HomeMy WebLinkAboutAnnual Report July 01, 2016 - June 30, 2017July 1, 2016 - June 30, 2017
CITY OF SOUTH BURLINGTON
ANNUAL REPORT
www.southburlingtonvt.gov'17
Table of Contents
City Directory 3
City Manager Report 4
Board and Committee Reports 8
Organizational Chart 9
Affordable Housing Committee 10
Board of Civil Authority & Board of Abatement 12
Development Review Board 14
Energy Committee 16
Public Library Board of Trustees 17
Natural Resources Committee 18
Planning Commission 19
Recreation Committee 27
Departments 29
Organizational Chart 30
City Clerk 31
City Manager’s Office: Project Development 33
Fire & EMS 35
Library 37
Planning & Zoning 39
Zoning Administrator 42
Police 43
Public Works 47
Recreation & Parks 49
Community Gardens 52
Partner Reports 53
Champlain Water District 54
Winooski Valley Park District 58
Vermont Department of Health 60
Vermont Veterinary Medical Association (Rabies Vaccination) 61
Veterans Administration Outreach 62
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CITY COUNCIL
Chair Helen Riehle hriehle@sburl.com
Vice-Chair Meaghan Emery memery@sburl.com
Clerk Tim Barritt tbarritt@sburl.com
Tom Chittenden tchittenden@sburl.com
Pat Nowak pnowak@sburl.com
CITY MANAGER
City Manager Kevin Dorn kdorn@sburl.com 802-846-4107
Deputy City Manager Tom Hubbard thubbard@sburl.com 802-846-4107
IMPORTANT NUMBERS
City Clerk’s Office 802-846-4105
Community Development 802-846-4123
Community Engagement 802-846-4127
(Public Information)
Fire Rescue (non-emergency) 802-846-4110
Human Resources 802-846-4127
Library 802-846-4140
Recreation & Parks 802-846-4108
Planning & Zoning 802-846-4106
Police (non-emergency) 802-846-4111
Public Works 802-658-7961
Tax Department 802-846-4109
Water Department 802-864-4361
Water Quality 802-658-7964
Sources of Public City Information
Website: www.soutburlingtonvt.gov
Facebook: @SouthBurlington
Twitter: @SBCityVT
Hashtag: #SoBu
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CITY MANAGER’S 2017 ANNUAL REPORT
Kevin Dorn, City Manager
I would like to preface my annual report to the community by recognizing the hard working men and women who provide an
exemplary level of service to our residents and visitors to our community. Having now worked five years with these
dedicated public servants I can say with no hesitation that you will not find a finer, more hard-working group of
professionals across all ranks and departments of government than those who serve South Burlington. It is a privilege for
me to work side-by-side with them to provide the highest quality of municipal services found anywhere in Vermont, or even
across our country.
In many ways 2017 was a year of accomplishment, and in some sense transition, for municipal government. We saw the
beginning of construction of the first public projects in City Center; a growing effort to join with neighboring communities to
provide a higher quality of service to residents and visitors; the continuing and unfortunately challenging relationship with
the Burlington International Airport; our first efforts at the municipal government level to address the growing mental health
problems in our region; new initiatives on climate and sustainability issues; and, our continued and growing effort to build
community identity through our programs, infrastructure, and events.
During our community “branding” project in 2015, we found that 56% of our residents felt that South Burlington had no
strong community identity. This was a shocking statistic and one that has truly focused our government-wide efforts to build
a stronger sense of community identity and quality of life for our residents. Clearly, the beginning of the construction of City
Center, our own downtown, events such as Bikes and Bites at Veterans Memorial Park, the banners seen around the
business districts, the renovation of City Hall and other initiatives help to grow our sense of community and community
identity.
It has been suggested by some that many view South Burlington as a “pass through” community where people travel
through to get to another place. Well, not anymore; we will continue to work in partnership with other organizations in our
community to build infrastructure, host events, focus our messaging and build upon our identity—and by extension, the
quality of life for our residents. Because truly, South Burlington IS a great community.
CITY CENTER
This past summer we began construction on City Center Park, consisting of a new trail system and other amenities creating a
great urban natural area for residents to enjoy. As City Center builds out the park will serve as a place to walk through the
woods, enjoy the outdoors and experience educational programing for children; all within a short walk for current and future
residents. The park should be completed and open to the public this coming summer.
As the park is completed we will begin the long-awaited re-construction of Market Street. Four years ago, we invested a
small amount of public funding along with money raised from some private donors to complete the paving of Market
Street— making it safer and more passable for cars and pedestrians. This small improvement was well appreciated by
residents seeking access to the Marcotte Central School and better access to Dorset Street.
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If things continue according to plan, sometime in May we will begin the complete demolition and reconstruction of the entire
length of Market Street turning it into a fantastic new “main street” for South Burlington and City Center. Much of the work
will be completed by the end of the 2018 construction season with landscaping and other smaller projects completed in
2019.
In the meantime, construction has begun on a 39 unit affordable senior project on Market Street immediately behind the
Marcotte Central School which will be owned and operated by South Burlington-based Cathedral Square. This new
residential development for seniors will be known as Allard Square and it will serve as the precursor for the continuing
build-out along Market Street.
The City has an option on the land immediately east of Allard Square which is the prospective site for a new, modern Public
Library, community center, and City Hall. The City Council and city staff will be working through multiple channels to get
information out to the public about what is proposed on the site and gain the public’s feedback. As I write this, that process
has already begun, with the public being invited in for “visioning” sessions. There will be many other opportunities for the
public to weigh in on this project in the months ahead.
Importantly, the decision on whether or not to proceed with these public facilities will be made by the voters. It is possible
that this question will be ready for voters to consider in the November general election.
Speaking of the Library, for a wide variety of reasons we felt it was time to transition what was the Community Library,
housed within the High School Library, into our own independent Public Library. We chose a great location for the Library at
the University Mall and over the course of just a few months transformed that new space and arranged for all municipally
owned books, furniture and fixtures to be moved to the new space in just a couple of days. The response from the public to
the move has been overwhelmingly positive.
We view the Public Library space at the University Mall as transitional, as the public considers the question of building a
new, modern Public Library.
South Burlington City Center for the Arts is a new organization established in part to undertake a feasibility study looking at
the possibility of building a creative arts center in City Center. There is a segment of the performing arts infrastructure in our
area that is totally unserved or underserved. The leadership of the Arts organization believes that building a structure that
meets those unmet needs would provide a vital, additional public component of City Center and create new opportunities for
the arts in our region and state.
REGIONAL COLLABORATION
I am most fortunate to work with a dynamic group of City/Town Managers in our neighboring communities. We are all faced
with the same challenge of trying to provide the highest quality of services to our residents being always mindful of the
implications of these services to our taxpayers. One way to reconcile these issues is for communities to work together on
matters of common interest and spread the cost over a broader base.
There are three programs that I would like to highlight that showcase the growing need to collaborate among communities
and that will serve as a precursor for more to come.
1.Union Municipal District – Chittenden County Public Safety Authority
On March 6, voters will consider an item on the ballot approving/disapproving the establishment of a Union Municipal
District (UMD) that will become known as the Chittenden County Public Safety Authority. A UMD is a vehicle that allows
multiple communities to come together and form an organization to provide a particular service. The Chittenden Solid Waste
District, Green Mountain Transit, and Champlain Water District are examples of UMDs.
The purpose of the UMD/Authority will be to facilitate the consolidation of dispatch and 911 services in seven Chittenden
County communities. Currently, we all run our own, independent emergency dispatch centers and the Town of Shelburne
operates what is called a Public Safety Answering Point (PSAP), which is one of the 911 call takers in Vermont.
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Studies have shown that by consolidating dispatch and 911 services into one center we can save, on average, 71 seconds on
every emergency call. And as we note, 71 seconds could save your life. That is why City/Town managers, City Councils and
Select boards have strongly endorsed this proposal. And perhaps more importantly, 18 Chiefs of Police and Fire Services
from the area have endorsed the formation of the Authority as well.
The question of forming the UMD/Authority will be on the ballot in South Burlington, Burlington, Winooski, Colchester,
Milton, Williston and Shelburne. Again, the decision to proceed to establish the UMD/Authority will be decided by the
voters.
2.Mental Health
We have witnessed, frankly, a shocking increase in the number of mental health related incidents and challenges in our
community over the past couple of years. While we have rightfully focused public attention on the growing opiate crisis in
our state, mental health related incidents have been on the rise with little attention in the press or by governmental officials.
This increase is being felt across the state and most assuredly in the Central Chittenden County communities.
With this in mind other managers and Public Safety Chiefs and I have partnered with Howard Mental Health and the
University of Vermont Medical Center in what we have called a “Community Collaborative” for the purpose of identifying key
problems in the mental health service delivery infrastructure and finding better ways to partner to address those challenges.
The first program to emerge from this discussion is called Community Outreach. The Cities of South Burlington and
Winooski and the Towns of Colchester, Essex, Williston, and Shelburne are partnering with the Howard Center and the State
of Vermont Department of Mental Health to fund a program that will embed four trained mental health counselors with our
first responders. The counselors will work independently or in conjunction with our first responders to support members of
our community, who are experiencing mental health crisis and facilitate their treatment by other service providers. By
placing a trained mental health professional at the point of contact with the patient, we can better meet the needs of the
individual and the community. And with multiple communities working together we can provide this service for our combined
populations and do so much more efficiently and economically.
3.Stormwater
South Burlington has been the acknowledged leader in addressing impacts on water quality brought about by stormwater in
Vermont. Our community was the first to form a stormwater utility, hire expert staff and acquire the needed equipment to
build and maintain stormwater treatment infrastructure.
Due to new state and federal regulations other communities are understanding their need to take steps to address their own
stormwater impacts. Rather than hiring staff and purchasing equipment, the Town of Shelburne has contracted with our
Stormwater Department to manage their stormwater obligations. South Burlington is being paid for these services which
helps us spread the cost of our program over a larger fee base making our overall program more economical while providing
best in class service to Shelburne. This is a win-win for both communities and is working well.
In the years ahead we will look for additional services that can be provided more efficiently and effectively by banding
together with our neighbors.
BURLINGTON INTERNATIONAL AIRPORT
2017 was another challenging year in our relationship with the management of Burlington International Airport (BIA) and the
City of Burlington. The City Council has made it clear to BIA management that we seek the termination of any further
demolition of homes under the next Noise Compatibility Program developed by BIA. The demolition of approximately 40
homes under the current program will bring the total number of homes demolished in the Chamberlin neighborhood to
around 200. These demolished homes are irreplaceable at the price point they occupied in the market. Chamberlin is a
great neighborhood and these homes were perfect for working families. Now we have 200 fewer of them even as the state
and local leaders acknowledge the need for more housing for our workforce.
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The Council believes that there are other methods that can be deployed such as the sound insulation of homes that can
provide adequate noise abatement for residents. There are also other types of buyout programs that provide market value to
the seller but the homes are not then demolished; they are insulated and put back on the market. These are the types of
programs favored by the Council.
Every attempt that has been made to garner a real commitment from the City of Burlington and the BIA management to
respect the request of the City Council, regarding the preservation of this vital neighborhood and the homes in it, has been
denied.
For this and other reasons, the Council has endorsed the formation of a study committee to consider a regional governance
model to oversee BIA operations. Legislation has been introduced in Montpelier by our four-member House delegation to
establish such a study committee. We are hopeful that this legislation can be enacted this year.
There is good reason for the state to be concerned about BIA as well. At the time of this writing, the December
“enplanement” numbers (the number of people who board a scheduled air carrier in a year) has not been posted but through
November BIA is on track to have the lowest number of enplanements in 15 years. The decline in enplanements and the
seeming lack of any known response from BIA management raises serious concerns about future airline service out of BIA.
It is time that BIA management be overseen by a strong regional authority, bringing a broader perspective to governance of
this important public asset.
ENERGY AND CLIMATE CHANGE
This past year the City of South Burlington and the South Burlington School District partnered with Encore Energy and Altus
Energy to build a 1.5 + Megawatt solar farm on the site of the old City landfill off of Airport Parkway. Both the City and
School District will benefit from the credits from the solar farm and in the case of the City we will set those funds aside to
support further energy efficiency and conservation investments.
Also this past year the City joined with the Governor and other communities in the Vermont Climate Pledge Coalition which
will help guide our efforts to reduce our overall impact on our climate and the environment. This program also fits well
under our new efforts around overall sustainability. We will be talking much more about these initiatives in 2018.
In the meantime, the city has been working very aggressively on energy efficiency and conservation measures involving
public buildings, and the School District is doing much the same. Most of our investments in efficiency and conservation
have a very short payback period and make great financial, as well as environmental sense. All of these initiatives are good
for the taxpayers.
SUSTAINABILITY OF GOVERNMENT
Over the next few months, City staff will be working with the Council on a comprehensive review of what we are referring to
as the sustainability of government. The purpose of this effort will be to project out 3 to 5 to 7 years and determine what
levels of service to the public will be sustainable. With the cost of providing services continuing to rise in the face of public
expectations about the quality and quantity of those services we need to take a close look at our ability to meet both the
taxpayers’ and residents’ expectations for level of service. There are components of our cost structure that are, in my view,
unsustainable. In order to meet the expectations of the public for appropriate levels of service we will need to explore new,
more efficient ways of meeting those needs.
This project will involve most of the senior staff and department managers as well as the Council. I expect to have a report
on these matters for the pubic before the end of summer.
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CONTRACT NEGOTATIONS
Most of the employees of the City are represented by one of three unions. Each of the three current contracts with these
unions expires on June 30. We are already beginning negotiations and hope to have contracts approved for all three
bargaining units before the current contracts expire. This will entail a significant amount of work during the first half of the
calendar year.
COMMUNITY EVENTS AND PARKS
We also look forward to continuing the new community-wide events that have been developed over the past two years. The
six “Bikes and Bites” events at Veterans Park featuring live music and food trucks were extremely successful this past year.
We had another great City-Fest in partnership with the South Burlington Rotary, as well. The purpose of these and other
events is to bring residents together to enjoy a night out with friends and family, and to build community. You will see more
of these and other events in 2018.
Last year the voters approved setting aside ½ of the 1 cent on the tax rate for open space to invest in maintenance and
improvements to our current parks and open areas. We were falling behind on our stewardship obligations to our parks and
we needed to find funding to meet those commitments.
With the funds raised from the ½ cent we were able to finance a loan for over $1 million to fund immediate improvements in
our parks. Some of that work began last summer at the Wheeler Homestead and at Red Rocks Park and much more will be
done in 2018. We have partnered with the Winooski Valley Park District (WVPD) to complete some of this work and they
will be taking on more projects for us this summer.
There are many other new programs and initiatives being implemented by our departmental leaders that you can learn more
about by reading their comments in our Annual Report. I encourage you to take the time to review the Annual Report and
learn about the many things going on across City government.
I would also like to take this moment to express our appreciation to all of the volunteers who participate on our many
committees or who provide assistance with programs and events. The involvement of volunteers in our City life is invaluable
and serves as a foundational element in our efforts to grow our community identity.
Finally, and very importantly, on behalf of all of our staff I want to extend our great appreciation to the work of the South
Burlington City Council. Any resident who has attended one or more Council meetings or watches these meetings on
Channel 17 can attest to the dedication and hard work of our Council Members.
The Council typically meets the first and third Mondays of each month, but there are often additional meetings as well. Each
of these meetings requires preparation and often they can last four or more hours. This is a lot of work to ask of anyone, and
our Council members, Helen Riehle, Chair, Meaghan Emery, Vice Chair, Tim Barritt, Clerk, Pat Nowak and Tom Chittenden
deserve the respect and appreciation of the entire community for their leadership, dedication, and hard work. Thank you
Council Members for all you do for our community.
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BOARD & COMMITTEE
REPORTS
Recreation & Parks
Committee
Energy Committee
sburl.com
7 Planning Commission
Staffed by: Planning & ZoningRecommends to: City CouncilDecision-making body: City CouncilRoles: Prepare long range plansPrepare Land Development Regulations
5 Aordable Housing Committee
Staffed by: City Manager’s OfficeRecommends to: City Council (Ordinances)Planning Commission(Land Use & Zoning)Decision-making body: PC, Council Roles: Develop Policies and Plans for Housing Affordability
Advisory to Planning CommissionAdvisory to Development Review Board
9 Natural Resources Committee
Staffed by: Recreation & Parks Recommends to: City Council (Ordinances)Planning Commission(Land Use & Zoning)Staff (Projects)Decision-making body: PC, Council, Staff Roles: Develop Policies, Projects and Plans for Natural ResourcesAdvisory to Planning CommissionAdvisory to Development Review Board
Housing Trust Fund Committee
Staffed by: City Manager’s OfficeRecommends to: City Council Decision-making body: Council Roles: Recommend Allocation of Trust Fund
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Recreation & Parks Committee
Staffed by: Recreation & Parks Recommends to: City Council (Ordinances)Planning Commission(Land Use & Zoning)Decision-making body: PC, Council, Staff Roles: Develop Policies, Projects and Plans for Recreation & Parks
Advisory to Planning Commission
Advisory to Development Review Board
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Staffed by: Planning & Zoning Recommends to: City CouncilDecision-making body: City Council, VotersRoles: Consider Possible Amendments to the City Charter
Charter Committee 7
7Development Review Board
Staffed by: Planning & Zoning Decision-making body: DRBAppeals: Environmental Court Roles: Review Development ApplicationsAppeals of the Zoning Administrator
Board of Civil Authority/Board of Abatement
Staffed by: City Clerk Decision-making body: BCA/BoA Appeals: BCA – to State Appraiser or Superior CourtRoles: Oversee Elections Process (BCA)
Property Tax Appeals (BCA)
Property Tax Abatement Requests (BoA)
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Library Board
Staffed by: LibraryDecision-making body: Library Board Roles: Governing Body of Library
Develop Library Policies
Work with Director in Planning and Goal SettingLibrary Advocacy
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Public Art Selection Committee
Staffed by: City Manager’s Office Recommends to: City CouncilDecision-making body: Council Roles: Select Artwork for Public Projects
Recommend Allocation of Arts Funds for Public Projects
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Committee and Board Organization Chart
5 City Council
Staffed by: City Manager’s Office Decision-making body: City Council Roles: City GovernanceAdopt City Policy & RegulationFinancial MattersOversight of City Manager
Staffed by: Planning & Zoning Recommends to: City Council (Ordinances)Planning Commission (Land Use & Zoning), Staff (projects)Decision-making body: PC, Council, StaffRoles: Priorities & Projects, PoliciesAdvisory to Development Review Board
Bicycle & Pedestrian Committee 7
Energy Committee
Staffed by: City Manager’s Office Recommends to: City Council (Ordinances)Planning Commission(Land Use & Zoning)Staff (Projects)Decision-making body: PC, Council, Staff Roles: Energy Priorities & Projects
Develop Projects, Plans, and Polices to Reduce Energy Use and Promote Renewable Energy Advisory to Planning Commission
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Appointed Boards
Planning CommissionLibrary Board (Operates Independently)Affordable Housing Committee Recreation & Parks Committee Natural Resources CommitteeHousing Trust Fund Committee Charter CommiteePublic Art Selection CommitteeEnergy CommitteeBicycle & Pedestrian Committee
Elected Boards City CouncilBoard of Civil Authority/Board of AbatementDevelopment Review Board
Q uasi-Jud ic ia l B o d i e s Principal Policy-Ma
kin
g Bo
di
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Affordable Housing Committee Annual Report
Committee Overview (Committee Charge from the City Council)
1.Keep abreast of housing policies and strategies in place elsewhere that might be applied here to increase the stock of affordable
housing for employed and senior residents.
2.Review ideas and recommendations in the 2013 Report, Path to Affordability not adopted thus far to determine if any should be
advanced to the Planning Commission.
3.Assess the need for expanding inclusionary housing regulations to areas of the City outside the City Center district and make
recommendations to the Planning Commission.
4.Study ways to permanently fund the Trust Fund and make a recommendation to the City Council.
5.Continue to monitor statistical data regarding the state of housing affordability in the City.
6.Undertake measures to educate the public
7.Be open to citizen ideas and opinions.
8.Submit an annual report to the City Council.
Committee Members
Name Term
Todd Rawlings 2020
Larry Michaels 2020
Sandy Dooley (Vice Chair) 2019
Mike Simoneau 2019
Name Term
John Simson (Chair) 2019
Tom Bailey 2018
Leslie Black-Plumeau 2018
Monica Ostby (assigned by Planning Commission)
Accomplishments and Events
•In January, the Committee received the charge from the City Council to prepare and submit to the Planning Commission a draft
amendment to the Land Development Regulations (LDRs) regarding the demolition of housing for non-residential purposes. This
housing preservation measure was recommended in the report : The Path to Affordability . Over the next several months, working
with the City attorney, Andrew Bolduc, we completed the draft. As of December it was under review by the Planning Commission.
•We prepared and submitted to the Planning Commission a definition of owner occupied affordable housing that differs from the
current definition in the LDRs but is consistent with the State definition set in 2017 by Act 135. The change raises the purchase price
considered affordable upward, reflecting market realities of the cost of unsubsidized home building.
•The Committee began work in May to expand section 18.1 of the LDRs to extend inclusionary zoning requirements beyond City Center
to the entire City. Simultaneously we began work on identifying districts of the City where higher density development would be
desirable and affordable housing development could be encouraged with developer incentives. Finally, we began to identify what
those incentives could be. Using the current zoning maps and focusing on areas where high density development is already
encouraged, we identified the west side of Shelburne Rd from the City line south to the Auto Dealer district. Specifics of all three
initiatives were works in progress at the end of the year.
In November 2017, groundbreaking commenced for a new senior housing
building, including affordable housing units, on Market Street. Allard Square is
expected to open in November 2018.
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•November we met with Amy Demetrowitz of the Champlain Housing Trust. She brought a request that we ask the City Council to
consider a discount in the impact and development fees charged by the City for new affordable housing development. She cited the
schedule of discounts extended by the City of Burlington and suggested we apply a similar policy. The Committee supported the idea
and it was presented by the Chair to the City Manager and Planning Director. Action is pending. CHT is planning a multi-family
development in City Center in 2018.
•Also in November, the Committee welcomed Rep. Helen Head, Chair of the General, Housing and Military Affairs to a meeting. We
asked Rep. Head to consider sponsoring legislation that would enable South Burlington to request the State to designate a second
“city center” or “new town center”. Such a designation brings several important incentives. Currently the statute allows only one per
municipality. With Interstate 89/189 dividing the City and the development potential of the district west of Shelburne Rd. we think
that a case can be made. We asked Rep. Head to present the idea to the Legislature. Rep. Head agreed to discuss the idea with
others and consider presenting a bill to the 2018 session.
2018 Goals and Priorities
•Support adoption of Housing Preservation Amendment to the LDRs through the hearing and adoption process.
•Support adoption of City development fee waiver or discounts for affordable housing that meets adopted standards.
•Prepare new development regulations that extend inclusionary housing requirements to new housing development City-wide.
•Prepare new development regulations to establish priority affordable housing districts.
•Promote and participate in a regional effort to coordinate with our counterpart organizations in the region.
•Continue efforts to communicate the benefits of affordable housing to City leaders and residents; and support developments that
provide it in accordance with the Comprehensive Plan and City LDRs.
•Work to find funding sources for the Housing Trust Fund.
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Board of Civil Authority & Board of Abatement
Overview:
The Governance and Responsibilities of South Burlington Boards of Civil Authority and Abatement are established by State statutes.
These 2 Boards operate under Quasi-judicial rules which means that they are similar to a jury who hears the facts of the case from the
City and the citizen and then goes into a deliberative session and issues their decision in writing to the parties.
•The Board of Civil Authority hears appeals of assessed value of real estate and conduct elections for the City.
•The Board of Abatement hears requests from taxpayers for their taxes to be forgiven due to one of seven criteria set out in state
statue. The two criteria that most requests are for fire and inability to pay. Requests for abatement due to inability to pay are
granted in very few cases and only in the most severe situations.
Members:
The Board of Civil Authority and Board of Abatement are made up of all elected officials in the City, including:
Justices of the Peace
Peter Taylor - Chair
Patrick Benner Sr – Vice Chair
Chuck Bolton
Agnes Clift
Jason Kirchick
Maurice Mahoney
Pat Mahoney
Allyson Milot
Bob Nowak
Pat Nowak
Kate Nugent (appointed to fill Tracey Harrington's position)
Chris Shaw
Michael Sirotkin
Michel St. Germain
Lynn Vera
City Councilors
Tim Barritt
Tom Chittenden
Meaghan Emery
Pat Nowak (both elected JP and City Councilor)
Helen Riehle
City Clerk (clerk of the board)
Donna Kinville
Accomplishments and events
•The Board of Civil Authority had an extremely busy year with
10 meetings.
•The Board of Civil Authority oversaw 5 elections in FY 2017.
•The Board of Abatement held 3 meetings and heard requests for
abatements from 4 citizens for fire or inability to pay.
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Qualitative Summary
The City of South Burlington’s Vision and Goal of “Affordability and Community Strong” to ensure transparent and accessible
government apply to both of these Boards. To accomplish this, the goals for the 2 boards include:
•Increasing the commitment of Justices of the Peace in Board responsibilities;
•Increasing Board member understanding Vermont statutes related to the function of the Boards;
•Ensuring appellants understand the appeal’s process;
•Providing comment on Board related legislation;
•Ensure well-staffed and managed elections; and
•Ensure adequate financing for Board responsibilities, especially elections.
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Development Review Board
Mission: The Development Review Board’s mission is set forth in State Statutes. It is responsible for holding public
hearings to consider proposals for land development, including applications for subdivisions, planned unit
developments, site plans, variances, and miscellaneous application, and to hear appeals of decisions of the City’s
zoning administrator. The Development Review Board’s objective is to determine compliance of proposals with the
city’s Land Development Regulations.
Members: Bill Miller, Chair; Matt Cota, Vice-Chair; David Parsons (resigned in July), Clerk; Frank Kochman; Jennifer
Smith; Mark Behr; John Wilking
Accomplishments & Events
•Began approval process of O’Brien Home Farm 458 residential and 45,000 square foot office development,
largest in SB history.
•Approved Burlington International Airport runway modifications, including responsiveness to neighbor
concerns over traffic and truck noise
•Approved subdivision for first development in new City Center, Snyder Braverman four story mixed use
commercial and residential building
•Approved Champlain Water District’s new 1.0 million gallon water storage tank at Queen City Park Road
•Approved Hannaford Market’s move to old K-Mart building with revisions for better traffic flow
•Approved Larkin 83,972 sq ft mixed use building, including 60 residential units, on Shelburne Road, a major
attraction for the City
•Approved Spear Meadows 47 residential unit development after many years of effort
•Received training on Master Plans and PUDs and on City Crisis Plan
Quantitative Data
Decisions Issued
Conditional Use (CU) 12
Site Plan (SP) 13
Subdivision (SD) 41
Master Plan (MP) 2
Design Review (DR) 3
Reconsiderations 2
Miscellaneous (MS) 3
Appeal of Administrative Officer (AO) 2
New Lots Approved 36
New Commercial Square Feet Approved 34,273
# of Trainings 2
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2018 Goals and Priorities
•Communicate to Planning Commission areas that cause trouble for DRB
•Work with Planning Commission on requirements for footprint lots and other setback issues
•Increase DRB member knowledge of related South Burlington and Vermont Land Development Regulations,
statutes and rules
•Work with staff on administering new Form-Based Codes
•Ensure that DRB members are up to date on regional and statewide trends in planning and zoning
•Recruit an additional DRB member
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Energy Committee Annual Report
(July 1, 2016, to June 30, 2017)
Committee Overview
•The Energy Committee’s mission is to promote energy conservation, energy efficiency, and the use of renewable
energy resources among the city's residents, businesses, and in municipal affairs. All projects support the
Comprehensive Plan.
•Committee members: Don Cummings, Drew Gelfenbein, Fred Kosnitsky, James Mount, Jeremy King, Karen Mckenny,
Keith Epstein, Linda McGinnis, Marcy Murray (Treasurer), Patty Tashiro, and Sam Swanson (Chair). Keith Epstein,
Karen Mckenny and Marcy Murray served in the rotating committee chairperson role.
Accomplishments
•Awarded the 2016 Best Project Award by the Vermont Energy & Climate Action Network for the 2.1 megawatt Landfill
Solar Project, a public-private partnership utilizing otherwise unusable land to capture solar energy and save $2 million
to $5 million in taxpayer dollars over 25 years.
•Completed the race for the two-year Georgetown University Energy Prize during which residents took steps that are
now reducing their annual electric and natural gas bills by $750,000—our partners’ $35,000 in contributions and other
support helped. Fargo, North Dakota, won.
•Collected $5,570 in donations from Energy Prize solar consortium members and delivered them to school district for
student-led solar-related project.
•Drove the effort to have South Burlington join the Vermont Climate Pledge Coalition.
•Advocated for Land Development Regulation changes regarding bicycle parking, bicycle facilities, and solar-ready roofs.
•Began an in-depth exploration of having net-zero construction for all new buildings in City Center, encouraged
municipal energy efficiency work, facilitated ongoing municipal electric and natural gas data transmission to Portfolio
Manager, stimulated the creation and publication of Efficiency Vermont’s Neighborhood Energy Mapping tool, and
promoted the Home Energy Score pilot program.
•Carried out education and outreach through digital and print media, presentations to non-municipal organizations,
expert-led workshops, event tabling, and energy-kit distributions on election day and town meeting information night.
Participated in Efficiency Vermont documentary.
•Initiated non-LED streetlight inventory and collaborated with the Department of Public Works to continue to encourage
subsequent bulb replacement with LEDs.
•Continued to lead a collaborative effort to supplement traditional airport-related noise abatement efforts with energy-
efficiency-related insulation and associated measures.
2018 Priorities
•Support city staff in taking substantive action to fulfill the city’s August 2017 Vermont Climate Pledge Coalition
commitment of helping Vermont achieve the December 2015 Paris Climate Agreement pledge by the United States to
reduce greenhouse gas emissions levels from 2005 by 26 to 28 percent.
•Minimize energy usage by residents, businesses, schools and municipal departments by driving energy efficiency of
new and existing buildings, renewable energy generation, and low- and no-carbon transportation initiatives. Support
continual fulfillment of the March 2014 City Council Resolution prioritizing energy efficiency and conservation actions.
•Continue to build an energy-efficient and clean energy community to maximize the health, safety and economic
wellbeing of community members.
17
The South Burlington Public Library Board of Trustees
Overview
The South Burlington Library Board of Trustees is a 12-member appointed body that works closely with the Library Director to develop
goals and policies ensuring the library is meeting its mission and addressing community needs. The Board meets once a month and
Trustees also serve on the following committees: Fundraising, Advocacy, Governance, Evaluation, Finance.
Members are: Mark Coel, MargaretAnn Cross (Chair); Linda Darlington; Barbara Devine; Bonnie Finnigan; Lee Freeman (Secretary);
Kerry Jung; Patrick Leduc (Vice Chair); Stacey Pape; Jay Pasackow; Penelope Tompkins; Beth Wood.
Accomplishments and events
In September 2017, the Library Board increased the number of members to 12. In fiscal 2017, it established a 501c3 fundraising
foundation, completed a case statement executive summary for a new library, and participated in an advocacy campaign to encourage a
positive outcome for the City Center vote.
Qualitative Summary
We have made progress toward several goals, including the complete review and revision of our bylaws, which are expected to be
finalized in the next few months. The establishment of the 501c3 is ongoing, and we are nearing completion of the paperwork that
needs to be filed. Our committees have been increasingly active and effective, especially in the areas of advocacy and fundraising.
2018/2019 Goals and Priorities
Finish paperwork for 501C3
Objective:
12, 13
Strategy:
26
Develop fundraising campaign materials for
the new library 9, 10 23, 28
Inform the public about the need for a new
library and complete an advocacy campaign
for the November 2018 vote 12, 13 23, 29
Work with other city committees to enhance
the new library and help others meet their
needs
Complete the update of board bylaws
Plan a board retreat
18
Annual Report Natural Resources Committee 2017
Overview
The Natural Resources Committee (NRC) was welcomed by the Recreation and Parks Department for providing
administrative support and encouragement.
Committee members
Kristin Williams, Co-chair
Elizabeth Milizia, Co-chair
Lindsay Bryce
David Crawford
Laura Williams
Lisa Yankowski
Accomplishments
•Produce monthly educational articles on natural resources related topics to be released through The Other Paper.
•Table at six community events to include green up day, CityFest, Spooktacular, Bikes and Bites, etc.
•Scope, assess and increase community garden plots by 25%.
•Support Weed Warriors events through volunteer efforts.
•Draft, present, and adopt a city-wide herbicide policy in collaboration with Craig Lambert ( city arborist).
•Finalize and approve open land “scorecard.”
•Assess city tree canopy and work with city planner to ensure its health and eventual growth.
2018 Goals and Priorities
•Produce monthly educational articles on natural resources related topics to be released through The Other Paper.
•Table at six community events to include green up day, CityFest, Spooktacular, bikes and bites etc.
•Scope, assess, and increase community garden plots by 25%.
•Support Weed Warriors events through volunteer efforts.
•Draft, present and adopt a city wide herbicide policy in collaboration with Craig Lambert ( city arborist).
•Finalize and approve open land “scorecard.”
•Assess city tree canopy and work with city planner to ensure its health and eventual growth.
•Receive a written charge from the City Council as to committee charge.
19
Planning Commission
Overview
The Planning Commission’s mission is set forth is the City Charter and State Statutes. Among its powers & duties are to
prepare a plan and proposed bylaws for consideration by the City Council, undertake capacity studies and make
recommendations on matters of land development, transportation, economic & social development, urban design
improvements, historic & scenic preservation, and the conservation of energy & natural resources, and to undertake projects
requested by the City Council.
Planning Commission meetings are held currently on the second and fourth Tuesdays of each month at 7:00 PM at the City
Hall. The public is welcome and encouraged to attend.
Members: Jessica Louisos, Chair; Bernie Gagnon, Vice-Chair; Monica Ostby, Clerk; Ted Riehle, Art Klugo, Duncan Macdonald,
Tracey Harrington (through May 2017), Michael Mittag (as of November 2017)
Accomplishments & Events
•Working to improve Planned Unit Development and Master Planning regulations. Completed Phase 1 of the project and
continued work with help of consultants on Phase 2 of the project which is developing new PUD standards.
•Completed LDR amendments on: end-of trip bicycle & pedestrian facilities; affordable housing the SEQ NRN; street
connection & cul-de-sac standard clarifications; allowance for front porches in the R4 District; Administration &
Enforcement – streamline Planning Commission, Development Review Board, and Advisory Committee authorization;
Agricultural Use amendments
•Completed changes to the Official Map including: Addition of a planned right-of-way along Market Street; Addition of a
planned street extending north from Barrett Street; Change from planned street to planned recreation path between San
Remo Drive and Barrett Street.
•Began work to protect additional scenic views in the city.
•Considering multiple LDR amendments that would bring select ideas from the City Center Form Based Code and apply
them to other Urban Corridors in the City on Shelburne and Williston Road, specifically heights, setbacks, door standards.
Concentrated “nodes” of development and visual prominence of buildings is being included to break up the visual
landscape of these corridors and encourage slower driving. Also considering how open space requirements might be
brought more in line with the City Center open space requirements.
•Energy siting mapping was developed with the CCRPC to be in compliance with ACT 174. Comprehensive plan guidance
was used as a starting location and feedback was incorporated from the Energy Committee and the Natural Resources
Committee.
•Worked with the bike and pedestrian committee on updates to the regulations for bike facilities, both long and short term.
•Reviewed Traffic Overlay District study results and discussed findings.
•Discuss and provide feedback to the Affordable Housing Committee on housing replacement standards.
•Discussed agricultural enterprise land uses and the wide continuum of this type of landuse that may fall outside of
traditional agriculture and contain elements of retail, industrial, or manufacturing land uses.
•Provided feedback to the Burlington International Airport on their draft 2016 Re-Use plan.
•Discussed garage door standards and potential exceptions to parking for multi-unit buildings in certain situations, as
requested by the public.
•Supported TIF district vote with letter to Other Paper.
•Reviewed skills and attributes that would be helpful for future Planning Commission members.
20
Quantitative Data
The 2016 Comprehensive Plan includes a Future Land Use Map (Figure 1). One of the City Goals is to “prioritize development
that occurs within the community into the higher intensity areas identified within this Plan”, as shown on the Future Land Use
Map along with areas of lower intensity uses.
Figure 1: Map 11 Future Land Use Map, excerpt from 2016 Comprehensive Plan.
21
Historical trends in the City were to have the majority of homes (66%) located in Lower Intensity land use areas and a large
number in Medium Intensity areas (22%), as shown in the overall location of all homes in the City (Figure 2). Trends in the last
6 years show that new homes are being distributed across Land Use areas more closely in line with Comprehensive Plan Goals
(Figure 3).
Fewer new homes are located in Conservation-Low Intensity and Lower Intensity Land Use areas, while a higher percentage of
new homes are located in areas designated for Higher Intensity Land Use.
Figure 2: Percent of All Homes by Land Use District, corresponding to Future Land Use Map.
Figure 3: Percent of New Homes by Land Use District, corresponding to Future Land Use Map.
3%
66%
22%
9%
Percent of Homes by Land Use District
(all homes)
Conservation-Low Intensity Lower Intensity Medium Intensity Higher Intensity
2%
32%
37%
29%
Percent of Homes by Land Use District
(homes built 2010-2016)
Conservation-Low Intensity Lower Intensity Medium Intensity Higher Intensity
22
The Comprehensive Plan—Economy section lays out multiple strategies to bolster a healthy economy in the City. The City has
made progress on Economy Strategy 15 “Conduct a comprehensive analysis of City regulations relating to permitting with an
eye toward ways to eliminate outdated or duplicative requirements and to further streamline the process of obtaining needed
permits with a specific focus on improving predictability of the process. Move as much of the permitting process online as is
viable to improve customer access and service.”
The Planning Commission has made multiple changes in site plan review requirements to shift more types of review to an
Administrative review instead of review by the Development Review Board. These changes have led to a higher percentage of
site plan reviews being completed administratively (Figure 4). Administratively reviewed site plans rose from 49% in 2009 to
89% in 2017. These changes speed up development, eliminate processing time, and provide an increase in predictability to
the applicant and community, without reducing policy or quality of review.
Figure 4: Distribution of Site Plan Reviewers.
2018 Goals and Priorities
The Planning Commission maintains a large master list of ongoing and future projects. This list was reviewed multiple times
throughout the year and used to help prioritize the planning commission’s time. Projects were prioritized based on timing,
relative size of project, related items, legal exposure, cost, staff time, received grant money, and the desire to be proactive
instead of reactive. An excerpt from the master list is included below (Table 1) and contains only the projects specifically
prioritized for FY 2018. Many of these projects are underway.
0
10
20
30
40
50
60
70
80
90
100
2009 2010 2011 2012 2013 2014 2015 2016 2017
Site Plans Issued Administratively vs. by DRB
Admininstratively-issued Site Plans DRB-issued Site Plans
23
Table 1:
Planning Commission FY 2018 Priority Projects
Project Description Comp Plan
Goals
Comp Plan
Sub Goal 1 Sub Goal 2 Sub Goal 3
Zoning
Amendment
requests
Requests from the public to consider
amendments
Footprint Lots Examine how to address footprint lot
incongruity in the LDRs
Affordable &
Community
Strong
Transparent
& open
government
Housing
Replacement
standards
Requirement for housing that is
removed to be replaced or
compensated. Will likely include some
revisions to the definition of
affordability, and some small zoning
boundary changes.
Affordable &
Community
Strong
Affordable
with housing
for all
High
neighborho
od quality
of life
Shelburne
Road basic
form standards
Establish basic standards for parking,
setbacks, heights, door location,
window minimums along Shelburne
Road and C1-R12;
Opportunity
Oriented
Prioritize
higher
intensity
areas
Multi-
modal
transportati
on system
Support broad
& diverse
economy
Williston Road
Network Study
(1) Define short & medium term street
profile for Williston Road (2) set ROW
for long-term street profile, (3) set/
revise location of planned supporting
streets, (4) revise FBC & Official Map to
match, (5) possibly revise how buildings
and streets are related in the FBC
Walkable Establish City
Center
Multi-
modal
transportati
on system
Quality
infrastructure
& services
Develop
annual work
plan
Prepare annual work plan and review
with committees, council at leadership
meeting
Opportunity
Oriented
Transparent
& open
government
Prioritize
higher
intensity
areas
Form Based
Code district
minor changes
Current list includes addressing
mullions, window sizes, T3 balconies,
T3 residential styles
Opportunity
Oriented
Establish City
Center
FBC phasing,
conflicts,
technical
corrections
Conflicts between standards, phasing of
projects, accessory structures, banking
of open space, off-site landscaping
Opportunity
Oriented
Establish City
Center
24
Project Description Comp Plan
Goals
Comp Plan
Sub Goal 1 Sub Goal 2 Sub Goal 3
Organizing for
managing
larger projects,
including
developing a
policy for
support
committees
providing draft
policies
Development of Commission policies
and procedures for how to farm projects
out to Committees of the City
Affordable &
Community
Strong
Transparent
& open
government
Tilley / Kimball
/ Community
Drive
Transportation
& Land Use
Study
Iterative development of a
transportation & land use plan for this
part of the City: (1) presentation of
current conditions and anticipated
amount of development; (2) review and
approve Purpose & Need; (3) discuss
future transportation / land use
scenarios to study; (4) review
recommended approach & projects; (5)
set table for future project to update
zoning to reflect priorities and
coordinate with transportation plan
Opportunity
Oriented
Support broad
& diverse
economy
Multi-
modal
transportati
on system
Quality
infrastructure
& services
Master Plan /
Planned Unit
Developments
(& related)
Would set new standards for most new
large scale development, including
revised Master Plan thresholds &
procedures and Planned Unit
Development Types. Includes (1)
creating clear Master Plan process,
thresholds, & benefits, (2) creating 4-8
Planned Unit Development types with
clear review criteria & standards for
development, (3) clean-up of related
LDR language - subdivisions, PUDs, Site
Plan, building heights, etc., and (4)
significant public outreach
Affordable &
Community
Strong
Affordable
with housing
for all
Multi-
modal
transportati
on system
Conserve
natural
resources
Fixes to zoning
and LDRs per
PUD project
Development of PUD regulations has
highlighted areas for adjustments to
underlying zoning as well as technical
and policy adjustments to the LDRs in
support of PUD provisions
Opportunity
Oriented
Quality
infrastructure
& services
Conserve
natural
resources
Prioritize
higher
intensity
areas
25
Project Description Comp Plan
Goals
Comp Plan
Sub Goal 1 Sub Goal 2 Sub Goal 3
Transportation
Overlay District
Update
Replace the existing traffic overlay
district that sets a cap on rush-hour
vehicle trips along major roadways with
new tools to encourage multi-modal
investment and changes in travel
modes. Includes providing consultants
& project team with broad direction for
desired outcomes
Walkable
Multi-modal
transportation
system
Quality
infrastructu
re &
services
Prioritize
higher
intensity
areas
Traffic Impact
Fee Update
Replace the existing ordinance with
new tools to encourage multi-modal
investment and changes in travel modes
Opportunity
Oriented
Quality
infrastructure
& services
Prioritize
higher
intensity
areas
Meet with DRB Annual meetings with DRB
River Corridor
Standards
Would update the City's stream buffer
requirements to be consistent with river
corridor planning
Clean &
Green
Conserve
natural
resources
Scoping of 4
Bike / Ped
Projects
Prepare scoping studies of four city-led
projects identified by the Bike Ped
Committee
Walkable
Multi-modal
transportation
system
Quality
infrastructu
re &
services
City Center
guidance &
direction
Provide guidance on design / planning
priorities in City Center in support of the
City Council
Opportunity
Oriented
Establish City
Center
Cottage
Housing -
Affordable
Housing
Would explore how to allow and
incentivize Cottage Housing types (such
as Kirby Cottages). Project was initiated
by a subcommittee in 2012 but went to
back-burner. Members of that group
have offered to re-initiate
Affordable &
Community
Strong
Affordable
with housing
for all
High
neighborho
od quality
of life
26
Project Description Comp Plan
Goals
Comp Plan
Sub Goal 1 Sub Goal 2 Sub Goal 3
Scenic Views
Establish scenic view protection
overlays, including a methodology,
analysis of priorities, and standards for
foreground, middle ground, and
background
Clean &
Green
Conserve
natural
resources
High
neighborho
od quality
of life
Linking City's
efforts
together
Coordinate committee & staff work.
This is underway with the Leadership
committee & upgraded CIP/Budget
process.
Affordable &
Community
Strong
Transparent
& open
government
Quality
infrastructu
re &
services
R4 District
front setback
standards
Would evaluate and possibly lower
front setback standards in the R4
district
Walkable
High
neighborhood
quality of life
Acknowledgements
The work of the Planning Commission would not be as extensive or as well achieved without the tremendous support we have
received from the Planning and Zoning staff. Their positive attitude, strong technical knowledge, and work ethic make our
planning work possible. On behalf of the entire Planning Commission, we would like to acknowledge and commend the efforts
that the staff has dedicated to accomplishing the Planning Commission’s goals. We also acknowledge the many South
Burlington residents that attend our meetings and workshops to participate in our planning efforts.
27
Recreation and Parks Committee Annual Report 2018
The Recreation and Parks Committee is appointed by the South Burlington City Council to serve the residents of South
Burlington by acting in an advisory capacity to the Recreation and Parks Department and the City Council. The
Director of the Recreation and Parks department serves as the staff liaison for the Committee.
Members:
Jennifer Kochman – Chair
Mike Simoneau – Vice Chair
Linca Chiasson
George Donovan
Katie Langrock
Rebecca Poquette
Liz Robitaille
Glenn Sproul
Paul Steinman
Highlights of the past year:
• Conservation 1/2 cent Fund progress:
We are pleased to see significant improvements to our parks, based on the recommendations of the Parks
Improvement Task Force, and funded by the ½ cent Conservation Fund. It is expected that desired
improvements in the three parks: Wheeler Nature Park, Underwood, and Red Rocks will cost approximately
$1 million.
• Wheeler Conservation Easement Task Force:
The Report to the City Council will be presented to City Council in early January 2018.
• Planning Commission/PUD’s:
The committee has met with developers to review proposed site plans since 2012. The Planning Commission
has in 2017 worked to reshape the PUD regulations. This will give our committee, DRB, and other
stakeholders a more comprehensive set of guidelines in reviewing plans.
• Leadership Committee work:
We added a mission statement to our by-laws; developed a Work Plan, referencing the Goals and Objectives
of the Comprehensive Plan, updated our orientation plan, and created a matrix to guide city Council in
making appointments to the committee.
• In February the Committee adopted a Smoking Policy for parks.
• The Recreation and Parks Foundation has been formed to raise funds, primarily for a new facility.
• We welcome comments and suggestions from the public.
Major Focus of the Past Year: 2017 NRPA Agency Performance Review
The Recreation and Parks Committee studied closely the findings of The NRPA Agency Performance Review for South
Burlington. It has been interesting for us to see how our present Recreation and Parks assets and budget compare
with departments across the country serving populations whose density is similar to South Burlington's.
Here are a few particularly relevant pieces of information from the NRPA of 2016:
•Square footage of operated buildings: at 6,550, SB is well below at least 75% of respondents.
•Acres of Parkland per 1,000 Population: at 20.7, SB is higher than more than 75% of respondents.
•But, Park Operating Expenditures per Acre of Parkland: at $491, SB is among the lowest of all
respondents; 75% of respondents spend $1,233 or more.
•Capital budget for the next 5 years: at $2,231,000, which includes CIP projections for new facilities, SB
would still be lower than more than 50% of respondents.
•Expenditures Per Capita: at $42.34, SB is lower than almost 75% of respondents.
•Number of full-time employees: at 5, SB is lower than more than 75% of respondents.
The finding of the NRPA Performance Review support the goals of the Recreation and Parks Committee and
Department:
•Create program and indoor recreation facilities, including appropriate office space for department staff.
•Create a Master Plan for city parks, insuring follow-through with creation of amenities and maintenance.
•Create additional playing fields so that the fields can be maintained, while meeting demand.
•Expand support staff appropriately to meet the needs of increased indoor space and increased playing fields
•Expand program offerings to better serve the community.
The R and P Committee NRPA Review Summary and the complete NRPS Review may be found on the City Website. A
nation-wide summary can be found at
http://www.nrpa.org/siteassets/nrpa-agency-performance-review.pdf.
29
CITY DEPARTMENT
REPORTS
sburl.com
Department Organization Chart
802-846-4110(1) Chief(1) Deputy Chief/Fire Marshal
(1) Electrical Inspector
(1) Administration(3)Captains(3) Lieutenant
(18) Firefighters
Fire Department28
802-846-4105
(1) City Clerk (Elected)(1) Deputy City Clerk(1.5) Assistant Clerks
Election Workers
3.5 City Clerk’s Oce
802-846-4106(1) Director
(1) City Planner(1) Zoning Administrator(1) Development Review Planner
4 Planning & Zoning
802-652-7080(1) Library Director(1.5) Adult Services
(1.5) Children’s Services
(3) Circulation & Tech Services
7 Library
802-846-4111(1) Chief
(1) Deputy Chief
(3) Lieutenants(9) Sergeants(21)Officers
(4) Detectives
(3) School Resource Officers(3) Administrative & RecordsCommunity Justice
Animal Control
51 Police
802-658-7961
(1) Director(1) Deputy Director(1) Operations Manager
(1) Administrative
(10)Highway(7) Stormwater(7) Wastewater
Water(Through Champlain Water District)(4+) Parks (seasonal)
32 Public Works
802-846-4108
(1) Director
(1) Assistant Director(3) Programs & ProjectsSeasonal camp staff
5 Recreation & Parks
802-846-4107
(2) Community Development
(1) City Attorney(2) Tax Assessor(3) Finance & Admin
(2) Human Resources
(1) I/T(1) Public Information
City Manager’s Oce14
Operations & Administration
City Manager
Deputy City Manager/City Treasurer
PolicyCity Council (Elected)
32
City Clerk
Department Overview:
Staffing consists of 3 full-time positions:
Donna Kinville City Clerk (2001)
Laura Kimball Assistant Clerk (1980)
Deb Woodward Assistant Clerk (2017)
The main duties of the office are land record recordings, elections, dog and cat licensing, issuing marriage licenses,
certified copies of vital records, liquor licenses, notary services, DMV registration renewals, keeper of the records, and to
assist the tax department with tax installment collection.
Annual Budget for FY 17
Budgeted Revenue $252,300 Actual Revenues $204,287
Budgeted Expenses $256,680 Actual Expenses $244,234
Accomplishments and events
•Digitized and employed search functionality for City Council minutes from 1964 –
1972 and published them on the City’s website for citizen and staff accessibility.
•Digitized, indexed and placed all maps back to 1898 on ACS imaging software.
•Oversaw 5 elections (State Primary, Presidential, Annual Town meeting and 2 2017 Top Dog – Gina
school budget re-votes). These 5 elections contained over 137 days of early voting
in the Clerk’s office.
•Conducted 4th annual Top Dog and First Feline contest with Gina and Isis the
winners.
•Received the level of Cum Laude certification from the Vermont Clerks’ and
Treasurers’ Association.
•City Clerk is currently 1st Vice-President of the Vermont Clerks’ and Treasurers’
Association and became President of the Association in September 2017.
2017 First Feline—Isis
Qualitative Summary
A large portion of the City Clerk’s daily activities involve doing notary work and the recording of all land transactions that
occur in the City from sales of properties, property transferred into a trust, mortgages or refinancing, and maps— the
most common documents that we see. In addition to our daily activities, most of our work load is seasonal with dog and
cat licensing in the spring, collecting taxes 3 times a year, conducting elections in March and in August and November in
even numbered years.
Dog and Cat Registrations: For the past four years the clerk’s office has run a contest for the Top Dog and First Feline.
The qualifications for the contest are simple: register your dog and/or cat by April 1st and they are entered into the
drawing. The lucky winners receive tag #1 or tag #2; their photo is displayed in City Hall and announced in The Other
Paper, photos are used in the next year’s marketing materials including the website and a generous prize package of
33
goodies, donated by our kind sponsors. Last year’s sponsors were Pet Food Warehouse, Guys Farm and Yard, Pet
Advantage, VCA Browns Animal Hospital and Happy Tails Pet Resort and Spa. This event has greatly contributed to
continually increasing the number of dogs and cats registered, which helps us comply with the state law that all dog
owners must register their dog every year.
Elections: The Clerk’s office was very busy last year with five elections. Each election had average participation when
compared to prior years. The Presidential Election had 10,582 voters cast their ballot, of which 3,672 voted early. The
Board of Civil Authority, in cooperation with senior housing facilities, performs early voting or “mobile voting” at their
facility to assist them in casting their ballot.
Please make sure that your vote counts by registering to vote and then casting your ballot
on Election Day. If you are unsure if you are registered to vote, please contact our office. If
you are going to be out of town or can’t make the polls on Election Day, don’t forget about
your ability to cast an early ballot. Call the clerk’s office for more information.
Thank you to the Board of Civil Authority for all their help in running the City’s elections.
The Secretary of State’s office has implemented on-line voter registration (https://olvr.sec.state.vt.us/) and a My Voter
Page (https://mvp.sec.state.vt.us/), which allows voters to make changes to their voting information as well as request
absentee ballots.
Population Info (July 1, 2016 to June 30, 2017)
Births 203
Deaths 170
Marriages 144
Animal Licenses:
Dogs: 1,183
Cats: 263
Revenue to General Fund $22,015
Civil Marriage Licenses:
145 licenses issued @ $60 $8,700
Paid to state treasurer $7,250
Transferred to general fund $1,450
General Fund Revenues
Dog Control Kennel Fees: $2,356
Motor Vehicle Renewals: $ 660
Green Mountain Passport: $ 256
Beverage Licenses: $9,085 (1st, 2nd class, tobacco licenses, entertainment)
Recording & copy fees: $142,400
Thank you for allowing me to serve as your City Clerk.
Respectfully submitted,
Donna Kinville, City Clerk
34
City Manager’s Office – Project Development
Staffing
Ilona Blanchard Project Director 5 years in position
Ashley Parker Project Manager 1 year in position
Overview
1.Lead special project initiatives, primarily related to City Center TIF District implementation and capital projects;
2.Staff the Energy Committee and Public Art Selection Committees; and
3.Advance economic development within South Burlington.
Budget
Special Fund Revenues expended totaled $454,184, including project costs and related costs.
Accomplishments and events
•This was another milestone year in the development of City Center. After a successful November 2016 vote by
the community to authorize the first TIF District Financing, the City triggered the first debt of the TIF District in
February of 2016. This was within the five-year period mandated by the State and set the first year that the City
will collect incremental property tax revenue (tax on the increase in value since 2012) as the April 1, 2017 Grand
List for Fiscal Year 2018. The City will now be allowed to collect and use this revenue (as approved by voters) for
the next 20 years.
•As part of the City Center Initiative, we:
•Continued work on four major projects:
o Market Street (securing environmental permits),
o City Center Park (completed design and engineering),
o Garden Street (preliminary engineering for the Williston Road Intersections), and
o Williston Road Streetscape (phase II of scoping study).
•Initiated a fifth City Center project in partnership with CCRPC:
o scoping for a Pedestrian Bicycle Improvement over I-89/Exit 14 at Williston Road.
•Participated in negotiations for land for public facilities in City Center and discussed development
agreements with potential developers.
•Collaborated with the South Burlington City Center for the Arts (SBCCA) and South Burlington City
Center Collaborative (SB3C), working with SBCCA on outreach for the ‘Night Out in City Center’ in
February of 2017 and City Center business owner-oriented events with SB3C.
•Initiated “Weed Warriors” a first in the state effort to combat invasive plants in parks.
•Staff the Energy Committee,
•Wound down Energy Prize initiatives focused primarily on natural gas and electrical usage;
•Began scrutinizing opportunities in transportation (see Energy Prize Annual Report).
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•This year, the Landfill Solar Array went under construction, and Project Development continued
administering the contract. The City Manager’s Office established a reserve fund to receive the net-
metering benefits and to set them aside to be used for electrical upgrades and energy
efficiency/conservation capital projects.
•The Public Art Selection Committee recommended the City Council the award of the Market Street Public Art
commission an artist through a competitive process, this was awarded, and the artwork, bronze geese, has
been commissioned.
•Project Development continued to coordinate with artists, the hospitality industry and SBBA.
•Project Development surveyed businesses in City Center regarding what City initiatives would be most
appreciated. Events followed by networking activities, among other indicators. 40% of businesses surveyed
responded.
•Ashley Parker was hired full time as a Project Manager to advance project implementation.
•Worked with the Finance Office to handover primary responsibility of the Capital Improvement Program
development.
•Prepared three grant applications (two pedestrian and bicycle and one for a utility infrastructure standards).
•The design for City Center Park – Dumont Parcel won a Public Places Honor Award.
•Vermont Climate Action and Energy Network (VECAN) recognized the Energy Committee with an award for the
Landfill Solar Array.
2018 Goals and Priorities
Initiate these projects:
•Williston Road Streetscape (south side),
•Library + City Hall design,
•City Center Infrastructure Standards, and
•Impact Fee Study & Policy Support - Public Facilities.
Hand over two construction-ready projects to Public Works for construction management:
•City Center Park – Dumont Parcel, and
•Market Street Reconstruction.
Continue advancing design, permitting and ROW acquisition for:
•Garden Street (Williston Road Intersections), and
•Bicycle/Pedestrian Crossing over Exit 14 (at US 2/Williston Road).
Continue ongoing initiatives including the Weed Warriors, working with South Burlington City Center
Collaborative and the South Burlington City Center for the Arts, acquisition of land for projects, outreach to
property owners regarding City Center, and administration of the TIF District.
Support the organization and funding of public events in City Center in coordination and collaboration with South
Burlington City Center Collaborative and South Burlington City Center for the Arts.
Support the development of an Economic Development Plan.
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South Burlington Fire Department
Department Head: Chief Douglas Brent
Total Number of Staff: 32
Budget: FIRE BUDGETED $2,587,554.00 SPENT $2,480,050.00
AMBULANCE BUDGETED $674,682.00 SPENT $863,322.00
FIRE AND EMS DIVISION
Main Functions –The core functions of the fire department are centered around prevention, protection, and response to
natural and man-made disasters and other emergencies. These functions include; alarm response, fire suppression and
extinguishment, Paramedic level pre-hospital emergency medical care, building evacuations, search and rescue, and
hazardous materials response. In this ever-changing world our job also includes training and preparation for; chemical,
biological, radiological, nuclear and terrorism type emergencies. We maintain personnel with subject matter expertise
in; high and low angle rescue, trench rescue, confined space rescue, water rescue and structural rescue.
Response Data Fire Emergencies FY17- 1228 FY16- 1020 a 20% increase
Medical Emergencies FY17- 2243 FY16- 2119 a 6% increase
FIRE MARSHAL/ELECTRICAL INSPECTION DIVISION
The City of South Burlington maintains an agreement with the State of Vermont Division of Fire Safety to perform all
Fire, Building and Electrical inspections and plan approvals within the city.
Fire Marshal 181 building permits issued
1,900 field inspections performed
1,658 requests for information
53 Occupancy Permits (new buildings)
54 Certificates of Completion (existing
buildings)
Electrical 350 electrical permits issued
1,276 electrical field inspections
980 requests for information
EMERGENCY MANAGEMENT DIVISION
The Fire Chief also serves as the Emergency Management Director, communicating on a frequent basis with Vermont
Emergency Management (VEM) and the Federal Emergency Management Agency (FEMA). We work closely to
coordinate efforts surrounding natural and manmade disasters most often in the form of weather related emergencies.
Figure 1: Electrical Inspector Jim Chagnon inspects wiring in new construction.
Accomplishments and Events:
•We replaced 1,200 feet of fire hose.
•We purchased new Hydraulic Rescue Tools (Jaws of Life) to replace equipment which was 15 years old.
•The Fire Chief was project manager for the city communications project which involved the replacement of all
two-way radio communications equipment for Police, Fire and Public Works.
Staffing
•June 2017 saw the departure of 20-year employee Senior Firefighter Paramedic Will Moran. Though we hated
to lose Will, we were proud that he was named Executive Director of Essex Rescue.
•Firefighter Paramedic Jason Neal left to accept a position at Burlington Fire.
2018 Goals and Priorities
•Work on a project to get HeartSafe Community designation for South Burlington
•Work to implement the Stop the Bleed program that encourages bystanders to become trained, equipped and
empowered to help in a bleeding emergency or disaster.
•Continue to focus on employee mental health awareness.
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South Burlington Library
Department Overview
We provide a place where people connect with each other, books and information. Our mission is: “The
South Burlington Library strengthens our community through abundant opportunities to learn, share and
succeed. We do this through collections, programs, technology and services for all ages.”
Director: Jennifer Murray (3 years)
Leadership Team: Kathryn Plageman, Circulation and Tech Services Librarian (17 years of service)
Susan Bliss , Adult Services Librarian (4 years of service)
Children’s Librarian (currently vacant)
Number of staff: 14, six with 9 hours a week or less, three 16-28 hours, 5 FTE
Annual Budget: $463,377 actual budget was $460,750
Accomplishments and events
•At the end of FY17, we began preparations for our move the UMall. Earlier we collaborated with
Everybody Wins! on our first annual Readathon.
•The Bookmobile was repaired for one final year, and summer participation in the garden story
times was up, while summer reading participation doubled.
•We participated in the Edge Initiative which we will use in FY18 to set technology goals.
•The reservation and print release system has been pivotal in reducing staff involvement in public
PC use and in garnering additional printing fees.
•We were highlighted for our participation in Reading Frederick Douglass and other programming
with the VT Humanities Council in their magazine and on their website: goo.gl/VP92s5 ,
https://goo.gl/F426iP
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Qualitative Summary
•Our programming team moved the focus of their offerings towards intergenerational programming
by including child-centered activities at adult concerts and offering craft activities at differing skill
levels. This will grow in FY18.
•The Adult Services Librarian researched a collection development plan that was helpful in the
culling-and-keeping process for our move.
•Our participation in the inter-library loan system maximized available titles for our patrons and
allowed us to share ours.
Quantitative Data
•We have exceeded our social media goals by adding Instagram and continuing on Twitter. Our
Facebook following hit 1,000 and our e-calendar sign-up increased to over 900.
•Circulation continues to increase, this year by 2.48%.
•E-book and E-audio book checkout is up by 30%, leading to additional funds in the FY18 budget.
•Door count was down by 3,000 this year, due to a malfunctioning counter.
•We offered 40 fewer programs, intentionally culling those that were not sustainable, while
attendance stayed very close to FY17 levels at 10,659.
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Planning & Zoning Department
Department Head: Paul Conner
Department staff: Cathyann LaRose, City Planner
Ray Belair, Administrative Officer
Marla Keene, Development Review Planner
Main Functions of the Department:
To provide long-range planning services to the community on subjects such as land use & development, resource
conservation, transportation, housing, and economic development.
To provide development review & permitting services for development projects of all sizes.
FY 17 Budget: $399,813 FY 2017 Actual: $350,493
Accomplishments and Events:
Fiscal Year 2017 was another active year in this dynamic community. Following the adoption of a new Comprehensive
Plan and substantial amendments to the City’s Land Development Regulations, staff and the committees we support
moved to implementation.
So as to not be repetitive, I encourage everyone to read the following related annual reports:
•Development Review Board, prepared by Bill Miller, Chair
•Planning Commission, prepared by Jessica Louisos, Chair
•Bicycle & Pedestrian Committee, prepared by Dana Farr, Chair
•Zoning Administrator’s Report, prepared by Raymond Belair
Qualitative Summary (Some key highlights that fall between these reports)
Land Use & Transportation Planning
•Completed Williston Road Network Study Phase II and were awarded $800,000 grant to begin design &
construction of a new streetscape
•Completed Tilley Drive / Kimball Ave / Kennedy Drive transportation plan Phase I
•Completed Phase I of a project to overhaul the way in which Master Plans and Planned Unit Developments
are implemented in the City
•Initiated project to streamline review of development along Shelburne Road, reducing building setbacks and
raising permissible building heights and establishing basic design standards
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Development Review and the City Center Form Based Code
•Reviewed and approved the first new building in the City Center Form Based Code district, a four-story, 39-
unit residential building with non-residential uses on the first floor. The review marked the first multi-family
building ever to be reviewed and approved administratively in the City
•Worked with the Development Review Board to review several key infill projects
Airport Input
•Staff, the Planning Commission, and appointed members to the newly-established Airport’s Sound Advisory
Committee provided regular and direct input to Airport planning efforts
•The Planning Committee provided a formal letter of input on the draft Airport Re-Use Plan
•Staff and Airport Sound Committee members provided direct feedback on strategies to enhance quality of life in the
neighborhoods adjacent to the Airport
Sustainability
•At the very start of FY 2018, the City Council signed on the Vermont Climate Pledge and, at the same time,
the role of Chief Sustainability Officer was established in the Planning & Zoning Office.
Staffing
•Toward the end of the Fiscal Year, Development Review Planner Lindsey Britt moved on; thank you for your
service this past year and all the best for the future.
•A tremendous thank you to Cathyann LaRose, City Planner, and to Raymond Belair, Administrative Officer, for their
dedication and outstanding efforts in continuing to make this among the very best planning departments around.
•A big welcome, as we enter fiscal year, to Marla Keene, who joined us just days in FY 2018 and will be a great
addition to this team.
Quantitative Data
Many of the key metrics of the work of this department are captured in the reports of the Zoning Administrator,
Planning Commission, and DRB. We would like to point to one metric on the permitting side which is the direct result
of the work on the part of staff and our boards: time to issuance of zoning permits. State law requires that zoning
permits be issued within 30 days of receipt of a complete application.
Over the past several years, the City’s boards and staff have been re-organizing development review and permitting,
and in 2016 a new development review planner position was established. Together these have yielded strong results,
as shown below:
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2018 Priorities and Goals
•Provide top-level customer service for all users
•Provide consistent and objective development review services
•Work with volunteer groups and City staff to implement the goals of the Comprehensive Plan
•Review and update LDRs to regulate those elements which implement the Plan and eliminate those which do not.
•Develop integrated work plans across committees & departments
• Track, measure, and evaluate implementation across all departments for a sustainable future
•Provide staff training to assure we maintain the top department in the State
0
1
2
3
4
5
6
7
8
9
2011 2012 2013 2014 2015 2016 2017
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
Time to Process Zoning Permits
Same Day permit %Average days to issuance
353 416 355 426 378 455 436
2011 2012 2013 2014 2015 2016 2017
Number of Zoning Permits Issued
Permits issued (in 100s)
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ZONING ADMINISTRATIVE OFFICER’S REPORT
FISCAL YEAR 2017
PERMITS NUMBER CONSTRUCTION COST
Residential (45 units) 38 $11,086,007
Residential Additions & Alterations 227 $4,997,637
Residential Garages 2 $35,000
Commercial Buildings 3 $5,750,000
Commercial Additions & Alterations 95 $4,878,688
Other 53 $328,568
Non-Taxable 24 $29,364,438
TOTALS 442 $56,440,338
PRIOR YEAR COMPARISON (FY16)
PERMITS NUMBER CONSTRUCTION COST
Residential (252 units) 43 $40,606,101
Residential Additions & Alterations 233 $5,317,766
Residential Garages 1 $80,000
Commercial Buildings 5 $8,248,094
Commercial Additions & Alterations 112 $16,703,348
Other 50 $321,404
Non-Taxable 10 $2,961,860
TOTALS 454 $74,238,573
Qualitative Summary
Residential construction significantly decreased this year over the previous year. The number of units decreased from 252 units
to 45 units, reflecting a temporary lull in construction of new housing units. This type of fluctuation is not unusual and
represents a 2-year average of 148 units, which is not far off from the last five (5) year average of 143. The 45 units represent
33 single family dwellings, 3 two-family dwelling units, and 6 multi-family dwelling units.
The value of new commercial construction was less than the previous year, with the number of new commercial buildings
permitted during the year decreasing from five (5) buildings to three (3) buildings. The number of new commercial buildings
constructed each year is small, hence the greater variability in the value from year to year.
Each year we remind residents the need to obtain a zoning permit when making repairs or renovations which exceed $5,000. Or,
if you are changing the footprint of your home (deck, porch, sunroom, etc.) regardless of cost. And, any accessory structure
(shed, detached garage, etc.) regardless of cost.
If you have any questions about whether your project requires a permit, please call the Planning & Zoning office at 846-4106.
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Police Department
Department Overview
The main focus of the police department is to provide law enforcement services (emergency response and
proactive/preventative services, emergency dispatch, community justice services to residents and visitor to South
Burlington and, through a grant, victim services to human trafficking victims throughout the state.
Management Team
Trevor Whipple, Chief of Police (11 years)
Paul Edwards, Deputy Chief (27 years)
Jeff Martel, Support Service Lieutenant (20 years)
Shawn Demore, Patrol Lieutenant (21 years)
Gregg Jager, Patrol Lieutenant (13 years)
Department Structure
39 sworn officers, 6 dispatchers, 2 records clerks, 1 administrative assistant, 1 human trafficking case manager, 5
part-time community justice center staff, 2 part-time dispatchers
The department is comprised of two divisions:
Prevention Services
Patrol
Traffic Safety
K9
Support Services
Detectives
School Resource Officers
CUSI
Drug Task Force
Dispatch
Records
Budget for FY 17: $4,865,039 actual expenses $4,380,037
Accomplishments and Events
We have continued to expand our Peer Support program with more officers attending training, regular meetings,
training and overall engagement with our department clinician. We realize the strain placed upon all members of the
police department and want to have the appropriate support systems in place, so those helping others also have the
help they need.
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Officers and civilian staff have been trained in the use of Narcan. This is a crucial tool as we work to prevent
tragedies. Opiate overdose can happen through intentional use or accidental exposure. The carrying of Narcan could
mean the difference of life or death for someone using opiates or an officer who is accidently exposed during a
search or evidence processing. Earlier in the year one of our officers was able to save the life of a citizen who had
overdosed while driving. The car had crashed and the operator was unresponsive. The officer administered Narcan
and the person was revived.
Working with other jurisdictions we collectively understood the need for mental health workers to be on the front
lines with our officers. After several meetings and support from City Manager Kevin Dorn, we have entered into an
agreement to share four mental health workers with six communities. This program has rapidly evolved and I am
excited to have it become fully active in the first quarter of 2018. Having social workers imbedded with our police
officers will afford a much more appropriate response to those struggling with mental illness. It will provide a much
higher level of service while being a great resource to the community and to our officers.
Qualitative Summary
•The department saw a 6.5% reduction in traffic crashes.
•Officers and some civilian staff were trained in the use of Narcan. It is available to all employees.
•Peer support leaders received additional training.
•A grant was written and received to hire a Human Trafficking Victim Services Case Manager.
•We continue active engagement in the ComStat and SubStat program to identify those struggling with addiction
who are most at risk. Once identified, we work with community partners in an attempt to get them services.
Quantitative Data
South Burlington has followed the national trend of seeing a reduction in crime and an overall reduction in calls for
service. It can be difficult to know the cause but I would like to think the strides being made in Vermont to assist
those struggling with addiction may be a driver. We also know the efforts of everyone at the police department also
have a direct impact on the safety and security of our community. I assure you that we will continue to serve with
the highest of integrity and caring for the citizens we serve.
As July 1 draws near, and with it the legalization of small amounts of marijuana on the horizon, I would like to point
out that for the past three years all arrests made by the South Burlington Police Department are for incidents that will
continue to be crimes. These were cases of someone possessing more than one ounce of marijuana or more that
than 2 mature or 4 immature plants. The new law will not save any law enforcement resources for the City of South
Burlington and only time will tell if it will require more.
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Below is a chart showing some general statistics from the police department
2013 2014 2015 2016 2017
Arrests 723 562 687 736 661
Vehicle Stops 4005 4581 5228 4885 3491
Traffic Tickets 1668 1771 2175 2233 1015
Traffic Warnings 2337 2810 2932 2652 2476
Crashes investigated 868 863 812 722 679
Total calls for police service 15,307 14,834 15,651 15,102 13,951
Criminal Arrests 2013 2014 2015 2016 2017
DUI 100 61 111 103 98
Drug possession 77 36 43 46 23
Marijuana possession 32 3 2 3 7
Heroin possession 18 10 12 14 11
Burglary 114 32 42 42 49
Theft from vehicles 288 171 82 144 63
Shoplifting 322 220 191 271 238
Domestic Assault 64 49 35 41 36
Drivers for the development and implementation of the new Community Outreach Program were police staff
experiences, increasing numbers and severity of calls involving people and families struggling with mental illness.
The department is experiencing an increase in calls regarding mental health issues, suicide and attempted suicide
and drug overdoses. Our officers and dispatchers are well trained and embody the spirit of helping others, but
despite their best efforts there remains the challenge of how to help those who may be resistant to accepting the
help. The direct access to and presence of social workers in our agency will provide a much-needed tool when it
comes to handling some of the most challenging calls. We are fortunate to have a great community partners who
came together so that we can provide a better level of service.
2018 Goals and Priorities
•Continue an emphasis on traffic safety for a further reduction in traffic crashes.
•Recruit to fill existing officer vacancies.
•Utilize the department succession plan to facilitate a smooth transition from the retiring chief of police to
the new police chief.
•Continue the development of the Community Outreach Program with success measured through a reduction
in repeat calls to those struggling with mental illness.
•Train and deploy a new police K9.
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Each year, I close by offering that we have some of the finest people in law enforcement working in our department.
Learning and growth takes place through receiving feedback from our community. I encourage you to take time to
offer your thoughts, whether it be a compliment, a suggestion or a concern. You can do this with a phone call to the
on-duty supervisor (802-846-4111), completing the form on our website (www.southburlingtonpolice.org ), sending a
letter or by email. And, as always, you should never hesitate to contact me directly. As your chief I want to hear
ideas, compliments and concerns.
I have announced my retirement as Chief for January of 2019. After more than 37 years of policing, I have decided it
is time for a change. It has been an absolute honor to serve as your chief and I look forward to being able to work
through 2018 and leave one of the finest law enforcement agencies well-positioned to welcome a new chief who can
lead this great department in to the future.
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Department of Public Works
Department overview
We maintain the City’s 90 miles of roads and the hundreds of miles of utilities that lie underneath them. Additionally,
the Sewer Division is responsible for two wastewater treatment plants and over 30 sewer pump stations.
Director: Justin Rabidoux
Divisions: Highway, Parks, Sewer, Water, Stormwater, Technical Services and Fleet Maintenance
Number of employees: 36
Accomplishments and events
2017 was the first year the City constructed
numerous, large stormwater projects as part of our
20-year plan to improve water quality in South
Burlington and Lake Champlain. Large stormwater
projects on Market Street, in the Pheasant Way
neighborhood, in Oak Creek Village and the Village
at Dorset Park were completed. Over a million
dollars in grants were obtained for these projects,
reducing the cost to South Burlington property
owners. In the coming years there will be more
projects, or larger scale, annually.
Other noteworthy events and projects for the
Department included:
•Continued support for the City’s growing list of community events, that are excellently planned and
programmed by our Recreation & Parks Department, at Veteran’s Memorial Park.
•Multiple facility and infrastructure energy efficiency upgrades that will save taxpayers and rate payers
anywhere between tens of thousands of dollars to hundreds of thousands of dollars over their lifespan
continued to be implemented city-wide.
•A growing relationship with the Town of Shelburne for South Burlington’s Stormwater Division to provide
full-scale stormwater services to the town via a shared services agreement. The shared municipal services
model is something the City continues to explore with all its services.
Figure 1: Market Street Culvert
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•The Water Division, which is managed by the Champlain Water District, completed year five (of a seven-
year project) of a multiyear project to upgrade and replace customers’ water meters. This project will ensure
metering accuracy, improve leak detection and efficiency in meter communications and reading.
•The Water Division began a project at our Dorset Street water tank that will ensure adequate water
pressure exists for existing and future development.
•The Sewer Division advanced to its construction phase a project in the Hadley Road/Proctor Avenue
neighborhood that will save Sewer rate payers millions of dollars in the coming years. This project’s
financing from the State also included ‘gifting’ the City a free stormwater project.
50
Recreation and Parks Department
Department Overview
The main functions of the department are to provide opportunities that enhance healthy community connections and to
provide quality active/passive recreation spaces and programs for the community to play, learn and grow. We foster a
supportive and constructive (work) environment that embraces Conservation-Social Equity-Health & Wellness through
inclusive decision making and mindful daily actions.
Divisions:
Parks (under supervision with DPW Department of Public Works) 3 full-time staff members
Recreation 5 full-time staff members
Director Maggie Leugers, CPRP (2 years)
Assistant Director Holly Baker, CPRP (7 years)
Recreation Specialist Brett Leonard, CPRP (2 years)
Special Projects Coordinator Travis Ladd (2 years)
Annual General Fund Budget
Expenses = $1,139,439.21 Revenues = $759,536.00
Accomplishments and Event
•City Fest Event continues to grow with the support of City
Administration, City Council, Rotary Club, Sponsorships and Community
Engagement.
•Bikes & Bites Event continues to be hugely supported by the
community as “South Burlington’s BEST Idea. By popular demand we
increased the event by adding 3 additional dates to include: Live Bands,
Best of the Best Local Food Trucks, Bicycle Valet (very popular), and yard
games for the whole family. It is now considered a regional destination
event venue.
•Yappy Hour Event was a first-time event at Red Rocks Beach for dogs,
owners and friends. There was a cover charge for dogs and included:
food, water play, and lots of giveaways.
•Electrical/Water Upgrades at Veterans Memorial Park. We wanted
to thank our City Council and the administration for making this significant
investment that will support additional event venues at the park.
•Event Trailer has been a much-needed addition to our department thanks to a sponsorship from Members
Advantage Credit Union. This trailer has giving us the ability to put all traveling equipment into one vehicle and
take to whatever venue needed for programs and events throughout the year. It also is a department billboard
supporting our mission, and pillars of Conservation-Health &Wellness-Social Equity for the whole community.
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•Recreation & Parks Foundation established a 5-member board. Its
mission is seeking to inspire the spirit of stewardship and philanthropy for
our cherished parks and recreation assets for residents and visitors,
consistent with the pillars of recreation: Conservation, Health and Well-
being, and Social Equity.
•Open Space Funding has given us the ability to improve our park system
at Red Rocks Park, Wheeler Nature Park, Wheeler Homestead, and
develop a Master Plan for Underwood Property.
•Weed Warriors is a volunteer group trained to recognize and support
removal of invasive species in our park system.
•National Recreation & Parks Presentation at headquarters in Washington DC was a feather in our caps.
They selected our grant project Commitment to Health as one of the BEST across the country. We shared our
knowledge and summer youth camp program with over 88 NEW grant recipients from across the USA.
•National Recreation & Parks Conference in New Orleans, LA., again NRPA asked us to present at our
national conference. Over 9000 delegates attended this conference and is the premier conference for our
profession. We were asked to share our knowledge and experience on executing the Commitment to Health
grant received.
•City Volunteer Service Hours include: Natural Resources Committee, Recreation & Parks Committee, Weed
Warriors, Events, Community Garden Coordinators, Master Gardeners Project, and Burlington Garden Club. For a
total of 3100 hours of service.
Qualitative Summary
•Develop an overall Master Plan for parks,
open space, community gardens and
recreational programs. We have Master Plans
for our Park system and Open Space; however, we
are in the process of working towards a more
comprehensive plan for programs that will
included a community survey, having goals and
objectives and cost recovery for all current and
future program and event.
•Work with city administration, boards and
departments to acquire additional park land,
recreation spaces, paths and pedestrian
trails. This is a continued process with
stakeholders.
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•Continue to work with UVM Lands programs, Vermont Youth Conservation Corps and Winooski Valley
Parks District to conduct an analysis of our natural Areas and implement recommendations from our
Open Space priority list and fund. We have made significant progress in this area at Wheeler Nature Park, to
include: New punch-ins, and foot bridges. At Red Rocks Park to include: Replacing path culverts, improvement of
trail system, and closing off non-designated trails within the park. We are in the development stage of gathering
public input for a NEW Master Plan for the Underwood Property.
•Continue to advocate and pursue funding for indoor recreation program space. We now have a
Recreation & Parks Foundation to pursue a much-needed Community Recreation Facility.
2018 Goals and Priorities
•Explore locations for Community Recreation Center.
•Develop Business model for Staffing and Programming Community Recreation Center.
•Increase Recreation Programming opportunities specifically; Adult Educational programs, Adult Leagues,
Afterschool Enrichment programs, Weekend Family programming.
•Develop community recreation needs public survey.
•Increase program participation.
•Increase Large City Events
SnowBu Winerfest (February 2019)
Great SoBu Chili Cook Off (March 2019)
Investigate other events in partnership with private/non-profit event producers
•Increase Community Engagement through program and event partnerships to include: LL Bean, Common Roots,
Rotary, Cairns Arena, Big Blue Trunk, Red Clover, Rice HS, Higher Ground and Businesses.
•Increase Grant writing for specific projects.
•Continue Open Space Projects to include:
a.Signage and Wayfinding Red Rocks and Wheeler Nature Parks
b.Correct Erosion at Red Rocks Park into Lake Champlain
c.Puncheons improvements Wheeler Nature Park
d.Invasive removals at Red Rocks Park
•Complete Bay Crest Park to include path, benches, bike rack, and shade trees per plan.
•Official renaming Dumont Park. Organize community event highlighting park.
•Transition into Phase I of implementation of Underwood Property and rename park property
•Develop Brochure for soliciting weddings, reunions and small gatherings at open space parks to include fee
structure (Wheeler, Overlook, and Red Rocks Parks) to assist in growing facility reserve funds.
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Community Gardens Annual Report
Vermont Garden Park A Master Gardener project, the Burlington Garden Club, and unaffiliated volunteers
1100 Dorset Street (does not include the Community Garden plots – a separate entity)
Submitted by: Jan DeSarno, Volunteer Coordinator
4 Ladd Point, Grand Isle, Vt. 05458
phone: 372-4058, cell: 343-0847
e-mail: jandesarno@gmail.com
In 2017 the volunteers planted, maintained, and did fall clean-up from May 10 to November 8 every Wednesday from 10 a.m.
until 2 or 3 p.m.
Total hours donated by volunteers for the 2017 season: 641
Value : 641 hours @ $10.00 hour = $6410.00
Gardens include the Cottage, Butterfly, Pollinator, Grandma & Grandpa's Heirloom, All America Selections Display, the Berm,
and Children's Gardens. The flowers and vegetables for the gardens are grown from seed by several of the volunteers. Value
of the annuals donated by the volunteers is about $550.00.
The vegetable garden, “Grandma and
Grandpa’s Garden” was planted and
maintained by the Growing Young
Gardeners program under Burlington
Garden Club leadership every Thursday
morning from June to September.
Unfortunately, the garden was less
bountiful than the prior year due to
animals eating the produce!
Amount of vegetables donated the
Food Shelf sponsored by Common
Roots at the Wheeler House: 354
pounds.
Every day there were children in the Tea Table play area, the sand-pit DinoLand, Frontier Land, and Gnome Village --
especially on Tuesdays, Wednesdays, and Fridays when the Library Program was held in the gardens. On some days there
were 130 children and parents there! It was a delight to see the happy faces.
Emma from the Parks Department was an invaluable part of the 2017 season doing what the volunteers couldn't do, and was
gratefully appreciated.
Budget Request for the 2018 season
•Compost from Champlain Valley Compost Co.: $150.00
•A few six-packs of annual flowers for the entrance sign, and 6 pots: $40.00
In the spring of 2018, Paul Steinman might have a few repair expenses due to winter damage to arbors or fences.
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CITY PARTNER
REPORTS
403 Queen City Park Road ~ South Burlington, VT 05403Telephone: (802)864-7454 ~Fax: (802)864-0435 www.cwd-h2o.org
CHAMPLAIN WATER DISTRICT
Dedicated to Quality Water & Service
First In The Nation ~ Excellence In Water Treatment, Partnership For Safe Water
Date: January 4, 2018
To: CWD Served Municipal Systems
From: Jim Fay, CWD General Manager
RE: 2018‐2019 Fiscal Year Budget
CWD’s publicly elected Board of Water Commissioners has finalized the fiscal year budget for July 1, 2018
to June 30, 2019 setting the uniform wholesale water rate at $2.165/1000 gallons from the existing
$2.10/1,000 gallons. This is an increase of 6.5 cents per 1,000 gallons, or a 3.10% increase. Assuming this
CWD wholesale increase is fully passed along in each retail rate within CWD’s twelve served municipal
water systems, the average family using 180 gallons per day will see a 36 cent per month increase
($4.27/year) in water costs. We have attached a table entitled “Historical CWD Wholesale Rate Increase
Impact on CWD Served Systems” which summarizes that the annual increase over the past nine years is
$4.15 per year for a family using 65,700 gallons/year.
Also please find attached a table titled “Comparative Retail Water Rates” which was just updated as of our
December 2017 Survey of CWD served systems, as well as a table titled “CWD Wholesale Increase Impact
on Served Municipal Systems”. Please note that a family using 65,700 gallons/year (180 gallons/day),
within CWD’s twelve served municipal water systems in Chittenden County, has a present annual
“average” water cost across CWD’s served systems of $301.13 per year ($25.09/month). Of this
$301.13/year, $137.97/year ($11.50/month) is paid to CWD under the uniform wholesale water rate, and
the remaining $163.16/year ($13.60/month) is the average retained by the respective served CWD
municipal water system. With CWD’s rate increase from $2.10/1000 gallons to the proposed $2.165/1000
gallons, the average family using 65,700 gallons per year will see an increase of $4.27 per year (36
cents/month). If this CWD increase of 6.5 cents per 1,000 gallons is fully passed on, the average Retail
water rate will increase an average of 1.42%, with a high of 2.00%, and a low of 1.00%, given the varying
retail markups to the CWD uniform wholesale water rate across the twelve CWD served municipal water
systems.
Finally, one item of interest this year is that the State of Vermont “water fees” are scheduled for an
increase on July 1, 2018. These fees increase on a three year cycle rather than annually, and they have
increased historically at an average of 12%‐15% every three years. We put a place holder of 14.4% for July
1, 2018.
Please contact Jim Fay, CWD General Manager at 864‐7454 (ext. 103) or by email at
jim.fay@champlainwater.org, if you have any questions or need further information.
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HISTORICAL CWD WHOLESALE RATE INCREASE IMPACT ON AVERAGE FAMILY
The following list shows the CWD uniform wholesale water rate for the last nine years. It also shows the annual
average family using 75 gallons per day per person for an average household usage of 65,700 gallons per year.
Assumes Chittenden County average family of 2.4 people/home use 180 gallons/day (75 gpd/person) for a total of
65,700 gallons per year.
FISCAL YEAR ENDING
CWD Uniform
Wholesale Water
Rate $ Per 1000
Gallons
Annual Average
Family Cost
@65,700
Gallons/Year
Annual Family $ Increase Over
Previous Fiscal Year
2011 1.650 $108.41 $3.55 (30 cents/month)
2012 1.714 $112.61 $4.20 (35 cents/month)
2013 1.782 $117.08 $4.47 (37 cents/month)
2014 1.840 $120.89 $3.81 (32 cents/month)
2015 1.913 $125.68 $4.79 (40 cents/month)
2016 1.978 $129.95 $4.27 (36 cents/month)
2017 2.038 $133.90 $3.95 (33 cents/month)
2018 2.100 $137.97 $4.07 (34 cents/month)
2019 Proposed 2.165 $142.24 $4.27 (36 cents/month)
Note: CWD’s nine (9) year annual average (2011‐2019) increase is $4.15/family per year.
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Annual Cost
Average Family
CWD Wholesale (Uniform Rate) $2.100 $137.97
Village of Essex Junction $3.33 $218.78
City of South Burlington $3.88 $254.92
Colchester Town $4.09 $268.71
Malletts Bay Water Company $4.09 $268.71
Colchester Fire District #2 $4.56 $299.59
Colchester Fire District #3 $4.98 $327.19
Town of Williston $5.01 $329.16
City of Winooski $5.17 $339.67
Town of Essex $5.26 $345.58
City of Burlington $5.49 $360.69
Town of Milton $6.30 $413.91
Town of Shelburne $6.49 $426.39
**Village of Jericho $3.25 $213.53
***Colchester FD#1 $3.45 $226.67
*Bolded water systems are served by CWD $319.30
**Village of Jericho – Rate does not include Village Tax Rate assessment charge. Not included in
***Colchester FD#1 ‐ Rate does not include bond special assessment charge. Not included in average
Note: The annual average retail cost of water is $319.30 for 10 of the 12 above "bolded" CWD
served municipal water systems for a family using 65,700 gallons per year. Of this $319.30 average
annual family cost, $137.97(43%) is paid to CWD for the uniform wholesale purchase price, and the
remaining dollars is retained by the respective CWD served water system.
COMPARATIVE RETAIL WATER RATES
Survey Compiled December 2017
Water System Total Cost per 1,000 Gallons
(Including any Base Rates)
The following list represents the cost per 1,000 gallons and the annual cost for the Chittenden
County average household occupancy (2.4 people per home) multiplied by 75 gallons per day per
person for an average household usage of 65,700gallons per year. The annual cost of water reflects
individual characteristics of the communities water rates, i.e. any base rate per quarter,
incremental rates based upon usage, or any minimum charges.
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Water System
December 2017
Retail Rate/1000
Gallons
Current
Annual
Average
Family Cost
For New
Wholesale Water
Rate of
$2.165/1000
Gallons
New Annual
Average
Family Cost
Estimate of Retail Rate
Increase if CWD Increase
Passed on 100%
Village of Essex Junction $3.33 $218.78 $3.40 $223.05 1.95%
City of South Burlington $3.88 $254.92 $3.95 $259.19 1.68%
Malletts Bay Water Company $4.09 $268.71 $4.16 $272.98 1.59%
Colchester Town $4.09 $268.71 $4.16 $272.98 1.59%
Colchester Fire District #3 $4.68 $307.48 $4.75 $311.75 1.39%
Town of Williston $5.01 $329.16 $5.08 $333.43 1.30%
City of Winooski $5.17 $339.67 $5.24 $343.94 1.26%
Town of Essex $5.26 $345.58 $5.33 $349.85 1.24%
Town of Milton $6.30 $413.91 $6.37 $418.18 1.03%
Town of Shelburne $6.49 $426.39 $6.56 $430.66 1.00%
**Village of Jericho $3.25 $213.53 $3.32 $217.80 2.00%
***Colchester Fire District #1 $3.45 $226.67 $3.52 $230.94 1.88%
Served System Annual Average $4.58 $301.13 $4.65 $305.40 1.42%
CWD’s Portion of Total Annual
Average Retail Bill $2.100 $137.97 $2.165 $142.24
$2.100/1000 Gallons For New Wholesale Water Rate of $2.165/1000 Gallons
CWD UNIFORM WHOLESALE INCREASE IMPACT ON SERVED MUNICIPAL SYSTEMS
FY 2018 - 2019
The following list represents the cost per 1,000 gallons and the annual cost for the Chittenden County average household
occupancy (2.4 people per home) multiplied by 75 gallons per day per person for an average household usage of 65,700
gallons per year. The annual cost of water reflects individual characteristics of the communities water rates, i.e. any base rate
per quarter, incremental rates based upon usage, or any minimum charges. Assumes average family uses 180 gallons/day
(75gpd/person) for a total of 65,700 gallons per year. Therefore, "CWD" increase is: $2.100/1000 gallons to $2.165/1000
gallons = 0.065 cents/1000 @65,700 gallons/year = $4.27/year or 36 cents/month.
CURRENT WHOLESALE RATE PROPOSED CWD RATE INCREASE
Proposed July 1, 2018 Annual average CWD Wholesale cost per family = $142.24/year @ 2.165/1000 gallons
Proposed July 1, 2018 Annual percentage CWD Wholesale cost to average retail family cost of $305.40 year = 47%
Proposed July 1, 2018 @ $2.165/1000 gallons increases average family cost an additional $4.27/year or 36 cents per month
**Village of Jericho – Rate does not include Village tax rate assessment charge
***Colchester Fire District #1 - Rate does not include bond special assessment charge
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Winooski Valley Park District
Ethan Allen Homestead
Burlington, Vermont 05408
Tel: (802) 863-5744 Email: info@wvpd.org www.WVPD.org Fax: (802) 865-0647
Winooski Valley Park District Nick Warner
Annual Report: July 1, 2016 – June 30, 2017 Executive Director
The Winooski Valley Park District’s mission is to plan, acquire, and manage lands
and waters within the boundaries of its member municipalities for purposes of
conservation, preservation of natural areas, establishment of parks, and resource-
based education and recreation. WVPD’s 1,750 acre portfolio features over 13
miles of shoreline and offers 25 miles of trails in 18 parks throughout the
Winooski River Valley. In South Burlington, this includes Muddy Brook Park,
Muddy Brook Wetland Reserve, Winooski Gorge, and Valley Ridge. The Town
of South Burlington has been a supporting member for 46 years, and Dave
Crawford is South Burlington’s representative Please visit www.wvpd.org for
trail maps and to learn more, or stop by WVPD’s headquarters at the Ethan Allen
Homestead in Burlington.
In South Burlington this past year, the WVPD:
continued to finalize the property and easement transfers that will result in the
expansion of Valley Ridge into a 24-acre park with a new trail system;
performed general maintenance of trails at Winooski Gorge, Muddy Brook,
Muddy Brook Wetland Reserve
planned a Trees for Streams planting with Winooski Natural Resources
Conservation District (WNRCD) for Spring 2018 at Muddy Brook Wetland
Reserve;
worked with volunteers from South Burlington High School (a group of
incoming freshman led by seniors) on a riparian habitat restoration project at
Colchester Pond where 300 pants and shrubs were planted over two acres;
established a fee-for-service contract with South Burlington completing a 30’
bridge at Wheeler Natural Area and a run of timberframe steps, ramps and
handrails on bridges and boardwalks, conducted a Red Rocks Trail
assessment, supervised a YCC crew, and installed new fencing in Red Rocks
parking area.
New Park Acquisition: WVPD has obtained a purchase option on the Rivers End
Marina property at the Winooski river mouth, and is working with several
conservation groups, Lake Champlain Land Trust, and the Burlington
Conservation Board on the purchase.
Environmental Education: The WVPD’s Americorps Environmental
Educator met with 692 people including 473 children (includes people from
all of the WVPD’s member towns), and served as the activities and
curriculum coordinator, and head counselor for the S.O.L.E. Camp
(Sustainable Outdoor Leadership Education Camp). The camp ran eight full
weeks in the summer of 2017, with over 60 campers attending. The camp will
continue in summer 2018 and has emerged as a highly popular and successful
Visit the WVPD’s Parks:
Colchester Pond
Natural Area
Delta Park
Derway Island
Nature Preserve
Donohue Sea Caves
Essex Overlook Park
Ethan Allen Homestead
Heineberg Wetlands
Macrae Farm Park
Mayes Landing
Muddy Brook Park
Muddy Brook
Wetland Reserve
Old Mill Park
Riverwalk Trail
Salmon Hole Park
Winooski Gorge
Wolcott Family
Natural Area
Woodside Park
Valley Ridge
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program. At the 31st Annual Conservation Field Day, WVPD had over 300 students attend, with 28
professionals leading engaging workshops. WVPD’s Educator and Programs Director continued
educational offerings to afterschool enrichment programs in several schools within WVPD member’s
towns. WVPD also hosted numerous school, college, youth and civic groups visiting the parks.
Champlain College continues its’ multifaceted partnership with WVPD, including a full class
conducting and reporting on a marketing project, and a communications intern working directly for
WVPD.
Financial Sustainability: Over the past three fiscal years, WVPD staff has increased the leveraged
resources that help keep costs low for member towns. In FY17/18, a Pilot Project commenced
providing fee-for-service project services for the City of South Burlington as a means to create new
revenues. Volunteers from local schools and community organizations also contribute nearly 1,000
hours of labor annually to various WVPD parks and help complete projects such as removing
invasive plant species, picking up trash, assisting with programs and events, and repairing trails.
WVPD has received additional grants from the Department of Environmental Conservation to hire a
greeter at Colchester Pond to help monitor for invasive aquatic plants; trails funding for the
construction of a trail system at Wolcott Family Natural Area in Colchester; expanded a lease for the
Burlington Forest Pre-School at the Ethan Allen Homestead; ran the S.O.L.E Camp and Winter
Wonders Vacation Camp programs at capacity; and renegotiated its’ contract with L.L. Bean Outdoor
Discovery School which provides fly fishing instruction and special programs at the Ethan Allen
Homestead and other parks.
Activities for Residents, and Tourists: WVPD’s 18 regional parks offer nature trails, scenic
overlooks and wildlife viewing, hiking trails, picnic facilities, cross-country skiing and snowshoeing
trails, canoe/kayak launches, fishing accesses, and public garden plots. The Ethan Allen Homestead
Museum (a partner organization) provides tours of Ethan and Fanny Allen’s 1787 restored farmhouse,
historic lectures, programs and hosts special events such as Citizenship Ceremonies, historic talks,
fundraisers, and historic re-enactments.
Programs Offered by Others at WVPD Parks: Many school groups, local Colleges and
Universities, summer camps, and scout groups visit WVPD’s parks as part of their curriculum.
WVPD parks have also been the subject of numerous collegiate and post-graduate studies. The
Burlington Area Community Gardens, the Vermont Community Garden Network, Visiting Nurses
Association and New Farms for New Americans lead educational gardening programs at WVPD’s
Ethan Allen Homestead.
People need natural areas to stay in touch with the local landscapes that sustain them. In turn, natural
areas need protection and management to assure people and wildlife can peacefully coexist. In an era of
forest decline and water quality challenges, WVPD will continue to prioritize high value conservation
properties for acquisition and management. South Burlington’s annual support makes it possible for
thousands of Vermonters and tourists to explore our ecologically-diverse system of natural areas
embedded within the most developed county in Vermont. Thank You!
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Vermont Department of Health Report for South Burlington
Your local health district office is in Burlington District Office at the address and phone number
above. Come visit or give us a call! At the Vermont Department of Health, we are working every day
for your health. With twelve district offices around the state, and state office and laboratory in
Chittenden County, we deliver a wide range of public health services and support to your community.
For example, in 2017 the Health Department:
Supported healthy communities: The Health Department’s 3-4-50 initiative aims to engage multiple
sectors – business, education, municipalities – in implementing policies and strategies that will
reduce the three (3) behaviors of tobacco use, physical inactivity and poor diet that lead to four (4)
chronic diseases of cancer, heart disease and stroke, diabetes and lung disease that result in more
than 50% of deaths in Chittenden County. The local office is working to get these sector partners to
sign-on to 3-4-50 and make a commitment to take action that will help to reduce chronic disease in
our state.
Provided WIC nutrition services and healthy foods to families: We served 2,554 pregnant women,
infants and children to age five in Chittenden County with WIC (Special Supplemental Nutrition
Program for Women, Infants and Children). WIC provides individualized nutrition counseling and
breastfeeding support. We partner with grocery stores across the state to enable participants to use
a debit-like card to access nutritious foods. The average value of foods provided is $50 per person
per month. 380 WIC families received $11,400 in Farm to Family coupons to buy local fruits &
vegetables.
Worked to prevent and control the spread of disease: In 2017, $15,014,203 of vaccine for
vaccine-preventable diseases was distributed to healthcare providers statewide.
Aided communities in addressing substance abuse and misuse: Regional Prevention Partnership
grants work statewide to increase state and community capacity to prevent underage and binge
drinking, reduce prescription drug misuse and marijuana use. Our staff have been working in
partnership with this grant and sub-grantees on policy and community level strategies. The
Chittenden County Regional Planning Commission has been the fiscal agent for $160,000 in funds
and the back-bone staff supporting this effort locally.
Emergency Preparedness: For 2017-18, $10,000 is funding training for Chittenden County Medical
Reserve Corps (MRC) volunteers. The Chittenden County MRC is a group of health care and public
health volunteers who are trained to provide support to the hospital, the Health Department, and
communities. If you are interested in becoming an MRC volunteer, you can register at
http://www.oncallforvt.org/
State of Vermont
Department of Health
Burlington District Office
108 Cherry Street, STE 102
Burlington, VT. 05402
HealthVermont.gov
[phone] 802-863-7323
[fax] 802- 863-7571
[toll free] 888-253-8803
Agency of Human Services
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January 29, 2018
Dear Veteran,
The White River Junction VA Medical Center is attempting to contact all Veterans in our catchment area of
Vermont and New Hampshire who are not enrolled or are enrolled and no longer utilizing our services. If you
currently receive our services, please pass this note on to a Veteran who may benefit.
We offer a wide variety of services including assistance to Veterans. We are able to help those who are
homeless or unemployed, and also offer high quality healthcare for both primary care and a variety of specialty
care options. We have a robust mental health department offering one-on-one counseling, peer support, group
sessions, and more. There is a designated treatment area for our women Veterans at the Women’s
Comprehensive Care Clinic; a safe space.
The White River Junction VA Medical Center has seven community based outpatient clinics. They are located
in Bennington, Rutland, Brattleboro, Newport and Burlington, Vermont; in New Hampshire we offer services in
Keene and Littleton. We are here to serve all Veterans! Please do not hesitate to contact us, if for no other
reason than to register/enroll with us, in case of future need.
Our eligibility office in White River Junction can be reached at 802-295-9363, extension 5118. A single form -
VA form 10-10EZ – and a copy of the DD214 is all that is needed.
The American Legion, Disabled American Veterans and the Veterans of Foreign Wars have full time Service
Officers that are knowledgeable about our programs. These independent organizations serve all Veterans,
including nonmembers, in processing disability and pension claims. They can be reached in White River
Junction at:
American Legion 802-296-5166
Disabled American 802-296-5167
Veterans of Foreign Wars 802-296-5168
Thank you for your service to our nation. On behalf of the White River Junction VA Medical Center team, we
look forward to serving you.
Sincerely,
Matthew J. Mulcahy
Acting Medical Center Director
A MEMBER OF THE VA NEW ENGLAND HEALTHCARE SYSTEM
Visit us at our web site http://www.visn1.med.va.gov/wrj/
Bennington CBOC
186 North Street
Bennington, VT 05201
(802)440-3300
Brattleboro CBOC
71 GSP Drive
Brattleboro, VT 05301
(802) 251-2200
Burlington CBOC
128 Lakeside Avenue
Burlington, VT 05401
(802)657-7000
Littleton CBOC
264 Cottage Street
Littleton, NH 03561
(603)575-6701
Rutland CBOC
232 West St
Rutland, VT 05701
(802)772-2300
DEPARTMENT OF VETERANS AFFAIRS
Veterans Affairs Medical Center
215 North Main Street
White River Junction, VT 05009
866-687-8387 (Toll Free in New England)
802-295-9363 (Commercial)
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CIty of South Burlington, 575 Dorset Street, South Burlington, Vermont 05403
www.southburlingtonvt.gov