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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 1 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 2 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 3 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 4 CITY DEPARTMENT REPORTS 5 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. 6 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 7 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 8 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. 9 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. 10 •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. 11 •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 12 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. 13 •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. 14 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. 15 •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. 16 •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. 17 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. 18 •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. 19 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. 20 •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 21 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 22 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 23 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. 24 •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. 25 180 Market Street – Public Library, City Hall + Senior Center (Construction Photos) Foundations were laid Slabs were poured Steel was raised. 26 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. 27 •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 28 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 29 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. 30 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. 31 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 32 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. 33 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. 34 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, 35 •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 36 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 37 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 38 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. 39 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 40 •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 41 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. 42 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 43 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 44 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. 45 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 46 •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 47 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 48 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 49 •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 50 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: 51 •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. 52 BOARD & COMMITTEE REPORTS 53 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. 54 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. 55 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 56 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. 57 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! 58 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. 59 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, 60 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. 61 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 62 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. 63 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. 64 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. 65 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 66 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 67 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 68 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 69 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. 70 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 72 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 73 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 74 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 75 •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 76 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. 77 •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 78 CITY PARTNER REPORTS 79 1 | Page September 2020 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  80 2 | Page September 2020 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  81 3 | Page September 2020 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 82 4 | Page September 2020 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)  83 5 | Page September 2020 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  84 6 | Page September 2020 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 85 7 | Page September 2020 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 86 8 | Page September 2020 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 87 9 | Page September 2020 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 88 10 | Page September 2020 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 91 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 94 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 99 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 100 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 101 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 / 3.14.21 102 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 / 3.7.21 103 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 104 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. 105 •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! 106 CIty of South Burlington, 575 Dorset Street, South Burlington, Vermont 05403 www.southburlingtonvt.gov