HomeMy WebLinkAboutAnnual Report July 01, 2019 - June 30, 2020FISCAL YEAR 2020 ANNUAL REPORT
Ground Breaking for 180 Market Street:
Public Library, City Hall + Senior Center
Ribbon-Cutting for Market Street
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City of South Burlington
Table of Contents
Description Page Number
City Directory…………………………………………………………………………………………….…..4
Manager………………………………………………………………………………………………….…6
City Project Management………………………………………………………………………………….…10
City Clerk…………………………………………………………………………………………………..20
Community Development……………………………………………………………………………………24
Community Justice Center (CJC)...…………………………………………………………………………...27
Fire Department…………………………………………………………………………………………….29
Planning & Zoning…………………………………………………………………………………………..32
Police………………………………………………………………………………………...……….……35
Public Library……………………………………………………………………………………………….38
Public Works…………………………………………………………………………………………….…42
Recreation & Parks…………………………………………………………………………………………46
Zoning Administrative Officer’s……………………………………………………………………….……..51
Committees/Boards
Affordable Housing…………………………………………………………………………………………54
Board of Civil Authorities……………………………………………………………………………………56
Bike & Pedestrian …………………………………………………………………………………………..59
Development & Review Board (DRB)…………………………………………………………………………61
Dog Park…………………………………………………………………………………………………....64
Energy ………………………………………………………………………………………………….…65
Library Board of Trustees………………………………………………………………………………..…..67
Natural Resource ………………………………………………………………………………………..…69
Planning Commission……………………………………………………………………………………….71
Public Art……………………………………………………………………………………………….….74
Recreation & Parks……………………………………………………………………………………..…..75
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City Partners
Chittenden County Regional Planning Commission (CCRPC)……………………………………………….…80
Champlain Water District (CWD).……………………………………………………………………….….90
Champlain Solid Waste District (CSWD)……………………………………………………………………94
Green Mountain Transit (CCTA)……………………………………………………………………………95
Vermont Dept of Health………………………………………………………………………….………..99
Vermont Garden………………………………………………………………………………………….100
VT Spay Neuter Incentive Program (VSNIP)………………………………………………………………...101
Winooski Valley Park District (WVPD)……………………………………………………………………..104
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CITY COUNCIL
Chair
Vice-Chair
Clerk
Helen Riehle
Meaghan Emery
Tim Barritt
Tom Chittenden
David Kaufman
hriehle@sburl.com
memery@sburl.com
tbarritt@sburl.com
tchittenden@sburl.com
dkaufman@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 DEPARTMENT
REPORTS
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City Manager
City Manager: Kevin Dorn
2020 was a year that most of us are glad to look back at through the rear-view mirror. The Covid-19 pandemic
shaped most everything that we did in City government and, of course, in all of our lives.
Before I talk specifically about the last year in the life of City government, I would like to pay tribute to those who
have worked through the crisis to continue to provide vital services to the residents of South Burlington.
Throughout the past 10 months or so of pandemic the “essential employees” of the City continued to do their
work, day in and day out, 24/7. These dedicated professionals include our police officers, fire fighters and our
team at the Water Quality Division of the Department of Public Works.
When a resident call for an ambulance to respond to a health emergency or a call goes out to the police to
investigate a crime or an accident of some type, our residents expect an appropriate response from our Public
Safety staff. Likewise, we must maintain our Water Quality/Sewerage capability around the clock.
These are functions of City government that simply cannot be set aside, even for a pandemic. It requires our
employees to go out and do their jobs even in the face of possible exposure to the COVID-19 virus. Of course, the
City does provide protective gear which greatly reduces the possibility of infection. Still, your emergency team
members and water quality staff went out and did their jobs and I can tell you they did so with no complaints ---
they are true professionals.
As to our “non-essential” employees -- I really do not like that term, I’d rather call them our important employees -
-- many were able to continue their work from home or worked for much of the period in shifts so that they could
maintain social distancing and wear masks. Other accommodations were made as well to continue to provide the
services our residents expect.
So, I want to express my gratitude to all South Burlington municipal employees for their perseverance and
dedication throughout these difficult times. And just like all of the rest of us they have had to deal with the threat
of the virus in their personal lives as well. Still, they showed up and did their work and they have my gratitude
and respect.
Of particular note has been the work of City Clerk Donna Kinville and her staff in the Clerk’s office. Donna and her
team have had to manage multiple elections during the pandemic where gatherings of large numbers of people at
polling places has been a challenge. Ensuring that her team members – to include our great volunteers at the
polling places - were safe as they did their work during elections was Donna’s number one priority. Later, when
the mailing of ballots was brought forth by the state Donna’s team shifted to the new requirements without
skipping a beat. And throughout this process they managed to run highly efficient and credible elections. Truly
Clerk Donna Kinville, her staff and all of the volunteers who supported the numerous elections deserve our
appreciation and recognition.
Among the many issues we had to address as the pandemic and the various restrictions in our lives came upon us
was the potential impact on City finances. We did not know at the time the degree to which our primary revenue
sources for the general fund; property taxes and local option taxes, would be affected by COVID-19-related
restrictions.
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As the early decisions were made to shut down public functions, we immediately began to take steps of our own
to reduce City costs. We froze all of our capital expenditures – the purchase of vehicles, paving, things of that
nature. We also implemented a hiring freeze and then ended up furloughing 44 employees for over three months.
All this was done to generate savings because we did end up losing a significant amount of local option tax
revenue. However, because we instituted some early and significant mitigation efforts, we were able to end
fiscal year 2020 with a small surplus. This is an unaudited projection and we will have the final number once our
audit for the fiscal year is completed.
Much has been accomplished even in the face of the pandemic. Last year we began the construction of the new
South Burlington Public Library and City Hall. This 50,000 square foot building located at 180 Market Street will
house a new Public Library, City Clerk’s office, City Hall, a Senior Center and an auditorium. The construction was
approved by voters to be paid for in part through Tax Increment Financing (TIF), a program authorized by the State
to allow us to keep tax revenues generated by new construction in our TIF District to reinvest for the public good
in that District. The building should be completed and ready for occupancy in mid-summer, 2021.
Also, during the last fiscal year, we completed the construction of Market Street which will serve as our new
community “main street.” The City also acted on our commitment to the construction of additional affordable
housing as we supported the Allard Square senior resident building which was developed by the Cathedral Square
Corporation. Allard Square provides 39 units of affordable housing for seniors and includes “wrap around
services” for the residents.
In addition, with City support 60 units of affordable housing that was completed and opened by the Champlain
Housing Trust on the corner of Market and Garden Street. Some of these units are three and even four bedrooms
making very critically needed affordable housing available to families. These projects continue progress toward
achieving the community’s long-standing vision to have our own downtown – City Center, with housing available
to people and families at all income levels.
The long running City conversation about the preservation of open space continued on the regulatory side of
government as well as the investment side. The City partnered with non-profit organizations to conserve a very
large section of the farthest southeast corner of the City known as the Auclair Farm. This was a very complex
transaction with the City investing around $900,000 from the Open Space Fund.
The conservation of the Auclair property led us to work with the Towns of Williston, Shelburne, St. George and
Hinesburg to form the Champlain Valley Conservation Partnership to provide a vehicle for partnerships to manage
and integrate our combined conserved properties in this area.
On the regulatory side the City continued in “Interim Zoning” which is a method available under State law to allow
communities to pause development in order to provide time to revisit planning and zoning ordinances to ensure
that the build out of the community is consistent with community values.
During Fiscal Year 2020 we also began a re-appraisal of all residential and commercial properties in the City. The
state requires property re-appraisal when the value used to assess taxes on properties falls to 85% of the market
value of those properties. South Burlington was reaching that point and so we hired consulting firm Tyler
Technologies to conduct the re-appraisal. That process should be completed in the spring of 2021.
The highly controversial arrival of the National Guard F-35s occurred during FY 20. The issue of the transition
between the F-16s and the F-35s was the subject of many hours of debate before the City Council and in other
forums as well. During this time the Burlington International Airport began the development of their latest Noise
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Compatibility Plan to address changes in noise at the Airport. Importantly, the City’s goal of halting the further
demolition of houses in a vital South Burlington neighborhood was achieved with the new plan concentrating
resources on insulating homes against noise.
Nationally, 2020 brought great focus on policing in communities across the United States with calls for changes in
use of force, racial profiling and defunding the police. Here in South Burlington, Chief Burke led our efforts to
bring relevant policies on use of force and bias in policing up to current standards.
Our Community Outreach program really hit its stride in the last fiscal year. Community Outreach is a partnership
between the communities of South Burlington, Colchester, Winooski, Essex, Williston, Shelburne and Richmond
that embeds five mental health counselors within the police departments of the member communities. These
counselors respond to residents experiencing mental health crisis with the training and resources to de-escalate a
situation if required and begin to address the needs of the resident right at the point of contact.
This highly successful program is managed by Howard Mental Health and supported financially by the member
communities, the State Department of Mental Health via appropriations from the Legislature and the University of
Vermont Medical Center. The program is so highly regarded that the towns of Milton and Hinesburg joined at the
beginning of this year.
Your team at the Fire Department continued to see an increase in the overall number of calls the vast majority of
which were for ambulance service. The onset of Covid-19 brought about more ambulance calls and their need to
strengthen our protocols on exposure. Our teams also witnessed a disturbing trend as patients exhibited more
extreme conditions attributed to fear of going to the hospital or even routine medical appointments. This fear
caused many, particularly older residents, to wait until the very last minute to call for help making successful
response more difficult. This was an unanticipated result of the response to the pandemic but it was very real.
The City Council was pleased to see a quite austere draft budget approved by the voters for Fiscal Year 2021.
Many capital and other programs were held steady or reduced in order to achieve a 2.9% increase over the prior
year’s tax rate. This frugality extended into the planning for the Fiscal Year 2022 budget going to the voters with
a .98% increase in the tax rate and an increase in spending of just under $150,000.
Your Public Library staff were very creative in their approach to continuing to provide access to their resources and
programming through the pandemic response. Curbside service which was used by so many businesses was
incorporated into the Library’s planning to assure that residents could still get books and other materials without
having to actually enter the Library. Even as this work was occurring, they were busy supporting the planning for
the new Public Library at 180 Market Street to include design elements, furnishings, fixtures and a plan to
transition into the new facility.
The pandemic brought real challenges to our Recreation and Parks Department. So much of what the Department
does is to bring people together; from camps and organized sports to SoBu Nite Out and senior lunches. This
mission was in direct conflict with the Governor’s Executive Orders to socially distance and avoid contact with
larger groups. The team at Recreation and Parks became very creative on how to invest their time and resources
on programs that would comply with the Executive Orders while beginning to plan for the time coming soon when
people get back together in a recreational or social setting.
No matter where we turned in the last year, we had to address COVID-19 in some fashion, just like all of us in our
private lives. I am pleased to say that even during this stressful time the City has moved forward toward creating
a community with a better quality of life for our residents. That is always our goal and I believe we achieved it in
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the last year. Again, the credit goes to the hard-working men and women who work for you throughout City
government.
Our priority as City staff has always been to be frugal with the taxpayer dollar. Each year we confront the ever-
increasing cost of health care for our employees. Most of these costs get passed onto our taxpayers and we have
felt powerless as year after year our health insurance costs escalated. In 2020 we took some bold actions to try
to bend the curve on health care costs while at the same time addressing the health and wellness of our
employees.
Toward that end we took two actions; establishing a full-time health clinic to support our employees and their
families and, moving to a captive insurance model. Working in conjunction with two other large employers in the
area we established the Summit Employers Health Clinic in an office on the corner of Dorset Street and Kennedy
Drive. It is like any other health clinic and is staffed by a Nurse Practitioner, a Technician and a Mental Health
Counselor.
The focus of the clinic is employee wellness. If we can help our employees get out in front of the onset of serious
disease, we can not only improve their quality of life but also avoid downstream costs associated with expensive
treatments. The clinic is open during regular business hours and employees and their families can go there any
time for a wellness visit, for screening or for any related purpose. The clinic is not a replacement for the
employee’s primary care physician but it is there to augment what the employee is getting from other providers
with a focus on long-term wellness.
The second step we have taken is to move to a captive insurance model for our health care coverage. Think of the
captive model as a form of self-insurance. Rather than our insurance being underwritten by one of the three large
providers in Vermont we do it ourselves in conjunction with experts and outside administrators who have
expertise in managing these programs. In this way our taxpayers can benefit when our costs go down rather than
having those savings go to the health insurer.
Another initiative that stated in FY 2020 is the digitization of public records. In addition to frugality, we also strive
to provide the highest quality customer service. As such we are working on digitizing all of our public records
where state record laws allow us to do so. Through digitization we can make records available online to the
public rather than all record searches having to be done in City offices. As you might imagine this is a huge effort
but we are well on the way to completely digitizing our records. So before just coming in to do a record search
check our website and you may find the documents you are looking for are available to you online.
Similarly, to the digitization effort we have also introduced a bi-weekly electronic newsletter, the City News, to
provide more information to the public on the activities of City Government. Transparency in all we do is
important to the City Council as well as your administration. By using an electronic newsletter, we can push out
more information to residents at no additional cost to the taxpayer. I hope you are receiving City News in your
email. If not, please check the City website for information on how you can sign up.
I would like to close, as I have in the past, by recognizing the service and commitment to community of our five-
member City Council; Helen Riehle, Chair, Meaghan Emery, Vice Chair, Tim Barritt, Clerk, Tom Chittenden and
David Kaufman. These five Councilors spend an enormous amount of time preparing and participating in meetings
and using their experience and judgement to represent you and move the City forward. These five Councilors
provide an example of public service at its finest and they deserve to be recognized for their dedication.
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City Project Management
Staff: Ashley Parker City Project Manager 4 years with the City
Department Overview
Oversees projects that fall within the confines of the City’s Penny for Paths and Open Space funds. These include
projects that complete gaps in existing City bicycle and pedestrian infrastructure; as well as projects that aim to improve
ecosystem function and user experience at Red Rocks Park, Wheeler Nature Park, and Underwood Park.
Ashley staffs the Bicycle & Pedestrian and Natural Resources & Conservation Committees, and works with them to
ensure projects falling under either fund are identified and implemented. Additionally, she works with municipal and
non-municipal partners on the Champlain Valley Conservation Partnership to aid in the preservation and connectivity of
additional open space, and staffs the City’s Natural Areas Management Plan Task Force.
The Penny for Paths and Open Space funds are now connected to their own City Capital Improvement Plan (CIP) and were
approved by the City Council in December 2019.
With Ashley, the Bicycle & Pedestrian Committee works to revise and update the Penny for Paths CIP, otherwise known
as the “Bike/Ped Improvement CIP.”
Many projects on both of these CIPs were delayed or put-on hold temporarily when COVID-19 hit. Many projects have
continued to move, but at a slower pace than they were previously. As a result, many deadlines have now been
extended into late FY21 or early FY22 for project completion.
Accomplishments and events
•In November 2019, the City received notice of grant funding from VTrans for the shared-use path along the south end
of Dorset Street. This award is part of the 2019 VTrans Bike/Ped Grant Program. Over the course of the project, the
City will receive federal funding of $661,000 to help design and construct this project, which will include a 0.7 mile
long shared-use path on the east side of Dorset Street, between Sadie Lane and Nowland Farm Road/Old Cross
Road. The City will provide a match of $165,400, utilizing funds from both the Penny for Paths fund and available
Recreation impact fees.
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•City staff were hoping to kick off the inaugural Community Hike series in March 2020, but the COVID-19 pandemic
forced the cancellation of many of these events. Staff were able to work with event leaders to move some of these
events online, and this was done from March-May. In July, the City was able to begin offering in-person hikes, and
the program was able to provide four different opportunities for the community to get outside and learn more about
the City’s natural resources. These hikes were conducted under specific health guidance passed down by the
Governor’s office, and they were capped at ten participants per event. Everyone that attended had a great time, and
staff is excited to begin planning for the 2021 hiking season.
•The Weed Warrior Program was not able to run as usual due to COVID-19, but the City’s consultant continued with
his invasive plant removal work at Red Rocks, Wheeler Nature Park, and Underwood. He also worked one-on-one
with several community volunteers that continued the spirit of the Weed Warrior Program throughout the growing
season. While the City was not able to host any Weed Warrior events, a significant amount of work was still
completed in our natural area parks thanks to our consultant and volunteers.
•Application was submitted for Phase 1: Spear Street Bike/Ped Improvements as part of the 2020 VTrans
Transportation Alternatives Grant Program. This project looks to design and construct a shared-use path between
the existing facility that ends at the UVM Forestry Building off Spear Street and the intersection of Swift Street. The
project will also look to incorporate recommendations made for the potential realignment of the Swift Street and
Spear Street intersection, which would provide for a safer crossing and transition for both pedestrians and bicyclists.
•In November 2020, the Department of Public Works completed the installation of approximately 300 linear-feet of
sidewalk and bollard lighting along the “Jug Handle,” between Spear Street and East Terrace. There is still
additional lighting and landscaping work to be completed in the spring of 2021, but this is the first Penny for Paths
project to reach completion. This project was completed in partnership with UVM. They provided the bollard
lighting for installation along the sidewalk. Once the snow melts, the Penny for Paths logo will be stenciled on the
sidewalk to thank residents and share the sidewalks funding source with all users.
•The South Burlington Natural Area Management Plan Task Force formed in January 2020 to take on the job of
reviewing, revising, and creating management plans for City-owned natural areas. The first project includes a
review and update to the existing Red Rocks Management Plan, which indicated a review after 5 years of its
creation. The group intends to look at the Wheeler Nature Park Management Plan next. The current project was
delayed due to the COVID-19 pandemic, but the Task Force hopes to have a draft plan update for review by City
Committees in March or April 2021. The update will include a summary of public input provided through a series of
surveys that remained open for a year.
•City staff provided a report on Dog Recreation Management Strategies to the Dog Park, Recreation & Parks, and
Natural Resources & Conservation Committees. The goal was to encourage a public conversation around issues
pertaining to dog recreation throughout the City. The Committees agreed that a task force should be formed, and
will be working to inform the City Council of a recommended next step in the new year.
•The Champlain Valley Conservation Partnership held its first event in October 2019. The event was held at the
Ewing property in Shelburne, a newly conserved property that crosses over the Shelburne/South Burlington Town
line. The partnership worked with The Nature Conservancy to host a stewardship event focused on removing
invasive plants. There was also a tour of the property to orient participants with the landscape and the unique
natural resources found there.
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•The Champlain Valley Conservation Partnership joined the
regional RCP Network this year and is engaged in discussions
about regional land conservation with other RCPs throughout the
Northeast.
•Drafted new charge and proposed new name for the Natural
Resources Committee. The City Council adopted this new charge
and the name of “Natural Resources & Conservation Committee”
in February 2020.
Qualitative Summary
Bike/Ped Improvements
•Any bike/pedestrian improvements or gaps filled help the City fulfill its vision of being a bike and pedestrian
friendly City as noted in the Comprehensive Plan (1-1). Some of these projects fall under many of the noted
missing links and improvements in the Comprehensive Plan’s discussion of Gray Infrastructure (2-54).
•Second Bike/Ped Improvements CIP created and approved.
•Initiated quarterly meeting between City staff and the Bicycle & Pedestrian Committee to maintain consistent
dialogue related to maintenance needs and updates, project updates, and safety concerns.
•Landowner/Stakeholder conversations initiated and sustained for five projects (Jug Handle Sidewalk, Allen Road
Shared Use Path, Airport Parkway Sidewalk & On-Road Bike Lanes, Dorset Street Shared Use Path, and the
Underwood Parcel Shared Use Path Connection).
•Construction of the 300-foot-long sidewalk at the Jug Handle, between Spear Street and East Terrace, was
completed in November 2020. Additional lighting work and landscaping will be completed in the spring of 2021.
This is the first Penny for Paths project to be completed since voters approved the initiative in August 2018.
•Engineer brought on board to design and permit two new projects (the Dorset Street Shared Use Path and
Underwood Parcel Shared Use Path Connection projects).
•Final designs have been completed for two projects: the Allen Road Shared Use Path and Airport Parkway
Sidewalk and On-Road Bike Lanes. Construction expected on these projects in 2021.
•Penny for Paths website page updated with new project information throughout the year.
•The Department of Public Works completed the improvements to the intersection and crosswalk at Swift &
Spear Street.
•Received a VTrans 2019 Bike/Ped Program grant in the amount of $661,000 to help fund the design and
construction of a shared use path along the east side of Dorset Street, between Old Cross Road and Sadie Lane.
•Submitted an application for the VTrans Transportation Alternatives grant program to help fund the design and
construction of the Phase 1: Spear Street Bike/Ped Improvements project. This project includes the completion
of a shared use path connection between the Swift Street intersection and the end of the existing facility at the
UVM Forestry Building. It will also look to incorporate recommendations stemming from an ending scoping
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study that is examining the possible realignment of the Swift Street/Spear Street intersection for a safer
crossing for both pedestrians and bicyclists. Staff have applied for the maximum amount, which is $300,000.
The rest of the project will be paid for with Penny for Paths monies and Impact Fees.
•Assisted with providing comments to two CCRPC scoping studies looking at potential new crosswalks along
Williston Road, a crosswalk at Twin Oaks/Kennedy Drive, crosswalks and shared use path/sidewalk/bike lanes
along Hinesburg Road (between Kennedy Drive and Williston Road), a shared use path/sidewalk/bike lanes at
Fayette Drive, etc.
Open Space Improvements
•The Open Space Fund, and thereby the projects covered by it, help
maintain and improve the natural areas the City has already acquired
and made accessible. This is something that was noted as being
needed in the Comprehensive Plan (2-99 and 2-112).
•Second Open Space CIP created and approved.
•Timber & Stone LLC brought on to two of the projects identified in the
Wheeler Nature Park Trails Assessment. More trail projects from the
assessment are expected to be completed in 2021.
•A&E Engineers prioritized the list of projects at Red Rocks (includes
trail improvements throughout the park, two stormwater
improvements, parking formalization at the entrance, beach culvert repair, and shoreline stabilization work) and
completed a watershed analysis of the park and the project impacts. This analysis highlighted stormwater
needs for various trail improvements, and helped staff prioritize which projects to move forward in the
permitting process.
•A&E Engineers is moving three priority projects at Red Rocks forward through the permitting process (includes
two trail and stormwater projects, and the parking formalization).
•A wetland delineation was completed for Red Rocks as part of the permitting required for the trail, stormwater,
and other on-site projects.
•New interpretive and kiosk signage was installed at Red Rocks. This completes the installation of new
wayfinding signage in the park.
•Mike Bald, with Got Weeds?, completed his third season of invasive plant removal with the City. This year was
different, as the COVID-19 pandemic cancelled any in-person Weed Warrior events staff had planned. Instead,
Mike worked one-on-one with volunteers that were interested in continuing work they began last year. This
was incredibly helpful, as a lot of work was accomplished by Mike and the volunteers that showed up to remove
invasive plants in City-owned natural areas. This year, Mike focused his efforts on three parks: Red Rocks Park,
Wheeler Nature Park, and the Underwood Parcel. Mike also went back to City Center Park for monitoring and
maintenance. His work there was supplemented by a Weed Warrior.
•Gilman Briggs Environmental completed a wetland delineation for the entirety of the Wheeler Parcel, including
the Wheeler Homestead section and the land that encompasses the proposed new Dog Park.
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•Staff brough on a consultant to begin the design and engineering work
for the shared use path connection across Underwood. This work is
part of Phase 1 elements for the site. Staff also released an RFP to
bring on a design team to work on the viewing area, on-site parking,
and other pedestrian connectivity. Staff hopes to bring on a consultant
to begin working on these elements in early 2021.
•Collaborated with Public Works staff, Audubon Vermont, and the US
Fish & Wildlife Service to determine partnership opportunities at
Wheeler Nature Park. Audubon and Fish & Wildlife can help the City
with habitat management work at Wheeler that will benefit unique
bird species, but also improve the quality of habitat for all species by
removing invasive plants. This work has been delayed due to COVID,
but could start in the fall of 2021.
•The City worked with three different groups of students from UVM’s NR206 class over the last year. One group
put together language for five different interpretive signs that will be installed at Wheeler Nature Park. Another
group mapped the location of different invasive plant populations at Wheeler Nature Park. These maps will
assist staff in identifying potential site for removal, while also providing important data for the future update to
the park’s Management Plan. The third group mapped the existing trails found at the Underwood Parcel. These
maps helped staff have a better sense of how the public is currently using the park, where access points are,
and what additional connectivity is needed. City staff were pleased with the work completed by each group.
•The Natural Areas Management Plan Task Force began meeting to discuss process and strategy for reviewing
and updating the Red Rocks Management Plan, which has a revision date of five years after inception. Tas
Force members divvied up tasks and continued with the survey of Red Rocks Park users. As of November 2020,
the group is not meeting until the spring of 2021. At that time they hope to be reviewing plan updates, and
shortly after making recommendations to City Committees and the Council.
•There were two community hikes held at Red Rocks over the summer of 2019 as part of the engagement efforts
associated with the management plan review updates. These were hugely successful events, with about 40
people attending either event. These events were led by natural resource professionals, to engage users in the
natural resources found at the park. The first was led by Ethan Tapper, the Chittenden County Forester, who
focused on forest ecology; and the second was led by Eric Sorenson, State Ecologist with the Vermont
Department of Fish & Wildlife, who focused on the native plant communities of the park.
•City staff kicked off the first year of the Community Hike Program in 2020. This program was established to
build off of the two hikes that were held at Red Rocks, and expand the educational opportunities to include the
other two City-owned natural area parks. These events were scheduled to begin in March of 2020, however, the
COVID-19 pandemic forced the cancellation of these hikes through June. Staff were able to hold three different
virtual experiences for the community. Ethan Tapper hosted a webinar to discuss forest management, staff
organized a virtual slideshow of spring ephemerals at Red Rocks, and Audubon Vermont hosted another webinar
to discuss bird habitat found at Wheeler Nature Park (Margaret Fowle and Mark LaBarr). In July, the City was
able to begin offering in-person hikes under very specific health guidance. Staff worked with trip leaders to hold
our separate events, including two at Red Rocks and two at Wheeler. Each trip was full, and we had leaders
spanning multiple chapters of the Vermont Master Naturalist Program. Participants learned about the natural
history of our parks, differences in soil and rocks, how to id birds, fall tree id, and about wetland ecology.
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Altogether, there were six different programs held out of the originally scheduled eight. Staff is looking forward
to planning the Community Hike season for 2021, and is hoping for a much better year of hiking in-person.
•Organized a regular meeting of City staff to discuss matters related to natural resource management and
conservation. Led to a discussion around dog recreation management in South Burlington, which resulted in a
report presented to the Recreation & Parks, Dog Park, and Natural Resources & Conservation Committees.
Future topics to include issues related to City-owned natural areas.
Regional Conservation
•By working to create a regional conservation partnership, the City is creating a means of conserving more open
space (Comprehensive Plan, 2-99), sharing resources to better manage open space (Comprehensive Plan, 2-99),
and possibly work to improve and manage resources at a watershed scale (Comprehensive Plan, 2-83-84).
•As a result of the COVID-19 pandemic, the partnership paused its monthly meeting schedule in March 2020, and
picked it back up in July 2020.
•Formally named the Champlain Valley Conservation Partnership (CVCP), and is now a member of the regional
RCP Network.
•Organized and coordinated 10 meetings for the partnership since July 2019.
•Two different groups of students from UVM’s NR206 class have worked on different stages of a goat project for
the partnership. The objective was to see whether a program utilizing goats to remove invasive plants would be
feasible. One group looked at what that could look like in Vermont, and what groups are already doing that
across the country and how. The other looked at working with one particular farmer in Vermont, but the
pandemic hit and the farmer was not able to get their program up and running. The partnership hopes to
continue working with NR 206 students to move portions of our mission forward.
•The partnership initiated work on a regional mapping project that will standardize how the region identifies
conservation and parcels with varying levels of conservation. The map will also help the partnership further
identify its conservation priorities and strategies for pursuing those.
•The partnership worked with the Vermont Center for Geographic Information to further refine the state standards
for classifying parcels based on conservation characteristics. The partnership learned that the state had not
considered that municipalities might want to use the standards to classify their own data, so they were
interested in incorporating feedback and recommendations provided by the group to update and revise the state
standards. This was completed in early 2020 and will likely continue to be an ongoing process.
•The partnership has begun working with Audubon Vermont to coordinate conservation projects and community
outreach. Audubon is interested in pursuing habitat management work in the region and wants to utilize the
partnership as a means of engaging with landowners. The partnership found out it will receive a sub-award in
the amount of $2,250.00 from a NFWF grant recently received by Audubon to conduct outreach and conservation
work in the region. The partnership is looking forward to coordinating a project with Audubon over the next
year.
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•The partnership was approached by the Vermont Master Naturalist program and was asked about hosting a
class in the Fall of 2021. To run the class, the partnership will need to provide a match of $5,000, and everyone
agreed that was something each municipality could budget for. The program has been incredibly successful
throughout the region to-date, and the group is very excited to expand this opportunity to everyone in the entire
partnership area.
Quantitative Data
Bike/Ped Improvements
•Completed projects include: 300-feet of sidewalk
•Initiated projects include: 2,500-feet of sidewalk, 2,500-feet of on-road bike lanes, and 6,061-feet of rec path.
•Projects completed: construction of 300-feet of sidewalk between Spear Street and East Terrace along the Jug
Handle.
Open Space Improvements
•Red Rocks Park wetland delineation completed for the entire park (100 acres).
•Completed wayfinding installation at Red Rocks -- 10 new signs
•Design, engineering, and permitting continued for six different trail, stormwater,
erosion, and other special park projects at Red Rocks Park.
•Mike Bald/Got Weeds? Invasive Plant Management at Red Rocks Park: 13
hotspots of Oriental bittersweet vines identified with follow-up cutting/pulling,
multiple locations of multi-flora rose cut and pulled to break seed production, 2
garlic mustard populations are under control with a third identified, 1 hotspot of
burning bush has been identified and hundreds of seedlings were pulled, ~900
glossy buckthorn shrubs removed. About 8 Weed Warriors continued to assist
Mike in his efforts at Red Rocks this season.
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•The Red Rocks Park Peregrine Falcon breeding pair had 0 fledglings in 2020, potentially due to increased park
usage as users looked to experience nature during the pandemic.
•Trail maintenance projects were completed for 1,800-linear feet of trail at Wheeler Nature Park, including
adding puncheon and stone steps and cribbing, improving user experience and reducing impacts from erosion.
•Mike Bald/Got Weeds? Invasive Plant Management at Wheeler Nature Park: 9 hotspots of Oriental bittersweet
have been identified and management initiated, 3 garlic mustard populations under management, 546 wild
parsnip removed, phragmites cut back, treatment of isolate colonizers/single plants (multi-flora rose, burning
bush, glossy buckthorn, Oriental bittersweet, amur maple). At least three Weed Warriors have continued to
assist Mike in his efforts at Wheeler Nature Park this season.
•City staff have been working with Audubon Vermont and the US Fish & Wildlife Service to plan for additional
habitat management work, including invasive plant removal,
for at least 13.2 acres of grassland and shrubland at Wheeler
Nature Park. This work was delayed until the fall/winter of
2021 due to COVID, but planning continued throughout 2020.
•City staff began designing 22 new wayfinding signs for
Wheeler Nature Park. Installation is expected in the summer
of 2021.
•Initiated a trail assessment report to assist in the
formalization of the existing trail network at the Underwood
Parcel (actual number of trails and linear feet of trails is
unknown).
•Began design and engineering work on an approximately 1,500-linear foot shared use path connection that
transects the Underwood Parcel.
•Released an RFP to design at least two additional elements for the Underwood Parcel, including a viewing area
and on-site parking area.
•Worked with Common Roots to install a well and associated electrical conduit to aid in the agricultural uses of
their leased 4-acres at the Underwood Parcel.
•City staff began discussing opportunities for on-street parking along Nowland Farm Road adjacent to the
Underwood Parcel. There is about 900-feet of road available for on-street parking, which could provide for about
45 parking spaces. This number will be adjusted as the on-site parking concept becomes more defined.
•Mike Bald/Got Weeds? Invasive Plant Management at the Underwood Parcel: 2 monitoring visits (for wild
parsnip & phragmites), 2 wild parsnip removed, focused on stump-cutting mature amur maple, 156 shrubs cut
and brush piled.
•Mike Bald/Got Weeds? Invasive Plant Management at the City Center Park: 1st treatment and monitoring after
several years, 2 monitoring visits (for wild parsnip & phragmites), buckthorn remains dominant with Oriental
bittersweet establishing a presence. Significant volunteer contribution from 1 Weed Warrior, who focused on
repeated cutting of honeysuckle and buckthorn species.
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FY21 Goals and Priorities
Bike/Ped Improvements
•Construction of Allen Road Rec Path, Airport Parkway Sidewalk & On-Road Bike Lanes between Kirby Road and
Berard Drive, installation of new RRFBs, installation of a Dorset Street barrier, construction of multiple
crosswalks as prioritized by the Bicycle & Pedestrian Committee, and construction of Underwood Shared Use
Path Connection.
•Complete the design and engineering for the Underwood Shared Use Path Connection, the Dorset Street Shared
Use Path (Old Cross Rd to Sadie Lane), and design work related to the prioritized Committee crosswalk projects.
•Begin design work for the Spear Street Bike/Ped Improvements: Phase 1 project.
•Revise the Bike/Ped Improvement CIP to include any new projects and prioritize projects based on project
buildability/complexities.
•Update the new Penny for Paths web page on the City site so that residents have access to all current and active
projects covered by this funding source.
•Fabricate new signs and stencils to use along projects constructed using Penny for Paths funding. Also create
additional graphics to place with logo, i.e.: Coming Soon, Future Project Site, etc.
•Work with the Bike/Ped Committee to identify potential locations for regulatory and wayfinding signage along
City rec paths. Then work with other City staff to update the City Wayfinding package and then install the
necessary signage.
Open Space Improvements
•Complete permitting for a suite of Red Rocks Park trail, stormwater facilities, shoreline restoration, beach culvert
protection, and parking reconfiguration projects.
•Create and complete a schedule of 2021 Community Hike events at the City’s three natural area parks (pending
state health guidance).
•Continue work with the City’s Natural Area Management Plan Task Force and complete the review and updates
to the Red Rocks Management Plan. Goal to have presented to
Committees in March/April 2021; and City Council in April/May 2021.
•Complete three additional trail projects off the Wheeler Nature Park
Trail Maintenance report in phases for a total of about 7,000-linear feet
of trail in the park.
•Complete the design of and install new wayfinding signage at Wheeler
Nature Park.
•Complete a trail assessment and plan for the existing trails at the
Underwood Parcel and determine the best way to connect the meadow with the woods, and ensure adequate
public access.
•Complete striping for on-street parking along Nowland Farm Road adjacent to the Underwood Parcel.
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•Complete the design and permitting of the Underwood Shared Use Path Connection and begin construction of it.
•Award a firm with the design and permitting of a viewing area and on-site parcel at the Underwood Parcel.
Begin this work with the goal of pairing it with the shared use path so that the timing for construction of the two
projects can align.
•Begin a wayfinding sign plan for the Underwood Parcel to align with the layout of the trails.
•Continue invasive plant management at Red Rocks Park, Wheeler Nature Park, and the Underwood Parcel.
•Continue planning habitat management work at Wheeler Nature Park with Audubon Vermont and the US Fish
&Wildlife Service.
•Schedule Weed Warrior Program events for the next
season at each of the City’s three natural area parks
(pending state health guidance). Send program
update for the previous season thanking all
volunteers that worked with the City’s consultant to
continue invasive plant removal throughout the
pandemic.
Regional Conservation
•Develop a map to depict the regional partnership and existing conserved lands and potential conservation areas
using standardized definitions for conservation parcels.
•Continue working the Vermont Center for Geographic Information to revise and update the Vermont Protected
Lands Geospatial Data Standard to ensure that data is the same for all that use it, including municipalities.
•Continue to coordinate regular meetings of the conservation partnership to discuss strategies for conservation
and develop list of priority projects.
•Develop branding for the partnership and get information about the work it is doing up on the City website.
•Invite non-municipal partners to the effort to assist in the development of the partnership mapping project, and
other efforts as needed.
•Continue working with UVM’s NR 206 class to develop projects that furthers the goal of the partnership (as state
health guidelines allow).
•Work the RCP Network to connect with other partnerships, share success stories, and understand strategies for
conservation at a regional level.
•Determine project for completion with funding from Audubon VT.
•Connect with local businesses to assist in the financial support of a regional Vermont Master Naturalist class in
the fall of 2021.
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City Clerk’s Office
Staff: Donna Kinville City Clerk since 2001, current term ends March 2021
Deb Woodward (full-time, started 2017)
Laura Kimball (retiring August 2020 with Pam Correia is replacement)
Jill Braddish (part-time, started 2019)
Department Overview
Main duties of the clerk’s office are land record recordings, elections, dog and cat licensing, issuing of marriage
licenses, certified copies of vital records, liquor licenses, notary, DMV registration renewals, keeper of the records
and assist the tax department with tax installment collection.
Annual Budget for FY 20
Budgeted Revenue $189,600 Actual Revenue $333,497
Budgeted Expenses $242,313 Actual Expenses $241,121
Accomplishments and events
•Oversaw 2 very busy elections - Annual Town meeting combined with the Presidential Primary and one school
budget re-vote being conducted in May 2020 during the pandemic. The May school budget revote was
extremely more complicated than any we had experienced in my 19 years as clerk with COVID-19’s pandemic
and making sure that all voters who came to the polls felt safe and as well as protecting poll workers. It
involved rethinking everything from the flow of the voters, what surfaces are touched, how to handle the
booths and voting pens, making sure social distancing was followed at all times as well as wearing the masks
for the protection of our voters and our election workers. Little did we know it would continue to be a theme
for the next 2 elections in the late summer/fall.
•COVID-19 definitely put a crimp in any projects that we were working on for the year. When City hall closed
to the public, the clerk’s staff was working split shifts to keep personnel separate from each other. It ensured
that if someone were to get sick it on one team it would not take out the whole office. Then the Clerk’s staff
were furloughed for a few months which left the City Clerk and a part time person to keep the office running.
Although our front doors were closed, we continued to answer the phones and assist the citizens the best that
we could. We issued marriage licenses; death, birth and marriage certificates; registered dogs and cats; as
well as be available to title searchers, paralegals and attorneys who needed to use our land record system for
house sales and refinancing as well as run an election. It was definitely an experience that we will never
forget.
•Death Certificates: With the new law allowing citizens to get their birth and death certificates in any
municipality in the state, it has opened up an unexpected revenue stream for the City. We have several
funeral homes who now use our services for getting death certificates regardless of where the person lived.
It has increased our revenue from an expected $6,000 up to just over $39,300.
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•Conducted 7th annual Top Dog and First Feline contest with Bella and Teddy the winners.
2020 Top Dog Bella 2020 First Feline Teddy
•Cemetery Sexton – As one of the sextons for the City we were able to have a partial sonar done of the 2
cemeteries to help us better our records in an attempt to map out the rest of the cemetery for the sale of lots.
We were getting ready to review the sonar when COVID-19 stopped us from meeting. The vendor stated that
there appeared to be a mass burial area which could be where soldiers who died during the 1812 war are
buried as it is not too far from their monument at Eldredge cemetery.
Qualitative Summary
Fiscal year 2019-2020 will be one that we never forget. The first 8 months of the fiscal year we continued on with
business-as-usual issuing marriage licenses, taking on small projects in the vault, updating our computerized land
record system back to 1990 as well as the daily recording of our land records to just name a few. Then March
2020 hit and everything changed. We went into an almost survival mode of having to close our doors and
allowing researchers in through the back door so that home sales and refinancing could still continue, meeting
citizens at the back door to issue marriage licenses or give certified copies of requested birth, death and
marriages. We attempted to do everything we could to make sure that the citizens of the city could still conduct
their business.
Dogs and Cats: Our registrations were down 116 due to COVID-19. The City Council temporarily removed the late
fees that we would have collected from April 1st through June 30th for anyone who registered their pet during that
time. Many thanks to our vendors who gave to this event even as things were shutting down due to the
pandemic.
Elections: Oversaw 3 elections and 1 very busy election day that actually was 2 elections - Annual Town meeting
coupled with the Presidential Primary as well as the first school budget revote on May 28th. Since the annual
Town Meeting was the same day as the Presidential Primary, we had a large turn out of 8,520 city ballots cast in
this election. In prior years where the Presidential Primary and City Town Meeting were held on the same day, we
had turnouts of 6,195 in 2016 and 2,982 in 2012 and our average town meeting turnout (non-Presidential Primary)
would be around 4,000 ballots cast. For the May 28th school budget revote we saw 4,532 voters turn out and vote
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down the school budget by a vote of 1,613 yes’ to 2,924 no’s. As mentioned above we had to rethink everything
about the election due to the pandemic. It was definitely a challenge and even with all the uncertainty we saw
about 2,500 people come to the polls for the school budget revote.
Due to the pandemic and City Hall being closed, we encouraged people to go to
their My Voter Page to request their ballots and update their information. The
fall of 2020 is looking to be a very busy election time so if you are unsure if you
are registered to vote or need to update your voter information, please contact our office or visit
https://mvp.sec.state.vt.us/. By registering prior to the election day, you will save yourself time when you go to
the polls. 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.
Land Records Recording: The fee to record the land records had not changed in over 10 years, so the City and
Town Clerks’ were finally able to get a fee increase passed through the legislature. This brought in an another
unexpected in increase in the revenue stream of an expected $120,000 in fees up to over $227,000 in fees
collected. Last year we processed 4,292 documents of which there were: 679 Property Transfer Tax Returns
processed, 595 warranty deeds, 1,122 mortgage deeds, 1,421 lien or mortgage releases, 44 maps and over 1,300
miscellaneous documents.
Personnel: In August we will be saying Happy Retirement to Laura Kimball who has worked in the Clerk’s office
just two months shy of 40 years. Laura has been such a staple in our office and we have big shoes to fill. We
wish her well in her retirement and hopes she comes back to visit. We have hired Laura’s replacement, Pam
Correia, who comes to us with experience of being a town clerk for Panton.
Quantitative Data
Revenue generated by the Clerk’s Office
During the period from July 1, 2019 to June 30, 2020 there were 163 births, 165 deaths and 139 marriages
recorded in the City Clerk’s Office.
Recording & Copy Fees: deposited to general fund $292,175
Civil Marriage Licenses: 136 licenses issued @ $60 $8,160
Paid to State Treasurer $6,800
Transferred to General Fund $1,360
Animal Licenses: 1,194 dogs 309 cats
Deposited to general fund $21,739
Dog Control Kennel Fees: deposited to general fund $760
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Motor Vehicle Renewals: deposited to general fund $380
Green Mountain Passport: deposited to general fund $218
Beverage Licenses: deposited to general fund $8,665
1st, 2nd class, tobacco licenses, entertainment
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Community Development
Staff: Ilona Blanchard, Community Development Director, 8 years in position
Overview
•Lead community development initiatives, primarily related to City Center TIF District implementation and capital
projects, staff the Energy Committee and Public Art Selection Committee, and advance economic development
initiatives within South Burlington.
•Budget is part of the City Manager’s budget. Special Fund revenues expended totaled $10,907,000, including
project costs and related costs. $162,133 in tax increment revenues from the TIF District was used to pay debt
service on the Market St/City Center Park 2017 $5M TIF bond. $583,452 in reserve funds was used to service debt
on the 2019 $14M bond (financing for the non-TIF share of 180 Market Street costs). $5,000,000 in debt was
applied for, a portion of the $20,400,000 authorized in Nov 2018 for 180 Market Street. This $5,000,000 will be
serviced with tax increment revenues.
Accomplishments and events
•Ribbon cutting for Market Street – the second TIF District
Project completed.
•The South Burlington Public Library, City Hall and Senior
Center (180 Market Street), the third TIF District project
permitted and moved into construction (to be managed by
Public Works), funded with a combination of debt (serviced
by TIF increment and reserve funds), grants, impact fees, and
energy reserve funds.
•Garden Street - completed 60% draft plans for the connector
section (between South Burlington City Center, LLC (SBCC,
LLC) owned land and through Midas Drive and section from
Dorset to SBCC, LLC land (by Healthy Living).
•Williston Road Streetscape – completed draft plans, met
with adjoining property owners and held a public meeting to
obtain comments on plans. Revised concept to incorporate
comments.
•Pedestrian Bicycle Improvement over I-89/Exit 14 at
Williston Road - submitted grant application.
•Staff liaison to the Energy Committee (see Energy
Committee Annual Report).
Market Street was completed and the new Garden
Street Apartments occupied.
Market Street stormwater pond, September 2020.
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•Public Art Selection Committee – closed out the Market Street commission, acquired “Gooses” as part of the City’s
permanent collection, supported the committee in the design development and contracting for the South Burlington
Public Library and City Hall art.
•Oversaw the completion of the conceptual design for the Indoor Active Recreation Center based on public and
stakeholder outreach (proposed for Veteran’s Memorial Park).
•Advocated for the City Center TIF District to the State legislature which provided COVID relief in the form of a one-
year extension to incur debt.
•Coordinated with DHCD, SBBA, GMTA and others.
2021 Goals and Priorities
•Meet ongoing contractual obligations including administration of the TIF District and the Williston Road
Streetscape Grant.
•Market Street - close out financial books on project.
•South Burlington Public Library and City Hall - continue to coordinate design support for construction and the
move into the building (Public Library, City Hall and Senior Center).
•Ensure that priority projects for City Center TIF District are identified and lined up to responsibly secure funding as
necessary prior to the end of the period during which TIF financing debt may be incurred (March 31, 2023).
o Garden Street - obtain funding and prepare to bid
for construction the two sections (a) from Midas
Drive south to South Burlington City Center, LLC
(SBCC, LLC) land and (b) the completion of the
portion west of the SBCC, LLC land to Dorset
Street. Obtain right-of-way for the reconstruction
of the intersection of Midas/White Street and
Williston Road/Patchen Road/Hinesburg Road
(funding not sought at this time for this section).
o Williston Road Streetscape (south side) -
advance preliminary engineering, permitting and
ROW acquisition.
o Pedestrian and Bicycle Bridge over I-89 at Exit 14 - Obtain funding.
•Re-engage on City Center projects for which staff time has been unavailable:
o Impact Fee Study & Policy Support - Public Facilities.
•Indoor Recreation Facility - contract for construction management services to complete a validated cost estimate;
complete operational cost study; support efforts to secure project funding.
•Support the Public Art Selection Committee and the Energy Committee in meeting their goals.
Garden Street’s west end (A
in orange) and connector to
Williston Road (C in orange)
are now ready for Tax
Increment Financing funding
for construction.
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180 Market Street – Public Library, City Hall + Senior Center (Construction Photos)
Foundations were laid
Slabs were poured Steel was raised.
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2020 CJC Annual Report
Staff : 1 full-time, 3 part-time & 1 intern
Other members of the CJC team: 7 sub-contractors and 25 volunteers
Overview
•The mission of the SB CJC is to create and enhance the sense of community in South Burlington by
fostering relationships, honest dialogue, respect and healing. We strive to prevent and address crime and
conflict in South Burlington by working with those involved through shared decision-making to make
things right.
•Programs/Services are:
o Restorative Justice Panels
o Parallel Justice (for crime victims)
o Mediation & Conflict Assistance
o Safe Driving (for Chittenden County)
o Restorative Practices in Schools
o Community Dialogue, Education & Forums
•Annual Actual Budget for FY20 (July, 2019 – June, 2020) = $197,321
Accomplishments and Events
•We quickly transitioned to offering RJ Panel intake meetings, Panels, and Safe Driving classes
completely online or over the phone. We also revised the training for new Panel volunteers to be able to
offer it online. We have continued all our programs and services during the pandemic.
•We are successfully working with an intern from Northern VT University while working remotely.
•After several years of effort, conversations have begun about working with the SB School District on
Restorative Practices in all 5 schools. Trainings have occurred for the 3 elementary schools and the
middle school.
•Lisa Bedinger served on the interview committee to hire the Assistant Director of the National Center on
RJ at VT Law School.
•The VT Law School invited Chief Shawn Burke, Detective Kevin Grealis and Lisa Bedinger to participate
as presenters at national online conference and think tank about restorative justice and law enforcement.
The first of two events will take place in February.
New Projects for 2020
•We developed comprehensive written policies and procedures for financial resources we can offer to
crime victims.
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•We started meeting monthly with Domestic & Sexual Violence Advocates and other CJCs in Chittenden
County to begin a conversation about how restorative options might work when DV or SV victims would
like this option.
•As part of our Parallel Justice program, we have started to support Domestic Violence victims by filling in
gaps and unmet needs they have, in collaboration with the Victims’ Advocates at the State’s Attorney’s
Office.
Quantitative Data
•Restorative Justice Panel cases (new referrals) = 108
•Restitution paid to crime victims from Panel offenders = $11,252.92
•Mediation & Civil Panel Cases = 20
•Parallel Justice Cases (outreach to crime victims) = 623
•Safe Driving Participants = 387
•Volunteer Hours = 391.75
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Fire & EMS Department
Staff: Fire Chief Terence Francis
32 full-time, career professional Firefighters/EMTs
1 Electrical Inspector
1 administrative employee
Overview
There are three divisions within the department:
•Fire Suppression - Special Operations encompasses fire suppression, hazardous material operations, and
eight additional special rescue operations.
•Emergency Medical Services are comprised of a two-tiered response matrix, and provides unequal
medical care to our citizens.
•The Fire Marshal’s Office provides Building, Fire, Life Safety, Electrical Inspection and Code Enforcement
for all business and multifamily occupancies.
All Divisions are responsible for the delivery of specialized public education programs to the public.
Three shifts of 10 firefighter/EMTs, are responsible for the daily response to emergencies in the City. The
Department has 10 FF/Paramedics, 11 FF/Advanced EMTs and 11 FF/EMT-Bs evenly distributed amongst the three
shifts. This staffing allows SBFD to literally bring the most critical services of an Emergency Department to your
home to begin mitigating your emergency.
Each shift works 24 hours on duty, and has 48 hours off. Ideally, each shift firefighter works 2800 hours per year.
This year because of the impact of the pandemic, each firefighter worked an average of 3000 hrs. On a “good
night,” a firefighter will get 2.33 hrs. of uninterrupted sleep during his/her shift. On average, over the course of a
year, a firefighter will respond to more than 1100 calls, and participate in more than 350 hours of training.
The City continues to be the largest consumer of Fire and EMS Mutual Aid in the County. Relying on our partners
to assist in aiding our citizens, 680 times this past year. The vast majority of these calls were for additional
ambulances to respond into the city.
Quantitative Data
Total emergency responses for Calendar Year 2020 = 3771
Suppression:
Number of calls from total responses 1173 30.8% of all responses
Total number fires 65
Total number of building fires 16
Resulting in $900,000 in property loss and $319M in property saved. 3 civilians and 3 firefighters were injured.
Request for service because of Smoke/CO alarm issues 128
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Emergency Medical Services:
Number of calls from total responses 2633 69.2 % of all responses
Total EMS call with patients transported 1906
12 Paramedic Intercepts were performed by contract with the Town of Shelburne
Fire Marshal’s Office:
Request for information and inspection 8911
Total number of permits issued 405
Permits rejected for insufficient information 5
Notes on COVID 19 - Pandemic
SBFD staff began tracking and planning for the potential arrival of what was to identified as the COVID-19 virus in
the waning days of December 2019. As part of the City’s all hazards mitigation plan, Staff began ordering
additional infectious disease personal protection items in early January. Late January the department began
seeing patients with unusual Respiratory Syncytial Virus (RSV) presentations. By late February the department
was beginning the to implement the first set of guidance from CDC on Staff PPE. treating and transporting
patients that were suspected of having this new viral threat.
Effective March 6, all personnel were trained on appropriate donning and doffing and disposal of the Air Borne
Infectious Disease (AIRD) PPE ensemble. These precautions resulted with only 4 staff being required to isolate
during this first wave of the pandemic. No personnel were isolated because of contact with an infected patient,
with whom they had come in contact. Mid-March as our COVID persons under investigation (PUI) increased
significantly, a second ambulance was fully staffed and a designated safety officer was assigned to respond to all
calls for the next two and a half months. At the cost of more than $106,000 in overtime, extra decontamination
equipment and scare PPE costs. These costs have been forwarded to FEMA for reimbursement and have been
approved for reimbursement, as part of the State’s CARES program.
Through diligence, training, continuing to monitor/follow the science and directed CDC/VDOH guidance, all of the
Department functions continued without interruption, for the patients and clients we serve every day. SBFD is
unique, as this was not the case with the multiple State and other municipalities’ services.
This pandemic is a historic and unprecedented event for the Department and Community. If we are to be
considered successful in mitigating this event, it would not have possible without the unwavering support of your
Firefighters on the front line, the City Administration, and the City Council supporting our efforts.
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2021 Goals and Priorities
For the next 7-10 months, COVID 19 will continue to be cast a large shadow on the Department future endeavors.
We will continue to educate and encourage our staff to participate in the ongoing, voluntary inoculation program
offered through the Vermont Emergencies Medical Services.
We are actively investigating opportunities to become involved in a Community based EMS support role in the
administration of vaccines to the general population. Details of this project are still fluid as vaccine availability is
still a logistical challenge.
Currently the Fire Marshal’s Office reviews and inspects all new multi-family homes for compliance with the
Building, Fire, Life Safety, and Electrical Codes. New single-family homes are not. New single-family home is not
exempt from the requirements of the Code. Most fire fatalities happen at home. Why are we not providing the
same level of review, inspection and protection to all of our citizens? The cost of construction for a compliant
property and a non-compliant property is negligible. Support throughout the construction industry is rapidly
growing for this type of equitable service.
In closing, I would like to thank the citizens of our community for their continued support of their fire and
emergency service. We strive to give you the very best care during what may be your worst moment.
Thank you to the City Manager and his staff, the City Council, and all our other city departments. You make our
difficult job easier. A special thanks to the Officers and Firefighters of the South Burlington Fire-EMS-Special
Operations Department. You all strive for excellence each and every day. Should you have any questions or
challenges that I, or this department, can assist you with, please don’t hesitate to stop in or call.
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Planning & Zoning Department
Staff: Department Head: Paul Conner
Department Staff (4.75 FTE): Marla Keene, Development Review Planner
Dalila Hall, Administrative Officer
Cathyann LaRose, City Planner
Betsy Brown, Planning & Zoning Assistant
Departmental Overview
Main Functions:
•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 20 Expenditures:
•Budget:$457,083
Actual: $402,412
Accomplishments and Events
Fiscal Year 2020 encompasses the period of July 1, 2019 through June 30, 2020. In that time, many projects that
the Department had been working towards for a long time took significant strides forward. So as to not be
repetitive, I encourage everyone to read the following related annual reports: Development Review Board,
Planning Commission, and Zoning Administrator’s Report. However, there are a few key projects to highlight here:
•Construction in City Center: Market Street was completed; a new 60-home building run by Champlain
Housing Trust opened its doors; permitted was completed and construction began on the new Library/City
Hall, and a new hotel & substantial renovation to the existing Holiday Inn on Williston Road were
approved
•Conservation of 150+ acre “Auclair parcel A” on the east side of Hinesburg Road was completed, thanks
to significant efforts by the Vermont Land Trust and many other partners. The City Council also
participated in a nearby conservation project in partnership with The Nature Conservancy in South
Burlington and Shelburne
•Adoption of new regulations protecting River Corridors. These regulations follow model state bylaws
designed to account for the natural meandering of streams. In addition to the regulations’ benefits for
water quality and safety, adoption of these regulations reduced the City’s local grant matching
requirements for certain Federal hazard mitigation projects.
•Expansion of the City’s Inclusionary Zoning requirements. Throughout the City’s primary transportation
corridors (Williston Road, Kennedy Drive, Shelburne Road, City Center, etc.) all new residential
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development exceeding 12 homes must include a portion that remain permanently affordable. Offsets and
bonuses are included to defray the costs to ensure projects remain financially viable.
Lastly, and perhaps most importantly, the Department completed an immediate pivot when the Covid-19
pandemic hit our state. Thanks to a two-plus year effort of digitizing our permitting & development review
records, our team was able to transition to a remote work environment and continue to provide high levels of
customer service. As of the end of FY 20, all Development Review supporting documentation & decisions and
zoning permits dating back to 2004 had been scanned & placed in a publicly-accessible web portal, alongside
sign permits, escrows, and more. The Department is presently digitizing full-scale official (“record copy”
plans).
As part of this pivot, the Department took some key administrative steps to assist our local businesses as
well. The Department issued temporary permitting guidelines, eliminating the requirement to obtain permits
for temporary signage, temporary outdoor seating areas, food trucks & similar peddlers, and pick-up/drop off
areas. This was done in consultation with the South Burlington Business Association, to allow our businesses
to adjust as needed during these unprecedented times.
Qualitative Summary
Some key highlights that fall between the accomplishments described above and the committee reports:
Land Use & Transportation Planning
•Following adoption of an Interim Zoning bylaw in the prior fiscal year, several committees & reports were
conducted and completed. These include:
o Transfer of Development Rights Interim Zoning Committee Final Report
o Open Space Interim Zoning Committee Final Report of priority conservation parcels
o Natural Capital Valuation of Interim Zoning Parcels [Earth Economics]
o Report on the Additional Revenues Generated from New Housing Developments vs. the
Additional Costs to the City [John Stewart]
o The Planning Commission continued its work developing updated subdivision, planned unit
development, and environmental protection standards. As part of this work, a Habitat Block
Assessment and Ranking study was undertaken and completed by Arrowwood Environmental.
•Transportation planning efforts to overhaul the traffic impact fees & traffic overlay district continued, and
staff & the City Council participated in a large I-89 Corridor Study.
•See above under Accomplishments for additional
Sustainability
•Worked with newly-established energy manager, Lou Bresee, to facilitate and implement energy
efficiency projects in the City.
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2021 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, and to
performed a mid-Plan implementation analysis
•Complete Planned Unit Development / Natural Resources, Inclusionary Zoning related work under Interim
Zoning
•Continue to foster smart development in the City Center area
•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
•Continue digitization of documents and processes
•Begin development of a Climate Action Plan
A Final Note:
I would like to personally thank each and every person who we have worked with this past year. The effort to
pivot to an online environment in a matter of days, while sustaining our functions was tremendous. To our staff,
Dalila Hall, Marla Keene, Cathyann LaRose, and Betsy Brown, thank you. Your dedication and caliber of work were
(and remain) second to none. To our volunteers through various boards and committees, your service to the
community, in this year especially, is hugely appreciated. And to all of our community members, thank you for your
support (and at times patience!); it remains an honor and a pleasure to serve this great City.
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Police Department
Department Head: Police Chief Shawn Burke
The South Burlington Police Department is currently authorized fifty-one employees. Members of the organization
are assigned to Patrol Division, Special Operations Division, Administration, and the Community Justice Center.
Department Overview
The Patrol Division is commanded by Lieutenant Shawn Demore and represents the largest entity of the
organization. The Patrol Division is responsible for providing constant uniform police services to the community
and is our most visible element.
The Special Operations Division is commanded by Lt. Jeffrey Martel. Special Operations is responsible for all
investigative functions of the police department; the Bureau of Criminal Investigation, Investigators working with
the Internet Crimes Against Children Task Force, our Detective assigned to the Chittenden Unit for Special
Investigations, our Detective assigned to the Vermont State Police Drug Task Force, and our Human Trafficking
Case Manager. Special Operations is also responsible for our Youth Service / School Resource Officer Program
and our Crime Prevention Program.
The Administration Division houses the Office of the Chief, training and recruitment, policy compliance and
development, records management, emergency management, and emergency service communications. Day to day
operations of the Administration Division is managed by Lt Gregg Jager.
The Community Justice Center is led by Lisa Bedinger who is assisted by two part time employees facilitating a
host of restorative, alternative, and parallel justice programs.
The department handled 13,307 incidents in fiscal year 2020 and operated within the Council approved budget of
$5,039,397.97.
Accomplishments / Qualitative Summary
The organization continued to embody the core values of integrity, loyalty, duty, professionalism, teamwork,
fairness, and respect in our work. Late in FY 20 police misconduct and strained relationships in other places
brought the conversation home. The trust our community has in its police force and our courage to have tough
conversations about policing have both been invaluable.
The organization worked with a variety of partners to engage in a number of interesting projects in FY 20:
•A series of events were held to raise community awareness related to the prevalence of domestic
violence and the resources available for survivors,
•Our team worked with the Vermont Air National Guard to safely welcome the F35 while providing space
for opponents to be heard,
•We attended a number of events to further our relationship with the community; coffee with a cop, SoBu
Nite Out, and others,
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•Leroy Headley was apprehended in Jamaica following an international fugitive investigation,
•Evolved a response plan and mitigation strategy for the COVID-19 outbreak.
Quantitative Data
The organization leveraged all of our resources to address crime and disorder in the City. The illustrations here
show a snap shot of our work:
Total Incidents Dispatched by Emergency Dispatchers
Top 10 Police Incident Types – 13,307 Incidents in FY 20
3686 3799 3715
13929 13403 13307
0
2000
4000
6000
8000
10000
12000
14000
16000
FY 2018 FY 2019 FY 2020
SBFD Incidents SBPD Incidents
0500100015002000250030003500
FY18 FY19 FY20
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Crime Trends FY 18 – FY 20
Goals and Priorities for FY 21
The police department will continue to embrace the terms of police reform and embed the principals of 21st
Century Policing in our day-to-day operations. The action items underway in FY21 include:
•Robust response to an investigation of all domestic violence incidents,
•Fully embracing the concept of policing with citizen’s consent,
•Education for our employees pertaining to racism and the criminal justice system,
•Working with partner agencies to better serve the growing population suffering in crisis,
•Ensuring fiscal responsibility in response to the economic uncertainty of COVID-19,
•Leveraging all department resources to safely and effectively address crime and disorder in the City in
terms of both officer and citizen safety,
•Building a healthy and resilient workforce given the inherent stress of providing police services which has
been compounded in the COVID-19 operating environment.
It is my distinct honor to serve the City of South Burlington. I am excited to be in policing at this pivotal time, your
feedback is always welcome via our web site compliment complaint link.
Reatil
Theft DUI Domestics Assaults Burglary Vandalism Stolen
Vehicle
FY 18 215 97 148 42 60 65 20
FY 19 323 61 151 44 40 135 27
FY20 268 86 130 37 18 96 23
0
50
100
150
200
250
300
350
Crime Trends
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South Burlington Public Library
Department Head: Jennifer Murray, Director (6 years of service)
Leadership Team: Kathryn Plageman, Circulation Librarian (19 years of service)
Susan Bliss, Adult Services Librarian (6 years of service)
Kelly Kendall, Children’s Librarian (2 years of service)
Number of staff: 13 five with 9 hours a week or less, three with 19-28 hours, 5 full-time
Department Overview
The Library staff work together over the following
areas: Children’s Services, Adult Services, Circulation
and Cataloging.
“The South Burlington Public Library strengthens our
community through abundant resources, including
books; information; and opportunities to learn, share
and grow.” The Library Vision describes the Library as a
community destination and vital resource for
businesses and all members of the community. The
Library fosters individual inspiration, community
connection, self-directed learning, and access to
technology and information.
Annual Budget for FY20 was $547,823.
Staff and volunteers offered 30+ minutes of 1:1
computer assistance appointments to nine people per
month.
Over 11,000 items were checked out to visitors each month that we were open. E-book circulation increased by
over one third during COVID.
Staff and volunteers presented 37 programs monthly for an average of 523 attendees.
Library users signed in 650 times per month to the public computers.
Accomplishments and Events
Qualitative Summary
•The first eight months of the year included regular library programs, from Baby Time to Great Decisions,
crafts for kids to book clubs for adults and more. Various populations learned languages, shared board
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games, studied and used the library as they needed. In December staff invited folks in for a “Cozy Cuppa,”
allowing us to answer questions and get to know our patrons better.
•After COVID 19 hit in March, staff were furloughed and later
came back to work for part- or full-time hours adding to our
virtual presence with YouTube story times and read-alouds,
Cookbook Club and books clubs via Zoom. Other staff
opened the Library to allow curbside pickup, making library
materials available to existing and new patrons. Staff
created and maintained a blog linked to our website during
the stay home order, including lists and articles to engage
people who couldn’t leave home. The summer reading
program bags were available at curbside and included craft
kits, other fun things to do and lists of online resources. The
seed library moved out to curbside as well. With uncertainty about school schedules and a public interest
in homeschooling, staff increased that collection.
•Staff and trustees began the process of strategic planning
using the SOAR method. One area that staff identified was
an interest in more of our books getting into the hands of
readers. With that in mind, we started a subscription with
Novelist, a book service that now shows up at the bottom of
each search screen to give readers recommendations based
on what they are searching for. Inside the library staff
added displays, started numbering adult fiction series, and
created some pilot “shelf talkers” to direct people from one
author they love to others that are similar. Circulation
increased in both young adult and nonfiction collections.
•Collaboration with other Chittenden County libraries increased with our shared book club set program,
Kitkeeper. Now the SB library book sets are available easily around the county, and we can borrow from
others to facilitate programming. A partnership with
Standing Up for Racial Justice (SURJ) met the interest of the
public in having conversations about inequity and justice;
this also led to an increase in collection around inclusivity,
equity and democracy.
•As work on the building at 180 Market Street begins, the
Director continued to serve on the design committee and to
work with the Trustees and the Foundation to prepare for
the capital campaign.
Quantitative Data
•Cardholders total 9,374, with 1,000 new cards this year.
•Library visits averaged 9,000 per month when the Library was open for a total of 71,919 over eight
months.
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FY 2020 Goals and Priorities
Library staff made positive towards its goals as shown here:
•Continue to design and plan for our new library. ✔Ongoing
•Pilot a collaborative approach to program planning with Recreation & Parks to enhance the sustainability
of both programs. ✔
The two groups met to exchange information. They have worked together on a few programs. More
collaboration planned in FY 21 with the Senior Center.
•Complete a salary study towards competitive hiring and staff retention. ✔
Presented salary data and raised the hiring level for two positions.
•Develop an organizational chart that includes current and anticipated positions in preparation for
budgeting for the new library. ✔
Shared with Trustees and City management.
•Plan and implement a staff retreat during the upcoming year. ✔
•Investigate current practices regarding percent of budget to physical versus on-line materials and begin to
plan accordingly. ✘
Ongoing evaluation in the library field.
•Participate in Chittenden County resource sharing project for book club sets. ✔
Circulated 50 sets this year.
•Conduct a staff time study so that Library Management Team can assess cross training and job duties for
redundancy and succession planning and for the new library. ✘
Will revisit this upon opening full time.
•Improve library technology competencies, focusing on setting staff competency expectations, evaluating
technology services, and including technology strategies in the strategic plan. ✘
Will include technology competencies in final strategic plan, evaluations and in hiring in FY21.
•Continue to maintain and grow positive relationships with City Staff and Management. ✔ Ongoing
•Begin exploring best options for moving the library into the new space. ✘
Discussions with movers and preparing proposals moved to FY 21.
•Work more closely with selectors on streamlining the budget process for efficiency and accuracy. ✔
Ongoing
•Work closely with the Board of Trustees to create a new strategic plan. ✔
Phase One was completed as conversations were held with staff and trustees. Extensive planning for a
community survey was sidelined by COVID and will be revisited. Final plan by June 2020.
FY 2021 Goals and Priorities
•Review quotes and select furnishings and shelving vendors. By January 2021
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•Conduct a staff time study so that Library Management Team can assess cross training and job duties for
redundancy and succession planning and for the new library. May 2021
•Work closely with the Board and staff to complete the strategic plan. By June 2021
•Plan and implement additional virtual programs. By June 2021
•Develop opening criteria and site protocols to keep staff and the public safe from COVID. Ongoing
•Plan/update circulation policies and practices to allow nimble changes in hours and operations. Ongoing
•Plan and implement curbside service inside the mall. Ongoing
•Perform a collection inventory. By June 2021.
•Experiment with online reading challenges for all ages. By June 2021
•Write and implement fine-free policy towards inclusivity and equity in library services. By Dec 2020
•Implement Narcan policy as decided by the Trustees. By Dec 2020
•Bring staff back to work in a supportive environment. Ongoing
•Assist the Foundation by visiting with potential donors, assisting with grants, leading site tours. Ongoing
•Plan and implement the move. By June 2021
•Collaborate with local agencies on services and grant projects. Ongoing
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Department of Public Works
Departmental Overview
Department Managerial Staff:
Justin Rabidoux Director 11 years with the City
Tom DiPietro Deputy Director Environmental Services 14 years
Adam Cate Deputy Director Operations 10 years
Bob Fischer Wastewater Superintendent 5 years
Jay Nadeau Water Retail Superintendent 12 years with Champlain Water District
Department Divisions and their Responsibilities:
•Highway Division
9 employees
Maintain City’s public infrastructure including:
Roads and sidewalks
Traffic signals and street lights
Sewer lines
Street signs and pavement markings
•Stormwater Utility Division
7 employees
Maintain City’s stormwater infrastructure and manage the daily operations of the Utility
Construct stormwater improvements to comply with federal stormwater permits
•Parks Division
4 employees
Maintain the City’s parks and recreation paths
Manage the City’s urban forest and forested parks
Support the Recreation Department as their operational staff
•Sewer Division
8 employees
Staff and operate the City’s two wastewater facilities; Airport Parkway and Bartlett Bay
Perform laboratory analysis of each facility’s treated effluent to ensure permit compliance
Maintain the City’s three dozen sewer pump stations and miles of pressurized sewer lines
•Technical Services and Operations
2 employees
Perform in the field inspection of all roadway construction work in the City
Run the Department’s day to day operations
•Water Division
6 employees
Contracted employees from Champlain Water District serve as the City’s Water Division
Operate the City’s water system, including lines, hydrants, valves and lift stations
FY’20 Budget Review – The FY’20 DPW was $15,600,000. Despite the pandemic and its sever impact on our
budgets, the Department was able to finish the year within its voter approved budget.
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Accomplishments and Events
•Sewer Division:
•Initial design work on the twenty-year upgrade to the Bartlett Bay Facility (BB) has been initiated.
VTDEC requires engineering analysis of existing facility and upgrades every twenty years. The
facility was last upgraded in 1999.
•New pump stations installed on Hinesburg Road (the city’s largest station, processing over
1,000,000 gallons a day) and on Market Street (to support the development in City Center.
•Bob Fischer, the Division’s Superintendent, was awarded the New England Water and
Environmental Association’s 2019 Operator of the Year for Vermont.
•The Division sponsored four UVM Engineering seniors on a Design Project, “South Burlington
Wastewater Plant Chemical Reduction”. The students entered their project in the regional
competition, finishing first. They then entered the project in the National Competition which was
UVM’s first time at the National Competition and came in second.
•Division staff, led by Ashleigh Belrose, initiated a plastic film drive at city-owned facilities. The
500 pounds collected was the equivalent of 40,500 individual plastic grocery bags.
•Highway Division:
•Completed the City’s first Penny for Paths funded project by installing 365
feet of sidewalk and pedestrian-scale lighting at the Jug Handle in
conjunction with the University of Vermont.
•Made landscaping improvements to Overlook Park and repaved the
parking lot.
•Completed the LED street light conversion for all City-owned street lights.
•Had the lowest average salt use per mile in our ten years of tracking the
data. Unnecessarily applying more salt than is needed has negative fiscal
and environmental impacts.
•Water Division:
•Continued with the installation of radio read units connected to all water
meters to reduce the amount of time required to manually read meters,
reduce water loss, avoid misread meter reporting, and provide more real
time readings.
•Worked toward completing an asset inventory of all water infrastructure including over 950 fire
hydrants and 1,500 water gate valves.
•Stormwater Division:
•Stormwater Superintendent Dave Wheeler received the Green Mountain Water Environmental
Association Stormwater Employee of the Year Award.
•Reviewed recent projects and determined that the City has already met its permit-required
phosphorus reduction requirements for the Lake Champlain cleanup plan. The work we’ve
completed over the last 15 years has benefits not only for our local streams, but also Lake
Champlain.
•Work to design a replacement structure for the failed Muddy Brook culvert has progressed on an
accelerated schedule. The project has required the coordination of multiple partners (South
Burlington, Williston, VTrans, permitting agencies and private property owners). Construction is
scheduled for 2021.
Photo of Jug Handle Sidewalk
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Qualitative Summary & Data
Figure 1 - Local Water Rates (data provided by Champlain Water District)
South Burlington provides high quality water service to its residents and does so in a very economical manner.
Figure 2 – Salt Applied per Lane Mile by Year
One of our goals over the past few years is to track our salt usage during winter events. Recent investments allow
us to both track our fleet via GPS and also quantify exactly how much salt we are using at any point in the City.
New chloride best management practices are being drafted at the state level; collecting and tracking this data
today puts us in a great position for when these rules will be enacted.
$4.29 $4.46 $5.22 $5.22 $5.35 $5.46 $5.51 $5.70 $5.75 $5.92 $5.92 $6.05 $6.56 $6.70
$-
$1.00
$2.00
$3.00
$4.00
$5.00
$6.00
$7.00
$8.00
Water Rates: Cost per 1,000 gal
327.53
387.51 355.65 325.84 317.18 310.93 302.72 298.50
0.00
50.00
100.00
150.00
200.00
250.00
300.00
350.00
400.00
450.00
2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20
LB/Mile
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Figure 3 – Phosphorus discharge at Airport Parkway Wastewater Treatment Facility (blue line)
compared to permit limits (red line)
Wastewater employees are the literal first line of defense boots on the ground environmentalists in Vermont
when it comes to protecting our waterways. In South Burlington our excellent staff has our wastewater plants
discharging less than 10% of our permitted phosphorus limits. Phosphorus has been identified as a leading cause
of deteriorating water quality in Vermont’s lakes and streams. South Burlington is doing its share, and then some,
when it comes to protecting the health of Lake Champlain. (Note the influent level is 9.82 mg/L and our effluent is
in the 0.02 – 0.05 range, a 99.7% reduction)
FY 2021 Goals and Priorities
•Assist property owners as they work to comply with the State’s new 3-9050 stormwater permit. Many of
South Burlington’s neighborhoods have expired stormwater permits that will require upgrades based on
the new permit issued by State.
•Construct at least 3 stormwater projects. Due to COVID-19 related impacts, construction related work was
delayed or deferred in 2020. It appears that the 2021 construction season will be very busy.
•Continue to install radio water meter-reading units with the goal of completing the program as soon as
possible. COVID restrictions could delay the project’s final completion date.
•Begin upgrading aged and large water meters that contribute to water loss.
•Begin aggressive removal of Emerald Ash trees; the City is now within the Emerald Ash Borer hot zone as
determined by the State.
•Continue to expand our use of electric hand equipment and investigate the replacement of other gas-
powered equipment with electric equivalents.
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Recreation and Parks Department
Department Head: Holly Rees (10 Years of Service)
Number of staff: 5 full time staff; seasonal part time staff to support programs and athletic facilities
Departmental Overview
The mission of the Recreation and Parks Department is to connect diverse, dynamic public spaces and programs
which grow, inspire and create inclusive social interactions through land and people. We aim to foster a
supportive and constructive environment that embrace equity through inclusive decision making and mindful daily
actions.
COVID 19 pandemic resulted in the following actions which limited our ability to forward a full inventory of spring
and summer programs, camps and events. While the result of this can be seen in our revenue shortfall, the
implemented spending freeze allowed us to limit the compromises to the expense side as well. Below are the
final budget vs. actual revenues, expenses and CIP detail as well as a time line of the impacts:
Budget Actual +/-
Revenues: $205,600 $139,784 -$65,816
Expenses: $557,227 $443,312 -$113,915
CIP: $265,000 $7,049 -$257,951
•March 16 Governors Orders implemented - program lock down until June 1
•Part of state group to establish return to play protocols and camp guidance
•No spring field rentals
•No Camps offered in June- the traditional start-up of the camp season
•Staff were placed on administrative leave Mid-March-Mid April
•Staff furloughs 3 fully, 2 ½ April end of fiscal year
Accomplishments and Events
Smash hits for our community revolve around our engaging large group programs and events. Below is a sampling
of our tried-and-true annual successes. We look forward to adding to these traditional offerings.
•SoBu Nite Out
•Fall Soccer Success
•Halloween Events
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•Basketball
•Senior Programming
•Youth Programming (ski and ride, drivers Ed)
•Senior Holiday Meal
•Valentine Dance
Qualitative Summary
Indoor Rec Center Approval
We look forward to the public process of engaging our community in discussions of what they would like to see
for an indoor recreation center and are working with Freedman French Freeman to help us complete this work that
will lead to an initial design, which will help us build out both construction costs and operational plans for this
potential facility. We are hopeful that this work will be fully supported by the City Council and placed on a 2022
ballot.
Reflection:
While a well-attended public design process was completed, this initiative was not put to ballot on its own
merits. It was decided that a funding mechanism for the creation of this facility, as well as the potential for
numerous other facilities would be put to the voters instead. The additional special options tax was voted down
by the community. The intent of this project is to press forward with an individual ballot item to bond for the
remaining cost of construction, with the understanding that there will be private fundraising as well as reserved
recreation impact fees to off-set the total bond.
Increase senior programming to poise of opening of Senior Center July 2021
As we look to open the Senior Center in spring of 2021, we are taking steps in FY20 to ensure that we are
prepared to offer a full menu of various options to our senior populations. This effort includes varies site visits to
existing senior centers, participating in area senior center director and SASH coordinator meetings as well as
presentations to all senior congregate living facilities. From a staff level, we are reviewing the Human Resource
Inventory implications of this opening and are supporting existing staff with supplemental training in preparation.
We continue to fine tune the details of fit and finishes for the facility with the project manager.
Reflection:
Examination of both budgets and our human resource inventory plan proved to complicate the create of an
additional position; though we proved creative in our approach and began to implement a new staffing strategy
late this fall to lay the ground work for the hiring of a Senior Center Director this spring. A job description and
salary scales have been drafted and will be reviewed by the human resources team in the New Year. In the
meantime, program staff are engaged with the various agencies needed to develop connections and ensure robust
and meaningful programs to pass off to the new hire.
Sharing our story
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We are constantly evaluating how to effectively engage in a meaningful way with our community. While we fully
access efficient modes of social media communication, we are looking for the niche within our community to not
just inform, but to really be in conversation with the population we serve. We will work toward the creation of a
marketing manual that will encompass all mediums and provide platforms for a multi-layered and rich approach.
Some of the things we are looking forward to are: 15-30 second videos to highlight events and programs, weekly
video “fireside chats” with the Recreation and Parks Director, weekly articles in The Other Paper, daily stories on
the Recreation and Parks Website, a day in the life of each staff member video to be housed on our website, and
games and contests on social media to promote how SB engages with our parks, programs and events.
Reflection:
While we haven’t implemented “fire side chats” to date, I am proud of the mindful development of our marketing
strategies and the increase and regularity of our communications with our residents. We are now posting three
stories weekly on our website, have two postings to FPF monthly, have staff monitoring three different SB social
media accounts and use those to launch the creation of stories to respond to questions that are out and about in
the community. As always, our social media accounts are active daily to promote events and activities as well.
Natural Areas and Park Land Management
As we bring City Center Park and Bay Crest Park online and continue to make improvements to our Natural Areas,
there is a need to be ever mindful of staff and financial resources needed to support the vibrant and expansive
parks system that we have and continue to build on. While the Open Space Maintenance Fund is helpful in
priority project completion, it does not cover the totality of what is needed to provide all the maintenance and
access that our community desires and deserves. An additional staff member and supporting contracts are
needed in the parks division to help get us up to speed with new projects and maintain the assets we already
have in our inventory. Hand weeding at City Center and Wheeler alone could fill a full-time position and we want
to ensure that these specialty areas remain a treasure for residents to enjoy.
Reflection:
This staff position was created and approved through the City Council budget process in the fall of last year, but
the implementation of this staff was never actualized due to the pandemic and staff limitations and furloughs.
The maintenance work at City Center was completed through contract and other Open Space Maintenance done
sporadically through the skeleton staff last spring and early summer. We look forward to actualizing this position
in FY23; as it has already been sacrificed in the development of the FY22 budget.
Increase community engagement opportunities
We have seen a steady increase in the popularity of the SoBu Nite Out events and often hear how folks are
wanting more of that type of activity. With a limited and already tapped staff, we will continue to look for
creative ways to partner with others (specifically event production companies) to take on the coordination of
various new events. A couple of things we are working on for this year are as follows:
•Blue Grass Festival: To take place mid-late September. This would be an afternoon/evening 1
day festival that would welcome several bluegrass bands as well a corn hole tournament, and
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specialty food and beverage vendors.
•Ribfest: A one-day Saturday festival in the late summer that would bring a variety of
smokehouse BBQ to the area as well as entertainment, concerts and family activities. Could
include a local completion for best ribs in town.
•SnoBru: A weekend in February of both indoor and outdoor winter activities to include free family
skating, ice sculptures, heated tent concert, food trucks, sledding hill and kids activity lodge as
well as sampling from SB commercial and home brewers.
Reflection:
We were making headway on the planning of these events when the world stopped in March and prevented us
from moving forward with any people gathering events. During the early stages of quarantine; the staff switched
gears to start developing an inventor of concepts for passive recreation events that would provide social
distancing and allow for engagement without necessary gathering. Two of the activities conceptualized are the
Halloween Glow walk and the Winter Lights Display. While we look forward to further opportunities to build our
event inventory, the pause forced our creativity to think outside the box and adapt.
FY 2021 Goals and Priorities
•Creation of and Opening of Senior Center to include:
Hiring Senior Center Director
Creation of operational plan
Program inventory preparation
Marketing
Securing Senior Center Vehicle to assist with transportation/grant
•Continued Community Engagement through passive events
Halloween Events that are COVID Compliant
Holiday Lights Display in our Park
Scavenger Hunts, story walks, self-guided hikes, creation of cross-country ski trails
•Continued Community Engagement through planned events
Continue SoBu Nite Out Series
Start new food truck take out events for Thursdays in spring
SoBu Parade
SoBru: outdoor winter carnival and brew fest
Harvest Festival on Market Street
•Completion of CIP projects:
Dug Out Replacement at Vet
Bathroom Facility Renovation/Replacement at Vet
Dog Park Creation at Wheeler
Resurfacing basketball and Tennis Courts at Szymanski
Skinning the field at Jaycee to create authentic Softball Field
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•Continue indoor recreation space advocacy:
Verify construction costs
Secure private funding
Bring to individual ballot initiative
•Programming
Fully program the senior center space after hours to support all ages
Gain better access to school resources to support adult programming
Collaborate with the library to avoid program duplication
Increase year-round pre-school programming
•Social Service Mission:
Continue CHT Pop Up Events
Pop Up Play Events in the Parks
Secure funding for Trailer that is stocked with games and play materials
•Field and Facility Fee Review
Review current field and facility costs in the area and align our fees
Revamp policy around tiered fee schedule: pay to play on athletic fields
Create fee structure to rent basketball and tennis courts
•Dog Culture
Establish Task for positive dog culture/ dog recreation
Work with UVM classes for data collection of off leash dog visits in natural areas
Create messaging campaign to inform dog guardians of rationale of ordinances
Create cross department tally sheet of resident complaints
Compile operational guidance of like agencies (WVPD, UVM, State) around this issue
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Zoning Administrative Officer’s Report
Category # # of New Dwelling Units Issued
All Issued Permits FY20 887
Zoning Permits - All 351
Zoning Permits - Residential 37 71
The Planning and Zoning Office issued a total of 887 permits in FY20. This includes Zoning Permits for all types of
construction (residential, commercial, public projects), Sign Permits (Permanent and Temporary), Certificates of
Occupancy, Certificates of Compliance, Peddler Permits and Chicken Permits. It should be noted that the latter
quarter of the fiscal year was marked by the State of Vermont’s Stay at Home Executive Order in response to the
global pandemic. During this period, the Department put into place a series of temporary permitting measures to
assist businesses. These measures were related to outdoor seating, pick-up areas, temporary signage, food
trucks, and peddlers and included a temporary hiatus on the need to obtain certain permits.
Residential construction decreased this year compared to the previous year. The number of new dwelling units
decreased significantly from 167 units to 71 units reflecting a slowdown in construction of new housing units.
Overall, the trend in new housing unit construction had been steadily climbing since FY14 – with FY16 as a peak
(see chart). The 71 new units represent 25 single family dwellings, 18 two-family dwelling units, and 28 multi-
family dwelling units. Again, this decrease reflects the pause in construction activity that occurred when the Stay-
at-Home order went into effect.
In FY20, 37 administrative site plans were issued. This included South Burlington’s first Habitat for Humanity
project in the City Center Form Based Code district. This project will create four new affordable units in a multi-
family building.
Other projects/observations of note in the year include:
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•Zoning permit issued to begin construction on the new City Hall at 180 Market Street.
•Zoning permits issued for two 12-unit multi-family buildings in Phase 3 of South Village on Stafford
Street.
•Zoning permit issued to construct a new commercial building at 47 Tilley Drive which is slated to be a
market/deli that will serve offices and residents in the area.
•Requests for Backyard Chicken Permits doubled over the previous year from 5 permits in FY19 to 11
permits in FY20. As more people started working from home, they also started raising chickens.
Each year we remind residents of 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, as
well as any accessory structure (shed, detached garage, etc.) also regardless of cost. If you have any questions
about whether your project requires a permit, please contact the Planning & Zoning office at planning@sburl.com
or call 846-4106.
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BOARD & COMMITTEE
REPORTS
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Affordable Housing Committee
Mission
The Affordable Housing Committee’s mission is to increase the availability of safe and affordable housing in the
city, particularly for households with incomes no greater than 80% of the median for the region. To this end, it
provides guidance and policy recommendations to the Planning Commission and City Council, educates the
community about housing needs, and collaborates with regional municipalities and housing partners.
Members
Chris Trombly, Chair; Sandra Dooley, Vice-Chair; Leslie Black-Plumeau; Vince Bolduc; Patrick O’Brien; Mike
Simoneau; John Simson;
Accomplishments
•Committee met 10 times in 2020. The meetings were suspended in March and resumed in September in
online format to accommodate COVID19 safety precautions.
•Adopted Housing Space working group report that identified ideal undeveloped parcels for future housing.
Completed in March 2020 by Housing Space working group and briefed City Council on August 18, 2020.
a.Identified two sets of 5+ acre parcels that are ideal for future residential development: (1) those
all or partially zoned as residential and (2) those not currently zoned as residential.
•Attended several Planning Commission Meetings to provide feedback on impact to housing.
•Sent memo to City Council on October 19, 2020 opposing draft sewer ordinance due to impact restricting
housing availability.
•Solicited feedback from property owners in commercial and industrial districts Identified about extending
development types allowable to include residential.
•Attended Virtual Housing Convention hosted by Chittenden County Regional Planning Commission on
11/30/20.
•Provided preliminary feedback to the Planning and Zoning Director on new Accessory Dwelling Unit
regulation released in November.
•Motion passed supportive of proposed Eastview development plans for affordable housing units as
required by inclusionary zoning.
•Motion passed supportive of exploring repurposing the 575 Dorset street lot into affordable housing.
•Book discussion group planning sessions for Feb 2021 for understanding the impact housing regulations
can have on social inequities such as race and economics.
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Goals for 2021
•Continue to educate the City Council, Planning Commission and the general public on the positive impact
of increased housing, including housing affordable for low and moderate income.
•Change name from Affording Housing Committee to Housing committee to be more inclusive of different
housing challenges.
•Prepare an LDR amendment that will extend inclusionary zoning City-wide
•Develop a dedicated funding source or funding mechanism for the Housing Trust Fund to directly impact
the development of affordable housing.
•Propose ways SB could build on state provisions to allow more accessory dwellings and increase the
number of smaller, affordable homes citywide.
•Work with the Planning Commission on mechanisms to increase supply of housing stock by reviewing
density calculation, building types, inclusionary zoning, LDR amendments, and other zoning tools to
increase affordable housing consistent with Comprehensive Plan goals.
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Board of Civil Authority & Board of Abatement
The governance and responsibilities of the South Burlington Boards of Civil Authority and Abatement are
established by state statute. The Board of Civil Authority hears appeals of assessed real estate value and
conducts City elections. The Board of Abatement hears requests from taxpayers for tax abatement under any of
seven criteria set out in state statue. The two most frequent criteria used in South Burlington are for fire loss and
inability to pay. Inability to pay requests have been granted in very few cases of a temporary and severe nature.
These two Boards operate under quasi-judicial rules, acting to hear evidence from the City and the citizen and
render a decision in writing after a closed, deliberative session.
Board of Civil Authority and Board of Abatement are made up of all elected officials in the City:
Justices of the Peace:
Chris Shaw - Chair
Peter Taylor – Vice-Chair
Joanne Abate JP’s perform marriages
Al Gross
Barbara Gross
Steve Hutchins
Jason Kirchick
Maurice Mahoney
Pat Mahoney
Allyson Milot
Bob Nowak
Kate Nugent
Michael Sirotkin
Michel St. Germain
Lynn Vera BCA assist in running elections
City Councilors
Tim Barritt
Tom Chittenden
Meaghan Emery
David Kaufman
Helen Riehle
City Clerk (Clerk of the board)
Donna Kinville
Accomplishments and events
•The Board of Civil Authority met 8 times during the fiscal year for election preparations and election training.
There were no property value appeals to the board.
•The Board of Civil Authority oversaw 2 elections in FY 2020* which included the Annual Town meeting and
Presidential Primary along with 1 school budget revote being done under the COVID-19 pandemic. The Board
would like to thank our many volunteer poll workers and all those people who came to the polls on the
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election days and for their cooperation in following the requirement of wearing a mask and for keeping social
distancing.
•The Board of Abatement held 2 meetings and heard requests for abatements from 5 citizens for inability to
pay and all were either withdrawn or denied.
Qualitative Summary
The City of South Burlington Vision and Goal of “Affordability and Community Strong” to ensure transparent and
accessible government applies to both Boards. To accomplish this, the goals for the 2 boards include:
•Increasing the commitment of Justices of the Peace Board responsibilities;
•Increasing Board member understanding of Vermont statutes related to the function of the
Boards;
•Ensuring appellants understanding of the appeal’s process;
•Providing comment on Board related legislation;
•Ensuring well-staffed and managed elections;
•Ensuring adequate financing for Board responsibilities, especially elections
Special Note: Because this report ends June 30, 2020, we feel it is important to add the following significant
information for the more recently held elections in August and November of 2020. The August and November
elections were completely different from any that previously held in the City due to the COVID-19 pandemic. We
were faced with keeping our voters, as well as our poll workers, safe so many precautions were taken.
These precautions were:
•There were door openers at all locations to limit the number of people touching the door handle.
•There was a plastic shield placed between the voter and the check-in table workers.
•Each voting booth had only one of the 4 stations accessible to keep social distancing.
•The pens were handed out as needed and sanitized after every use.
•The voting booths were sanitized throughout the day
•KN95 masks were provided to all election workers
•Hand sanitizers were positioned throughout the polling area.
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For the November election, the Secretary of State decided to mail a ballot out to every active voter on our
checklist, something that has never been done before. A HUGE thank you to all the citizens who came forward to
offer their services for being a poll worker, as well as helping us process the unprecedented number of early
ballots we received. The overwhelming show of support was heartening and beyond our capacity to
accommodate all the volunteers. We apologize to anyone who we did not utilize. Thank you everyone!!
The Boards would like to recognize Peter Taylor who became a Justice of the Peace in 1986; which is 34 years
serving the citizens of this City and 22 of those years as the Chair of both boards. Peter was instrumental in
teaching all the new Justices (and especially the clerk) how these 2 boards operate and the role that the we all
play. Peter decided not to rerun this November and we are all going to miss him!
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Bike and Pedestrian Committee
The Mission of the Bike and Pedestrian Committee is to oversee the general operation of the City’s many recreational
paths, including field trails and sidewalks, and to advise the City Council of operational needs and future development
plans for the path network.
Members: Amanda Holland, Bill Wooden (Clerk), Bob Britt, Cathy Frank (Vice-Chair), Dana Farr, Donna Leban,
Nic Anderson, Havaleh Gagne, Shawn Goddard (Chair)
Accomplishments and Events
No regular monthly meetings from March-June 2020 due to COVID pandemic. Progress on new bicycle and pedestrian
infrastructure projects was somewhat slowed due to Spring 2020 Covid- 19 staffing and other issues.
In-Process Penny for Paths Projects being managed by Ashley Parker; City Project Liaison to Committee:
●New logo developed for use at/on any P4P funded project.
●The Committee continued to work closely with the City on the top P4P projects:
o Spear St Jug Handle Sidewalk at UVM – Continued to plan but install delayed due to COVID.
(FYI…Majority Completed October 2020 – except lighting and landscaping)
o Upper Allen Rd recreation path – Path designed and engineered; delayed in FY2020 due to one
remaining ROW issue. Construction expected in late spring/early summer 2021.
o Airport Parkway sidewalk and on-road bike lanes – Engineering in progress; no major ROW issues
expected. Construction expected in late spring/early summer 2021.
o Dorset St Shared Use Path (Old Cross to Sadie Lane) – Survey and delineation work completed in May
2020; design and engineering work continuing. Construction not expected until summer 2023.
o Underwood Parcel Shared Use Path (connecting Nowland Farm Rd. to South Pointe neighborhood) –
Part of larger planned off-Spear Street facilities connecting from Shelburne Town Line through South
Village, South Pointe, Nowland Farm, Vale Dr, Spear Meadow to Swift Street. Design and engineering
continuing.
●White Street bike lanes
o The Committee hosted a public forum for discussion of possible bicycle lanes on White Street, by making both sides
of White Street “No Parking Any Time”
o Recommendations reviewed and approved by City Council January 2020
o Was to be installed Summer/Fall 2020 but is postponed to Spring 2021 due to COVID.
●Crosswalks on Williston Rd. near Elsom Parkway and Mills Ave, on Kennedy Drive at W. Twin Oaks and five on
Hinesburg Rd. between Williston Rd. and Kennedy have been scoped and are awaiting engineering and
construction sometime in 2021/2022.
●Work with the City
o Worked with Planning and Zoning Department to establish a better Project Scoping Process.
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o Committee presented safety issues to City Council in which four were adopted.
o Prompted City Council to request a speed limit study by VTRANS on Hinesburg Road from Williston
Road to the Shelburne town line.
o A subgroup of the Committee meets quarterly with DPW director Justin Rabidoux to coordinate
priorities, discuss issues, and revise City standards related to bike/ped infrastructure.
o The Committee maintained the maintenance tracking sheet for bike/ped infrastructure issues to inform
DPW.
o The Committee worked with DPW to install a pedestrian-controlled crossing light at Swift and Spear
Streets in August 2019 funded by Penny for Path proceeds. The Committee is still working with the DPW
on “No Right on Red” timing to allow the safe crossing of pedestrians while the crossing light is
activated.
o The Committee works closely with the City Liaison and DPW on CIP Updates and UPWP Priorities.
o A member of the Bike-Pedestrian Committee continued to attend the Development Review Board semi-
monthly meetings during the course of the past year. Of interest to the committee because of the impact
they would have on South Burlington’s Bike- Pedestrian infrastructure is the ongoing O’Brien development,
South Village, Spear Meadows, Hannaford Drive, a proposed development on Shelburne Road at Queen
City Park Rd, the Blackrock development at the corner of Dorset Street and Park Road, Fayette Road and
before it was withdrawn, Dorset Meadows.
o When appropriate, and often at the request of the DRB, the committee meets with developers to
review their project with regard to bike-pedestrian infrastructure.
o The Committee attended joint committee meetings with:
▪South Burlington Committee Symposium in September 2019
▪Recreation and Parks Committee in May 2020
o The committee member appointed to the Interim Zoning Open Space Committee completed their work.
o The Committee worked with various City Departments to collect information to apply
for a ‘Bicycle Friendly Community’ designation from the League of American Bicyclists.
●Work with other community groups
The Committee continue to work closely with CCRPC to develop accurate maps of the South Burlington bike/ped
existing and proposed facilities.
●Community Outreach
The Committee submitted articles and content for the City website and The Other Paper to keep South Burlington
residents informed on bike/ped issues and improvements.
Quantitative Data
●More than 10 bike/ped infrastructure projects underway (either via scoping, design/engineering
or “shovel-ready”).
●Current proposed projects distances (just from the projects in ‘Accomplishments and Events’ above) include:
o 4,050 feet (0.75 miles) of sidewalk,
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o 21,300 feet (4.1 miles) of on-road bike lanes, and
o 5,600 feet (1.1 miles) of rec path.
●Score of 28 (out of 100) in Places for Bikes Bicycle Network Analysis. Up from 25 in Feb 2019.
●1.9 (out of 5) in People for Bikes City Rankings. (Same as in 2019). Lowest score is in
“Acceleration” (speed of change) at 0.4 out of 5.
FY 2021 Goals and Priorities
●Continue to engage closely with City on immediate and effective allocation of the Penny for Paths funds
as well as a strategic plan for funding all top priority projects.
●Continue to ensure alignment of the City CIP with our bike and pedestrian infrastructure priorities.
●Meet regularly with DPW to drive alignment on maintenance needs and striping priorities.
●Work with the City to develop and deploy the new Rec Path wayfinding package and regulatory signage at key
locations.
●Annually update the bike/Ped infrastructure mapping data (existing and proposed) to reflect changes to
infrastructure and priorities.
●Strengthen the 2-way communication with South Burlington residents on bike/ped infrastructure
needs and priorities.
●Continue to improve awareness of South Burlington as a bikeable, walkable city via community outreach,
mapping work, and updates with People for Bikes and League of American Bicyclists surveys.
●Continue to track and maintain all of the South Burlington scoping studies and related information in
our Google Drive.
●Continue to work with Energy Committee and South Burlington schools on initiative to increase bicycle and
pedestrian commuting for South Burlington students and staff.
●Advance potential crosswalk installations and work to map process and find ways to speed up entire
process for crosswalk planning and implementation.
●Plan Neighborhood to Schools Greenway pilot to create safe route for Mayfair Park and other neighborhoods
high school and middle school students to get to school by foot or bike.
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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: Matt Cota, Chair; Brian Sullivan, Vice-Chair; Dawn Philibert, Clerk; Mark Behr; John Wilking, Jim Langan,
Elissa Portman.
Accomplishments & Events
Below are some notable projects reviewed by the DRB over the past fiscal year.
•The DRB approved a site plan application (#SP-19-07) to construct a 25,560 sf, 31 ft high warehouse building,
paved parking area at 284 Meadowland Drive.
•The DRB approved a final plat application (#SD-20-18) for a planned unit development with eleven single family
homes at 1226 Dorset Street.
•The DRB approved a final plat application (#SD-19-22) to build a 144,000 square foot warehousing and
distribution center at 635 Community Drive.
•The DRB denied an after the fact request (#SD-19-2) to reduce the rear yard setback for from 20-feet to 13-feet
at a single-family dwelling in the Rye development on 1075 Hinesburg Road.
•The DRB denied a final plat application (#SD-19-27) for a planned unit development of 94 single family homes,
24 dwelling units in two-family homes, 35 dwelling units in multi- family homes, one existing single-family
home, conservation of 15.80 acres on-site and conservation of approximately 55 acres off-site through the
purchase of 68 Transfer Development Rights at 1505 Dorset Street.
•The DRB approved a final plat application (#SD-19-32) to construct a short order restaurant and retail sales
building at 47 Tilley Drive.
•The DRB approved a final plat application (#SD-19-33) to subdivide an existing undeveloped 194-acre parcel at
1650 Hinesburg Road.
Quantitative Data
Decisions Issued
Conditional Use (CU) 5
Site Plan (SP)* 12
Subdivision (SD) 16
Master Plan (MP) 0
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Design Review (DR) 1
Reconsiderations 1
Miscellaneous (MS) 6
Appeal of Administrative Officer (AO) 0
*Site plans issued by the DRB only.
248,054 sf of new commercial square feet approved
28 new lots created via final plat
FY 2021 Goals and Priorities
•Provide input to Planning Commission and City Council in the effort to create clarity and consistency in South
Burlington’s land development regulations.
•Improve public participation through the online hearing platform
•Strive to continue providing a timely review of applications
•Provide an impartial review of applications based on their compliance with the LDRs.
•Ensure that everyone who wants to participate in the review of an application has a clear opportunity to do so.
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Dog Park Committee
Committee Charge per City Council: The Dog Park Committee was established by the City Council in 2018. The mission
is to "Enhance the quality of life and community connections through Dog Parks for SoBu residents and their dogs". They
advise the City Council on Dog Park related issues in South Burlington.
Members: Larry Kupferman (Chair), Mike Simoneau (Vice Chair Recreation & Parks Committee), Linda Chiasson,
Betty Milizia, Muriel More, Molly Bezio, Barbara Sirvis
Accomplishments and Events
The Committee’s main focus over the past year has been to advance the design of a new Dog Park at the City-owned
Wheeler property. Approval from state and federal regulators for the park’s design and layout was obtained after many
months of back and forth.
The Committee’s efforts, like many others’,
were waylaid by the pandemic. The
Committee met only a handful of times due
to the shutdown, but were able to finalize an
approved Park design (see site plan to the
right).
The approved design was the main focus of
the few meetings the Committee was able to
hold; it underwent many iterations based on
Committee and public input before it was
approved.
The Committee made a formal
recommendation for the establishment of a grassroots community organization that could collaborate with the
Recreation Department so that the Dog Park Committee can help with public education, fundraising, host events, and
bring any relevant information on dog park usage. To that end, the South Burlington Friends of Dog Parks was formed.
FY 2021 Goals and Priorities
1.Obtain local permitting approval to construct the Park.
2.Construct and open the Park.
3.Work with the City on the following tasks:
a.Discussion for possible additional Dog Park(s).
b.Inclusion in city-wide park management plans, especially as they relate to owner/canine recreation
opportunities.
c.Work with the development community to consider public amenities in their projects, up to and include
new dog parks.
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Energy Committee
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.
Members: Andrew Chalnick, Don Cummings, Keith Epstein, Linda McGinnis, Karen McKenny, Marcy Murray, Tim
Perrin, Richard Shrake, Sam Swanson, and Patty Tashiro. Keith Epstein, Tim Perrin, and Andrew Chalnick served
in the rotating committee chairperson role.
The Committee met regularly through March 2020 on the second Thursday of each month at the Gregory Drive
Community Room until the onset of the COVID-19 pandemic forced the committee to adjourn through the end of
the fiscal year.
Accomplishments and Events
Climate Action Plan
●Sought to assist the city in meeting City Council’s 2017 directive to establish a Climate Action Plan
●Collected and analyzed the approaches other communities have pursued in developing climate action
plans
●Began assembling a presentation to guide City Council toward the priorities and processes of creating a
plan
●Worked with city staff to explore options for assessing and tracking revolving fund’s energy projects
Energy Efficiency
●Met regularly with Energy Manager to help guide the prioritization and assessment of city efficiency
projects
●Organized a demonstration of electric lawn mowers for the city to evaluate
●Continued to lead a collaborative effort to supplement traditional airport-related noise abatement efforts
with energy-efficiency-related insulation and associated measures.
●Proposed inclusion of energy consideration of Capital Improvement Program costs for city departments
Renewable Energy
●Consulted with state senators to address raising municipal net metering cap
●Met with state and local government entities as well as Green Mountain Power and local real estate
developers to address the goal of requiring solar panels on new commercial buildings
●Presentation to the South Burlington Planning Commission proposing a Solar PV requirement for new
residential and commercial construction.
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Transportation
●Assisted school district in applying for the Volkswagen Environmental Mitigation Fund Electric School Bus pilot
program
●Submitted a request to CCRPC for assistance in tracking city and regional tailpipe emissions
●Assessed applicability of the Way to go! commuting challenge with school district and Bicycle & Pedestrian
Committee
Outreach
●Sponsored and promoted a public forum featuring the legislature’s Vermont Climate Solutions Caucus
FY2021 Goals and Priorities
●Resume Committee meetings as soon as pandemic conditions allow effective public participation in
Committee functions
●Support city administration in taking substantive action to fulfill the City Council’s August 2017 Vermont
Climate Pledge Coalition commitment to meet the United States’ December 2015 Paris Climate Accord
pledge to reduce greenhouse gas emissions levels from 2005 by 26 to 28 percent by 2025
●Support the continuing municipal effort to meet the March 2014 City Council Resolution that prioritizes
energy efficiency and conservation actions
●Develop strategies, projects, and outreach that the committee can undertake to 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 the collection, analysis and reporting of historical City-wide greenhouse gas emissions. Support
development of or subscription to tools to track, compare and evaluate future emissions on a City-wide
and project-by-project basis
●Continue to build an energy-efficient and clean energy community to maximize the health, safety and
economic well-being of community members
●Advocate for city support of key regional and statewide energy-related policies and program initiatives
needed to achieve our long-term goals
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South Burlington Public Library Board of Trustees
The South Burlington Library Board of Trustees is an 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 has
been very active in helping to create the plan for the new library and oversees an annual appeal for the Library.
The Board meets monthly and Trustees also serve on one of the following committees: Advocacy, Governance &
Nominating, Evaluation, or Finance.
Trustees: Patrick Leduc (Chair) – 2023, Stacey Pape (Vice Chair) – 2022, Ted Lenski (Treasurer) – 2021,
Margery Vagt (Secretary) – 2023, Lee Freeman – 2022, Diane Bugbee – 2021, Penne Tompkins – 2021,
MargaretAnn Cross – 2021, Lauren Ballard Hatch – 2022, Jay Pasackow – 2022, Alicia Lamonda – 2023
Accomplishments and events
In FY 20, the Library Board met the following goals:
•The Trustees worked with the City to complete the new library’s design
and functional use as well as budget and plan long-term staffing needs.
•Completed a pay study pertaining to Library staff.
•Initiated the strategic planning process that will continue into the next
fiscal year.
•Approved naming opportunities for use in fundraising efforts of the
South Burlington Library Foundation (a 501c3).
•Initiated the planning for the grand opening of the new South
Burlington Public Library.
•Helped guide the pandemic plans to maintain accessibility of the
Library resources for all South Burlington citizens. Through the efforts
of the staff, the library continued to provide the community with creative accessibility.
•Continue to advocate for state-of-the-art technology including self-checkout machines, collaborative video and
enhanced web tools.
Quantitative Data
•Managed the Blanchette Fund account effectively with investment income of $12,463 that supports the new City
Hall, Senior Center and Public Library on Market Street. Funds balance is approximately $425,000.
•Established an investment policy that guides the effective management of any assets available to the Library
Board to optimize value while minimizing risk
•Submitted FY 22 budget to provide support for the expanded library, meeting rooms and increased citizen
engagement through enhanced programs and digital tools
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FY 2021 Goals and Priorities
•Open the new South Burlington Public Library and help the Library staff market new programs and collections
•Complete the Library’s Strategic Plan
•Expand the fund-raising opportunities to support growth in resources, hours of operation and programming
•Set a policy review schedule and start revising policies as needed
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Natural Resources and Conservation Committee
Mission Statement
The mission of the South Burlington Natural Resources and Conservation Committee is to promote community
awareness and recommend policy, on behalf of natural resources, which contribute to the health, wellbeing and
quality of life of current and future generations within the South Burlington community.
The Natural Resources Committee is guided by the following principles:
•Advise the City Council, Planning Commission, and Development Review Board on natural resource related issues;
•Maintain awareness of the current status of our natural resources;
•Expand our knowledge base of conservation related issues;
•Monitor planned development or projects which may affect the status of our natural resources;
•Participate in natural resources policy development;
•Collaborate with other city-sponsored advisory bodies, community organizations and institutions.
Committee Members:
TERM ENDS
Ray Gonda, chair 2022
Larry Kupferman, vice-chair 2023
David Crawford 2020
Jesse Grillo 2022
Lisa Yankowski 2021
Corey Santorello 2021
Jean-Sebastien Chaulot 2022
Andrew Shatzer 2023
Colin McIntosh 2022
Accomplishments
•Collaborated with other city-sponsored advisory bodies, community organizations and institutions in the
development and implementation of activities that promote and enhance natural resources in South Burlington
•Reviewed Mission Statement, Operating Structure and Operating Policies.
•Provided comments to the Development Review Board on potential impact on existing natural resources located on
specific properties, by citing specific priorities and goals identified in the City’s Comprehensive Plan.
•Collaborated with appropriate City Staff and other resources to assess, the health and increase the City tree
canopy and recommend appropriate zoning regulations.
•Support the City Council and Planning Commission Interim Zoning efforts.
•Updated Annual Work Plan
•Drafted and approved a list of environmental priorities that will guide the NRCC review of development applications
-to be given to project applicants as early as possible in the application process
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Goals and Priorities
•Support the City Council and Planning Commission Interim Zoning efforts.
•Present DRB’s Comments to NRC regarding proposed developments.
•Update Annual Work Plan and Multi-Year Plan.
•Collaborate with appropriate City Staff and other resources to assess, the health and increase the City Tree Canopy,
and recommend Land Development Regulations.
•Publish educational articles on natural resources related topics through The Other Paper and other appropriate
social media venues.
•Provide NRC resource support at community events, as requested.
•Support Weed Warriors events through promotion of volunteer efforts.
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Planning Commission
Mission: The Planning Commission’s mission is set forth in 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.
Meetings were held at the City Hall in FY19. Starting in August 2020, after a five-month break from meetings due
to COVID-19, the Commission has been meeting virtually. 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, Michael Mittag.
In July of 2020 we thanked Art Klugo for his many years of service and welcomed Paul Engels.
Accomplishments
Our Community visioned the City we should be in the Comprehensive Plan, and although it is not fast, we are
changing our Land Development Regulations and City policies to reflect those visions. Listening to our citizens
and balancing the current and future needs of all our citizens is something our Committee is proud to strive
for. There are many competing goods that take thoughtful planning to accomplish. Our small steps in each
recommendation for change to our laws are all moving toward our City having a better more thoughtful
future. The principles of Smart Growth do not always align with our traditional ways of doing things and that
change may not always be comfortable, but we are trying to move the City in the right direction. A few of the
specific amendments to the Land Development Regulations adopted include:
•Expanded inclusionary zoning from City Center to cover the entire transit overlay district
•Eliminated minimum parking requirements for most uses
•Adopted River Corridor standards citywide
•Made modifications to City Center FBC and Affordable Housing Density Bonus standards to make more
functional
•Received TDR and Open Space Interim Zoning Reports
•Commissioned and completed Arrowwood Habitat Assessment and Ranking
•Advanced project to overhaul the City’s subdivision, Planned Unit Development, Master Plan, and
Environmental Protection Standards
Projects underway at start of FY 2021
The majority of the Planning Commissions time has been spent according to the direction from the City Council to
prioritize the completion of new Planned Unit Development (PUD) standards above other items on the Planning
Commission’s work plan. The Commission has been working on all elements of the PUDs and incorporation of
these elements into the Land Development Regulations (LDRs). This work includes setting standards for natural
resource protection, open space types, building types, and street types that are consistent and not limited to the
PUD or FBC areas. This work includes a specific focus on implementing some Comprehensive Plan goals and
71
objectives and evaluation of natural resource protection standards. The PC will also be receiving information from
other Committees and evaluating in the context of all City Goals. Significant effort has been invested into
enhancements to the Environmental Protection Standards in the Land Development Regulations. A few of the
goals of this ongoing work include:
•a new type of zoning for City Center area to make what we see and how we interact with the environment
more predictable,
•moving towards mixed use,
•moving away from a sea of parking in front of each building,
•prioritizing the safety and comfort pedestrians and bikers,
•setting standards for how open spaces are selected, created, and used,
•providing housing for all citizens,
•creating expanded natural resource protections,
•and making our LDRs more predictable so all parties have a better understanding of the possibilities.
Major Projects FY 2021
LDR changes will be sent to the City Council for their approval, which will include a public hearing and vote on
adoption. A large set of LDR amendments including updates to the Environmental Protection Standards, Master
Plan, Subdivision Regulations, and Planned Unit Developments is expected in late Winter or Spring 2021. This is a
large body of work and we expect there will be additional items that will require a second round of work by the
Commission and ultimately LDR amendments including recommendations from the Interim Zoning TDR Committee.
We will then revisit the work plan and requests from the public.
Quantitative Data
One of the goals of the 2016 Comprehensive Plan 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). Historical patterns in the City were to have the majority of homes (63%) located
in Lower Intensity land use areas, a large amount in Medium Intensity areas (23%), and a small proportion – just
13%, in high intensity areas as shown in the overall location of all homes in the City (Figure 2). Trends in the last
9 years show that new homes are being distributed across Land Use areas more closely in line with
Comprehensive Plan Goals (Figure 3). Since 2010, 28% of new housing has been built in high intensity areas, 39%
has been in medium intensity areas, and just 32% in low intensity areas. Very few homes are located in
Conservation-Low Intensity areas, while a higher percentage of new homes are located in areas designated for
Higher Intensity Land Use.
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
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acknowledge and commend the efforts that the staff has dedicated to accomplishing the Planning Commission’s
goals. The staff has gone above and beyond to make a non-normal year smooth and successful. The transition to
virtual meetings would not be possible without the dedication and support we receive from staff. We also
acknowledge the many South Burlington residents that attend our meetings and workshops to participate in our
planning efforts.
Figure 1: Map 11 Future Land Use Map, excerpt from 2016 Comprehensive Plan.
Figure 2: Percent of All Homes by Land Use District, corresponding to Future Land Use Map.
3%
13%
60%
23%
0%1%
Percent of Homes by Land Use District
(all homes)
Conservation-Low Intensity Higher Intensity Lower Intensity
Medium Intensity Non-Residential Districts Planning Underway
2%
28%
30%
39%
0%-1%
Percent of Homes by Land Use District
(homes built 2010-2019)
Conservation-Low Intensity Higher Intensity Lower Intensity
Medium Intensity Non-Residential Districts Planning Underway
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Public Art Selection Committee Annual Report 2020
The purpose of the Committee is to make recommendations at the request of the City Council on the selection of
artists for, and acquisition of, permanent public art located on property owned or controlled by the City.
Members
Trice Stratmann Chair
Jeanne-Sebastian Chaulot Vice Chair
Amanda Holland
Jennifer Kochman
Penelope Tompkins
Michele Bailey Vermont Council on the Arts
Ilona Blanchard Staff
Accomplishments and events of the past year
•In October of 2019, Tyler Venditouli (the artist) installed “Gooses” in the City Center Park (Market Street
stormwater pond recreation area). The piece is composed of five bronze silica “geese” and three
“goslings”. Ownership transferred to the City in November 2019.
•Throughout the fall, the committee worked with the proposed 180 Market Street artist, Phil
Godenschwager, to take the conceptual proposal for a monumental clock in the library to a final design.
•In the winter, the committee successfully recommended to the City Council that the public art commission
for 180 Market Street public art be awarded to Phil Godenschwager, a Vermont stained-glass artist.
Quantitative Data
•$50,000 budget
•$20,000 was requested in the SB CIP for FY2021 and the years after.
•Glow Walk Event at the Market Street Stormwater Park had 420 participants in the self-guided walk
around the “Gooses”.
Goals and priorities
•Public Art Dedication for “Gooses” on Market Street.
•Our next project: the public art selection for the Williston Road Streetscape.
•Updating the Public Arts page on the city web site.
•We would like to have a community cultural assessment done to find out who are the artists and arts
organizations that live and operate in our community. And, how we can see their work and where they
work.
•We would like to create a cultural plan for South Burlington. This would include a public outreach to the
South Burlington community to see what kind of art is desired in our public spaces and whether or not
they would like to have a community art center like the “BCA” center in Burlington.
•Apply for the Vermont Arts Council Grant “Animating Infrastructure” FY2022
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Recreation and Parks Committee
Mission: The committee shall be called the City of South Burlington Recreation and Parks Committee.
The mission of the Recreation and Parks Committee is to support the Recreation and Parks Department in their
goals and efforts to provide recreation and program opportunities; and to acquire and maintain recreation facilities
and open space. We do this in concert with the NRPA pillars of recreation: Conservation, Health and Well-being,
and Social Equity.
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.
Members:
Katie Langrock - Chair term expires 2023
Lauren Wedam - Vice Chair term expires 2022
Jennifer Kochman term expires 2022
Mike Simoneau term expires 2021
Jon Pence term expires 2021
Christy Pilsucky term expires 2022
Caroline Henne term expires 2023
William Sudbay term expires 2023
William Barber term expires 2023
Accomplishments
Committee Membership
•Recognized our retiring long standing members Liz Robitaille, Paul Steinman and Glenn Sproll
•Introduced new members Lauren Wedam, Christy Pilsucki in July of 2019
•In October of 2019, Tami Zyka resigned from committee creating need for mid-year reorganization
•Refinement of committee orientation
•Half day committee tour of all parks, learning history, space utilization and discussed potential for future
improvements
Indoor Recreation Center
Much of this year was spent working toward the long-term goal of creating an indoor recreation acility. Veteran’s
Park was the location best suited for the facility and work began to develop plans and funding.The committee
participated with the city management and outside consultants throughout the process of:
•Establishing an RFQ for indoor recreation center design
•Preparing public outreach steps and timeline for Indoor Rec Center kick off
•Developing FAQ’s and initiating public outreach
And received updates:
•Reviewed of Indoor Rec Center Slides and Cost Presentation- Ilona Blanchard
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•Indoor Rec Facility Operation Plan Status Report
•Funding mechanism voted down in March
Analysis
•NRPA sub-committee analysis created and presented to CC July 15
•Participated in developing CIP
Development review
•Reviewed Rye Meadows park setback per planning request
•Presentation and discussion of O’Brien Farm Master Plan Concept in joint meeting with NRC and Bike &
Ped Committee
Park updates
•Bay Crest Install Update
•Parks Foreman planned outage Supervision of Seasonal Summer Park Staff
•Athletic Fields
•Public parks signage
•Overlook Park Update
•Discussion of conserving park land
•Dog Park updates and discussion around new potential locations
•Wheeler House & Common Roots Lease extension inquiry, addition of outdoor pizza oven
•The Common Roots lease extensions for both Underwood and Wheeler House occurred over
multiple meetings. The committee worked to create consistency between the leases and to
formalize the relationship between Common Roots and the City of South Burlington.
Potential new park spaces
•Overview and discussion of South Village soccer field status & general design
•Overview and discussion of Airport Landscaping plan & Chamberlin neighborhood recreation path
180 Market Street
•180 Market Street Update: Review Final Design, Fit up and Finish and next steps
Other areas of focus or discussion
•Participated in the IZ Open Space Group
•Reviewed Land Trust Conversation Ballot Language
•Update on Land Trust Cents for Conservation
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Covid Response
Mid-March
•All support staff put on administrative leave through end of the month, working from home for essential
tasks only
April 2020
•NO MEETING-City Council suspends all committee meetings as city moves to essential work only
•Department heads have to furlough staff and use “essential work only” time. Two rec staff are fully
furloughed and 2 up to ½ time only
May 2020
•Staff furloughs continue: Department Head only full-time employee for Department
June 2020
•Staff furloughs continue: Department Head only full-time employee for Department
Priorities Related to the Comprehensive Plan
The Recreation and Parks Committee and Department continually engage in an effort to assess and address
priorities. We strive to create indoor and outdoor recreation and program opportunities for all residents of South
Burlington. Comprehensive Plan goals, objectives and strategies support these Recreation and Parks priorities:
•Indoor Recreation Space is a critical need. The winters are long; many people would enjoy indoor fitness
facilities, but can’t afford a club. Recreation and Parks recognizes social equity and health and wellness
as pillars. We support the location of Veterans Park for creating an indoor recreation facility.
•Program Space: The Department of Recreation and Parks has a long-standing need for program space.
Adults, seniors and pre-school populations (in fact all populations!) are under-served by programming
simply because of lack of space. 180 Market Street will alleviate this problem to some degree.
•Creation of Playing Fields and Tennis Courts: The fields and courts are in heavy demand during the
season when they must also undergo maintenance. This has been a chronic, long-standing problem. In
addition, we have recently been approached by residents who want more courts available. We have
participated in the IZ Open Space Task Force, and have shared these concerns.
•Recreation and Parks Administrative Offices: When 180 Market Street is completed in 2021 the
Recreation and Park Department office space will move to this address.
•Creation of City-owned Open Space, Open Space Amenities, and Planned Maintenance: Recreation
and Parks has participated in planning and advocacy for the many studies and mechanisms to provide and
enhance open space for conservation and for active and passive recreation. In July 2019 Recreation and
Parks recommended to City Council creation of a task force to develop a Master Plan for Parks.
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•Recreation and Parks Department Programming: We strive to meet the community’s needs and desires
for a variety of passive and active programs. Through consistent communication with our residents (via
conversation, social media and surveys) we are as responsive to requests as our spaces allow.
o Passive Recreation: We have plentiful options for hiking, nature exploration, and community
engagement; making the most of the many park landscapes that we manage.
o Active Recreation: We are limited in our capacity to provide active recreation programs, due to a
lack of space. We program our parks to their fullest with youth and adult league sports, fitness
programs and events in the optimal weather months, but are limited to our indoor offerings which
leads to a lack of cultural, educational, fitness and recreational programming.
•Indoor/Outdoor Swimming Pool: Everyone should know how to swim, and how to enjoy water sports.
This is a long-range goal, and possibly should be explored as a regional facility.
Priority & Work List FY21
The committee has not yet met to create the work list and prioritization for this fiscal year. It is on the agenda for
our January meeting. An updated version of this document will be submitted when this is completed.
Our list will most likely remain consistent and will focus on the following:
1.Recreation Facility for the future in South Burlington
2.Open Space Use Guidelines
•provide ongoing review and input to development projects in the community that promote
opportunities or potential opportunities for recreation that serves all members of the community.
3.Discussions surrounding social equity and the role that the committee has in providing recreation and
parks access for all members of our community
4.Master Maintenance Plan(s)
•Open Space Management
•Park Asset Management
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CITY PARTNER
REPORTS
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FY2020 ANNUAL REPORT
South Burlington
The Chittenden County Regional Planning Commission (CCRPC) is a political subdivision of the State
created by the municipalities of Chittenden County in 1966 for the development of policies, plans and
programs that address regional issues and opportunities in Chittenden County. Its vision is to be a pre‐
eminent, integrated regional organization that plans for healthy, vibrant communities, economic
development, and efficient transportation of people and goods while improving the region’s livability.
The CCRPC serves as the region’s federally designated metropolitan planning organization (MPO) and is
responsible for comprehensive and collaborative transportation planning involving municipalities, state
and federal agencies and other key stakeholders in Chittenden County. The CCRPC works to ensure
implementation of the regional transportation plan and provides technical and planning assistance to
its member municipalities and the Vermont Agency of Transportation (VTrans).
The CCRPC is governed by a 29‐member board consisting of one representative from each of the
County’s 19 municipalities; transportation representatives from VTrans, Green Mountain Transit
(GMT), Federal Highway Administration (FHWA), Federal Transit Administration (FTA), Burlington
International Airport (BIA), and a rail industry representative; and, at‐large members representing the
interests of agriculture, environmental conservation, business, and housing/socio‐economic. The
legislative body of each Chittenden County municipality selects its own representative and alternate.
The full CCRPC selects the at‐large representatives.
The CCRPC appreciates the continued opportunity to work with its municipal members to plan
appropriately for the region’s future to protect and improve the special quality of life that is shared
throughout Chittenden County. In FY20, the CCRPC invested just under $4.5 million in regional land
use, transportation, emergency management, energy, natural resources, public engagement, training,
and technical assistance. The program leverages more than $4.1 million in Federal and State
investment with $245,000 in municipal dues and another $146,000 in local match for specific
projects—an estimated 11:1 return on local investment.
South Burlington representatives to the CCRPC Board and other committees in FY20 were:
CCRPC Representative | Chris Shaw
CCRPC Alternate | Meaghan Emery
Transportation Advisory Committee (TAC) | Justin Rabidoux
Planning Advisory Committee (PAC) | Paul Conner
Clean Water Advisory Committee (CWAC) | Tom DiPietro
MS4 Subcommittee | Tom DiPietro
Specific activities the CCRPC is engaged in with South Burlington, as well as CCRPC’s regional activities,
are discussed in the following sections.
110 West Canal Street, Suite 202
Winooski, Vermont 05404‐2109
802‐846‐4490
www.ccrpcvt.org
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In FY2020, the CCRPC provided assistance to South Burlington on the following projects and initiatives:
Multiuse Path Connecting Williston and South Burlington Supplemental Scoping: In 2006, a
feasibility study was conducted to evaluate opportunities to link the existing shared use path
systems of South Burlington and Williston. In 2010, the study was updated and a preferred
alternative selected. In FY20, a supplemental study was initiated to build upon the previous
studies and to further evaluate impacts of the preferred alternative (along Marshall Ave) on
wetlands, right‐of‐way, and archaeological sensitive areas as well as identify permitting issues.
The study created a more detailed conceptual plan, developed updated cost estimate, and
identified next steps to advance the project. The final report was completed in June 2020 and
can be found here: https://studiesandreports.ccrpcvt.org/wp‐
content/uploads/2020/08/20200629_Marshall_Ave_Study.pdf. Total consultant costs in FY20:
$28,925.
City Center Parking & Movement Plan: The City of South Burlington is looking to develop a
district parking strategy for the City Center area including Market Street and commercial areas
on Dorset Street and Williston Road. This strategy will support ongoing plans to build new
residential units, roadways, a municipal complex, and increased density in the City Center. The
focus of this study is to identify methods to best support the success of Market Street as a core,
mixed‐use area at the heart of the future City Center. In FY20, CCRPC staff continued to
collaborate with City staff and a consultant to evaluate parking needs; briefed the Planning
Commission on existing conditions data and parking utilization; and prepare a draft report. This
project will be completed in FY21. Total consultant costs: $47,215
Zoning Assistance: CCRPC staff continued to collaborate with City staff on zoning‐related
assistance in FY20. CCRPC staff provided natural resource related zoning amendments,
developed a map viewer to illustrate natural resources under the proposed natural resources
zoning regulation amendments. CCRPC staff also continued work with the Affordable Housing
Committee and Planning Commission on Inclusionary Zoning which has since been adopted by
the City Council.
South Burlington Multi‐Site Pedestrian Crossing/Bicycle Access Study: Beginning in the fall of
2018, the CCRPC started to work with the City and Toole Design Group to analyze and evaluate
the feasibility of mid‐block crossings on Williston Road between Hinesburg Rd and Kennedy
Drive and on Kennedy Drive at the Twin Oaks Drive; and the feasibility of continuing bicycle
lanes through the intersections of Williston Road/Kennedy Drive and Williston Road/Hinesburg
Road. The first part of this effort was captured in a memo at the end of FY19 found here while
in FY20, CCRPC staff worked on revisions to the bike lane feasibility with the consultant and city
to finalize the second memo. Total consultant costs: $21,356
VT116/Kimball Ave/Tilley Dr Land Use and Transportation Plan: The CCRPC and the City are
continuing to work with VHB to develop a comprehensive Land Use and Transportation Plan for
the area around VT 116, Kimball Avenue, Tilley Drive, Kennedy Drive, and Community Drive.
This Land Use and Transportation Plan will evaluate existing land uses and potential
transportation alternatives to address the long‐term, multi‐modal transportation system
requirements to accommodate a potentially significant level of development within the project
South Burlington Activities
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area. This project will be completed in FY21. For more information, please visit the project
website: http://bit.ly/116‐Kimball‐Tilley. Total consultant costs for this multiyear project:
$256,466.
Traffic Overlay District and Impact Fee Ordinance Update: These two efforts have been
combined. The City and CCRPC are continuing to work with RSG to update the current Impact
Fee ordinance to incorporate all aspects of transportation infrastructure as well as create
stronger linkages to established capital budget planning processes and to update the existing
Traffic Overlay District to better align with the significantly revised zoning and land
development regulations incorporating form based code. This project will conclude in FY21.
Total consultant costs for these multiyear projects: $77,634.
Water Quality Planning Assistance: The CCRPC continued to provide assistance with Municipal
Roads General Permit (MRGP) compliance and the Grants‐In‐Aid Program. In FY20, CCRPC staff
collaborated with the City to complete outlet mapping and segment association. Staff reviewed
and uploaded South Burlington’s REI Inventory to the DEC data portal. The CCRPC also
provided consultant oversight on a project to upgrade two stormwater ponds in the Pinnacle at
Spear neighborhood. RPC staff worked with a consultant to develop conceptual plans and cost
estimates at two eroded outlet sites on Quail Run and Keary Lane.
Chittenden County Brownfields Program: The CCRPC manages this program to help properties
that are vacant or underutilized because of potential petroleum or hazardous substance
contamination become productive again. Since the fall of 2016, using EPA grant funds, the
program has provided $12,449 for an environmental contractor to assess potential
contamination issues at a privately owned site at 600 Spear Street. For more information, visit
https://www.ccrpcvt.org/our‐work/economic‐development/brownfields/.
Geographic Information Systems: CCRPC staff collaborated with City staff on a bicycle and
pedestrian mapping project and updated road maps for the South Burlington Fire Department.
Emergency Management – LEMP: CCRPC staff offered assistance in preparation of the annual
Local Emergency Management Plan (LEMP), formerly known as the Local Emergency
Operations Plan (LEOP), to ensure that South Burlington is prepared in the event of a disaster.
Traffic Counts: The CCRPC conducted four roadway AADT (Annual Average Daily Traffic) counts
and one turning movement count in support of South Burlington’s transportation projects and
studies: http://vtrans.ms2soft.com/
Technical Assistance: CCRPC staff provided a variety of technical assistance to the City,
including:
o Presented on the I‐89 2050 Study to the City Council in February and June.
o Developed micro‐simulation models to evaluate possible lane assignment changes of
the westbound approach (Williston Road) at the Williston Road/Dorset Street
intersection;
o Prepared a support letter on behalf of the City for the VTrans Transportation
Alternatives (TA) Program for providing safe pedestrian facilities, including a 10’ shared
use path component, for the Muddy Brook culvert replacement at Kimball & Marshall
Avenue;
o Provided bike/ped information and data to South Burlington staff working on a federal
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BUILD grant for a bridge over I‐89 at Exit 14;
o Reviewed the City’s proposed river corridor bylaw final draft;
o Developed a map viewer for the Champlain Valley Partnership (CVP) to inventory
conserved areas in South Burlington and surrounding areas;
o Provided South Burlington with insights related to workforce commuting;
The TIP (http://www.ccrpcvt.org/our‐work/our‐plans/transportation‐improvement‐program/) is a
prioritized, multi‐year list of transportation projects in Chittenden County. To receive federal funds,
each transportation project, program or operation must be authorized through the TIP. South
Burlington projects included in the TIP are listed below. These projects are also identified in the FY20
Vermont Agency of Transportation Capital Program for design or construction.
Market Street Reconstruction: $7.17 million project for roadway construction. The project is
partially funded with a federal SAFETEA‐LU earmark ($4.5 million). Construction completed.
I‐89 Exit 14 Signal Upgrades: $1.33 million project to upgrade signals at Exit 14.
Implementation scheduled to begin in 2024.
I‐189 Concrete Pavement Repair and Paving: $2.55 million for pavement repair and paving in
2020 and 2021.
I‐89 Paving, Richmond to Colchester: $9.14 for paving I‐89 from Richmond to Colchester.
US7 Signal Upgrades, Webster Road to Swift Street: $4.7 million for upgrades to 16 traffic
signals. Construction to begin in 2020.
Bartlett Brook Stormwater Treatment System Expansion: 2018 Municipal Highway and
Stormwater Mitigation Program award of $123,988 federal and $251,732 state funds.
Construction scheduled for 2021.
Woodcrest/Deane Street Stormwater Infiltration and Detention System: $242,000
Transportation Alternatives award in 2018. Construction scheduled for 2021.
Expansion of Kennedy Drive Stormwater Pond 7: $300,000 Transportation Alternatives award
in 2018. Construction scheduled for 2022.
Kennedy Drive Gravel Wetland Retrofit, Pond 2: $83,693 federal and $169,923 state Municipal
Highway and Stormwater Mitigation Program award in 2019. Construction scheduled for 2023.
Linwood Drive Closed Drainage System and Stormwater Treatment: $115,358 federal and
$188,216 state Municipal Highway and Stormwater Mitigation award in 2019. Construction
scheduled for 2021.
Williston Road Cycle Track and Pedestrian Improvements: $2.4 million project for bike and
pedestrian improvements on Williston Road between Dorset Street and Midas Drive/White
Street. Partially funded with a 2017 Bike & Pedestrian award ($800,000). Construction
scheduled for 2022.
Kimball/Marshall Avenue Bicycle & Pedestrian Facilities over Muddy Brook: $300,000
Transportation Alternatives award in 2020 to construct a shared use path adjacent to a culvert
replacement project. Construction scheduled for 2021.
South Burlington Projects in the Transportation Improvement Program (TIP)
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Project Name Brief Description Total Budget
South Burlington
Multi‐Site Intersection
Scoping
This project would evaluate alternatives
for 2‐3 roadway intersections that the
City has identified as being likely
candidates for upgrades in the coming
years due to city objectives and/or new
development.
$20,000 budget which
includes a local match of
$4,000.
South Burlington
Bike/Ped Mapping
Phase II
The City & CCRPC recently completed a
mapping inventory of the city’s bicycle
path segments, including type, side of the
street, and location of existing &
anticipated connections. Phase II of this
project would add data fields and
catalogue existing conditions for future
infrastructure improvement projects.
$10,000 budget which
includes a local match of
$2,000.
South Burlington
Planning Technical
Assistance
This project would use CCRPC staff time
to support planning & land use projects.
Projects may include technical assistance
in developing planning & GIS projects and
management of consultant projects
identified by the City.
CCRPC staff will provide the
City with planning technical
assistance as a fee for
service project for $25,000
from the City.
ECOS Plan Implementation: Throughout the past fiscal year, the CCRPC has been working to
implement the planning principles of the 2018 Chittenden County ECOS Plan. The ECOS Plan
(Environment; Community; Opportunity; Sustainability) is the regional plan for Chittenden
County and combines three plans into one: The Regional Plan, the Metropolitan Transportation
Plan, and the Comprehensive Economic Development Strategy. The 2019 ECOS Annual Report is
a summary that highlights a number of regional accomplishments, trends, and high priority
actions (http://www.ecosproject.com/2019‐ecos‐annual‐report). In addition, the ECOS
Scorecard hosts the ECOS Partners’ shared measurement and indicator system that monitors
how Chittenden County is doing relative to achieving our shared ECOS goals
(https://app.resultsscorecard.com/Scorecard/Embed/8502).
Legislative Forum: The CCRPC hosted the Legislative Breakfast to serve as a forum for municipal
representatives and legislators to connect on a few important topics for the upcoming
legislative session, including: Smart Growth, housing, Act 250, water quality funding,
transportation investments, transportation climate initiative, population health, workforce,
mental health and substance use disorders, and regional and municipal planning investments
(http://www.ccrpcvt.org/about‐us/commission/policies‐positions/).
Regional Activities
FY2021 CCRPC Work Program
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Racial Equity & Public Engagement: Addressing inequity in our region is one of the eight key
strategies in the Chittenden County ECOS Plan. CCRPC staff have started to plan for the update
of the 2014 Public Participation Plan (PPP: http://www.ccrpcvt.org/our‐work/our‐plans/public‐
participation‐plan/) with a renewed focus on analyzing inequities in all sectors of our work to
ensure that we actively eliminate barriers and foster an inclusive and meaningful public
engagement for all planning and policy work we do – this meaningful engagement is the
foundation that leads to actions that meet the needs of our diverse community. This past year,
the CCRPC continued to participate in Refugee and Immigrant Service Provider Network
meetings, completed the 2019 Title VI Report for VTrans/FHWA, and worked towards the
completion of the FTA Title VI Program. The CCRPC has made a public commitment to address
issues related to racial and economic disparities through the following actions:
o Facilitating, providing, and/or taking advantage of educational opportunities for our staff,
partner municipalities, and other local and regional partners that address inequities and
advance anti‐racism efforts.
o Examining our organization's policies, practices, culture, and services through the lens of
anti‐racism and white privilege to ensure they reflect our commitment to racial justice.
o Furthering our understanding of the significant historical role land use policies and
transportation investments have had in systemic racism and inequity, while making sure
that future zoning and transportation investments in Chittenden County encourage equity
and provide increased opportunities for Black, Indigenous, people of color (BIPOC), and low
income residents. More specifically, we will update our Equity Impact Worksheet that is
part of our Public Participation Plan based on best practices around the country and will
have this reviewed locally by a diverse audience.
o Encouraging municipal appointments on our Board and Committees that reflect the
diversity of our community.
o Strengthening existing relationships and partnerships and forging new ones with Vermont
organizations working to advance anti‐racism efforts.
o Committing to advance Strategy 8 of the Chittenden County ECOS Plan (page 48), which
includes specific tasks related to tracking and analyzing inequities in all sectors of our work,
prioritizing positive programs and investments to low opportunity places, and more.
Building Homes Together: Following the first three years of the Building Homes Together
campaign, more progress on housing production in Chittenden County was achieved in 2018 –
please note that 2019 data is not available at this time. The campaign was initiated by the
CCRPC, Champlain Housing Trust, and Housing Vermont in 2016. There were 620 homes
developed and ready for occupancy in 2018. Over the first three years of the campaign, an
average of 758 homes were built each year ahead of the pace needed to meet the campaign’s
goal of 3,500 homes over five years. With over 2,200 homes built in the county in the last three
years, only 280, or 13%, became permanently affordable. That’s shy of the campaign’s goal of
20%. (http://www.ecosproject.com/building‐homes‐together).
Public Health: The CCRPC served on the Chittenden County Opioid Alliance (CCOA,
http://www.ccoavt.org) together with other dedicated stakeholders including local non‐profit
agencies, state and local government, United Way of Northwest Vermont, UVM Medical
Center, Vermont Department of Health, business leaders, and community members in
Chittenden County. In FY20, we helped the CCOA transition to the Chittenden County Public
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Health Alliance to broaden the focus on social determinants of health, with racial justice and
mental health the current focus areas. The CCRPC also served as the lead agency for the
Chittenden Prevention Network’s Regional Prevention Partnership grant
(http://www.healthvermont.gov/alcohol‐drug‐abuse/programs‐services/prevention‐programs).
Accomplishments include a sharps disposal kiosk at the Williston Fire Department, expansion of
Rx drug take‐back locations, promoting Rx drug takeback events, fake ID enforcement to
discourage underage drinking, and community education about substance use prevention for
youth.
Regional Energy Planning: In coordination with the adoption of the 2018 ECOS Plan, the CCRPC
has been moving forward with initiatives to support the Region’s Enhanced Energy Plan
(http://www.ccrpcvt.org/our‐work/our‐plans/regional‐energy‐plan/). In order to advance the
climate and energy goals within the State’s Comprehensive Energy Plan, the CCRPC has
continued to conduct outreach with municipal energy committees/planning commissions,
municipal legislative bodies, and state agencies to assist with the development of local energy
plans. Nine municipalities have adopted enhanced energy plans and five municipalities have
plans in development. The CCRPC also participated in Transportation and Climate Initiative (TCI)
stakeholder meetings, organized a regional Button Up Vermont event with 400 participants,
participated in Drive Electric Vermont meetings, worked with VEIC on a resource guide to
support EV charging at multi‐unit properties (https://studiesandreports.ccrpcvt.org/wp‐
content/uploads/2020/08/CCRPC‐MUD‐EV‐Charging‐Survey‐Report‐Final‐20200807.pdf),
reviewed Public Utility Commission proceedings, and provided municipal assistance to move
forward with the energy planning recommendations established in Act 174.
Emergency Management: During the unprecedented time of global response to the COVID‐19
pandemic, CCRPC staff worked extensively with municipalities, state health officials, and the
public to relay important updates, resources, and general information about the pandemic. A
COVID‐19 Municipal Response webpage was developed and maintained
(https://www.ccrpcvt.org/covid‐19/), and staff developed community guides for seven
municipalities that were mailed to residents. In addition to focusing resources on addressing
the pandemic in our region, the CCRPC continued to host Local Emergency Planning Committee
meetings (LEPC 1, http://www.ccrpcvt.org/about‐us/committees/local‐emergency‐planning‐
committee/) and participate in a wide array of emergency management‐related workshops and
exercises to enhance resilience to disasters in our region. The CCRPC also served as the local
liaison between municipalities and the state to collect damage assessment information after
significant storm events, helped with emergency preparedness for hazardous materials
incidents, collected information from each municipality on annual implementation of hazard
mitigation activities, and worked with municipalities to complete Local Emergency
Management Plans.
Chittenden County I‐89 2050 Study: The CCRPC in collaboration with VTrans, municipalities,
and other stakeholders continues to move forward with this multi‐year study to assess safety,
capacity, multimodal access, resilience, and other transportation and land use issues along the
I‐89 corridor and its interchanges within Chittenden County. The 2050 Vision for the I‐89
Corridor through Chittenden County is an interstate system (mainline and interchanges) that is
safe, resilient, and provides for reliable and efficient movement of people and goods in support
of state, regional, and municipal plans and goals. As the study progresses, the project team
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continues to evaluate transportation alternatives that best achieve the study goals related to
safety, livability and sustainability, mobility and efficiency, environmental stewardship and
resilience, economic access and vitality, and system preservation. For more information, please
visit the project website at https://envision89.com/.
Transportation Demand Management: In partnership with VTrans, CCRPC staff continued the
Way to Go! Challenge (www.waytogovt.org) as a school‐focused K‐12 program to encourage
sustainable transportation and demonstrate the environmental and financial benefits of non‐
single occupant vehicle travel. In 2019/2020, 33,138 Vermont students and staff from 83
schools participated in program. The CCRPC also continued to collaborate with regional TDM
partners to evaluate strategies and policies to encourage sustainable modes of transportation
such as walking, biking, ridesharing, vanpooling, transit, bikesharing and carsharing. TDM
partners include: the Chittenden Area Transportation Management Association (CATMA),
CarShare VT, the University of Vermont, Green Mountain Transit (GMT), Local Motion,
Greenride Bikeshare, Go! Vermont/VTrans, and United Way.
Public Transportation Planning: An integral component of our region’s transportation system is
the public transit service provided by Green Mountain Transit (GMT). Throughout the past year,
the CCRPC has been engaged in a wide variety of public transit planning projects and initiatives
to support the continued development of a transportation system that is efficient, equitable,
and environmentally sustainable. The CCRPC hosted a series of Rural Transit Roundtable
meetings to bring together state agencies, municipal staff, legislative representatives, TDM
partners, and members of the public to evaluate opportunities to enhance transit services in
rural areas of our county. CCRPC staff also hosted Tilley Drive transit meetings, participated in
ADA Advisory Committee meetings, worked with municipalities to coordinate FY21 transit‐
related UPWP requests, and worked with UVM and GMT to conduct the Commuter Bus
Ridership Pilot Project (https://studiesandreports.ccrpcvt.org/wp‐
content/uploads/2020/07/CCRPC‐Final‐Report‐3.pdf).
Elderly and Disabled (E&D) Transportation Program: Beginning in FY19, the CCRPC embarked
on a plan with GMT and United Way of Northwest VT to evaluate program improvements for
E&D transportation in Chittenden County. The program evaluation included goals to enhance
collaboration between program stakeholders, develop better public‐facing information for
riders, and prioritize opportunities to create a more equitable program for all Chittenden
County residents. After program recommendations were made in fall 2019, CCRPC staff worked
with VTrans to update the statewide E&D Program Guidance and prepare for the first annual
E&D Transportation Summit. The CCRPC now also hosts the quarterly E&D partner meetings,
which were previously hosted by GMT.
Neighbor Rides: Since 2013, the CCRPC has been investing in the United Way Neighbor Rides
program to improve the integration of volunteer drivers into SSTA’s services and increase
access to transportation for seniors and persons with disabilities by offering a lower‐cost mode
of transportation (http://www.unitedwaynwvt.org/Neighbor‐Rides). Throughout the past year,
CCRPC staff have continued to work with United Way and other Neighbor Rides stakeholders in
an effort to identify opportunities to increase the number of volunteer drivers in the program.
The COVID‐19 pandemic has undoubtedly had an adverse impact on the Neighbor Rides
program. Beginning in FY21, the program stakeholders will be working to address existing
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COVID‐related barriers to the volunteer driver program.
Active Transportation Planning: The CCRPC has remained committed to supporting active
transportation initiatives in our communities. CCRPC staff continue to collaborate with TDM
partners and local municipalities on planning efforts to expand the Greenride Bikeshare system
and move toward a fleet conversion to electric assist bicycles (www.greenridebikeshare.com).
The CCRPC also assisted with planning efforts for the 2020 Vermont Walk/Bike Summit,
provided VTrans with support on the development of the State’s Bike Ped Strategic Plan,
promoted TDM strategies and provided bike/ped‐related technical assistance to municipalities
and businesses, assisted municipalities with grant and UPWP applications, managed UPWP
projects, and conducted bike/ped counts on paths, designated bike lanes, and other roadways.
The CCRPC also continued to host the webinar series from the Association of Pedestrian and
Bicycling Professionals for municipalities and regional partners.
Clean Water: Water quality projects have become an integral part of our regional planning
efforts. The CCRPC’s water quality initiatives help to safeguard our clean drinking water,
support our recreation and tourism industry, and make our municipalities more resilient to
flood events. The CCRPC has continued to assist our member municipalities to achieve these
goals. The CCRPC continues to host the Clean Water Advisory Committee and the MS‐4 Sub‐
Committee (https://www.ccrpcvt.org/about‐us/committees/clean‐water‐advisory‐committee/)
and provide guidance for the Vermont Clean Water Fund. CCRPC staff also joined the Lake
Champlain Sea Grant Program Advisory Committee, participated in Vermont Clean Water
Network meetings, assisted municipalities with developing stormwater master plans and
implementing Clean Water Block Grant projects, supported education programs such as the
Rethink Runoff (http://www.rethinkrunoff.org), assisted with watershed resiliency mapping,
participated in water quality‐focused policy discussions, and submitted an application to
become the Clean Water Service Provider for the Northern Lake Champlain Direct Drainages
Basin (5).
Municipal Roads General Permit (MRGP) Compliance and Water Quality Planning Assistance:
The CCRPC continues to work with a team of consultants to develop Road Erosion Inventory
(REI) concept plans and REI datasets for member municipalities in order to address road erosion
issues on municipal roads to meet MRGP requirements. For an interactive dashboard of the REI
progress in our communities visit https://map.ccrpcvt.org/reidashboard/. CCRPC staff assisted
municipalities with FY21 Better Roads grants to secure funding for erosion control and
maintenance techniques that protect and enhance water quality around our region. The CCRPC
also provided funding to municipalities through the annual Unified Planning Work Program
(UPWP) for inspection and inventory of their stormwater system, development of Phosphorus
Control Plans (PCPs) for MS4 communities and conceptual plans for transportation‐related
water quality projects on local roads.
Intelligent Transportation Systems (ITS) and Bluetooth Technology: Intelligent Transportation
Systems (ITS) technologies are aimed at enhancing transportation safety and increasing
mobility through the integration of advanced communications technologies into transportation
infrastructure. The CCRPC has been involved in a variety of ITS‐related projects, initiatives, and
trainings that encompass a broad range of wireless and traditional communications‐based
technologies for transportation systems. The CCRPC has continued to monitor deployed
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corridor‐level Bluetooth (BT) devices along five corridors in Chittenden County. The data from
this system will also be utilized by the VTrans Advanced Transportation Management System
(ATMS) and Traveler Information System (TIS) for 511.
Regional Technical Assistance: This includes, but is not limited to, municipal technical
assistance for various transportation issues, GIS mapping, bylaw and ordinance revisions, Act
250/Section 248 application reviews, grant administration and grant application assistance,
build‐out analyses, Congestion Policy development for urban areas to replace the current LOS
Policy, Transportation Resilience Planning Tool development for sub‐watersheds in the county
(https://roadfloodresilience.vermont.gov/#/map) and improving the VT Online Bridge and
Culvert Inventory Tool (http://www.vtculverts.org/). In addition, we have created an online,
searchable database of funding opportunities across a variety of planning sectors
(https://www.ccrpcvt.org/funding‐opportunities/).
Lake Champlain Byway: Chittenden County includes eight of the Byway’s 22 communities:
Milton, Colchester, Winooski, Essex Junction, Burlington, South Burlington, Shelburne, and
Charlotte. CCRPC staff maintained the Byway website (https://lakechamplainbyway.com/)
including a helpful Interactive Map (http://map.ccrpcvt.org/lcbyway/).
For further information about the CCRPC, please visit http://www.ccrpcvt.org/ or contact CCRPC
Executive Director, Charlie Baker: cbaker@ccrpcvt.org.
89
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, 2021
To: CWD Served Municipal Systems
From: Joe Duncan, CWD General Manager
RE: Fiscal Year 2021‐2022 Uniform Wholesale Water Rate
CWD’s publicly elected Board of Water Commissioners has finalized the fiscal year budget for July 1, 2021
to June 30, 2022 setting the uniform wholesale water rate at $2.392/1000 gallons from the existing rate
of $2.313/1,000 gallons. This is an increase of 7.9 cents per 1,000 gallons. With CWD’s rate increase from
$2.313/1000 gallons to the proposed $2.392/1000 gallons, the average family using 65,700 gallons per
year will see an increase of $5.19 per year (43 cents/month).
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 $346.89
per year ($28.91/month). Of this $346.89/year, $157.15/year ($13.10/month) is paid to CWD under the
uniform wholesale water rate, and the remaining $189.74/year ($15.81/month) is the average retained
by the respective served CWD municipal water system. Refer to the attached table titled “CWD Uniform
Wholesale Rate Increase Impact on Served Municipal Systems”.
We have attached a table entitled “Historical CWD Wholesale Rate Increase Impact on Average Family”
which summarizes that CWD’s annual wholesale rate increase over the past twelve years has averaged
$4.34 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 2020 Survey of CWD served systems retail
rates based on CWD’s current wholesale rate of $2.313/1,000 gallons.
Lastly, one item of interest is that the State of Vermont “water fees” were scheduled for an increase on
July 1, 2018, but the Govenor held the line. Historically these fees have always increased on a three year
cycle, rather than annually, and they have increased historically at an average of 12%‐15% every three
years. Per discussions with the Drinking Water and Groundwater Protection Division there is no indication
at this time that the fees will be revised but they also noted that anything is possible a year from now. To
be conservative we put a place holder of 12% for July 1, 2021.
Please contact Joe Duncan, CWD General Manager at 864‐7454 (ext. 4808) or by email at
joe.duncan@champlainwater.org, if you have any questions or need further information.
90
Water System
December 2020
Retail Rate/1000
Gallons
Current
Annual
Average
Family Cost
For New
Wholesale Water
Rate $ Per
Gallons
New Annual
Average Family
Cost
City of South Burlington $4.21 $276.60 $4.29 $281.79
Village of Essex Junction $4.38 $287.77 $4.46 $292.96
Colchester Town $5.14 $337.70 $5.22 $342.89
Malletts Bay Water Company $5.14 $337.70 $5.22 $342.89
Town of Williston $5.38 $353.47 $5.46 $358.66
City of Winooski $5.43 $356.75 $5.51 $361.94
Town of Essex $5.62 $369.23 $5.70 $374.42
Colchester Fire District #3 $5.84 $383.69 $5.92 $388.88
Town of Milton $6.48 $425.74 $6.56 $430.93
Town of Shelburne $6.62 $434.93 $6.70 $440.12
**Village of Jericho $3.58 $235.21 $3.66 $240.40
***Colchester Fire District #1 $4.59 $301.56 $4.67 $306.75
Served System Annual Average $5.20 $341.69 $5.28 $346.89
CWD’s Portion of Total Annual
Average Retail Bill $2.313 $151.96 $2.392 $157.15
$5.19
$0.43
**Village of Jericho – Rate does not include Village tax rate assessment charge
***Colchester Fire District #1 - Rate does not include bond special assessment charge
Average Family Annual Cost Increase
Average Family Monthly Cost Increase
CWD UNIFORM WHOLESALE RATE INCREASE IMPACT ON SERVED MUNICIPAL SYSTEMS
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 180 gallons per day or 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.Therefore, the "CWD" increase is:
$2.313/1000 gallons to $2.392 /1000 gallons = 0.079 cents/1000 @ 65,700 gallons/year = $5.19/year
or 43 cents/month.
CURRENT WHOLESALE RATE PROPOSED CWD RATE INCREASE
$2.313/1000 Gallons For New Wholesale Water Rate of
$2.392/1000 Gallons
PROPOSED FY21-22
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CWD Uniform Rate IncreaseAnnual AverageFiscal Wholesale Water Over Previous FY Percent Family CostYear Rate $ Per 1000 $ Per 1000 Increase Over @65,700EndingGallonsGallons Previous FY Gallons/Year Annual Monthly2011$1.650$0.0503.12% $108.41 $3.29 $0.272012$1.714$0.0643.88% $112.61 $4.20 $0.352013$1.782$0.0683.97% $117.08 $4.47 $0.372014$1.840$0.0583.25% $120.89 $3.81 $0.322015$1.913$0.0733.97% $125.68 $4.80 $0.402016$1.978$0.0653.40% $129.95 $4.27 $0.362017$2.038$0.0603.03% $133.90 $3.94 $0.332018$2.100$0.0623.04% $137.97 $4.07 $0.342019$2.165$0.0653.10% $142.24 $4.27 $0.362020$2.230$0.0653.00% $146.51 $4.27 $0.362021$2.313$0.0833.72% $151.96 $5.45 $0.452022 (proposed)$2.392$0.0793.42% $157.15 $5.19 $0.43Average‐‐$0.0663.41%‐‐$4.34 $0.36Family $ IncreaseOver Previous FYThe following list shows the CWD uniform wholesale water rate for the last eleven 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.HISTORICAL CWD WHOLESALE RATE INCREASE IMPACT ON AVERAGE FAMILY92
CWD Wholesale (Uniform Rate) $2.313 $151.96
City of South Burlington $4.21 $276.60
Village of Essex Junction $4.38 $287.77
Colchester Fire District #2 $5.07 $333.10
Colchester Town $5.14 $337.70
Malletts Bay Water Company $5.14 $337.70
Town of Williston $5.38 $353.47
City of Winooski $5.43 $356.75
Town of Essex $5.62 $369.23
Colchester Fire District #3 $5.84 $383.69
City of Burlington $5.94 $390.26
Town of Milton $6.48 $425.74
Town of Shelburne $6.62 $434.93
**Village of Jericho $3.58 $235.21
***Colchester FD#1 $4.59 $301.56
CWD Served System Average $5.20 $341.69
*Bolded water systems are served by CWD $341.69
Note: The annual average retail cost of water is $341.69 for the 12 above
"bolded" CWD served municipal water systems for a family using 65,700
gallons per year. Of this $341.69 average annual family cost, $151.96
($12.66/month) is paid to CWD for the uniform wholesale purchase price,
and the remaining dollars are retained by the respective CWD served
water system.
**Village of Jericho –Rate does not include Village Tax Rate assessment
charge.
***Colchester FD#1 ‐ Rate does not include bond special assessment
charge.
COMPARATIVE RETAIL WATER RATES
Survey Compiled December 2020
The following list represents the cost per 1000 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.
Water System
Total Cost per
1,000 Gallons
(Including any
Base Rates)
Annual Cost
Average
Family
93
The Chittenden Solid Waste District is a municipality created by our member cities
and towns in 1987 to plan and implement on their behalf the solid waste
management mandates legislated by the State of Vermont. The District is governed
by a Board of Commissioners representing our member communities.
To reduce and manage the solid waste generated within Chittenden County in an
environmentally sound, efficient, effective and economical manner.
General Fund FY20 expenditures totaled $11.7 million and revenues $12.6 million,
representing a slight increase overall from FY19 (figures are unaudited).
The COVID-19 global pandemic impacted all aspects of CSWD operations during the
fourth quarter.
When the pandemic hit, CSWD immediately assessed the best ways to continue
serving the public during the State of Emergency and beyond. After a brief shutdown
to deep-clean and assess operations, the District reopened its Environmental Depot
hazardous waste facility in South Burlington as well as Drop-Off Centers in Williston,
Essex, Milton, and South Burlington to quickly serve the most concentrated
population areas. We instituted new configurations and policies at all public-facing
facilities to ensure the safety of our staff and customers and to enhance the
efficiency of operations during and beyond COVID-19 conditions.
The CSWD Materials Recovery Facility (MRF) in Williston continued receiving,
sorting, and marketing mandated “blue-bin” recyclables uninterrupted. The Organics
Diversion Facility in Williston likewise continued processing leaves and food scraps
into Green Mountain Compost soil amendment products.
CSWD Outreach & Communications efforts emphasized the July 1, 2020 statewide
ban on disposing of food scraps in the trash leading up to the State of Emergency
and helped the public navigate CSWD operational changes via the District Hotline,
website, social media, and virtual presentations.
As of July 1, 2019
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Green Mountain Transit: Urban Area Annual Report Summary, FY20
In FY20, Green Mountain Transit (GMT) saw some exciting projects come to fruition, including the deployment of two electric transit buses. In March of 2020, due to the
COVID-19 Pandemic, GMT began to see a steep decline in passenger ridership and the need to close facilities to the public. Most of the administrative staff at GMT began
teleworking. The impacts of COVID-19 were hard to predict, but they severely impacted
the organization for the remainder of FY20.
Throughout the past year, the Green Mountain Transit (GMT) has continued to
provide valuable public transportation services to Burlington and the greater
Burlington area. In FY20, services included local fixed-route bus service; inter-
regional commuter service; supermarket and school tripper shuttles; and
contracted ADA para-transit service for individuals who are unable to ride fixed-
route service.
In FY20, a 13-member Board of Commissioners governed GMT with two
Commissioners representing Burlington and one Commissioner from Essex,
Hinesburg, Milton, Shelburne, South Burlington, Winooski, Williston, Washington
County, Franklin County, Lamoille County, and Grand Isle County. The annual
FY20 operating expenses, for the urban area, were $14,439,249.70.
Revenue by Source:
95
Ridership: GMT provided 1,867,461 fixed route trips in FY20. This represents a 19.95% decrease from
FY19. The most significant impact on ridership was the COVID-19 Pandemic.
At the start of FY20, GMT implemented a new service model as a result of a system-wide
comprehensive service analysis called the NextGen Transit Study. The study focused on
ways to improve public transportation services in the areas GMT serves. General themes
of the study include simplifying service so that it is easier to understand, provide more
direct and faster service, minimizing route deviations, providing more consistent
schedules with better coordination between services.
In Chittenden County, the study has focused on improving service on the four major
corridors into Burlington including: Williston Road (US 2), Essex Junction (VT 15), Shelburne
Road (US 7) and North Avenue. The bus routes that travel these corridors have been
labeled major urban local routes and are proposed to provide frequent peak-hour
service and later evening service. Another major focus in Chittenden County will be
implementing Sunday service on additional routes and providing a direct connection
from downtown Burlington to the Burlington International Airport.
COVID-19 Procedures:
On March 18, 2020, GMT began operating bus service fare free to minimize exposure to
the bus drivers. In addition, the following safety measures have been put into place:
•Masks are required for all passengers
•When possible, passengers are to board through the rear door to reducecontact
•Boarding capacity limits have been put in place to allow for social distancingon-board
•Purchased electrostatic sprayers to disinfect and sanitize buses and transit
centers
•We continue to update passengers with the most current state requirements and
recommendations
Capital Projects: Electric Bus Buy: Worked with Proterra on key build items as they came up during bus
production. Hired a third-party inspector to perform the final bus inspection during end
production stages and to sign off on buses to be released for delivery. Worked with
Proterra and staff to complete post-delivery inspection, delivery of special tools and PPE
for maintenance staff, and training so that buses could be deployed into service.
Electric Bus Charging Station Installation: Worked with Wiemann-Lamphere, Burlington
Electric Department, and Proterra’s infrastructure team to develop designs and
construction documents for the installation of two Power Control System (PCS) units, two
charging dispensers, and additional building electrical service infrastructure to support
the charging of electric buses. The electrical service infrastructure was designed to
support future growth and minimize upgrades needed down the road to support
96
additional chargers. This included the installation of a larger transformer vault that would support numerous transformer upgrades as well as additional knockouts and
electrical service conduit to the building to support adding service panels.
After some initial difficulties in obtaining quotes for the work, staff was able to issue an award in October 2019 to The Peck Company for the installation of new electrical
service infrastructure to the building. The PCS units were installed in the electrical room
at the 31 Queen City Park Road building near the installation location of the new
service panel and transformer vault. The charging dispensers were installed on an
interior wall dividing two sections of garage in the building in the location where the
buses would be parked overnight. Conduit was installed between the PCS units and
charging dispensers, with the conduit running along the roof supports in the garage
and down the dividing wall to the dispensers.
The Peck Company coordinated with a site work contractor and Burlington Electric
Department to install the transformer vault and service conduit to the building. This work
was completed in late November 2019, with the new service panel being installed in
mid-December.
Roof Replacement Project: Bids that were received just before the close of FY19, were
reviewed and an award was issued to Monahan & Loughlin in mid-July 2019. Review of
the project submittals, bonding, and schedule took place after award, with
construction activities commencing in mid-August. Ballast removal and material
delivery occurred during the latter part of August, with the removal and replacement of membrane and insulation commencing in early September. Roof replacement
activities occurred between September through November with some scheduling and weather delays impacting the installation schedule. The project also required the
replacement of metal fascia along the upper building trim, which was completed in mid-December.
The final inspection with Firestone needed to be delayed to the Spring as it could not
be completed during the winter months. This was further pushed back due to COVID-19 restrictions and was not completed until FY21.
DTC Facility Improvements: Worked with the MEPF engineer from the DTC project to
design an exhaust fan to be connected to the data room at the DTC to generate
airflow from the adjacent hallway via vents that were installed in the wall dividing the
two spaces. A bid package was prepared and sent to two HVAC companies to obtain
quotes for the installation of the exhaust fan and balancing of the HVAC system after its
installation. Quotes were obtained in June with an award made in early FY21 for the
installation of the exhaust fan.
GMT Training Initiatives for FY20: In an effort to improve the training program for FY20,
the following initiatives were taken:
•A YouTube channel was created to post training videos in an accessible place.
97
•The training manual and materials were updated with the most current
information.
•A full-scale training was conducted for all Urban drivers on the Proterra Electric
Vehicles.
•The Training Department and the Planning Department collaborated on a new
tablet implementation pilot project for urban buses with a goal of improving the
Transit App functionality for passengers.
•A full Safety Management System was created to assess and mitigate risk to the
organization.
Other Initiatives in FY20:
•GMT implemented a new payroll system, including timeclocks for several work
groups.
•Additional firewalls were installed in advance of the pandemic.
•Prepared and implemented telework stations as some employees began
working remotely in March 2020.
•Conducted a replacement of Wi-Fi equipment on-board our commuter buses.
Contact GMT for Route and Schedule Information:
By phone: 802-864-2282, by e-mail: info@ridegmt.com , or visit us online at:
RideGMT.com.
98
Vermont Department of Health Local Report
Burlington District, 2021
At the Vermont Department of Health our twelve Local Health District Offices around the state
provide health services and promote wellness for all Vermonters. More info on your local
health office can be found here: https://www.healthvermont.gov/local
COVID-19
2020 has been a challenging year for Vermonters. However, the Vermont Department of Health has been
recognized as a national leader in managing the virus. This is what the Health Department has done in
your community:
•COVID-19 Testing:
o Since May 2020, the Health Department has provided no-cost Covid-19 testing. Through
November 17, 2020, the Vermont Department of Health has held 509 testing clinics, testing
40,796 Vermonters. This important work helps to identify the spread of Covid-19 and is just
one of the many ways your Health Department is promoting and protecting the health of
Vermonters.
o Statewide, 224,284 people have been tested as of November 30, 2020
•COVID-19 Cases:
o As of November 25, 2020, Vermont had the fewest cases of COVID-19 and the lowest rate of
cases per 100,000 population of all 50 states.
o Statewide, as of November 30, 2020, there have been 4,172 cases of COVID-19
•Even more up-to-date information can be found on the Health Department’s website:
https://www.healthvermont.gov/currentactivity
Additional Programs
In addition to the COVID-19 response, the Health Department has programs such as influenza vaccinations
and WIC.
o Flu Vaccinations: Protecting people from influenza is particularly important in 2020, as the flu
may complicate recovery from COVID-19. (Data is as of November 17, 2020)
Approximately 213,000* Vermonters have been vaccinated against the flu this season
*(Due to technology outages, flu vaccinations given are underreported by
approximately 25%-33%.)
o WIC: The Women, Infants, and Children Nutrition Education and Food Supplementation
Program remains in full effect, though much of the work that was done in person is now being
done remotely through TeleWIC. (Data is as of October 20, 2020)
11,308 infants, children, and pregnant, postpartum, and breastfeeding people were
served by WIC in Vermont, either in traditional format or TeleWIC
Learn more about what we do on the web at www.healthvermont.gov
Join us on www.facebook.com/healthvermont
Follow us on www.twitter.com/healthvermont
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ANNUAL REPORT for 2020, and BUDGET REQUEST for 2021
Vermont Garden Park
1100 Dorset Street
A UVM Extension Master Gardener project with the Burlington Garden Club and
unaffiliated volunteers (does not include the Community Garden plots – a separate
entity)
In 2020 the volunteers planted, maintained, and did fall clean-up in the gardens every
Wednesday from 10 a.m. until 2 or 3 p.m. from May 8 to November 4.
Total hours donated by volunteers for the 2020 season: 733 Value: 733 hours @ $11.00 hour = $8,063.00
Gardens include the Cottage, Butterfly, Pollinator, Grandma & Grandpa's Heirloom, All America Selections Display, the Berm, and Children's Gardens.
The annual flowers and vegetables for the gardens are grown from seed by several
volunteers. Value of the annuals donated by the volunteers is about $600.00
Amount of vegetables donated from the Grandma & Grandpa's Garden to the South
Burlington Food Shelf on Dorset Street: 852 pounds. The Growing Young Gardeners
program under Burlington Garden Club leadership held on Thursday mornings was
canceled due to COVID-19.
Budget Request for the 2021 season
3 cu.yds. Compost from Champlain Valley Compost Co.: $214.00
Receipts submitted for reimbursement by Paul Steinman for the 2020 season for
expenses for repairs to garden carts, and supplies such as wire fencing and stakes,
totaled $69.68. We hope for less repairs and supplies for 2021.
Every day there were children & parents in the Tea Table play area, the DinoLand and
new SandDunes sand play areas, Frontier Land, and Gnome Village. The S.Burl. Library held a children's summer program in the gardens. The gardens provided so much – play
and education for children, donations to the food shelf, a beautiful place for public and
private events, video shoots of garden information by Charlie Nardozzi with Sharon
Meyers for WCAX-TV, a place for photographs, artists, and Tai Chi, credit hours for Master
Gardener Interns, and the sense of accomplishment for the volunteers to create this beautiful and useful space for all the community to enjoy.
Submitted November 18, 2020, by Jan DeSarno Volunteer Coordinator
4 Ladd Point, Grand Isle, Vt. 05458
phone: 372-4058, cell: 343-0847 e-mail: jandesarno@gmail.com
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Dear Vermont Town Clerks,
The following is in hopes of getting this notice in your town report:
The VT Spay Neuter Incentive Program (VSNIP), under VT Economic Services, helps
income challenged care-providers of cats & dogs neutered for $27.00. The balance is
paid ONLY by a $4.00 fee added to the licensing of dogs, and put into a designated
account.
VSNIP is now at “0” funding due to dogs not being registered at least by six months of
age. Required by law, a rabies vaccination enables your dog to be licensed. While town
offices may not be open to the public, dogs can be licensed. Call, provide the rabies
certificate, include a check for that amount, and a SASE. Rabies IS in Vermont and IS deadly. Tractor Supply Stores are now holding monthly rabies clinics again! Call for
their schedule.
Licensing a dog: 1) identifies your dog if lost, 2) provides proof that your dog is
protected from rabies in the event your dog is bitten by a rabid animal {but would still
need immediate medical attention}, 3) bites another animal/person, which could result
in the quarantine of your dog or possibly euthanasia to test for rabies if your current
vaccination isn’t proven, 4) helps support VSNIP to address the over-population of cats
and dogs in VT, and 5) §3590. List of dogs and wolf-hybrids not licensed states, in
part … “the municipal clerk shall notify the owners or keepers of all dogs and wolf-
hybrids named on the list that have not already been licensed or inoculated, and after May 30 shall furnish to the legislative body a list of dogs and wolf-hybrids not licensed or inoculated as required by law. Owners shall also be notified that unlicensed or uninoculated dogs or wolf-hybrids may be destroyed.” (No one want this, so
vaccinate & register – for the protection of your animals and people!
For an application for VSNIP, send a SASE to: VSNIP, PO Box 104, Bridgewater, VT
05034. Indicate if this is for a cat/dog or both. 802-672-5302
VT Volunteer Services for Animals Humane Society has held a “DRIVE UP & POKE!
RABIES CLINIC” for several years now. This type of clinic allows us to maintain a
safe distance from people while vaccinating dogs and cats. All people stay in cars,
masks are required. Pre-registration is encouraged. If you would like the
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paperwork, we’ve developed to share with whomever usually does rabies clinics
in your area, we’d be happy to share.
Thanks!
Sue Skaskiw, VVSA Director/ VSNIP Administrator: 802-672-5302.
YOU MAY WANT TO SHARE THIS IFO RE THE RABIES CLINICS.
TRACTOR SUPPLY STORES: RABIES CLINICS FOR CATS & DOGS. CALL AHEAD
TO BE SURE INFO IS CURRENT!
VERMONT
Bennington: 300 Depot St. 05201 802-440-9937 TIME: 5:00 – 7:30 12.3.20 /
1.28.21 / 2.25.21 / 3.25. 21 / 4.22.21
Middlebury: 476 Foote St 05753 802-382-9292 TIME: 9:30 – 11:00 12.5.20 /
1.2.21 / 1.30.21 / 2.27.21 / 3.27.21
Montpelier: 352 River St 05602 802-223-2246 TIME: 4:00 – 5:30 12.6.20 /
1.3.21 / 1.31.21 / 2.28.21 / 3.28.21
Morrisville: 88 Center Rd 05661 802-888-2010 TIME: 1:00 -2:30 12.6.20 /
1.3.21 / 1.31.21 / 2.28.21 / 3.28.21
Newport: 124 Commerce Way 05855 802-334-2944 TIME: 9:30 – 11:00 12.6.20 /
1.3.21 / 1.31.20 / 2.28.21/ 3.28.21
No. Clarendon: 1177 US RTE 7 So. 05759 747-4759 TIME: 1:00 – 3:00 12.3.20 /
1.28.21 / 2.25.21 / 3.25.21 / 4.22.21
St. Albans: 2636 Highgate Rd 05478 802-524-0705 TIME: 4:00 – 5:30 12.5.20 /
1.2.21 / 1.30.21 / 2.27.21 / 3.27.21
Shelburne: 3708 Shelburne Rd 05482 802-985-4092 TIME: 1:00 – 2:30 12.6.20 /
1.2.21 / 1.30.21 / 2.27.21 / 3.27.21
NEW HAMPSHIRE
Claremont: 419 Main St 03743 603-543-3303 TIME: 10:00 – 11:30 11.22.20 /
12.20.20 / 1.17.21 / 2.14.21 / 3.14.21
Hinsdale: 670 Brattleboro Rd 03451 603-336-5274 TIME: 4:00 – 5:30 11.27.20 /
12.20.20 / 1.17.21 / 2.14.21 / 3.14.21
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Lebanon: 360 Miracle Mile 03766 603-448-4411 TIME: 4:00 – 5:30 11.28.20 /
1.23.21 / 2.21.21 / 3.20.21 / 4.17.21
Littleton: 685 Meadow St 03561 603-444-2093 TIME: 11:00 – 1:00 ? 11.28.20
/ 1.23.21 / 2.20.21 / 3.20.21 / 4.17.21
Walpole: 8 Red Barn Lane 03608 603-445-2615 TIME: 1:00 – 2:30 11.22.20 /
12.20.20 / 1.17.21 / 2.14.21 / 3.14.21
MASSACHUSETTS & NEW YORK
No. Adams, MA: 826 Curran Mem. Hwy 413-664-6950 TIME: 9:30 – 11:00 11.29.20 /
1.24.21 / 2.21.21 / 3.21.21 / 4.18.21
Plattsburg, NY: 29 Della Dr 12901 518-562-2913 TIME: 12:30 – 2:00 11.15.20 /
12.13.20 / 1.10.21 / 2.7.21 / 3.7.21
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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, 2019 – June 30, 2020 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 growing 1,753-acre portfolio features
over 13 miles of shoreline and offers 25 miles of trails in 19 parks throughout the
Winooski River Valley. In South Burlington, this includes Muddy Brook Park,
Muddy Brook Wetland Reserve, Winooski Gorge, and Valley Ridge. The City of
South Burlington has been a supporting member for 47 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.
COVID-19 Pandemic Impacts and Response:
The COVID-19 Pandemic shifted WVPD’s operations while placing additional
burdens to operations. In March, WVPD’s office closed, employees shifted to
working remotely, education programs were cancelled, and the evaluation around
how best to maintain public safety while keeping parks open began. Utilizing the
Governors guidance’s, CDC, and VT Department of Health advisories, and through
a collaboration of statewide park agencies and non-profits, WVPD was able to keep
all 19 parks open. WVPD immediately saw a huge spike in park usage after the
Governor’s Stay Home order was implemented. This overall increase in park usage
has held strong, even as WVPD made the difficult decision to not hire seasonal
maintenance staff due to financial uncertainties facing our member towns. WVPD’s
year-round staff has since prioritized core functions of operations with attention
being focused on maintenance and upkeep of structures in our park system, while
managing the impacts of the uptick in park usage, significant upgrades in our
facilities, and the development of our newest park, Derway Cove.
The Burlington Forest Preschool (BFPS) and Ethan Allen Homestead Museum
(EAHM), our tenants and partners at the Ethan Allen Homestead, closed for six
weeks in response to the pandemic. WVPD, with the support of a small VHCB grant
and consulting assistance, facilitated the acquisition of state and federal grants - and
both organizations received funding to maintain operations until state guidelines
allowed for partial reopening. The BFPS has since expanded to meet the rising need
for childcare, and the EAHM is now able to operate several days a week providing
limited in-person tours, along with virtual content and lectures. Their continued
solvency provides important income to WVPD’s operations, as well as important
services to the community.
In South Burlington this past year, WVPD:
•Performed general maintenance of trails at Winooski Gorge and Muddy Brook,
including fence repairs at both parks.
•Performed contracted fee-for-service work for the City of building new a bridge
at Wheeler Natural Area.
Visit the WVPD’s Parks:
Colchester Pond
Natural Area
Delta Park
Derway Cove
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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FY 20 Environmental Education Activities:
Highlights this year included Bird Monitoring walks at several WVPD parks, the continuation of
afterschool program partnerships, and the creation of a Virtual Conservation Field Day. Due to COVID-
19 Conservation Field Day could not be held in person, however many partner organizations that provide
workshops for the event created virtual content that WVPD was able to share with schools and educators
in our member communities.
During the summer of 2019 WVPD operated eight weeks of ‘S.O.L.E. Camp’, which offers a rich natural
resource curriculum to children 6-10 years of age. The program operated at capacity with a waiting list
each week. Additionally, WVPD parks and facilities are utilized for:
•Afterschool programs with multiple schools from WVPD member towns.
•School and Senior Program field trips.
•Bird and wildlife walks lead by other conservation and environmentally focused organizations.
•Academic research, internships, and service-learning projects.
Financial Sustainability:
In a continuing effort to keep costs as low as possible for member towns while accommodating a growing
park portfolio, WVPD provided fee-for-service project services for the City of South Burlington, Town of
Williston, and City of Winooski. This model will continue in future years as a means to enhance
operating revenues. Volunteers from local schools and community organizations also contribute
hundreds of hours of labor annually to WVPD parks removing invasive plant species, picking up trash,
assisting with programs and events, and repairing trails. WVPD received a grant from the Lake
Champlain Basin Program to upgrade computer and technology systems; expanded a lease and added a
new classroom for the Burlington Forest Pre-School at the Ethan Allen Homestead; ran the S.O.L.E
Camp at capacity; and led fee-based afterschool offerings. WVPD proactively seeks new grants and
sponsorships for future programs, projects, and acquisitions.
Activities for Residents, and Tourists:
WVPD’s 19 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,
community agriculture, and public garden plots. The Ethan Allen Homestead Museum (a tenant and
partner organization) provides tours of Ethan and Fanny Allen’s 1787 restored farmhouse, historic
lectures, programs, and special events such as Citizenship Ceremonies, fundraisers, and historic re-
enactments. This past year, the Museum continues to expand its mission to include Native American
culture and history, through a partnership with the Alnobaiwi, an intertribal Indigenous Cultural
organization. This effort has generated a huge amount of interest, support, and activity.
Activities with WVPD’s Partner Organizations in FY20:
•Burlington Wildways: Partnership between the City of Burlington Parks, Recreation and
Waterfront, Burlington Conservation Board, Intervale Center, Rock Point, and WVPD to create a
connected network of trails for improved access and stewardship within the City of Burlington.
The first section of the Wildways Trail from Salmon Hole to Ethan Allen Park was connected in
September 2019.
•Intervale Center: Workday with volunteers from Mascoma Bank to remove invasive knotweed
along the riverbank on the Riverwalk Trail.
•Lake Champlain Committee: Partnering on a VT Department of Environment Conservation
Grant-In-Aid, that involved monitoring Lake Champlain for the presence of invasive Asian Clam
for second year.
•Lake Champlain Land Trust: Continued work to renaturalize WVPD’s newest park acquisition,
Derway Cove, by planting native and trees on the site.
•VT Department of Forest Parks & Recreation: Service-learning workday with 94 Williston
Central School students to remove invasive plants at the Ethan Allen Homestead.
•VT Fish and Wildlife: Partnering on a riparian re-vegetation project where several test plots are
being set up at the Ethan Allen Homestead to research which method is the most efficient.
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•VYCC: Conversations with VYCC leadership began to establish a regional community crew to
better address trail needs on a project specific basis within Chittenden County.
Programs Offered by Others at WVPD Parks:
Many school groups, local Colleges and Universities, summer, scout groups, and other conservation
focused organizations, such as Green Mountain Audubon, utilize WVPD’s parks regularly. WVPD parks
are also the subject and location of numerous collegiate and post-graduate studies. The Burlington Area
Community Gardens, the Vermont Community Garden Network, The Janet S. Munt Family Room, and
New Farms for New Americans lead educational gardening and sustainable agriculture programs at
WVPD’s Ethan Allen Homestead.
More than ever, 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. WVPD has and will continue to provide services
in park planning and park maintenance. WVPD’s presence in South Burlington greatly enhances
education, conservation, and recreation. 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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CIty of South Burlington, 575 Dorset Street, South Burlington, Vermont 05403
www.southburlingtonvt.gov