month
Once the workgroup is formulated, establish a
unanimous plan to start the process on membership
feedback related to all objectives.
1 month
Research and formulate a plan, organized and
divided into sections that can easily be understood
and read for feedback.
1 month
Execute the documented plan. 1 year Workgroup
MEASURED OUTCOMES
Workgroup is created.
Management and Implementation
Guide 9
OBJECTIVE 1.6
Build and utilize an evaluation tool to measure employee wellbeing.
TASKS TIMEFRAME ASSIGNMENT
Create a satisfaction survey. 2 weeks Workgroup
Determine a timeline to deliver this survey after the
plan has been formulated and implemented. 2 weeks
Evaluate results and consider necessary
improvements or changes. 1 month
Report results to department administration. 1 week
Formulate and coordinate a realistic plan to meet
these needs, including time, funding, and highest
needs.
1 month
MEASURED OUTCOMES
Establish benchmark of employee wellbeing.
Formal plan to improve employee wellbeing.
Management and Implementation
Guide 10
GOAL 2: Create an environment that embraces
employee satisfaction for members of the organization
resulting in increased career fulfillment and longevity.
OBJECTIVE 2.1
Develop a methodology that captures and measures historical conditions and the current
environment associated with retention challenges.
TASKS TIMEFRAME ASSIGNMENT
Create a methodology for data collection. 1 day
Identify historical conditions that affect employee
retention. 1 month
Identify current conditions that may contribute to
employee retention. 1 week
Distribute data collection tool and collect data
results. 1 week
MEASURED OUTCOMES
Development of a tool to measure employee satisfaction and historical conditions.
Management and Implementation
Guide 11
OBJECTIVE 2.2
Analyze collected data and develop strategies to address trends affecting job
satisfaction.
TASKS TIMEFRAME ASSIGNMENT
Develop categories of job satisfaction to sort data 1 week
Visualize the data and segregate the collected data
by category 1 week
Determine specific data trends 1 day
Prioritize the identified trends. 1 day
Research causal factors. 2 weeks
Research existing strategies that address similar
trends. 1 month
Prioritize those strategies that will be included in
the department’s plan. 1 week
MEASURED OUTCOMES
Organized data set to support further action.
Develop strategies that will be included in the plan.
Management and Implementation
Guide 12
OBJECTIVE 2.3
Develop and implement the plan to address identified employee concerns.
TASKS TIMEFRAME ASSIGNMENT
Create and develop a cohesive plan 1 month
Analyze cost components of the plan 1 month
Prioritize components of the plan 1 month
Implement the plan 6 months
MEASURED OUTCOMES
Plan is developed and implemented.
Management and Implementation
Guide 13
OBJECTIVE 2.4
Conduct a follow‐up assessment on the effectiveness of the job satisfaction strategies to
determine opportunities for improvement.
TASKS TIMEFRAME ASSIGNMENT
Develop a timeline for continuous re-evaluation of
employee satisfaction utilizing the original data
collection tool.
1 week
Execute the re-evaluation using the established
timeline frequency. 1 week
Analyze data and identify trends. 1 month
Address trends from the data. 6 months
MEASURED OUTCOMES
Plan is evaluated to determine the effectiveness of implemented strategies.
Further opportunities for improvement of job satisfaction are identified.
Management and Implementation
Guide 14
GOAL 3: Develop a comprehensive staffing model to
fulfill the needs of the community and department that
aligns with national standards.
OBJECTIVE 3.1
Perform an analysis to recognize service delivery needs and shortcomings.
TASKS TIMEFRAME ASSIGNMENT
Use results of the most recent CRA/SOC to obtain
tangible information on needs for service delivery. 2 weeks
Identify/compile a workgroup to address the
CRA/SOC study results. 2 days
Create a presentable form of results for
presentation. 2 weeks Workgroup
Distribute presentation to appropriate entities such
as stakeholders, governing body, and citizens. 2 weeks
Acquire feedback to determine governmental
support 1 week
MEASURED OUTCOMES
Labor/management workgroup is established to analyze service delivery needs and
shortcomings.
Presentation developed and delivered to community stakeholders.
Management and Implementation
Guide 15
OBJECTIVE 3.2
Perform a time study analysis to determine employees’ needs to achieve a balanced
workload.
TASKS TIMEFRAME ASSIGNMENT
Establish an internal work group to research viable
time study templates such as UHU and IHU. 1 week
Compile a list of realistic applicable studies to
consider. 1 week
Survey members to gather feedback and a
consensus on which study to perform. 1 week
Select appropriate elements from the study findings
for implementation. 1 month
Using the results from implementing the selected
elements, develop an action plan to remedy
shortcomings and make any needed improvements.
2 weeks
Create a comprehensive presentation for delivery to
identified stakeholders. 2 weeks
Evaluate feedback to determine the feasibility of
intended changes. 1 week
MEASURED OUTCOMES
Document of proposed changes to achieve workload balance for employees.
Management and Implementation
Guide 16
OBJECTIVE 3.3
Using gathered data explore models that address current staffing needs.
TASKS TIMEFRAME ASSIGNMENT
Weigh the two previous studies against each other
to determine differences, then distribute results to
stakeholders.
1month
Assemble an internal work group to build and
explore models based on the results of previous
studies.
2 months
Create realistic and attainable modifications to
remedy needs discovered through previous
research.
2 months
Compile a list of changes and alternative models to
distribute to stakeholders. 2 weeks
Acquire feedback and determine priorities based on
feedback. 2 weeks
Determine ways these priorities can be met. 1 month
MEASURED OUTCOMES
Identify the best option for efficient and effective service delivery.
Management and Implementation
Guide 17
OBJECTIVE 3.4
Employee education and implementation of the models and associated changes to
determine that identified needs are met.
TASKS TIMEFRAME ASSIGNMENT
With priorities established and feedback obtained,
management and labor will begin to collaborate on
a plan to begin the execution of change.
6 months
Present plan to employees and necessary
information/training is distributed for cooperation
and understanding of changes.
3 days
Start a trial period with changes implemented to
acquire feedback from employees. 1 day
Execute the trial period and continuously evaluate
the results. 6 months
Create a list of changes that produce positive
feedback for consideration as permanent changes. 1 month
MEASURED OUTCOMES
Improved response model is implemented to address service needs.
Management and Implementation
Guide 18
OBJECTIVE 3.5
Evaluate success based on feedback from employees, management, and citizens.
TASKS TIMEFRAME ASSIGNMENT
Determine what metrics will need to be measured. 2 weeks
Survey, then re-examine employees’ satisfaction
levels. 3 weeks
Determine satisfaction levels from stakeholders. 15 minutes
Evaluate the overall success of changes made
throughout the process and consider future changes
to make accordingly.
6 months
Create a dynamic plan to solidify positive changes
and results going forward. 1 year
MEASURED OUTCOMES
Data to evaluate the effectiveness of the changes implemented to enhance service delivery.
Management and Implementation
Guide 19
GOAL 4: Create and implement a professional
development program for our personnel to meet the
needs of our organization and community.
OBJECTIVE 4.1
Conduct an audit of members’ status based on job descriptions, requirements, and
expectations to establish a baseline information set.
TASKS TIMEFRAME ASSIGNMENT
Query records management reports and request
individual training portfolios. 2 weeks
Evaluate job descriptions and additional assignment
benchmarks. 1 week
Determine human resource and information
technology requirements. 1 week
Annual renewal status tracking. 1 week
Build an audit report from the results. 1 day
MEASURED OUTCOMES
Report outlining individual workforce education/certification status compared to job description.
Management and Implementation
Guide 20
OBJECTIVE 4.2
Assess industry benchmarks and certifications for the department’s current service
delivery to ensure compliance with best practices.
TASKS TIMEFRAME ASSIGNMENT
Identify service disciplines and levels of service. 1 day
Review consensus standards such as NFPA. 2 weeks
Inventory and review legal requirements such as
OSHA, HIPPA, state legislation, and CFR. 2 weeks
Explore and document industry best practices from
agencies such as the NFA, IAFF, IAFC, NIMS, UL, and
NFPA.
2 weeks
MEASURED OUTCOMES
Develop educational and certification benchmarks based upon position/rank.
Management and Implementation
Guide 21
OBJECTIVE 4.3
Develop then disseminate a survey of current membership desires to understand and
enhance personal career development.
TASKS TIMEFRAME ASSIGNMENT
Determine survey questions and content. 1 day
Determine timing and associated frequencies for
delivery. 1 hour
Once survey deliveries are completed, analyze the
results. 3 days
Compile a results report from the analysis. 1 day
MEASURED OUTCOMES
Employee survey developed and results analyzed.
Management and Implementation
Guide 22
OBJECTIVE 4.4
Determine the availability of desired opportunities from our collected data at the local,
regional, and national levels to validate the practicality of the opportunities.
TASKS TIMEFRAME ASSIGNMENT
Build a menu of desired trainings. 2 days
Explore and validate regional opportunities. 1 day
Explore and validate national opportunities. 1 day
Identify virtual and in-person program
opportunities. 1 day
Collect cost-related data for the determine
opportunities. 1 day
MEASURED OUTCOMES
Publish a list of training opportunities available to employees.
Increased training opportunities for current workforce.
Management and Implementation
Guide 23
OBJECTIVE 4.5
Develop a road map for progressive opportunities to guide our members on their
professional development path.
TASKS TIMEFRAME ASSIGNMENT
Establish a Career Path Continuum (CPC) of
learning 2 weeks
Categorize the training subjects within the CPC 1 day
Develop and deliver an introduction of the CPC to
members 1 week
Modify the CPC based on feedback 1 day
MEASURED OUTCOMES
Development of a career path continuum document.
Management and Implementation
Guide 24
OBJECTIVE 4.6
Determine the average annual cost of professional development at each career stage in
the CPC to develop an annual professional development budget.
TASKS TIMEFRAME ASSIGNMENT
Calculate the cost of each tier of the CPC, including
the cost associated with any CBA requirements. 1 week
Prioritize the mandatory elements of the CPC. 1 day
Extrapolate the average annual cost of each CPC
tier. 1 day
Incorporate the determined costs into the
department’s current annual budget process. 1 day
MEASURED OUTCOMES
Determine costs to implement a career path continuum.
Increase funding to the training budget to support the career path continuum.
Management and Implementation
Guide 25
OBJECTIVE 4.7
Develop a prioritization tool and application process to determine the equitable
allocation of training resources.
TASKS TIMEFRAME ASSIGNMENT
Create a department training application. 3 days
Establish submission and review process. 1 week
Document the acceptance and denials of training
applications. 3 days
Execute the approved training requests. 3 days
Document the completion of training classes within
the department’s RMS and individual portfolios. 1 day
MEASURED OUTCOMES
A standardized method to apply for and award training opportunities.
Management and Implementation
Guide 26
OBJECTIVE 4.8
Evaluate the program’s status and funding allocations to ensure the validity of
effectiveness and equitability in the program.
TASKS TIMEFRAME ASSIGNMENT
Conduct an after-action training review of the
program’s delivery. 1 day
Review the program’s return on investment based
on collected results. 1 day
Take program performance and measure it against
the CPC requirements to highlight gaps. 2 weeks
Create a recommendations list based on gaps
determined in the after-action reviews. 1 week
Determine frequencies of future evaluations. 1 day
MEASURED OUTCOMES
Feedback received from attendees to determine value of the educational offerings to the
membership.
Management and Implementation
Guide 27
GOAL 5: Develop and implement a flexible and
strategic model for alternative responses to substance
abuse disorder, behavioral health, and other high‐
frequency response types that enhance and expand
our response capabilities.
OBJECTIVE 5.1
Identify and collect response data focusing on call type/geographic demographics, and
time of day, for the past five years.
TASKS TIMEFRAME ASSIGNMENT
Identify data sources. 1 day
Identify data points within those sources. 1 day
Collect the identified data points. 1 month
Sort the data points, then aggregate them according
to an established methodology. 1 month
MEASURED OUTCOMES
Extract RMS data collected based upon the previous five years of responses to analyze.
Management and Implementation
Guide 28
OBJECTIVE 5.2
Analyze data to determine what alternative response could be effective and justified.
TASKS TIMEFRAME ASSIGNMENT
Develop a list of alternative response models. 1 day
Evaluate and categorize associated model data. 2 weeks
Use data to match up with the considered
alternative response models. 2 weeks
MEASURED OUTCOMES
Identify alternative response models that best meet the needs of the community.
Management and Implementation
Guide 29
OBJECTIVE 5.3
Develop the system with community stakeholders for consensus on common goals and
objectives.
TASKS TIMEFRAME ASSIGNMENT
Identify community stakeholder group(s). 1 week
Create a list of common goals and objectives
determined in stakeholder meetings. 1 day
Link common goals and objectives to the most
appropriate alternative response model option. 1 week
Create benchmarks based upon agreed common
goals and objectives. 1 week
MEASURED OUTCOMES
Stakeholder group is created and engaged in developing consensus on common goals and
objectives.
Management and Implementation
Guide 30
OBJECTIVE 5.4
Conduct a cost analysis to develop the program budget operation and funding to
support budgetary needs.
TASKS TIMEFRAME ASSIGNMENT
Identify expenses associated with selected
alternative response models. 1 week
Calculate identified expenses to determine start-up
and annual operating costs. 1 month
Develop an annual budget for the determined
models. 2 weeks
Explore external funding sources. 1 month
Select the most appropriate funding options that
meet budgetary needs. 1 day
MEASURED OUTCOMES
Documented financial analysis to support operational expenses of the alternative response model.
List of alternative funding sources to support new response model.
Management and Implementation
Guide 31
OBJECTIVE 5.5
Initiate procurement of necessary resources identified to meet the alternative response
model.
TASKS TIMEFRAME ASSIGNMENT
Purchase equipment identified during the
budgetary process. 6 months
Create job descriptions and roles and
responsibilities for needed staffing. 1 week
Utilize the department’s recruitment system to hire
staffing approved through the budget process. 3 months
MEASURED OUTCOMES
Equipment procured and staffing acquired to support the alternative response model.
Management and Implementation
Guide 32
OBJECTIVE 5.6
Begin implementation of the alternative response model in the community and
department.
TASKS TIMEFRAME ASSIGNMENT
Create a training curriculum 1 month
Teach appropriate staff the curriculum 1 week
Select an implementation date 1 day
Go live with the selected alternative response
models 1 month
MEASURED OUTCOMES
Alternative response model is implemented.
Management and Implementation
Guide 33
OBJECTIVE 5.7
Build a continuous analysis process of response data to track the effectiveness of the
alternative response model.
TASKS TIMEFRAME ASSIGNMENT
Utilize RMS sources to gather performance data. 1 day
Analyze and compare data trends to determine
effectiveness. 1 week
Generate a data report that summarizes the findings 1 week
Ensure collected data is incorporated into the
department’s CRA/SOC study work. 1 week
Based on findings, build a recommendations list on
model(s) improvements. 1 week/ongoing
MEASURED OUTCOMES
Conduct an annual analysis of the alternative response model to determine the effectiveness of
the program.
Management and Implementation
Guide 34
180 Market St South Burlington, VT 05403 802-846-4105
August 7, 2023
The following 2023 first class liquor license was approved by the South Burlington Liquor Control Board on August 7, 2023 after review by the City tax, fire and police departments:
NAME DESCRIPTION
Myer’s Wood Fired Third Class Restaurant/Bar Myer’s Wood Fired Outside Consumption Permit
SOUTH BURLINGTON LIQUOR CONTROL BOARD
Helen Riehle Meagan Emery
Tim Barritt Tyler Barnes
Andrew Chalnick