The URL can be used to link to this page

Home My WebLink AboutAgenda - City Council - 06/19/2024 - SM FY25 Policy Priorities & StrategiesCITY COUNCIL MEETING AGENDA JUNE 19, 2024 Participation Options In Person: 180 Market Street, 2nd Floor Library Community Room FY25 Policy Priorities & Strategies Retreat 8:30 a.m. 1.Pledge of Allegiance (8:30 a.m.) 2.Instructions on exiting building in case of emergency – Jessie Baker, City Manager (8:31–8:32 a.m.) 3.Agenda Review: Additions, deletions or changes in order of agenda items (8:33–8:34 a.m.) 4.Comments and questions from the public not related to the agenda (8:35–8:45 a.m.) 5.*** Hold the City Council and Leadership Team’s FY25 Policy Priorities & Strategies Retreat to develop a shared workplan between the staff and City Council – Jessie Baker, City Manager, and the Leadership Team (8:45–12:30 p.m.) A.Discuss: Hold the FY25 Policy Priorities & Strategies Retreat B.Discuss: Hold a conversation on planning for the future (growth, resources, affordablity, and service delivery) C.Discuss: Hold a conversation on the current Committee structure to best implement the City Plan and discuss next steps 6.Other Business (12:30-12:45 p.m.) 7.Adjourn (12:45 p.m.) Respectfully submitted: Jessie Baker City Manager ***Attachments included Note: All times are estimates 180 MARKET STREET, SOUTH BURLINGTON, VERMONT | (802) 846-4107 | WWW.SOUTHBURLINGTONVT.GOV FY25 Policy Priorities & Strategies: Council and Leadership Team Retreat Jessie Baker City Manager June 19, 2024 Retreat Agenda 8:30 to 9:15 Welcome, Introductions, and Overview of Process 9:15 to 10:15 FY25 Policy Priorities & Strategies Review Leadership Team Recommendations and Council suggestions 10:15 to 10:30 **Break** 10:30 to 11:00 Review Council feedback 11:00 to 11:30 Planning for the Future Discussion 11:30 to 12:00 Committee Next Steps 12:00 to 12:30 Wrap up and Gratitude 12:30 Lunch What is this? •Our annual process of developing a shared policy workplan between the City Council and Leadership Team. •Council’s obligation is to hold the experiences of the community and listen to the professional recommendations of the Staff. •Staff’s obligation is to implement the policy of the Council and provide professional guidance. •This process focuses on the change we are trying to make in the community and our organization. •It is NOT an inventory of the great services our Team provides to the residents everyday. Core Values of this Process •Given the investment of the community, elected and appointed officials, and staff in the City Plan 2024, this should NOT be a document that sits on a shelf. •We must use the City Plan 2024 to guide our work over the next 8 years (and beyond.) •And the budget is the City’s largest policy document. •The annual PP&S process is effective as it’s: o Manageable and accessible o Specific – outlines our expectations of each other – staff and the Council o We stick to it – we deliver on it, we use it to guide Council action, and we revisit it o And we make it a little better each year Core Values of the City Plan 2024 The guiding principle of this Plan is to make policy decisions through the lens of climate resilience and reduction in greenhouse gas emissions, while factoring in other principles goals in our diverse community. Key Principles •Climate-Resilient. Prioritize mitigating climate change impacts and reducing greenhouse gas emissions. •Inclusive, Fair, and Just. Be equity-oriented, transparent, equitable, and fiscally responsible in governance. •People-Oriented, Thoughtful, and Sustainable Built Environment. Invest in a welcoming and walkable built environment, thriving neighborhoods, and a vibrant, pedestrian-oriented City Center. •Collaborative and Engaged. Be a leader and collaborator in the regional and statewide community. The lenses through which we view all our change work. We use these at the beginning (right thing to do? bringing in voices?), middle, and end (check our output against our values?) of all initiatives. Operationalize this as we go. Roles and Responsibilities City Council *informed by committees •Policy •City Plan •Budget Leadership Team *with staff Teams •Implementation •Professional expertise •Implications •Is this the right thing to do •Hear from public •Adopt policy •Provide financial resources •Provide technical expertise •Implement policy •Provide management and administrative effort Hold shared community trust Review Leadership Team Recommendations and Council suggestions Activity – Recommendations •Do we need to reword any of these? = ADD COMMENTS •Is there anything we eliminate? = Red Dots •What are the highest priorities? = Green Dots •What are maybes? = Yellow Dots Activity – Council Suggestions •Should this be eliminated/bike racked? = Red Dots •Should this move forward? = Green Dots •What are maybes? = Yellow Dots Resources •Leadership Team’s recommended FY25 Policy Priorities and Strategies •FY25 City Council suggestions •FY24 Policy Priorities & Strategies – Report #3 Key Council Request – cross walk to the Councilor’s request Champion – “X” means we will need support from Council Vote – “X” means Council will need to approve an ordinance, resolution, or other action Fund •X= may have financial impacts (either new money need or revenues reduced) in FY25 •FY26 = may result in new funding needed in FY26 Goals/Actions – Cross walk to the relevant sections of the City Plan 2024 Key Priority – Leadership Team’s analysis of priority •Must do = In an existing policy document (budget, City Plan, Climate Action Plan) or required based on our professional experience •May do = As time allows •Pending Resoruces = New resources needed to complete effort Project Lead – All of these actions require efforts of multiple team members. The leader is indicated for ease of coordination and communication. Key Some things to think about…. •There is a significant amount of alignment already! •Staff capacity – core government vs strategic change •Council meeting capacity – for example there are 15+ ordinance changes listed •What is the return on time investment of these strategies? Are these the items that will achieve the largest strategic change? •Are we the right ones to do a thing? What is core government? Are there other partners to work on efforts? •Is the prioritization (must dos, may dos) accurate? •With three votes on new orange Council items, what is coming off the list? Planning for the Future •Do you see these individual ideas as linked? •How are we defining terms? •What process ideas do you have? •What are the outcomes we hope to achieve? •Recommendation: Have a general conversation and Staff will provide a structured recommendation in the future Committees and the City Plan Recommendations for FY25 •Provide clear and intentional direction – Committees to develop workplans and present to the Council •In FY25, hold quarterly “all Committee meetings” •Develop a South Burlington volunteer program •Revisit the Committee structure in the spring of 2025. •Extend all expiring positions for one year and fill current vacancies •For the future: When do we need formal structures (appointed committees that must follow Open Meeting Law) and when do we need engagement opporutnities to bring people together or inform City operations? Resource: Committee Chair and Staff Liaison Feedback Gratitude Something that surprised you today? or Something you are thankful for? or Something you are proud of? FY25 Policy Priorities and Strategies Leadership Team Recommendations Updated: June 12, 2024 Role of City Manager and Leadership Team "This is how we are accomplishing this vision." Council Request Champion Vote Fund X X Action 12, 95 Review and adjust fire/life safety ordinances and resources to meet the evolving needs of the community Must Do Locke Scanlan - 3 Smith - 3 X X Action 5 Promote Housing Development: *Update permitting and development fees for housing and consider reductions to support affordable and missing middle housing *Explore "Vermont Homes for All Toolkit" Must Do Conner X FY26 Action 4 Take action to incentivize community's vision: Explore opportunities for micro-grants for accessory dwelling units and duplexes Pending Resources Conner X Goal 11, 16; 17; Action 151 Support networking and community development opportunities, concepts and programs such as Women in Business, Tech Hub, Silicon Forest. Must Do Blanchard X Action 30, 32, 34 Hire a Climate Director to implement the CAP Must Do Baker X FY26 Goal 9, 10, 20, 23, 24 Develop a CAP - Buildings/Thermal Implementation Plan Must Do Climate Director X FY26 Goal 26, 45 Government Operations Sector Climate Action Implementation Plan *Continue to integrate EV vehicles into the Fleet; perform assessment of medium & heavy-duty vehicle electrification options *Present plans for efficiency as part of Bartlett Bay project *Weatherize City buildings per the CIP Must Do Climate Director X FY26 Goal 45, Action 71 Transportation Sector Climate Action Implementation Plan: Prepare analysis and plan for closing gaps in public EV charging infrastructure Must Do Climate Director X X Goal 45, Action 71 Transportation Sector Climate Action Implementation Plan: Inventory current multi-family electric vehicle charging network needs/capabilities to inform a policy for existing multifamily properties (new and existing) to install electric vehicle charging equipment. Pending Resources Climate Director Smith - 12 X FY26 Goal 42, 46. Action 119 Complete the Active Transportation Plan (link to Parks and Open Space Master Plan)Must Do Quallen X FY26 Goal 42, 46 Action 89, 119 Complete sidewalk inventory and review of ADA compliance Must Do Quallen FY26 Goal 42, 46. Action 89 Support culture change around traveling safely to School: *Participate in the Safe Routes to School Task Force *As safe routes are determined, identify infrastructure needs and implementation schedules. Must Do DiPietro X X Action 73 Participate in Exit 14 Scoping Study Must Do Quallen Council Action: policy and resources Housing Economy Energy Transportation Project Lead Staff Action: implementation, work, and operational effortGoals/ActionsCity Plan Section Role of Council "This is the vision for our community" Priority 1 FY25 Policy Priorities and Strategies Leadership Team Recommendations Updated: June 12, 2024 Role of City Manager and Leadership Team "This is how we are accomplishing this vision." Council Request Champion Vote Fund Council Action: policy and resources Project Lead Staff Action: implementation, work, and operational effortGoals/ActionsCity Plan Section Role of Council "This is the vision for our community" Priority X FY26 Goal 46; Actions 64, 65 Work with GMT to improve connectivity throughout the City: to include in-city connections, workplace connectivity, and safety Pending Resources Blanchard Smith - 9 X FY26 Action 88 Long-term planning for indoor recreational space (connection to capital planning for school capacity and emergency response centers) Must Do Matth Smith - 12 X FY26 Goals - 55,56,57...Action 44, 87, 89 Complete the Parks & Open Space Master Plan (link to Active Transporation Plan)Must Do Matth Chalnick - 13 X X Goal 54, 60, 61, Action 150 Hubbard Recreation & Natural Area: *Complete design phase and bid project for construction in summer 2025 *Consider a permanent conservation easement Must Do Quallen Chalnick - 13 X X Action 150 Complete the permanent conservation easement on Wheeler Must Do McNeil X FY26 Goal 54 South Village Field: Determine future use and amend needed permit documents Must Do Baker X Goal 59 Ensure Recreation and Library programming and event participation mirror the city demographics to improve engagement with marginalized and underserved populations and improve cultural experiences in the city. Must Do Matth/Murray X Goals 55, 57; Actions 90, 91 Ordinance Update: *Update Recreation Impact Fee ordinance (with full impact fee ordinance review) Must Do Conner X X Action 100 Seek opportunities to improve response and services for mental health and social service needs Must do Baker X FY26 Action 166 Formalize plan of Auclair walking trails May Do Matth X FY26 Goal 39 Increase Community Garden May Do Matth X Goal 53, 77 Select public art for Williston Road Streetscape, Garden Street projects, and City-wide art.May Do Blanchard X FY26 Goals 54, 62; Action 80, 90-94 Explore opportunities to enhance volunteer opportunities for community development May Do Baker X X FY26 Actions 90, 91, 147 Collaborate with Airport on walking paths/amenities adjacent to Chamberlin Neighborhood Pending Resources Conner X Goals 54, 62; Action 80, 90-94 Explore micro-grants for neighborhood & community development Pending Resources Blanchard X FY26 Goal 68, 70. Action 112 Evaluate the capacity limitations of our wastewater collection system (pipes, pump stations, and force mains) and drinking water distribution systems (pipes) to ensure that we can accommodate growth to the same extent that the capacity at our wastewater treatment plant and drinking water storage tanks will allow. Must Do DiPietro X Goal 1, 68. Action 113 Water Tank in High Service Area: Complete engineering, bid project, and start construction Must Do DiPietro Recreation, Community Services, and Culture Water and Utilities 2 FY25 Policy Priorities and Strategies Leadership Team Recommendations Updated: June 12, 2024 Role of City Manager and Leadership Team "This is how we are accomplishing this vision." Council Request Champion Vote Fund Council Action: policy and resources Project Lead Staff Action: implementation, work, and operational effortGoals/ActionsCity Plan Section Role of Council "This is the vision for our community" Priority X FY26 Goal 71 Lead Service Line Inventory - Work to find lead service lines will be done by 11/24. Develop plan to replace any identified or suspected lead lines. Must Do DiPietro X Goal 68, 71, 72 Ordinance Updates *Water Service Area *Sewer Service Area *Wastewater to address Industrial User requirements Must Do DiPietro X Ordinance Updates *Continue Water and Wastewater Rate discussion May do DiPietro X X FY26 Goal 69, 70, 71, 72. Action 109, 115 With municipal partners, consider a regional stormwater collaboration May Do DiPietro Scanlan - 3 Chalnick - 9 X X FY26 Goal 2, 3, 5, 6, 44, 45, 77, 79, 80, 81; Actions 4, 9, 10, 16, 17, 42, 43, 58, 71, 137 Land Development Regulations - with attention to legal defensibility *Implement requirements of the HOME Act (Act 47) and BE Home Act *Transportation Demand Management Regulations *Form Base Code updates and updates to successfully build out City Center *Streamline regulations *Electric Vehicle Charging Standards *Supporting Uses in Commercial/Industrial Areas Must Do Conner X Goal 48, Action 58 Official Map *Updates to City Center area to complement Form Based Code *Update following completion of Active Transportation Plan *Review for consistency with 2024 City Plan Must Do Conner X Goal 79; Action 19 Explore state designation program opportunities consistent with City Future Land Use Plan Must Do Conner X Goal 79; Actions 4, 17 Consider changes related to Act 250 reform (H.687)Must Do Conner FY26 Action 8 Collaborate with Airport to implement/accelerate sound insulation renovations to homes adjacent to the Airport Must do Conner Smith - 10 X Improve implementation steps and processes for adopted regulations and ordinances: *Build database of future ownership of public infrastructure *Build systems and templates needed for implementation Must Do Baker X X Goal 12, Action 141 Garden Street: Complete ROW, engineering, and bid project Must Do DiPietro Land Use City Center and TIF 3 FY25 Policy Priorities and Strategies Leadership Team Recommendations Updated: June 12, 2024 Role of City Manager and Leadership Team "This is how we are accomplishing this vision." Council Request Champion Vote Fund Council Action: policy and resources Project Lead Staff Action: implementation, work, and operational effortGoals/ActionsCity Plan Section Role of Council "This is the vision for our community" Priority X X Goal 12, Action 141 Williston Road Streetscape: Complete right of way acquisition, engineering, and bid project Must Do Blanchard X X Goal 12, Action 61, 141 East West Crossing - Pedestrian Bicycle Bridge over I-89 Project: Bid Project and initiate construction Must Do Blanchard X X Goal 12, Action 141 City Center Park Boardwalk Connection: Execute construction contract and build project Must Do DiPietro X FY26 Goal 12 Complete a Downtown Parking Management Plan and Implement Must Do Blanchard X FY26 Action 145 Support South Burlington City Center Collaborative Must Do Blanchard X X Goal 5; Action 141, Action 148 Promote, support and encourage infill development within City Center to realize downtown vision Must Do Blanchard Chalnick - 12 Smith - 4 X X FY26 Action 142 Make a go/no go decision on creating a "city green" in City Center May Do Blanchard Chalnick - 5 X Backbone Implement the Data Strategy for the City - including operational and GIS data *Regular reporting on CAP progress and reporting on our solar and renewable energy ordinances Must Do Baker X Goal 1, Action 20 Implement a cross-department permitting systems and processes Must Do Locke X X FY26 Backbone Assess and implement a modern financial system and consider other related improvements Must Do Locke X Backbone Improve communication and engagement *Launch and promote new website *Add new communications methods (such as short-form video) to help make government more accessible. Must Do Brumbaugh X Backbone Implement the 'Equity in Planning' Toolkit Must Do Conner / Brumbaugh Fitzgerald - 3 Fitzgerald - 4 Fitzgerald - 6 X X Backbone Improve civic engagement strategies and activities to ensure voices are equitably represented at policy- making tables *Improve the Committee structure and screening to most effectively implement the City Plan 2024 *Improve appointment process to outside organization *Develop new Council engagement processes Must Do Baker Fitzgerald - 2 Smith - 11 X Backbone Allocate remaining ARPA funds Must Do Machar Core Municipal Government 4 FY25 Policy Priorities and Strategies Leadership Team Recommendations Updated: June 12, 2024 Role of City Manager and Leadership Team "This is how we are accomplishing this vision." Council Request Champion Vote Fund Council Action: policy and resources Project Lead Staff Action: implementation, work, and operational effortGoals/ActionsCity Plan Section Role of Council "This is the vision for our community" Priority Scanlan - 2 Fitzgerald - 1 Chalnick - 7 Smith - 2 X X X Action 104 Convene City, School and Community discussions on long term growth, resource, affordability, and service delivery planning Must Do Baker X Goal 42-44, 47; Actions 58, 141 Ordinance Updates *Transportation Impact Fee Must Do Baker X Action 141 Ordinance Updates *Peddlers *Entertainment *Private Use of Public Streets May Do Baker X X Goal 65 Explore opportunities to offer contracted dispatch service May Do Burke X FY26 Goal 26, 45 Consider Fleet management software May Do Locke X FY26 Review the governance structure and operations of the City's cemeteries May Do Baker X FY26 Goals 13, 53, 54, Actions 15, 27, 80, 81, 149 Outline the multiyear strategy and funding for complementary plans to include: Housing Needs Assessment, Economic Development Strategic Plan, Cultural Plan, Neighborhood Plan(s) Pending Resources Baker 5 FY25 Policy Priorities and Strategies Councilor Recommendations Councilor #Idea Scanlan 1 South Burlington College: https://www.arlingtonva.us/Government/Projects/Arlington-Neighborhoods- Program/College Scanlan 2 Discuss policy options in addition to homestead property tax on how to grow revenues, increase efficiencies, and leverage partnerships in the short, mid, and long term, including through the use of our surplus and ARPA funds. Scanlan 3 Explore the policies, incentives, and tools the City may use to grow the homeownership stock for the missing middle demographic. Scanlan 4 In the spirit of the Council's resolution of February 22, 2022, "to explore governance structures to ensure that voices are equitably represented at policy-making tables," discuss how we can advance this through the continued work of the Charter Committee, our rightsizing exercise for Committees and Boards, and a review of the City's methodology for taking soundings of views in our community. Fitzgerald 1 It may be appropriate to consider the formation of a City-School committee which could serve to complement, supplant or reduce the need for current leadership meetings with Council/Board Chairs, Superintendent and City Manager Fitzgerald 2 Surplus and Pandemic Funds: Understand the magnitude of that consolidated funding and how the City Manager and her team would prioritize utilizing those funds as well as a list of the possible uses/demand for funding before having to make a decision. Fitzgerald 3 Committee Consolidation/Formation, scope, and selection criteria Fitzgerald 4 Review Council liaison assignments to committees and outside organizations along with expectations. Fitzgerald 5 TIF District "Intensive" training Fitzgerald 6 Review of Councilor's community engagement efforts/"pilots" and outcomes; discussion of unified path forward Fitzgerald 7 Preliminary discussion of 2025 budget targets (contractual commitments, needs, expriation of one-time funds, grants/obligations, etc.) Fitzgerald 8 Develop and implement a 'naming of public spaces' policy Fitzgerald 9 Peter Taylor: Take up the Charter Committees recommendation to expand the City Council Chalnick 1 Adopt weatherization/efficiency requirements for rental buildings (for example, we could require energy auditsevery five years and that the items contained in the report be implemented if cost effective) Chalnick 2 Where a permit is required, adopt regulations to require that “end of life” fossil fuel heating and cooling equipment be replaced with carbon-free heating and cooling equipment where reasonably possible (unless the cost is prohibitive, taking into account the social cost of carbon). Chalnick 3 Enhance our nuisance ordinance to include objective decibel-based noise standards, and harmonize the noise standards in the LDRs with the separate (and different) noise standards contained in our nuisance ordinance. Chalnick 4 Adopt an ordinance that requires building owners to maintain building exteriors, walls, fences, driveways, sidewalks, walkways and parking areas in such condition as to not become defective, unsightly, or in a state of deterioration or disrepair. Chalnick 5 Begin regular reporting on our solar and renewable energy ordinances Chalnick 6 Adopt the tree preservation changes to the LDRs presented by the NRCC FY25 Policy Priorities and Strategies Councilor Recommendations Councilor #Idea Chalnick 7 Begin a community conversation about growth management with a goal to adopt a growth management plan Chalnick 8 Begin inspections for energy efficiency, renewable energy, solar Chalnick 9 Adopt requirements for new buildings to install EV-ready parking spaces Chalnick 10 Adopt a municipal sustainable purchasing policy Chalnick 11 Adopt a municipal integrated pest management policy Chalnick 12 Develop a village green in City Center Chalnick 13 Complete the conservation easements on Hubbard and Wheeler Chalnick 14 Leverage the noise standards in our nuisance ordinance to begin a phase-out of small gas engines (leaf blowers, hedge trimmers and string trimmers). Chalnick 15 Decouple rent for parking spaces from rent for housing units (ie., require landlords to charge separately for parking spaces, on the one hand, and units, on the other). Chalnick 16 Review and consider relaxing the Chicken Coop Ordinance Smith 1 Prioritize window inserts perhaps through Window Dressers Community Builds Smith 2 Develop a Growth Management Plan for the city to ensure that all costs of future growth are considered and incorporated into planning permitting and maintaining future growth. Smith 3 Explore implementation of progressive impact fees to promote affordable housing and development that is compatible with vibrant, walk bike friendly mixed-use communities. Smith 4 City Center Park/Green Smith 5 Consider establishment of Neighborhood Planning Assemblies or similar structure to support link between neighborhoods and city planning/management Smith 6 Strengthen nuisance ordinance and LDRs to better protect homeowners from excessive or disruptive noise. Smith 7 Incorporate tree preservation language into the LDRs Smith 8 Emergency management in the face of Climate Change: Ensure that pre-planning takes place in preparation for potential climate emergencies. Smith 9 Future municipal rec facility & long-term capital planning for school capacity: Explore combining rec facilities, school facilities, and emergency response centers as a way to conserve resources, gain financial savings, and increase community engagement. Smith 10 Assumption of ownership of public infrastructure: Ensure that the assumption of private development infrastructure includes adequate impact fees based on costs to city associated with long term ownership, and associated impacts. Smith 11 ARPA Funds: Priority 1: Investment in active transportation, heating/cooling transformation, renewable energy production/distribution, and local sustainable food production. Priority 2: Development of City Hall Park/Green. Smith 12 Active transportation/bike ped master plan coordinated or developed simultaneously with Parks/Rec plan Smith 13 Promote adaptation of the Homegrown National Park program by the City Departments and residents: Promotional Tools for the HNP program Role of Council Role of City Manager and Leadership Team Report #1 Report #2 Report #3 "This is the vision for our community" "This is how we are accomplishing this vision."October 13, 2023 February 20, 2024 June 12, 2024 Must do In place of a municipal recreation facility, convene community partners to discuss bringing a non‐profit community center Staff have participated in several conversations with community groups to discuss needs and scoping of a community center While community conversations continue, there are no definitive plans at this point. No change from Report #2 Must do City Assuming Ownership of Public Infrastructure *Complete DPW standards for assuming city ownership of privately developed infrastructure Our DPW standards remain in an unfinished state. Other priorities have prevented us from finalizing this task. *DPW standards have been worked on in January/February 2024. We anticipate completion in FY24. *Current inventory of agreements will be completed once a new Deputy City Attorney is on board. *A first edition of DPW Specifications were published in April 2024. *Inventory of agreements not yet started Must do Plan for the transformational and effective use of ARPA funding *Council discussed on 9/18/23. *A slate of projects will be brought back to Council in November. The Council made a number of ARPA decisions as part of the FY25 Budget process. The amount remaining to be allocated by 12/31/24 is $1.376M. An overview will be presented to the new Council as part of their orientation. An overview was presented to the Council following Town Meeting Day. Discussions continue. Must do Hubbard Natural Area: Complete design phase and bid construction for summer 2024 *Design work continues. On schedule. *The City Manager will prioritize exploring a conservation easement in Q2. Preliminary Plans are complete and planning for DRB application is underway. On track for Summer 2024 construction The DRB application was submitted. Staff and Council met with the Lake Champlain Land Trust on a permanent conservation easement. Must do South Village Field: Determine future use and work with developer on construction *Staff met with developer. *Conversations underway with HOA leadership. Conversations with HOA leadership will take place this spring. This has been on hold pending other priorities and conversations about the area. Staff met with the HOA and developer. There is conceptual agreement about changes to the permit conditions. Staff will meet with the full HOA and present to Council in the late summer/early fall. Must do Support and partner with the School District on long‐term capital planning for school capacity Continues to be a topic at monthly City/School Meetings. *The implications of Act 127 will continue to be a discussion between the Council and School Board. *City staff completed a presentation in January that outlines planned, actual and future development rates in conjunction with enrollment growth. This will be a focus of discussion at the FY25 Policy Priorities & Strategies Retreat. Must do Following the City Plan 2024 adoption, outline the multiyear strategy and funding for complementary plans to include: Parks Master Plan, Housing Needs Assessment, Economic Development Strategic Plan, and Cultural Plan To start after the CityPlan 2024 is adopted. *Council has assigned $125,000 in ARPA Funds to the development of a Parks Master Plan. *A multi‐year strategy will be developed in next quarter following 1/29/2024 City Plan adoption. *Discussion have been held about a phased approach between the Parks Master Plan and the Open Space Plan. Staff is outlining for FY '25. Multi‐year strategy to be initiated in first quarter of FY '25 in time for FY '26 budget considerations Must do Update Recreation Impact Fee ordinance (with full impact fee ordinance review) Staff has held initial scoping meeting for impact fee update project On hold pending other priorities On hold pending other priorities May do Increase Community Gardens throughout the community A new Recreation and Parks Director will start on October 30th. On hold pending other priorities On hold pending other priorities May do Modernize rules and regulations on dogs and common spaces for dogs *Including considering LDR updates for multi‐ family homes A new Recreation and Parks Director will start on October 30th. *The Planning Commission received an initial update concerning possible expansion of Site Amenity requirements in the Land Development Regulations; to be further reviewed in winter 2024 including functional uses. No update. City of South Burlington FY24 Policy Priorities & Strategies ADOPTED by the City Council on July 17, 2023 Report #3: June 12, 2024 Affordable and Community Strong: Creating a robust sense of place and opportunity for our residents and visitors. Category 1 Role of Council Role of City Manager and Leadership Team Report #1 Report #2 Report #3 "This is the vision for our community" "This is how we are accomplishing this vision."October 13, 2023 February 20, 2024 June 12, 2024 Category May do Work with GMT to improve connectivity throughout the City to include in‐city connections Staff and GMT met in September to outline key subject areas with intention to continue dialogue, hold quarterly meetings, and convene regional stakeholders. *In December met with GMT, CATMA and UVM to start initial conversations. *Ongoing conversations with Howard Center to increase frequency of routes to their clinic on San Remo Drive * Have met regularly with GMT. * Included School District in discussions with GMT * Held a joint meeting with GMT, UVM, UVM Medical Center & Chittenden Area Transportation Management Association on City Center planning Pending Resources Initiate Parks Master Plan process *Council discussed as part of potential ARPA distribution. *Council to consider Municipal Planning Grant application at 10/16/2023 meeting. *Staff is developing initial scope of work and relationship to other prior and current projects. Parks Master Plan outline and identification of needs in underway between DPW and Rec & Parks before preparing RFP and procuring a consultant paid through ARPA funding. RFP to hire a consultant released on 5/28/24. Will be combined with open space master plan. Must do Strengthen Dispatch service provision *2 on at all times *Implement Computer Aided Dispatch *Contract with other communities *Monitor state legislation The computer‐aided dispatch system was implemented and went live on September 26 for SBFD. Currently in progress of a renovation in the dispatch center that will replace end of life radio consoles and increase the number of dispatch positions from three to four. This additional capacity would allow us to consider municipal contracts to dispatch other communities. New Dispatch Center is fully complete and online with four dispatch stations connected to city police & fire computer and radio systems, as well as relevant state networks. The City now employs eight full‐time dispatchers, two of which are in training. May do Streamline Land Development Regulations Actively being developed in concert with S.100 / Act 47 LDR amendments. Planning Commission is reviewing policy‐ decisions as staff prepares specific language Planning Commission has a full set of LDR amendments and is likely to hold public hearings over the summer. May do Actively work with City Center area building owners to seek out smaller scale, local businesses to occupy first‐floor commercial space Initial conversations held with developers about marketing the spaces. Working on a Request for Quotes for a consultant to assist the City in developing a parking ordinance and governance structure for parking management in City Center. In the interim, staff are exploring time restrictions on parking on Market Street until a management system can be implemented. Nothing additional to report; Developers are working with a lease management advisory firm to optimize available spaces. May do Build a regional stormwater collaboration We submitted a proposal to retain a fellow to investigate this with 5 other communities. Awarded grant funding to hire a research fellow (hosted by Essex) to look into regionalization idea. The position has been posted and interviews are scheduled for late February. UVM research fellow has been hired and will start in June. The work includes looking for opportunities to regionalize municipal stormwater services. May do Update Sign Ordinance: City Center appropriate standards and political signs Staff met with Economic Development Committee 10/10/2023 to review and get feedback on draft amendments Staff is preparing to bring the draft revised sign ordinance, following feedback from the Economic Development Committee, to Council early in the spring City Council held a first public hearings in May and adopted an ordinance in June. May do Update Peddlers Ordinance to support creative businesses and food trucks Staff has initiated amendments, applying best practices from communities with similar objectives. On hold pending other priorities On hold pending other priorities May do Assess Commercial/Industrial Districts for opportunities for housing, support services, and for reserving space for industrial‐only *Draft CityPlan 2024 includes vision to allow for these opportunities. *Discussion initiated with EDC in FY '23; to continue later this year. The Tech Hub puts additional emphasis on this as an opportunity. Council approved a letter of commitment which includes this being taken up this year. No updates. Pending Resources Activate Market Street and City Center with events *Energy festival held on 9/30/23. *Partial funding identified for Illuminate Vermont. *An April Illuminate Vermont is in planning. *A storywalk is in development. Illuminate Vermont was a huge success! Recreation is planning a fall event in Goose Park. Opportunity Oriented: Being a supportive and engaged member of the larger regional and statewide community. Walkable: Bicycle and pedestrian friendly with safe transportation infrastructure. 2 Role of Council Role of City Manager and Leadership Team Report #1 Report #2 Report #3 "This is the vision for our community" "This is how we are accomplishing this vision."October 13, 2023 February 20, 2024 June 12, 2024 Category Must do Complete Transportation Demand Management Regulations to be nimble for City Center Staff continues to work with RSG and CCRPC Planning Commission reviewed concepts / drafts in December 2023 and January 2024; Energy Committee in January 2024, and Bike/Ped Committee in January and February 2024. On schedule for completion in spring 2024. Staff has met with various stakeholders through spring. Planning Commission to review in June 2024 Must do Complete Transportation Impact Fee update (with full impact fee ordinance review) Staff has held initial scoping meeting for impact fee update project Staff has reviewed and revised candidate project list to align with adopted Capital Improvement Program. Scheduled to be presented to Council for consideration in Spring 2024. Staff has reviewed and revised candidate project list to align with adopted Capital Improvement Program. Scheduled to be presented to Council for consideration in Summer 2024. Must do Substantially complete the Bike/Ped Master Plan Consultant selected. Working to refine scope and sign contract. Existing conditions assessment and early public engagement processes have begun. Scheduled to be complete in October/November 2024. Survey is closing shortly. Second public meeting took place in June. Network and gap analysis is substantially complete. Pending Resources Conduct a sidewalk condition inventory and prioritize maintenance in future budgets (current budget is $2k/year) *Weigh needs against shared use path and paving needs DPW has an ad hoc list of sidewalk issues. Planning to discuss this in more detail during FY25 budget conversations. Pending FY25 budget approval we will have the financial resources to begin moving this work forward. We have begun evaluating different methods for completing a sidewalk inventory and plan to release an RFP so that work can begin in early FY25 when funds become available. Must do Bartlett Bay Wastewater Treatment Facility: Complete engineering and design Contract for final engineering has been executed. Project has an 18 month design schedule. Final engineering is underway.Final engineering is underway. 30% plans are due before the end of May 2024. 60% plans are due in October 2024. Must do Water Tank in High Service Area: Engineering, bond vote, apply for funding Contract for final engineering has been executed. Bond vote schedule for TMD 2024. DPW has been conducting outreach to community in January and February. Project engineering and permitting is nearly complete. We plan to bid the project in the fall and start construction in the spring 2025. Must do Finalize Auclair conservation plan with Vermont Land Trust Staff is coordinating with VLT On January 29th, closing was completed on the permanent conservation of two parcels off Hinesburg Road formerly owned by the Auclair family, consisting of 104 acres of Parcel B (west side of Hinesburg Road, north of Cheesefactory Rd) and 65 acres of Parcel C (west side of Hinesburg Rd, south of Cheesefactory Rd). Complete Must do Address implications of S.100 *Update LDRs *Establish a Water Service Area (including areas where we intend to infill and upzone) *Establish a Wastewater Service Area *Update Wastewater/Stormwater ordinance & update drinking water ordinance *Staff presented outline of work to be done to Planning Commission in September. *Staff is reviewing LDRs for first draft later this fall and has selected consultant for mapping work and analyses. Planning Commission and staff are actively reviewing and preparing draft amendments. Staff from P&Z and DPW met in January and February 2024 to prepare proposed updates to water & sewer ordinances for Council consideration in Spring 2024. The water ordinance is being revised and is planned for council's consideration in March 2024. *Planning Commission completing review of LDR amendments; public hearing anticipated summer 2024 * Water service area presented to council on 5/20/24 and moved to a public hearing. *Wastewater service area presented to council on 5/20/24 and will be on a council agenda in June 2024 *Wastewater and stormwater ordinance updates are on Council's agenda for June 2024. Green & Clean: Emphasizing sustainability for long‐term viability of a clean and green South Burlington 3 Role of Council Role of City Manager and Leadership Team Report #1 Report #2 Report #3 "This is the vision for our community" "This is how we are accomplishing this vision."October 13, 2023 February 20, 2024 June 12, 2024 Category Must do Improve management/maintenance of City‐ owned Natural Areas and Public Parks Working to fill the vacant positions in the Parks Maintenance Division. We are currently interviewing to hire a Parks Foreman. We anticipate filling other vacant positions subsequent to filling this position. A parks foreman was hired and other vacant positions in the parks and recreation maintenance division have been filled (including athletic fields maintenance person). Council may need to weigh in on an acceptable level of maintenance for some facilities (e.g. mowing of sports fields) to confirm that our level of service and staffing are aligned with community expectations for maintenance. Pending Resources Enhance City's municipal tree nursery No action No action No action Must do Adopt City Plan 2024 Planning Commission held public hearing and voted to approve submittal of CityPlan 2024 to Council at their 10/3/23 meeting. Council to receive on 10/16/23. City Plan 2024 was adopted by Council on January 29, 2024!Complete! Must do Modernize the City's Personnel Policies and Practices *Executive team is currently reviewing the legal draft. *Leadership Team will review for feedback and then Executive Team will finalize. *City Council will considering over the winter with implementation and training of staff to follow. Updated personnel policies were adopted by Council on February 5, 2024. Employee training began on February 14 and will continue through the end of February. Employee Handbook training was conducted with all City employees in February and March. We held 10 separate training sessions, and went to each department to provide an overview of the new handbook and policies. Leadership training on Reasonable Suspicion was held in April. Performance Management/Development training is scheduled for July. Must do Assess and modernize the City's financial system, policies, and procedures No action yet. Will kick‐off between the budget/audit and year end window of time. Anticipate project to kick off in the summer of 2024. This will continue into FY25. Must do Assess and modernize the City's hiring, onboarding, and evaluation processes *NeoGov applicant tracking and onboarding modules were purchased in July. *HR is currently engaged in the design of the applicant tracking system. *Applicant tracking on schedule to be implemented in late November. *Onboarding module design will follow. *New performance evaluation processes are included in policy handbook update. The applicant tracking module of NeoGov was developed, tested and implemented. The system went live on January 5, 2024. The Onboarding module is the second part of the process and is currently under development. Anticipated implementation of the Onboarding module is late May or early June 2024. Applicant tracking module has been live for 6 months. We have processed 237 applications during this time and hired 16 new employees. This includes full‐time, part‐ time and seasonal employees. Eight females were hired and 2 were people of color. The Onboarding module was developed and went live in May. Training departments on the Onboarding module began in late May. Core Municipal Services and Administration 4 Role of Council Role of City Manager and Leadership Team Report #1 Report #2 Report #3 "This is the vision for our community" "This is how we are accomplishing this vision."October 13, 2023 February 20, 2024 June 12, 2024 Category Must do Modernize City communications: Redesign website, implement communications policies, and focus on resident and neighborhood‐based engagement and outreach *Communications policy and standards guides to be presented 10/18. *The website redesign has been discussed with our current vendor, Revize. Since this will require a paid upgrade, we will consider other vendors' capabilities and costs before moving forward with Revize. *In the meantime, Revize has provided training on how to improve our site within the framework of the current design. *The communications policy was adopted on November 20, 2024, and incorporated feedback from the leadership team presentation. Policy and standards guide, templates, logos, and other resourced were made available to the team via a new Communications SharePoint site. *Current website vendor Revize offered a no‐charge visual refresh of the site, including more modern modules (calendar, text editor, etc.). Will evaluate benefits of this option vs. full redesign. Departments have also made efforts to improve organizational structure. *Engagement and outreach will be developed as part of Equity in Outreach project in first half of 2024 Selected CivicPlus to provide an all‐new website, with launch currently scheduled for January 2025. Visitors to the new website can expect a modern and accessible experience (especially on mobile devices) and improved site organization. The Equity in Outreach project is moving ahead with CivicBrand, including the formation of a committee, creation of a "Connect South Burlington" brand, and soon‐ to‐launch website and community survey. Other recent outreach efforts include accessible meeting offerings (dinner, childcare, translation services) and the start of the City Council's "Coffee with a Councilor" listening sessions. Must do Modernize cross‐department permitting (and building history) systems and processes *P&Z / Deputy City Manager have met on coordination. *Staff have participated in several software demos in preparation for issuance of an RFP/RFQ. *Cross‐departmental work group has met weekly in 2024 to participate in software demonstrations and craft an RFP/RFQ. The work group is expecting to release an RFP/RFQ at the end of February for services Vendor has been selected after a thorough process and anticipate signing contract in the month of June 2024. Implementation will take several months to complete. Must do Adopt a Rental Ordinance and stand up a Rental Registry Council continued discussion of draft scheduled for November 2023 City Council public hearing and possible action on 2/20/2024 Council adopted ordinance in February 2024 and new manager for the program hired in May. Beginning to build out program which includes getting rental occupancies registered, hiring inspectors and creating internal policies. ‐Library and Affordable Housing committee collaborated on a well attended ADU information session. Must do Focus on equity and inclusion: Complete the 'Equity in Planning' Project, define shared goals, and work toward engaging more voices at policy tables *Staff project team kick‐off held in early October 2023. *Staff is preparing RFP for release this fall. City staff has selected a firm from among 4 respondents to the RFP issued in December 2023. A contract is being finalized with kick‐off expected later in February. The City hired Civic Brand through an RFP process to lead us through developing an Equity in Planning toolkit. A citizen advisory group has been set up and met twice; Civic Brand is scheduled for in person interviews and events early this summer The Library on track in developing partnerships with underserved communities, including residents wanting to connect with others who share their languages. 5 Role of Council Role of City Manager and Leadership Team Report #1 Report #2 Report #3 "This is the vision for our community" "This is how we are accomplishing this vision."October 13, 2023 February 20, 2024 June 12, 2024 Category Must do Complete a utility rate study to ensure our wastewater and drinking water rates can appropriately fund the required maintenance of our existing system and can pay for future capital needs. *Rate study presented to council in first quarter of FY24. *Planning additional discussions with Council in FY24. Work is considered complete unless / until Council would like to have a follow up discussion. Work is considered complete unless / until Council would like to have follow up discussions. Proposed changes to our ordinance that council is currently reviewing would allow for changes in the rate structure (e.g. base rate). Must do Complete Charter Committee process and support Council in considering recommendations *Charter Committee presented recommendations to the Council on 9/18/23. *Council opted to pause the Committee's work and have internal conversations on community engagement in the future. Charter change to expand the School Board is on the Town Meeting Day ballot. Town Meeting Day ballot item passed, the Charter change was voted out of the Legislature and the Governor signed the change. We now will have seven School Board members. In March 2025, there will be four seats available (2 for 3 years and 2 for 2 years) and in March 2026, there will be two seats available (1 for 3 years and 1 for 2 years). After that, the elections will be for the terms that are expiring. School board directors will still be elected at large. Must do Complete review, digitization, and modernization of City's municipal ordinances *City Attorney has returned comments to Municode. *Anticipate bringing the full format change to the Council in early winter. New City Code of Ordinances adopted by City Council on 2/5/24 Complete! Council has warned public hearings on new amendments to the Sign and Water Ordinances and is scheduled for review of wastewater / stormwater ordinance in June. Following adoption of amendments these will be added to Municode Must do Develop a process, related procedures, and a database for affordability covenants Not yet started. Pending the onboarding of a new Deputy City Attorney Staff is preparing a list of all existing permanently affordable housing units Must do Conduct analysis of development trends, tax generation, and potential service capacity Prioritizing hiring the GIS Data Analyst position. Development Trend review and presentation prepared for Steering Committee January 2024 Complete! More to come after the FY25 Policy Priorities & Strategies Retreat. Must do Plan for the future of 575 and 577 Dorset Street including transfer of ownership to the School District and CHT *A City/School project team has met twice. *Engaged Dore + Whittier to explore separating the HVAC systems. *In the process of engaging Krebs & Lansing to conduct a survey and manage the subdivision process. *Need to identify funds to continue work. It is estimated to cost approximately $1.7M to separate the properties. The School has indicated they are not interested in moving this forward at this time. We will continue conversations about how to be supportive and efficient neighbors. No further action. May do Consider revamping the Committee structure after the adoption of the City Plan 2024 After the adoption of the CityPlan 2024. The CityPlan 2024 was adopted on 1/29. Staff will put together a recommendation, discuss it with the new Council and potentially bring it to Committees in the Spring of 2024. The Staff Liaisons have met and the Manager met with the Committee Chairs to discuss options. This will be discussed at the FY25 Policy Priorities & Strategies Retreat. May do Following Charter and Comp Plan work, engage with community about how to best provide services at a more neighborhood level After the adoption of the CityPlan 2024. Not yet started Library developing relationships with Chinese community and Eastern European residents so far, towards current and future programming. City Center and Tax Increment Financing District 6 Role of Council Role of City Manager and Leadership Team Report #1 Report #2 Report #3 "This is the vision for our community" "This is how we are accomplishing this vision."October 13, 2023 February 20, 2024 June 12, 2024 Category Must do Dorset Street Signals: *Complete construction in October 2023 *Plan for Adaptive signal technology. *Include upgrade of hardware at other signals around the City in CIP. *Construction is underway, but slightly behind schedule due to material delivery schedule. *Adaptive technology will be in place with the current project. *On‐going software fees will be included in the FY25 budget. *Hardware upgrade for additional traffic signals will be proposed as part of the FY25 budget. Construction is underway and scheduled for completion in March 2024. Adaptive technology will be in place in March 2024. *Construction of the Dorset Street Signals project in largely complete, but delay's in obtaining necessary equipment (e.g. network switches, large metal poles) have extended the completion date. Expected to be complete this fiscal year. *Adaptive technology will be used on Dorset Street when the project is complete. *Some signals have been included in the FY25 CIP. The timeline for these upgrades Citywide will extend beyond the 10 year horizon of the CIP. Any new signals (e.g. Market/Hinesburg) will be designed using new technology and hardware. Must do Focus on Redevelopment: Be nimble in support of future City Center areas for priority redevelopment in the next ten years *U Mall *San Remo Drive *Hinesburg Road/Williston Road *Small property owners *Land Development Regulations Updates: Continue revisions to City Center Form Based Code and associated Official Map updates to support successful development of the downtown *Staff and Council held a walking tour of City Center to outline opportunities *Updates to LDRs including rare circumstance of "L"‐ shaped roads within City Center FBC, approved by the Planning Commission on 10/10/23 for submittal to Council on 10/16/23. *Council considering a Bylaw Modernization Grant application for San Remo Drive on 10/16/23 *Staff is finalizing a contract with a consultant to perform a review of the City's Form Based Code and make recommendations for architectural and design improvements discussed by Council and Planning Commission in Fall 2023 City's Form Based Code review is underway by the consultant. Must do Garden Street * Complete right of way acquisition and finalize construction documents * Bid out project * Demolish 1270 Willison Rd * Coordinate with State Offer letters in development. One offer letter has been accepted. Construction documents for the portion between Trader Joes and Healthy Living in progress. A clear path to a stormwater operational permit has been obtained, and work is progressing on a bid package. Must do Williston Road Streetscape: * Complete right of way acquisition and finalize construction documents * Coordinate with State * Prepare to bid project for FY25 construction ROW documentation in progress ROW Appraisals in process.Offer letters have been sent to ten of 12 property owners, and The City is meeting with the School Board on June 12. Must do East West Crossing ‐ Pedestrian Bicycle Bridge over I‐89 Project * Complete right of way acquisition and finalize construction documents * Identify other funding sources *Offer letters out to property owners. *Additional gap funding being sought for project (two applications submitted for Federal discretionary funding). ROW wrapping up. Additional funds being applied for with third application. Right of documents are close to signature. Additional funds in the form of a Reconnecting Communities grant have been secured and the grant agreement is in progress. Bid documents are also in progress. 7 Role of Council Role of City Manager and Leadership Team Report #1 Report #2 Report #3 "This is the vision for our community" "This is how we are accomplishing this vision."October 13, 2023 February 20, 2024 June 12, 2024 Category Must do City Center Park Boardwalk Connection: *Finalize design and engineering *Bid, award construction contract, and start construction In final design. Still in final design, planning on bidding as soon as documents are complete. Completing electrical work, bid documents still in revisions. Must do Explore creating a "village green" in City Center Obtaining consultant to conduct work. Contracted with consultant, they are creating documents for outreach after Town Meeting Day Public outreach meeting held May 30, 20+ attendees to understand public intentions for park. Four parcels are being examined for suitability. Must do Renew New Town Center and Renew and Expand Neighborhood Development Area Designation *City applied for and was approved for expansion of Neighborhood Development Area in September *Draft Application for NDA and New Town Center submitted to State on 10/1/23 The Downtown Development Board unanimously voted to renew the City's Neighborhood Development Area and New Town Center designations in January 2024. No additional action. May do Begin exploration of converting the City's "Base" Designated New Town Center to a Designated Downtown Staff participated statewide workshop and provided feedback to legislative committees examining designation program and Act 250 under Act 47 Not yet started Staff is tracking the status of H.687 which re‐ organizes the statewide designation programs and will participate in implementation if signed by the Governor Must do TIP1. Complete Transportation Implementation Plan (TIP) *Identify financial and human resources to implement the TIP ‐ What can we do and how do we pay for it? *Information presented to council at 10/2/23 council meeting. *Public Hearing scheduled for 10/12/23. *Funding of plan will be presented with the FY25 budget. TIP was completed and recommendations integrated in the FY25 Budget. Complete! Pending resources TIP2. Inventory current multi‐family electric vehicle charging network needs/capabilities to inform a policy for existing multifamily properties (new and existing) to install electric vehicle charging equipment. Pending staff.Pending staff capacity. Must do GOIP1. Complete Government Operations Implementation Plan (GOIP) *Strategically plan to achieve 2030 goals *Identify financial and human resources to implement the GOIP ‐ What can we do and how do we pay for it? *No consultants completely responded to the RFP *Staff redirected to complete this work and is preparing the draft plan for presentation to Council in November. *Draft Plan was presented to Council in November 2023 and incorporated into 2025 budget *Final Plan is being drafted and is expected to be completed late winter 2024. Final Implementation Plan is under review. Many aspects were built into the FY25 budget. Pending Resources GOIP2. Once completed prioritize: *Implement financial policy and CIP planning to integrate EV only vehicles into the Fleet once they are operationally feasible and meet budget goals *Develop a municipal green purchasing policy *Consider an ordinance to limit or ban small engines (leaf blowers and trimmers) Pending staff.Pending staff capacity. Pending Resources Explore resources to develop a Buildings/Thermal Implementation Plan Not yet started. Not yet started Pending staff capacity. Climate Action Plan 8 Role of Council Role of City Manager and Leadership Team Report #1 Report #2 Report #3 "This is the vision for our community" "This is how we are accomplishing this vision."October 13, 2023 February 20, 2024 June 12, 2024 Category Must do Update LDRs to implement targets of Climate Action Plan, including bike/ped parking, EV charging, infill in built areas, others Staff is developing updated Bike/Ped Parking standards and updating the transportation standards in LDRs (see above) See above under LDR amendments See above update on LDR amendments. May do Advocate to maintain land application of biosolids Not yet started. Not yet started Not yet started May do Consider an ordinance on regulating private property owner mowing wetland buffers Not yet started. Not yet started Not yet started May do Develop an Integrated Pest Management Policy for City properties Not yet started. Not yet started Not yet started 9 180 MARKET STREET, SOUTH BURLINGTON, VERMONT | (802) 846-4107 | WWW.SOUTHBURLINGTONVT.GOV • • • • 180 MARKET STREET, SOUTH BURLINGTON, VERMONT | (802) 846-4107 | WWW.SOUTHBURLINGTONVT.GOV • • • • • • • o o o • • • • • • • o o 180 MARKET STREET, SOUTH BURLINGTON, VERMONT | (802) 846-4107 | WWW.SOUTHBURLINGTONVT.GOV •