HomeMy WebLinkAboutAnnual Report July 01, 2020 - June 30, 2021FISCAL YEAR 2021 ANNUAL REPORT
New pavement at Overlook Park
Under Construction:
New Public Library, City Hall & Senior Center
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City of South Burlington
Table of Contents
Description Page Number
City Directory…………………………………………………………………………………………….
City Departments
Manager………………………………………………………………………………………………....
City Project Management…………………………………………………………………………………
City Clerk………………………………………………………………………………………………..
Community Development…………………………………………………………………………………
Community Justice Center (CJC)...………………………………………………………………………...
Facilities…………………………………………………………………………………………………
Fire Department………………………………………………………………………………………….
IT Department……………………………………………………………………………………………
Library…………………………………………………………………………………………………..
Planning & Zoning……………………………………………………………………………………….
Police………………………………………………………………………………………...……….…
Public Works…………………………………………………………………………………………….
Recreation & Parks………………………………………………………………………………………
Committees/Boards
Affordable Housing…………………………………………………………………………………………
Board of Civil Authorities……………………………………………………………………………………
Bike & Pedestrian ………………………………………………………………………………………….
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9
19
23
26
28
29
33
35
39
43
47
52
60
63
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Development & Review Board (DRB)…………………………………………………………………………
Dog Park…………………………………………………………………………………………………...
Energy ………………………………………………………………………………………………….…
Library Board of Trustees………………………………………………………………………………..…..
Natural Resource ………………………………………………………………………………………..…
Planning Commission……………………………………………………………………………………….
Public Art……………………………………………………………………………………………….….
Recreation & Parks……………………………………………………………………………………..…..
City Partners
Champlain Solid Waste District (CSWD)……………………………………………………………………
Champlain Water District (CWD).……………………………………………………………………….….
Chittenden County Regional Planning Commission (CCRPC)……………………………………………….…
Green Mountain Transit (CCTA)……………………………………………………………………………
South Burlington Food Shelf……………………………………………………………………………….
Vermont Garden………………………………………………………………………………………….
Vermont Dept of Health………………………………………………………………………….………..
VT Spay Neuter Incentive Program (VSNIP)………………………………………………………………....
Winooski Valley Park District (WVPD)………………………………………………………………………
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CITY DIRECTORY
CITY COUNCIL
Chair
Vice-Chair
Clerk
Helen Riehle
Meaghan Emery
Tim Barritt
Tom Chittenden
Matt Cota
hriehle@sburl.com
memery@sburl.com
tbarritt@sburl.com
tchittenden@sburl.com
mcota@sburl.com
CITY MANAGER
City Manager Jessie Baker jbaker@sburl.com 802-846-4107
Deputy City Manager Andrew Bolduc abolduc@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)
CSWD (Champlain Solid Waste 802-872-8111
district) Trash Drop Off
Fire Rescue (non-emergency) 802-846-4110
Human Resources 802-846-4107
Library 802-846-4140
Sources of Public City Information
Website: www.soutburlingtonvt.gov
Facebook: @SouthBurlington
Twitter: @SBCityVT
Hashtag: #SoBu
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 (CWD) 802-864-4361
Water Quality 802-658-7964
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CITY DEPARTMENT
REPORTS
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City Manager
Submitted by Jessie Baker, City Manager
It is an honor to present the FY 2021 Annual Report to the community of South Burlington. I would be remiss to not start
with an acknowledgement and thanks to retired City Manager Kevin Dorn and retired Deputy City Manager Tom Hubbard.
While I have the privilege to share the updates below with you, the credit for the excellent management and many
successes go to Kevin, Tom, and the professionals of the South Burlington City Team!
FY 2021 (July 1, 2020 to June 30, 2021) was a period of significant transition for our City. COVID-19 continued to change
how we did business and encouraged us to implement new innovations and methods to best serve residents and
businesses. Construction carried on at 180 Market Street and we partnered with the South Burlington School District to
plan their move into our former space at 575 Dorset Street. Kevin and Tom lead with expertise and grace until their
retirements on the last day of the fiscal year. And the Council and community went through the process of hiring their next
City Manager. I am sincerely honored to serve our community in this position and look forward to many years of success
together!
On the following pages, you will find detailed reports from our Department Heads, from our Committees, and from our
governmental partners. There are hundreds of staff, elected and appointed officials, and volunteers who work everyday to
further the vision of our community. Please join me in thanking them for their efforts and allowing me to highlight some of
them for you!
City Center and 180 Market Street
Throughout FY 21, construction continued on the new South Burlington Public Library, City Hall, and Senior Center. This
50,000 square foot public building anchors our City Center and Tax Increment Financing District realizing a decades long
vision for the community. During FY 2021, planning was in full force for the move of the Library from the University Mall to
our new building, the opening of our new Kevin Dorn Senior Center, and plans for the relocation of City Hall. The Team was
thrilled to finally welcome the community to the new facility in July 2021.
Opportunities for Community Connection
As COVID-19 continued through FY 2021, our Team focused on ways to ensure that our residents could connect with one
another – a critical component of community resiliency. Over the year, our parks, open spaces, and recreation paths saw
significant use as folks got outside, exercised, and visited in socially distanced ways. We saw a significant increase in folks
participating in our passive holiday events, outdoor community engagement activities, hikes, and story walks. The Weed
Warrior Program thrived and we appreciate the volunteers who participated. And the Team nimbly adjusted SoBu Night Out
to Thursday Nite Take Out!
During the fiscal year, the Library continued to be open for limited public use. Book groups, discussions, and storytimes
moved online or to YouTube and curbside book and material pick up was available. This provided opportunities to support
our neighbors while many of them were home – working and learning from home.
We continued the use of fully virtual or hybrid public meetings resulting in many more residents engaging in important
policy conversations and vision setting for our community. It is likely that these opportunities will continue well beyond the
pandemic to maintain this level of public involvement.
An important way we connect as community participants is by exercising our right to vote. FY 2021 saw three elections –
all with higher-than-normal turnout. Thanks to the leadership of our City Clerk, Donna Kinville, the Team quickly responded
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to new State requirements and options to facilitate voting during a pandemic. We are so thankful that our neighbors came
out (or mailed in) ballots in droves!
Public Safety
Throughout FY 2021 and COVID-19 our first responders (Police, Dispatch, Fire, and Emergency Medical Services – not to
mention our Water Treatment Plant Operators) continued to work around the clock to ensure our community was safe and
we were here when our neighbors needed us. During that time, the Police responded to 12,394 calls for service and the
Fire/EMS responded to 3,990 emergency calls (65% of which were EMS calls.)
Additionally, during this year of upheaval, we were pleased to continue our partnership with the Howard Center Community
Outreach Team. This team co-responds to a variety of calls for service which involve a person suffering from an unmet
social service need and ensure their needs are best met. In FY 2021, the Community Outreach Team responded to 615
requests for services.
We are also very proud of our Fire and EMS staff who signed-up for the State EMS Vaccinator program. Eighteen of our
colleagues joined the Department of Health EMS Team and administered vaccines to Vermonters all over the State. This
was in addition to their regular duties and we could not be prouder of them for representing us at these critical vaccination
centers.
Planning for our Strategic Growth and Future
In additional to 180 Market Street wrapping up construction in FY 2021: construction of Garden Street continued;
construction began on a new 40-home building just north of Market Street; and, the City’s first Habitat for Humanity project
was completed on Hinesburg Road. The second phase of a mixed-use building on Quarry Hill Road received its final
approval and joins a new hotel and substantial renovations to the existing Holiday Inn on Williston Road. A Tilley
Drive/Kimball Ave Transportation Study was completed and updates to the City’s Official Map were contemplated by the
Planning Commission. Additionally, the Planning Commission was hard at work in FY 2021, considering updates to the Land
Development Regulations that met the goals of the City’s period of Interim Zoning. All in all, we saw a 16% increase in
Planning & Zoning permits issued and construction took place on 143 new homes (both single and multifamily.)
In addition to the built environment, work continued to invest in, plan for, and construct paths and open space projects.
Construction was completed on the Spear Street Jug Handle Project (including approximately 300 feet of sidewalk
extending from Spear Street to East Terrace) and trail maintenance was completed and wayfinding signage installed at
Wheeler Nature Park. And planning started on the Dorset Street Shared Use Path and the Hubbard Recreation & Natural
Area.
Municipal Finances
Prudent financial decisions were made by the previous administration and the City Council to manage the FY 2021 budget
cautiously given the uncertainty COVID-19 presented. Kevin, Tom, the finance team led by Sue Dorey, and Martha Machar,
and many Department Heads carefully reviewed all expenditures and made some tough choices to limit spending. We were
able to refinance the City’s pension loan and realized savings by moving to a captive health insurance model. We deferred
some Capital Improvement Plan projects to future years. Additionally, we saw a significant increase in recording and fire
inspection fees. Staff was also able to secure FEMA relief to support our response to COVID-19. As a result, we ended FY
2021 with over a $1M surplus. With Council approval, these funds have been used to establish a recommended Health
Insurance Reserve Fund and to ensure that we maintain the minimum balance of 8.33% of our operating expenditures in our
Fund Balance. With this conscientious approach to fiscal management in FY 2021, the City is better poised to address
future financial realities and ensure that our operations and community investments continue. For additional information,
you can find the results of our FY21 Audit here: www.southburlingtonvt.gov/departments/finance/audited_financials.php.
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Gratitude
On a personal note, I spent the last month of FY 2021, shadowing and learning from Kevin Dorn and Tom Hubbard. I’m
incredibly thankful to the team they built at the City of South Burlington and the opportunity to continue their legacy. I’d
also like to sincerely thank the Leadership Team (the City’s Department Heads), the staff, and all of the community members
who have so warmly welcomed me to the City. I have learned a great deal from each of you and look forward to working
with you for years to come.
In FY 2021 I had the pleasure of watching and participating in the City Council’s hiring process. I’m humbled by the faith the
Council has put in me to serve as your City Manager. I’m also very thankful for the tireless work they put into their roles as
elected officials. The City is well served by Helen Riehle, Council Chair, Meaghan Emery, Vice Chair, Tim Barritt, Clerk, Tom
Chittenden and Matt Cota. We also thank David Kaufman who stepped off the Council in FY 2021.
Finally, I want to thank the City’s Leadership Team. Each of them provides expert guidance to service areas that are critical
for the residents and businesses of South Burlington. I’m thankful to call each of them colleagues and for the wisdom and
commitment they bring to our community.
Ashley Parker – City Project Manager
Colin McNeil – City Attorney
Coralee Holm – Director of Human Resources &
Communications
Donna Kinville – City Clerk
Greg Yandow – Director of Physical Plant
Holly Rees – Recreation & Parks Director
Ilona Blanchard – Community Development
Director
Jaimie Held – Human Resources Manager
Jennifer Murray – Library Director
Justin Rabidoux – Director of Public Works
Martha Lyons – Assessor & Tax Collector
Martha Machar – Finance Officer
Mike Mott – Information Technology Director
Paul Conner – Director of Planning & Zoning
Shawn Burke – Police Chief
Terry Francis – Fire Chief
And a special thanks to Andrew Bolduc. During FY 2021 and for the previous four years, Andrew served as the City
Attorney. In June, he joined me as Deputy City Manager. Andrew brings a clear commitment to good governance,
an empathetic and thoughtful eye to the challenges we face, and a deep knowledge of the community of South
Burlington (having lived here most of his life.) I’m thankful for the guidance he provides me and the Team and his
dedication to the City.
Thank you for the time you spend with this FY 2021 Annual Report. If you have questions or ideas you would like to
share, I can be reached at (802) 846-4100 or at jbaker@southburlingtonvt.gov.
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City Project Management
Department Overview
Oversees capital 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. This staff person also acts as the liaison the Bicycle & Pedestrian and Natural Resources & Conservation
Committees, and works with them to ensure projects falling under either fund are identified and implemented.
She has also been working with other 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.
Department Staff:
Ashley Parker City Project Manager 5 years with the City
Capital Improvement Program Planning:
The Penny for Paths and Open Space funds are connected to their own City CIP and were last approved by the
Council in December 2020. At the end of FY21, both funds had an expenditure balance of:
Open Space Project Fund: $790,355.00
Penny for Paths Project Fund: $413, 069.53
Total grant awards received in FY21: $485, 000.00
Accomplishments and events
Grant Awards:
• $300,000 in funds through the VTrans Transportation Alternatives Program for the design and construction
of Phase 1: Spear Street Bike/Ped Improvements project, a shared use path between the existing facility
that ends at the Forestry Building off Spear Street and the intersection of Swift Street.
• $75,000 in funds through the VTrans Smal-Scale Bike/Ped Program (Special
Application) for the construction of the Twin Oaks/Kennedy Drive Crosswalk
project.
• $110,000 in funds through the VTrans Small-Scale Bike/Ped Program for the
construction of two new crosswalks across Williston Road, between
Hinesburg Road and Kennedy Drive.
Community Hike Series:
• Staff continued to integrate COVID health protocols into its operation and in-
person hikes as needed this past year.
• There were four events held between July 2020 – December 2020.
Community Hike - Insect &
Macroinvertebrate Hike, 7/24/2021
(Photo by Seamus Abshere)
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• There were seven events held between January 2021 – June 2021. Two of these were online webinars.
• 172 individuals have participated in the program over FY21.
• There are five events planned to close out the 2021 calendar year.
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Weed Warrior Program:
• Staff incorporated COVID health protocols into its operation.
• Six events scheduled throughout 2021 (four of which took place in FY21) at one of
three natural area parks: Red Rocks, Wheeler, and the Hubbard Recreation &
Natural Area.
• In total, 26 volunteers participated in these official events, but the City’s consultant,
Mike Bald, continued to work with trained volunteers to continue efforts at other
parks in the City.
• The Bicycle & Pedestrian Committee led an effort to apply for the City to receive
Bicycle Friendly Community status. The City was awarded this status at the Bronze
level in May 2021.
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).
• Third Bike/Ped Improvements CIP created and approved.
• Continued quarterly meetings between City staff and the Bicycle &
Pedestrian Committee to maintain consistent dialogue related to
maintenance needs and updates, project updates, and safety concerns.
Completed Construction:
• Spear Street Jug Handle Project: includes approximately 300 feet of
sidewalk extending from Spear Street to East Terrace, on the east side of
the Jug Handle, bollard lighting, and movement of existing infrastructure.
• Crosswalk at Hinesburg Road/St. John Vianney’s: The Department of Public
Works improved the crossing at St. Vianney’s Church by clearing vegetation
to improve visibility and upgraded existing signage by upsizing it and making
sure it’s posted back-to-back. They also added 2” reflective strips on the
sign posts to create even more visibility for pedestrians.
Weed Warrior Event –
April 24, 2021
Learning to use a
“Weed Wrench”
New P4P Stencil on Completed
Jug Handle Sidewalk
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Construction Completion FY22:
• Allen Road Shared Use Path (Upper): 800-foot-long shared use path segment that
will close a gap between the end of existing infrastructure on Allen Road,
beginning east of Baycrest Drive and running east to the intersection of Spear
Street. Construction is expected to end in September/October of 2021.
• Kimball Avenue Culvert & Bike/Ped Infrastructure: This project includes a
new shared use path segment (~400 ft) that is being partially funded by
Penny for Paths. Construction will be completed in FY22. Partially funded
by stormwater grant, P4P funds, and the Town of Williston.
• RRFB Upgrades: The Department of Public Works initiated work on the
replacement of 32 RRFBs throughout the City.
• Dorset Street Barriers: Installation of a solid, permanent barrier along
Dorset Street to protect cyclists and pedestrians on the shared use path, and to prevent vehicles
from using the path as an extra turn lane in winter.
• Hinesburg Road Crosswalk Locations: Three new crosswalks (Ruth Street, Prouty Parkway, & the
Awasiwi Trail crossing) received an 1111 permit from VTrans for implementation in 2021. DPW
expects to install these crosswalks in 2022.
Design Work Continues:
• Dorset Street Shared Use Path: The project involves the
design/construction of a 0.7-mile shared use path along Dorset
Street, between Nowland Farm Road and Sadie Lane. Project is
entering the ROW phase in the fall of 2021. A virtual public
forum was held in February 2021.
• Hubbard Recreation & Natural Area Shared Use Path: Design of
an approximately 1,500-foot long 10-foot wide shared use path
connection. Permitting expected to begin fall 2021.
• Kennedy Drive/Twin Oaks Crosswalk: Received partial
construction funding in 2021. Final design is completed, and City
is set to put project out to bid in the winter of 2022/2023.
Construction needs to be completed by October 2022.
• Landowner/Stakeholder conversations initiated and sustained for
five projects (Allen Road Shared Use Path, Airport Parkway
Sidewalk & On-Road Bike Lanes, Dorset Street Shared Use Path,
Hinesburg Road Crosswalks, and the Hubbard Recreation &
Natural Area Shared Use Path Connection).
• Design work was halted on the Airport Parkway Sidewalk project,
as the final designs provided a cost estimate that was well above
the scoping estimate and budgeted amount. Staff will pursue
supplemental funding for this project in order to match Penny for
Paths and Impact Fee funds that will be used.
Construction of the Allen
Road Shared Use Path
Looking north along Dorset Street
near the Mill Market & Deli
Site Layout for the Kennedy
Dr/Twin Oaks Crosswalk
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• Staff negotiated two temporary construction easements with two property owners adjacent to the Airport
Parkway project. These were signed off on before the decision was made to pause the project. The
easements will hold and will be viable when the project is re-started.
• Assisted in bringing a new scoping study involving bicycle/pedestrian connectivity between Burlington
and South Burlington, along Queen City Park Road, on board.
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).
• Third Open Space CIP created and approved.
Wheeler Nature Park:
• Timber & Stone LLC completed all proposed trail maintenance projects identified
in their trail assessment report in the summer of 2021. These projects covered
maintenance issues along all six trails in the park. Trails at the park are now
considered updated and near new condition, and should only require annual
monitoring and maintenance.
• New wayfinding signs were fabricated and installed at
Wheeler in the summer of 2021. This included
approximately 25 new signs ranging from park id signs,
kiosks, interpretive panels, and trail directionals. This is the
first official wayfinding package installed at Wheeler.
• Two public educational webinars on the use of herbicide to
manage invasive plants let by Audubon Vermont, the US Fish
& Wildlife Service, and the Chittenden County Forester. The
goal was to educate the public on the consideration of herbicide use as a tool for management in our
natural area parks, especially as the City considers managing habitat at Wheeler for rare and unique bird
species.
• City staff are working with Audubon VT and the US Fish & Wildlife Service to complete invasive plant
removal work at Wheeler in late fall/winter 2021.
Red Rocks Park:
• Completed wetland delineation as part of the
permitting required for the trail, stormwater, and
other on-site projects.
• 2 Peregrine Falcon fledglings at Red Rocks this
year – up from 0 last year. It was great to see
them return after an off year. It does appear the
increase in traffic at the park during COVID
negatively affected their nesting season.
New puncheon and a trail re-route at
Wheeler Nature Park
New Interpretive Viewshed Sign at
Wheeler Nature Park
Red Rocks Wetland Delineation
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• A new interpretive sign was installed near
the “Wolf Pine” at Red Rocks. The sign is
working to deter park users from gathering
underneath its large branches due to the
age and health of the old tree.
• Continued design of the following
projects: trail improvements, trail reroutes,
stormwater facilities, beach culvert
replacement/repair, renovations to front
parking area, and shoreline stabilization.
Projects are entering permitting in fall
2021.
• Staff worked with a UVM NR206 class on the research and development of a Volunteer
Stewardship Program that would begin at Red Rocks. The class also developed
curriculum the City can use to develop camps and programs focused
on engaging youth and adults in our community in natural resource
management.
• The Management Plan Task Force has been on hold since late 2020.
The management plan revisions have been in staff’s hands, but staff
has not had the capacity to complete the required plan revision.
Staff hopes to take this on in the winter of 2021, with the goal of
proposing revisions to the full Task Force in spring 2022.
Hubbard Recreation & Natural Area:
• Staff brought on a consultant to begin the design work associated
with a viewing area, on-site parking, stormwater treatment, and
associated pedestrian connectivity at the Hubbard Recreation &
Natural Area.
• Design work continued on the ~1,500-foot long shared use path
connection.
• There is a Public Forum in September 2021 to review all of the proposed
elements and gather additional public feedback.
• Entire project to be submitted for permitting in fall 2021.
• Still aiming for construction of all elements in Summer 2022, pending
permitting.
• A Yale research team is using the site for their climate research study.
They are looking at insects and impacts of climate change on the overall
food web. It is a 4-year long study, and the researchers installed 236
cages on-site.
Example of “brontosaurus” machine
used to remove invasive shrubs at
Wheeler
New “Wolf Pine”
Sign at Red Rocks
Site layout for the beach
culvert project at Red Rocks
Partial rendering of proposed
Hubbard park elements.
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Invasive Plant Removal & Weed Warriors:
• Mike Bald, with Got Weeds?, completed his fourth season of
invasive plant removal with the City at all natural area parks,
including City Center Park.
• Weed Warriors returned in 2021, and our consultant trained
volunteers at the Hubbard Recreation & Natural Area, Wheeler,
and Red Rocks. He also continued his efforts at City Center Park,
and worked one-on-one with volunteers in the field.
Community Hike Program:
• City staff kicked off the second full season of the Community Hike
Program in 2021.
• Between the months of July – October 2020, staff organized four
in-person hikes; and between February – June 2021, staff
organized four additional in-person hikes.
• In addition to these in-person offerings, there were three virtual
opportunities for the community to participate in.
• 172 individuals participated in one of our community hike events
over the past fiscal year.
• The remainder of the 2021 season, includes five additional
opportunities to engage residents and others in our region in
natural resource related topics here in South Burlington.
Additional Open Space/Natural Area Projects:
• Initiated new dialogue around potential conservation projects at the
Goodrich Parcel.
• Audubon VT is interested in using grant funding to remove invasive
plants and then plant native plants to improve habitat for rare and
unique bird species. Invasive plant removal will likely begin in the
winter of 2021.
• Other opportunities include future plantings, additional invasive plant
removal work, installation of trail wayfinding signs, and possible
wetland restoration. This would be the first work on this property in 10
years. This is a parcel that was originally conserved with City Open
Space Acquisition funds.
Champlain Valley Conservation Partnership
• 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).
Weed Warriors participating in the
Earth Day event at Hubbard
Community Hike at Hubbard, 2/13/2021
2010 Wetland Mitigation Map for the
Goodrich Parcel
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• Since restarting meetings in July 2020, the partnership has met nine times between July 2020 and the
end of June 2021.
• The partnership continued its work on a regional
mapping project that will standardize how the region
identifies conservation and parcels with varying
levels of conservation.
• The partnership identified an area of focus. It
includes the Great Swamp in South Burlington, and
runs south into Shelburne Pond, includes St. George,
and the northern/northeast corner of Hinesburg. The
group is working to further highlight this area and
promote it to the region as a priority for conservation.
This work will also include categories of
conservation projects that should be considered.
• The partnership supported South Burlington’s
proposal to utilize the grant funding awarded the
group last year. The sub-award of $2,250.00 from a
NFWF grant recently received by Audubon will go towards invasive plant removal work at the City’s
Goodrich parcel. The group supported this effort due to it being in a prime location for regional habitat
and trail connectivity.
• The partnership will promoted a landowner engagement workshop at a property in Charlotte (Nordic
Farms) that is going to encourage conservation of property for bird habitat. The group is going to share
the opportunity with its communities, and it will also try to attend and talk one-on-one with those that
attend. This event is in September 2021.
• The partnership was approached by the Vermont Master Naturalist program
and was asked about hosting a class in the Fall of 2021. Due to COVID, the
Master Naturalist program paused classes in 2020 and has pushed back the
start date of a regional class. This class will now begin in the fall of 2022.
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 partnership will begin strategizing on how best to promote the class in
late 2021/early 2022.
Quantitative Data
Bike/Ped Improvements
• Completed projects include: 300-feet of sidewalk
• Initiated projects include: 3,100-feet of on-road bike lanes, and 6,140-feet of rec path; 7 new
crosswalks
• Projects completed: construction of 300-feet of sidewalk between Spear Street and East Terrace
along the Jug Handle.
• 32 RRFBs Replaced
• Projects Paused: 3,100-feet of sidewalk
Original depiction of the CVCP Are of
Interest for Conservation
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Open Space Improvements
• Design, engineering, and permitting continued for six
different trail, stormwater, erosion, and other special
park projects at Red Rocks Park.
• About 36 volunteers participated in the Weed Warrior
program this season at one of four parks in the City.
These volunteers are in addition to the many
individuals contributing volunteer hours outside of
scheduled events. The City consultant will provide a
full report on the season at the end of the calendar
year.
• There were 2 Peregrine Falcon fledglings at Red Rocks
Park this year.
• Trail maintenance projects were completed for
almost 7,040-linear feet of trail at Wheeler Nature
Park. Projects included adding puncheon and stone
steps, and rerouting trails, to improve user
experience and reduce impacts from erosion. This
work completes the maintenance needs at the park.
• 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 is planned for the winter of 2021/2022.
• City staff installed about 25 new wayfinding signs
at Wheeler Nature Park.
• 232 insect cages set up at the Hubbard Recreation &
Natural Area as part of a Yale School of the Environment
research study on impacts of climate change on food
webs. This is a 4-year study.
• Completed conceptual plan that includes all of the
following proposed elements at the Hubbard Recreation
& Natural Area: an approximately 1,500-linear foot
shared use path, viewing area, on-site parking,
stormwater treatment, trail formalization, and associated
pedestrian connectivity.
• About 172 individuals participated in one of the City’s 11
virtual or in-person Community Hike events this fiscal year.
Wheeler Nature Park Trail Projects
Habitat Management Planning Map –
Audubon & USFWS
April Stools Day Event at Wheeler Nature Park
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FY22 Goals and Priorities
Bike/Ped Improvements
• Construction of Allen Road Rec Path, installation of new RRFBs, installation of a Dorset Street
barrier, implementation of three new crosswalks across Hinesburg Road between Kennedy Drive
and Williston Road, and construction of the shared use path connection across Muddy Brook on
Kimball Avenue.
• Complete the design and engineering for the HRNA Shared Use Path Connection, the Dorset
Street Shared Use Path (Old Cross Rd to Sadie Lane), and two new crosswalks across Williston
Road.
• Begin design work for the Spear Street Bike/Ped Improvements: Phase 1 project.
• 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.
• 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.
• Construct the following projects at Red Rocks: implement improvements along two trails, reroute
one trail, install at least one stormwater feature, replace the beach culvert, and improve parking
off Central Ave.
• Create and complete a schedule of 2022 Community Hike events at the City’s three natural area
parks, and possibly City Center Park.
• 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 the Task
Force in April 2022; Committees in May 2022; and City Council in June 2022.
• Complete the design and permitting of the proposed park elements at the Hubbard Recreation &
Natural Area and begin construction of it.
• Begin a wayfinding sign plan for the Hubbard Recreation & Natural Area to align with the layout
of the trails.
• Continue invasive plant management at Red Rocks Park, Wheeler Nature Park, and the Hubbard
Recreation & Natural Area.
• Complete habitat management work at Wheeler Nature Park in partnership with Audubon
Vermont and the US Fish &Wildlife Service.
• Schedule Weed Warrior Program events for the 2022 season at each of the City’s three natural
area parks, and possibly City Center Park.
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Champlain Valley Conservation Partnership
• Develop a map to depict the partnership’s area of interest for conservation projects.
• Continue to coordinate regular meetings of the conservation partnership to discuss strategies for
conservation and develop list of priority projects.
• Develop strategy for regional landowner engagement in land conservation.
• Develop branding for the partnership and get information about the work it is doing on the City’s
website.
• Invite non-municipal partners to the effort to assist in the development of the partnership
mapping project, and other efforts as needed.
• Work the RCP Network to connect with other partnerships, share success stories, and understand
strategies for conservation at a regional level.
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City Clerk’s Office
Departmental 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.
Department Staff:
Donna Kinville City Clerk since 2001, current term ends March 2024
Deb Woodward Deputy City Clerk 2017
Pam Correia Assistant City Clerk 2020
Jill Braddish Assistant City Clerk 2019 (part-time)
Annual Budget for FY 21
Budgeted Revenue $269,300 Actual Revenue $452,090
Budgeted Expenses $262,806 Actual Expenses $325,732
Accomplishments and events
Elections:
3 elections were held during the pandemic, all with higher-than-normal turnout. The first election of FY21 was the
State Primary in which every voter on the checklist was sent a postcard where they could request a ballot by
mailing the postcard back to the Clerk’s office. This was a very time-consuming process as we were constantly
sending early ballots out, updating voter records and sending challenge letters out to all those whose postcards
were undelivered. It was necessary to challenge the undelivered postcard addressees by early September to
prepare for the November election.
The November general election was different in that the state sent ballots to every active voter (all those we did
not challenge) which greatly increased the number of early ballots processed in the Clerk’s office leading up to the
election. For the March meeting the City Council and School Board voted to send a ballot out to every active
registered voter, however this time the city was responsible for mailing out approximately 15,000 ballots.
Turnout for elections:
o August 2020 7,145 people voted in which 4,797 were early ballots
o November 2020 12,916 people voted in which 10,133 were early ballots
o March 2021 6,005 people voted in which 4,901 were early ballots
We successfully held all 3 elections while keeping COVID protocols. We blocked off 3 of the voting stations in a
booth so only one voter could use it at a time, sanitized pens after every voter, hand sanitizers throughout the
polling locations, required the wearing of a facial covering while in the polling location, had a door greater who
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opened the door to eliminate cross contamination and changed the flow of the election process through the
polling area so that people did not cross paths with each other.
Other projects:
Once again COVID-19 put a crimp in any projects that we were working on for the year. When City Hall closed to
the public in November, the Clerk’s office was working behind the scenes to make sure that almost all of the
services were available to the public. In order to be able to guarantee that the clerk’s office would still be able to
assist the public, we split into 2 shifts. One shift was at the office, and the other shift was working remotely. It
ensured that if someone were to get sick it on one team, it would not take out the whole office.
• Voter Checklist: The staff worked hard during their remote days, to update the voter checklist and
attempt to contact voters regarding their voter status.
• Conducted 8th annual Top Dog and First Feline contest with Rowan and Mr. Finnigan the winners.
2020 Top Dog Rowan 2020 First Feline Mr. Finnigan
• Cemetery Sexton – As one of the sextons for the city, we were able to have a partial sonar of our 2
cemeteries, to help us better our records and 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.
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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 —
individually allowing researchers in, so that home sales and refinancing could still continue; and meeting citizens
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 business.
Dogs and Cats
As of June 30th, our dog and cat totals had rebounded slightly from last year picking up another 90 pets. Due to the
Governor’s executive order, no late fees could be charged until the 90 days after the Executive Order ended. Many
thanks to our vendors who gave to this event even as things were shutting down due to the pandemic. As a side
note, In August 2021 we sent out a letter from the police to all unregistered pets and we picked up another 100
dogs and cats who registered.
Elections:
Oversaw 3 very busy and complex elections due to the pandemic with success.
Land Records Digitization:
We are now back to late 1980 or book 171 in digitizing the land records for the city. We continue to work our way
back through the land record books to eventually have all the land records be digitized and accessible by
computer. Project for the upcoming year is making these records accessible online but with the thought of how to
protect our citizens information.
Quantitative Data
During the period from July 1, 2020 to June 30, 2021 there were 172 births, 174 deaths and 143 marriages
recorded in the City Clerk’s Office.
Revenue generated by the City Clerk’s Office
Recording & copy fees: deposited to general fund $ 314,676
Vital Records certified copies $ 48,731
Civil Marriage Licenses:
141 licenses issued @ $60 $ 8,460
Paid to state treasurer $ 7,050
transferred to general fund $ 1,410
Animal Licenses:
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1,256 dogs
337 cats
deposited to general fund $23,406
Dog Control Kennel Fees: deposited to general fund $600
Motor Vehicle Renewals: deposited to general fund $213
Green Mountain Passport: deposited to general fund $392
Beverage Licenses: deposited to general fund $ 7,585
(1st, 2nd class, tobacco licenses, entertainment)
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Community Development
Staff:
Ilona Blanchard Community Development Director 8 years with the City
Responsibilities:
• Administer the City Center TIF district (record keeping, VEPC
reporting, track values/land, support audits)
• Manage projects (secure funding, contracts, public outreach,
consultant/contractor oversight, team communications, oversee
expenditures & track budgets)
• Staff committees (Public Art Selection Committee & Energy
Committee)
• Manage TIF district capital projects
• Manage other projects as assigned
FY 2021 Budget
• Operational budget is included in City Manager’s Budget.
Special Fund Expenditures:
TIF District Project Costs (TIF Debt Proceeds, City Debt Proceeds, Grants, Reserve Funds) $12,317,033.04
Debt Service TIF District Financed Bonds ($10 million) $233,5006.94
Debt Service on City Financed Bond ($14,000,000) $926,055.92
South Burlington Public Library and City Hall Project Revenue Sources (FY 2017-22):
Philip Godenschwager installing public
art selected for the South Burlington
Public Library and City Hall
Children's Library under
construction - Foundation
funds made the special
features in this area
possible
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Accomplishments and Events
• City Center Park won a Merit Award from the Vermont Planner’s Association
• Market Street Stormwater Pond Park won a Facility of Merit award from the Vermont Recreation and
Parks Association
• Public art for the South Burlington Public Library and City Hall was installed
• 180 Market Street was constructed
Qualitative Summary
Completed the South Burlington Public Library and City Hall with the Library furniture and equipment moving in
late June. Prepared a federal RAISE grant application for the pedestrian and bicycle bridge over I-89 at Exit 14.
Successfully presented phase I of the Garden Street project for TIF district financed debt authorization by voters.
Quantitative Data
• Closed out the Market Street federal
grant for $5.48M.
• Installed twelve electric vehicle
charging stations at 180 Market
Street, using a $87,363 grant from the
VW Environmental Mitigation Fund by
the State of Vermont.
• Installed a 135kWdc solar array on
the roof of 180 Market Street
including 180 single sided panels and
137 bi-facial panels.
• $4M in additional TIF district
financing was approved by the voters
for Garden Street and TIF district
related costs.
FY 2022 Goals and Priorities
• Support a response to community-wide indoor recreation needs.
• Administer the TIF District, including preparations for the State Audit in calendar year 2022.
• Support the Public Art Committee in an art resources inventory, selection of a city-wide public art project,
management of the public gallery and other activities.
• Support the Energy Committee and City energy/climate change initiatives including by pursuing and
incorporating sustainable elements into projects.
• Continue to build connections and otherwise support community development in South Burlington.
SunCommon installing solar array
on the roof of 180 Market Street -
generated electricity is directly used
by the building.
Pedestrian and Bicycle
crossing on Market
Street
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• Close out the South Burlington Public Library and City Hall project.
The public was welcomed
into the new building in July
with speeches, self-guided
tours of the Library, City Hall
and Senior Center and
performances.
• Implement federal grant funded projects –Williston Road streetscape and subject to funding availability,
initiate design on the Pedestrian Bicycle Bridge over I-89.
• Bring Garden Street Phase I to construction; initiate right of way acquisition for Phase II.
Garden Street is already
partially constructed by the
private sector north of
Market Street (shown above)
and south of Market Street
(not yet completed). TIF
district financing will fund the
portion north of this segment
and connect through Midas
Drive, as well as add
improvements to the
segment between Trader
Joe’s and Healthy Living.
• Initiate design for City Center Park pedestrian and bicycle Boardwalk Connection (City Center Park Phase
II)
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Community Justice Center
Department 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.
Staff: 1 full-time, 3 part-time & 1 intern/part-time
Other members of the CJC team: 7 sub-contractors and 23 volunteers
Programs/Services:
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 FY21 $192,282
Accomplishments and Events
• We have continued to offer RJ Panels and Safe Driving classes online since the pandemic began. We
have continued all our programs and services during the pandemic.
• We continued to work with an intern from Northern VT University while working remotely. We hired him
as a part-time employee due his quality of work and to help during staffing vacancies at the CJC.
• Restorative Practices district-wide began with the SB School District for the first year.
New Projects for 2021
• We received $2500 in funding from the Town of Shelburne to begin offering Parallel Justice services for
crime victims in Shelburne. This outreach will begin once the Shelburne Police Department is using
Valcour.
• We worked with a young person with a lot of interaction with the SBPD, some of which was violent, for 6
months in a Mentoring Circle. We had worked with him previously through a RJ Panel and this was not a
significant enough process to assist him with the changes needed. One staff person, our
intern/employee, and one volunteer met with him twice a month, initially online and later in person. They
were able to develop more significant relationships with him through play and talked about processing
emotions, coping & regulation strategies, his family history, and more. He enjoyed and looked forward to
talking with the team. He went from 3 – 5 police interactions/week at the start of this process to no
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interactions toward the end of the Mentoring Circle with him. There have been no police interaction
since the Circle ended.
Quantitative Data
• Restorative Justice Panel cases (new referrals) 100
• Restitution paid to crime victims from Panel offenders $16,817.14
• Mediation & Civil Panel Cases (new referrals) 21
• Parallel Justice Cases (outreach to crime victims) 660
• Volunteer Hours 283.25
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Facilities Department
Departmental Overview
Staff:
Greg Yandow Director 6 months with the city
2 employees assigned to City Hall & Public Library
Department Responsibilities:
Maintain City’s buildings including:
City Hall and Public Library at 180 Market Street
Wheeler Houses
575 Dorset Street and Fire Station #1
Fire Station #2
19 Gregory Drive (Police Station)
Airport Parkway Water Treatment #1
Bartlett Bay Water Treatment #2
Maintain City’s building infrastructure and manage the daily operations of the building improvements,
scheduling and managing day to day operations, contracts and scheduling contractors, safety and cleaning
This new department commenced on March 16, 2021.
Accomplishments and Events
•Stand up 180 Market Street City Center
•City Center Grand Opening — July 23, 2021
FY 2022 Goals and Priorities
•Bring the systems on line at 180 Market Street - elevators, security system, geothermal, HVAC,
Photo Voltic solar array
•Build a facilities department from the ground up
•Add additional staffing
•Bring all city buildings under the same facilities management umbrella
(contractual and maintenance; limiting redundant costs)
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Fire & EMS Department
Department Staff:
Terry Francis Chief 9 years with the City
30 Fire & EMS personnel
Annual Budget FY21:
Budget $3.6M Revenue $1.3M
Accomplishments and Events
Covid 19 – Pandemic Response
Fire/EMS personnel have been, and continue to be, in person, on the front lines of the pandemic from the
very beginning. Like the rest of our community, our members have the same struggles with, loss of
childcare, school aged children learning from home, partners who may or may not have had a change in
their work environment. Our staff like the rest of the health care community, have a very real concern of
bringing this virus home from work to our loved ones. In response, all Department members were fully
vaccinated by the end of February 2021. SBFD was one of the first Fire/EMS departments to fully achieve
this goal, in the State.
We have followed the science to provide the best patient care and personnel protection practices. The
science continues to evolve, and we continually learn more about how to better treat our patients and
protect ourselves. As with the public, this changing information can be challenging and fatiguing. Our
personnel have done an exemplary job of staying professionally focused and nibble throughout this time.
Our ambulance has to have a decontamination process completed each time a potential COVID patient is
transported. This adds to the out of service time before the unit is available for the next call. There were
213 decontamination cycles preformed last year.
The COVID pandemic continues to ebb and flow through our community. The Fire Department’s responses
follow those peaks and valleys. The Department will continue to be on the front lines of this very
challenging and lethal virus, through our response and prevention efforts in the community.
The Department has been on the leading edge of preventing this virus from impacting our community, as
well. SBFD, with its partners in the State, were able to distribute washable face masks (4200) to every
student and staff member in all our schools, public and private, and all large daycares in less than a week.
This was completed just before school opened last September. In mid-December, the Department was the
second Fire based EMS service to sign up for the State EMS Vaccinator program. Eighteen members
received COVID Vaccine training (as two of the vaccines are very fragile), and joined the Department of
Health EMS vaccination cadre and began administering vaccines to Vermonters all over the State. This duty
was in addition to our regular 24/48-hour shifts. This phase of the Fire/EMS Vaccinate Vermont program
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was temporarily suspended at the end of July, as more vaccines including the Johnson & Johnson vaccine,
are now widely available to pharmacies and Primary Care Providers.
Fire Suppression – Special Operations
This encompasses fire suppression, first tier EMS response, Hazardous Materials operations, and eight
additional special rescue and hazardous condition mitigation incidents. In total the Department responded
to 3,990 emergency calls. 1,415 (35%) calls being fires, hazardous conditions, service, and complaint calls.
Only 16 structural fires were extinguished with a property lost value of $787,000. This figure is a good
metric of the effectiveness of the Department’s Code Enforcement and Public Education. Three civilians
and three firefighters were injured in this year’s 83 working fire incidents.
Emergency Medical Services
The department operates a two-tiered response matrix and continues to provide unequaled care to our
citizens. A two-tiered system sends the closest fire suppression unit and an ambulance to any potential
critical care call. As all of our firefighters are Emergency Medical Technicians or Paramedics, this ensures
that high quality care is to your door in less than six minutes.
Number of calls: 2575 (65% of the fire department’s call volume)
Total number of patients transported; 2106. Patients evaluated but not transported: 469
Publicly insured patients - 52%
The pandemic continues to change the severity of calls as we continue to have patients hesitating to call
for help. This has resulted in patients “being sicker” when help is finally called. 49% of our EMS call
volume, this past year required some level of Advanced Life Support (ALS). We are also seeing an increase
in call volume for people age 65 and above. This population accounts for 52% of our EMS runs.
The Mental Health Crisis and drug usage including alcohol, continues to challenge our firefighters.
Fortunately, there are outreach workers who work with Public Safety personnel to deescalate patients in
crisis. Unfortunately, their coverage time is currently limited in scope. The lack of a comprehensive State
plan coupled with adequate treatment and recovery space/beds, continues to challenge our department as
the hospitals lack room, treatment and specially trained staff for our at-risk citizens. It is not uncommon for
our firefighters to see and transport an at-risk patient multiple times in a 24–36-hour period.
Fire Marshal’s Office (FMO)
Provides the technical support to the Community and the Department’s Fire Departments Suppression Units.
Its members are responsible for enforcing the State’s Building and Fire Safety Code (all 283 Codes and
Standards) and the City’s Fire Safety Ordinances. These documents are applied to all new and existing
commercial properties, businesses, multi-family homes (2 or more dwelling units) and all rental dwelling
units. We work in close coordination with the Planning and Zoning Department. P & Z approves the “where
and what” of what you can build. FMO approves the “how” it has to be constructed. Our personnel are in
the field everyday ensuring that buildings under our purview are being built and wired correctly.
As was the case last year, the pace of construction continues unabated in spite of materials and trade
person shortages. These factors certainly complicated the projected timelines versus the actual completion
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date. Which in turn challenges the scheduled inspection program. It is through good communication and
patience, that we are able to get the clients to the finish line. FMO had its busy year since its formation
(2012).
Electrical Inspections: 1,205 with an additional 254 permits issued
3,710 - Requests for information and service
Building Inspections: 1,763 with an additional 224 build permits issued
3,882 - Requests for information and service
SBFD has one of smallest and one of the busiest inspection groups in the State. It is not just the inspectors
in the Office, but all of the line firefighters being observant while on incidents scenes and doing company
level inspections. We all pride ourselves on excellent customer service.
FY 2022 Goals and Priorities
Covid 19 – Pandemic Response
Unfortunately COVID and its variants will be in the community for the foreseeable future. As this report is
being submitted, vaccination mandates are coming on line, and the likelihood of more community-based
clinics to help with a vaccine surge will be implemented. This is likely to be true when the vaccine is
approved as a booster and for children ages 2-12 years. SBFD is in conversation with the State on how best
to provide regular testing for those unable to get vaccinated.
Fire Suppression – Special Operations
The department is working with our public safety dispatch on implementing a response matrix to better
triage call types to reduce emergency vehicle transits and sending a single asset to an incident when
appropriate. The Department’s 25-year-old Records Management System will no longer be supported by the
new parent company. The Department is finishing up a study to find the best proprietary vendor for this
project while allowing digital access property information collected in the old system.
Emergency Medical Services
As with the past few years, the city continued to be the largest consumer of Fire/EMS mutual aid in the
County. Reliance on this group needs to be reduced as it increases wait time for our patients to be
transported to definitive care. While the Federal Medicaid/Care programs (CMS) recognizes this fact in
conjunction with ED saturation, is to study the need for a different delivery model. The Pilot program, ETTT-
Emergency Triage, Treatment and Transport study is ongoing and could provide guidance in another 18-24
months. As the city continues to grow and as a community, we are in a place where we will be studying
ambulance usage data to determine the need for staffing a second ambulance in the city.
Fire Marshal’s Office (FMO)
Traditionally, the Building, Electrical and Fire Safety Codes are updated every three years. The Pandemic
interrupted the adoption of the latest generation of Codes. Our inspectors are members of the Code review
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working group and will work with the State in person and virtually. We will be working on the newest Code
set as it applies to Vermont’s building environment to keep all of our buildings safe. Both the State and
the Fire Department have to replace an aging Records Management System (RMS). In the past, the two
systems operating on very different platforms could not communicate with each other. This forces our
inspectors to double enter information in to each other systems. This is less than an efficient. The State’s
current system also misses the fire service information that is capturing on every call. Often the State’s
system lags significantly in updated information that could be useful in large hazard mitigation
incidents/activities. This information sharing bears further investigation to all of our benefit.
The pandemic continues to challenge each and every one of us. As a community we have fared better than
most. I would like to thank the citizens of our city for their continued support of their Fire/EMS/Special
Operations Department. A special thank you to the Officers and Firefighters of this department. They have
overcome some very trying and tiring times. They have provided the very best service to our
clients/patients. Thank you to the City Administration and City Council for listening to the science and the
subject matter experts when making some difficult decisions about the City’s operation plans. Collectively,
we are stronger and healthier for it.
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Information Technology
Department Staff:
Mike Mott Director 1 year with the city
Larry King System Administrator 2 years with the city
Department functions and responsibilities:
• Implement and maintain technology utilized by City staff in day-to-day operations
• Respond to IT support requests in an efficient manner
• Make recommendations in regards to technology and tech policy
• Plan for resiliency and reliability for all City data and technology services
Information Technology Annual Budget FY21:
The IT Dept had a proposed budget of $273,762.52 and expenditures of $277,963.64. We were slightly over
budget due to new expenses related to enabling remote work during the pandemic. While many of these costs
were covered by special COVID funding, the pandemic also had a severe impact on pricing of hardware, with cost
increases of up to 50%.
Accomplishments and Events
• Successfully enabled remote work for the City’s operations via new laptops, expanded VPN capabilities,
remote and hybrid meeting support, and maintained a M-F onsite presence throughout the pandemic.
• Designed, configured, and installed the backbone network for the new 180 Market St. facility.
• Moved all technology infrastructure and services from 575 Dorset St. and the prior Library location at the
mall to new 180 Market St. facility while remaining within the acceptable downtime window.
• Migrated to new backup system that backs up City servers and data to both onsite storage and cloud
storage. The new backup system will allow us to more easily test our backups and allows for granularity
of restores down to the file level.
New City Hall Data Center
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FY 2022 Goals and Priorities
• Move from our legacy anti-virus software to a next-gen product that will enable better insight into our
network and better prevention against malware and ransomware.
• We plan to revisit IT policy and procedures so that they are clear and comprehensive, and that will also
meet best practice guidelines for a municipal IT dept.
• We plan to release an IT ticketing system that will allow us to better manage incoming requests and will
also provide metrics tracking and reporting. We also have plans to create a knowledgebase within this
system that will have a list of articles that address common issues.
• Complete an audit of our various file-shares to ensure permissions are set in a way that keeps
confidential data safe from unauthorized access. This will also include working with various departments
on a plan to get rid of unused data as maintaining very old data or data that is no longer useful has an
annual cost to the city.
• Complete the Avigilon access control and camera installation at the Police Dept.
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Public Library
Department Overview
The South Burlington Public Library strengthens our community through abundant resources, including books;
information; and opportunities to learn, share and grow. The Library fosters individual inspiration, community
connection, self-directed learning, and access to technology and information.
Staff
The library staff work in these areas: Children’s Services, Adult Services, Circulation and Cataloging.
Leadership Team
Jennifer Murray Director 7 years of service
Kathryn Plageman Circulation Librarian 20 years of service
Kelly Kendall Children’s Librarian 4 years of service
Susan Bliss Adult Services Librarian 8 years of service
Number of staff: 12 five with 9 hours a week or less, two 19-28 hours, five FTE
Annual Budget for FY21 $617,899.00.
Accomplishments and events
Qualitative Summary
• The first months of this fiscal year the library was open to the public for limited hours. A wonderful crew
of volunteers served as our greeters who counted up to our limit, reminded folks to wear masks and
looked items up in the catalog. The reduced hours allowed us to work with two full time frozen positions
and vacancies. We continued virtual book groups and discussions and added virtual story times to our
YouTube channel, all thanks to the talent and dedication of our Adult and Children’s services Librarians.
(Patrons enjoying the open library) (Packing up for the move)
35
Curbside holds continued in the mall, allowing those
who preferred not to enter to get materials and leave.
That service continued when we again had to close the
doors due to an increase in Covid cases, and it worked
so well that it continues in the new library. Kudos to
the Circulation Librarian for resetting our systems,
Facebook, banners and signs to reflect changes in
hours and services as they evolved. Library staff overall
exceeded expectations in their flexibility and teamwork
during the ups and downs of Covid.
• While staff focused on serving the public in the
present, the Director was engaged in decision making
and meetings to prepare for the final stages of the new
building to best create a robust sense of place and
opportunity for our residents and visitors, per the
Comprehensive Plan. The space had been determined
with all the requests made during earlier focus groups
blended into the layout. Now the final decisions about
paint colors, furniture, shelving and positioning were
made in concert with the design team.
• In addition to design, the move itself was planned and
implemented, from the kick off Bag ‘n Wagon Parade to days of moving and weeks of setting up. A key
volunteer in that process, Eileen Forester, agreed to use the information and skills that she developed
during the move to the mall and apply it to this more complex move. She solicited and coordinated 39
volunteers for over 200 hours to get the job done. Using the same system and cooperation from the
movers, and assistance from the Facilities staff, all the materials found their proper homes by the end of
June. Following a donor “sneak preview,” the library enjoyed a soft opening in July, a week prior to the
grand opening. The opening kicked off FY22 with over 400 people visiting the library.
• In the interest of inclusivity and equity the staff and Board discussed the possibility of being a fine-free
library as so many across the country and state have become. The Board approved that initiative which
will have the impact of reassuring residents who may have overdue materials that we want them to come
back. This also saves us the time and money required to replace items. Other policies also came under
scrutiny including our collection development and deselection policy, computer use, child safety policy
and patron code of conduct. This review of policies by the Board will continue in FY22.
(Recording a virtual storytime) (Patrons awaiting our reopening)
(Loading up for the Bag ‘n Wagon parade)
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Quantitative Data
• Cardholder total was 8,677 at the end of FY21, down due to a purge of unused cards so that we could
start fresh in the new space.
• Library visits came in at over 23,000 for the year down from FY 19’s 105,000+. The library was only open
to the public for two months in FY21 due to Covid precautions and preparations for the move.
• A total of 81,874 items were checked out to visitors during FY 21. That’s down by a third from the
previous year and to be expected because we were closed for most of ten months. Most of those items
had to be requested by email or phone call and handled by staff twice as they found the item, checked it
out to the patron, and then wrapped it in paper or in a paper bag to label them for patrons - curbside was
staff intensive. eBook circulation increased by over one third during FY20 and was maintained during
FY21.
• Staff and volunteers presented 74 programs over the year for 775 users and 4 online story times garnered
1,537 YouTube views. Tech assists were up during Covid as people asked for virtual cards and instruction
on using them for holds, eBooks and database use.
• Staff and volunteers moved and arranged over 52,000 items in the move.
FY 2021 Goals and Priorities
Library staff made positive towards its goals as shown here:
1. Review quotes and select furnishings and shelving vendors. By January 2021✔
2. Begin exploring best options for moving the library into the new space. ✔
3. 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 X (New staff and covid work plans
made this unnecessary at this time.)
4. Work closely with the Board and staff to complete the strategic plan. By June 2021 X
5. Plan and implement additional virtual programs. By June 2021✔
6. Develop opening criteria and site protocols to keep staff and the public safe from COVID. Ongoing ✔
7. Plan and update circulation policies and practices to allow nimble changes in hours and operations.
Ongoing ✔
8. Plan and implement curbside service inside the mall. Ongoing ✔
9. Perform a collection inventory. By June 2021.✔
10. Experiment with online reading challenges for all ages. By June 2021 ✔
11. Write and implement fine-free policy towards inclusivity and equity in library services. By Dec. 2020 ✔
12. Implement Narcan policy as decided by the Trustees. By Dec. 2020 X
13. Bring staff back to work in a supportive environment. Ongoing ✔
14. Continue to assist the Foundation by visiting with potential donors, assisting with grants, leading site
tours. Ongoing✔
15. Plan and implement the move. By June 2021✔
16. Collaborate with local agencies on services and grant projects. OngoingX
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FY 2022 Goals and Priorities
1. Engage with residents and visitors through marketing, outreach, invitation and events to increase library
participation towards offering a robust community center. (Increase library use by 20% over FY19)
2. Participate in strategic planning to develop plans that best support our residents and staff in creating and
experiencing a strong sense of place and opportunity over the coming five years. (Plan completed and published
for the public by June 2022)
3. Seek and respond to patron experience to enhance the new library's sense of place by making appropriate
changes. (Monitor comments, requests and actions taken)
4. Continue to support our extraordinary space by assisting the Library Foundation with grants and donor visits.
(Assist with writing four grants)
5. Collaborate with City departments towards creating a sustainable plan of service that removes duplication and
enhances activities. (Work together on at least 10 programs or services)
6. Collaborate with outside agencies as a supportive and engaged member of the community, to include working
with the VA on a telehealth program, School’s Out to enhance their afterschool program and others. (Work with at
least five agencies on services and programs)
7. Train and support staff in a way that positions them to take on new roles within the new Library. (Onboarding
for all new staff and leadership training for three team leaders)
8. Work closely with the Board to update all library policies to best balance public library mission and resident use
of the library. This will include, among others, the rooms and auditorium use policies and social media policies.
(Revise or create up to five policies)
38
Planning & Zoning Department
Departmental Overview
Department Staff:
Paul Conner Director 13 years
Dalila Hall Zoning Administrative Officer 3 years
Marla Keene Development Review Planner 4 years
Betsy Brown Planning & Zoning Assistant 8 years
Department Functions and Responsibilities:
• 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
• To provide support to the City’s Planning Commission and Development Review Boards
Annual Budget:
Expenditures: FY 21 Budget: $467,038; FY 21 Actual: $381,787
Revenues: FY 21 Budget: $389,700; FY 21 Actual: $381,988
Accomplishments and Events
Fiscal Year 2021 encompassed the period of July 1, 2020 through June 30, 2021. The fiscal year began with
most operations being performed remotely, due to the pandemic, and with most City committees, with the
notable exceptions of the City Council and Development Review Board, on a temporary hiatus. Committees
resumed meeting, virtually, beginning later in the summer.
So as to not be repetitive, I encourage everyone to read the related annual reports of the Development Review
Board and Planning Commission. Of note this year the Zoning Administrative Officer’s annual report is included
with the Department Report; a first. A few key projects to highlight:
• Construction in City Center: Construction on Garden Street continued; construction began on a new
40-home building just north of Market Street, and the City’s first Habitat for Humanity project was
completed on Hinesburg Road, welcoming four families in the community. The new City Hall / Library
was completed and opened in the very first days of FY 22. The second phase of a mixed-use building on
Quarry Hill Road received its final approval and joins a new hotel & substantial renovation to the
existing Holiday Inn on Williston Road, and a principally-residential 131 home-building on Garden
Street as ready to break ground when the property owners find the timing is right to begin.
• Bicycle & Pedestrian Infrastructure Planning. Staff from multiple departments worked with the
Chittenden County Regional Planning Commission to complete scoping studies for bicycle-pedestrian
projects at several locations throughout the City; preferred alternatives were approved by the Bicycle
& Pedestrian Committee.
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• Tilley Drive / Kimball Ave Transportation Study. This long-range transportation needs assessment was
completed and presented to the City Council; it provided recommendations for transportation
improvements to meet anticipated development in the eastern portion of the City in the coming years
in a manner that is consistent with the City’s overall transportation goals
• Official Map. The Planning Commission provided direction to update the City’s Official Map, to remove
two planned roadways segments between Deerfield Dr and IDX Drive, and between Swift St. Ext and
Hinesburg Road. The project, initiated in FY 21, held its hearing and was completed in FY 22.
• Amendments to the Land Development Regulations:
o See the Planning Commission’s Report for a detailed discussion of the substantial overhaul of
several sections of the City’s Land Development Regulations underway. In addition:
o Adoption of allowances for additional lot coverage along Shelburne Road and Williston Road in
exchange for providing greater on-site civic space and/or the purchase of Transferable
Development Rights, in December 2020.
o Adoption of an expansion of the City’s Inclusionary Zoning requirements, in July 2020.
Throughout the City’s primary transportation corridors (Williston Road, Kennedy Drive,
Shelburne Road, City Center, etc.) all new residential 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.
• Records digitization. The Department completed its digitization of over 10,000 sheets of full-sized
plans; these are now available online and accompany previously-completed scanning of development
review files.
• The Department continued its pivot when the Covid-19 pandemic hit our state. 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. Begun in FY 2019, these were kept
in place for FY 20 as the pandemic continued.
Qualitative Summary & Data
• The Planning and Zoning Office issued a total of 1,028 permits in FY21. This reflects a 16% increase in
the number of permits issued 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. The increase in volume is
an indication that the lifting of the State of Vermont’s Stay at Home Executive Order during the period
resulted in a resumption of construction and economic activity.
FY20 FY21 % Change
887 1028 16%
351 458 30%
37 66 78%
All Issued Permits
Zoning Permits - All
Zoning Permits - New Residential
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• We continue to review lessons learned during the shutdown to help streamline our processes and
offer greater responsiveness to our constituents.
• Residential construction increased this year compared to the previous year. The number of new
dwelling units increased significantly from 71 units to 143 units reflecting the pace of increased activity
in the housing market. This increase is almost back to pre-pandemic numbers. Total Units by Housing
Type are:
o Single Family Units: 50
o Two-family Units: 26
o Multi-Family Units: 67
• In FY21, 21 administrative site plans were issued. A number of these entailed the creation of outdoor
spaces for businesses to continue to function and allow their clients an alternative to being inside
during the pandemic.
Other projects/observations of note in the year include:
• Certificate of Occupancy issued for new FedEx processing Facility on Community Drive.
• Zoning permits issued for a 12-unit multi-family building in Phase 2 of South Village on Aiken Street.
• Zoning permit issued to construct a 43-unit multi-family building on Garden Street in City Center.
• Requests for Backyard Chicken Permits continued to be higher that pre-pandemic requests.
Each year we remind residents of the need to obtain a zoning permit when making repairs or renovations
which exceed $5,000 OR if you are changing the footprint of your home (deck, porch, sunroom, etc.) regardless
of cost, as well as any accessory structure (shed, detached garage, etc.) also regardless of cost. If you have any
questions about whether your project requires a permit, please contact the Planning & Zoning office at
planning@sburl.com or call 846-4106.
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FY 2022 Goals and Priorities
• Continue to provide top-level customer service for all users
• Provide consistent, objective, and thorough development review and enforcement services
• Complete overhaul of the City’s Land Development Regulations pursuant to the adopted Interim
Bylaw, including updated Environmental Protection Standards; Inclusionary Zoning, Master Plan,
Subdivision, and Planning Unit Development Standards; Zoning District Amenities, and opportunity-
oriented other amendments
• Review and prepare for adoption amendments to support development in planned higher-density
areas, including use of Transferable Development Rights and other zoning tools
• Complete update to the City’s Transportation Impact Fees and Transportation Demand Management
standards
• Prepare the City’s first-ever Climate Action Plan; begin development of Implementation Plans by
Sector; and begin preparation regulatory and investment tools to meet the City’s Climate commitment
• Continue to foster smart development in the City Center area
• Develop integrated work plans across committees & departments using the Comprehensive Plan as the
foundation
• Evaluate progress towards the objectives of the 2016 Comprehensive Plan in preparation for the 2024
Plan
• Provide staff and Board training to assure we maintain the top department in the State
• Continue digitization of documents and processes
• Support capital project scoping, design, and permitting
A Final Note:
I would like to personally thank each and every person who we have worked with this past year. The effort to
provide the full spectrum of services and be nimble to meet the unique challenges of the pandemic was, and
remains, herculean. To our staff, Dalila Hall, Marla Keene, Betsy Brown, and Cathyann LaRose, who left part-
way through FY 20, thank you. Your dedication and caliber of work are 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.
All of this took place in a year of very careful budget management, as reflected in the year’s actuals vs
budgeted amounts.
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Police Department
Departmental Overview
Members of the organization are assigned to the Patrol Division, Special Operations Division,
Administration, Emergency Communications Center, and the Community Justice Center.
The Patrol Division is commanded by Lieutenant Shawn Demore (24 years) and represents the largest
entity of the organization. The Patrol Division is responsible for providing uniform police services to the
community and is our most visible element.
The Special Operations Division is commanded by Lt. Jeffery Martel (23 years). 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 are managed by Lt Gregg Jager
(18 years).
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 12,394 incidents in fiscal year 2021 and operated within the Council approved
budget of $5,234,415.90. The department has a total of 52 employees, sworn and civilian staff.
Accomplishments and Data
The police department continued to embrace the principals of 21st Century Policing in our day-to-day
operations. The organization published goals in order to track our progress in areas of importance to
our community:
1. Vigorous investigation of all domestic violence incidents. This metric is best measured by the
number of Lethality Assessments (LAP) our team administers. The Lethality Assessment tool is
designed to identify victims of intimate partner violence who are at the highest risk of being killed
by their intimate partners. Once a High-Danger victim has been identified, the Officer immediately
connects the victim via a hotline call to our local domestic violence service providers for emergency
safety planning and enhanced service provision. The South Burlington Police have dramatically
increased our use of this tool in order to better identify and support survivors of domestic violence:
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2. Education for our employees which pertains to racism and the criminal justice system. The
organization was able to partner with South Burlington resident Dr. Maria Avila who presented a
series of workshops focused on structural competence, cultural humility, and racial equity for the
SBPD team. The training leverage pre and posttests, the below graph1 illustrates the attendee’s
reflections:
1 Graph prepared by Dr. Mercedes Avila – Cultural Research Solutions LLC
0
10
20
30
40
50
60
FY 2017 FY 2018 FY 2019 FY 2020 FY 2021
LAPs Administered
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3. Working with partner agencies to better serve the growing population suffering in crisis. We have
continued our partnership with the Howard Center Community Outreach Team. The team co-
responds to a variety of calls for service which involve a person suffering from an unmet social
service need. The usage of the team is best illustrated by their FY 21 data2:
General Data – Top 10 Incident Type Trends:
2 Howard Center Data
Colcheste
r
Essex/Ess
ex Jct.
Hinesbur
g Milton Richmon
d
Shelburn
e
South
Burlingto
n
Williston Winooski
Q1 74 46 14 112 118 44 145
Q2 84 87 8 80 136 71 239
Q3 81 71 71 74 16 59 219 45 206
Q4 85 137 46 69 16 76 142 43 56
0
50
100
150
200
250
300
Q1
Q2
Q3
Q4
0
500
1000
1500
2000
2500
FY19 FY20 FY21
45
General Data - Crime Trends:
FY 2022 Goals and Priorities
Recruitment and retention of police officers has emerged as an area for immediate concern. The
number of qualified applicants state wide has dwindled to a number that will not cover the rate of
attrition we are experiencing in the profession. Coupling the need for police applicants with the
appetite to diversify our ranks is an area of concentration and collaboration for the organization.
Retention efforts need to be seriously examined in order to keep our talented staff in order to meet the
expectations of the community. Despite the strong support our team receives from the community,
there is a growing feeling of uncertainty about employee longevity in policing.
Employee wellness remains a high priority given the stressors associated with officer vacancies and the
pandemic response. The organization has continued our partnerships with a variety of entities who
support our team related to counseling and wellness, physical therapy and injury prevention, and overall
health.
As a standing goal, meeting the public safety needs of the City as our top priority. As we experience
community growth and an evolving operating landscape in policing we need to constantly evaluate new
legislation, tactics, tools, and partnerships in order to carry out our work.
It is my distinct honor to serve the City of South Burlington. I am committed to leading our police force
during the reform era and encourage our residents to be part of the change this community needs, your
feedback is always welcome via our web site compliment/complaint link.
Reatil Theft DUI Domestics Assaults Burglary Vandalism Stolen Vehicle
FY 19 323 61 151 44 40 135 27
FY20 268 86 130 37 18 96 23
FY21 286 47 173 48 38 109 60
0
50
100
150
200
250
300
350
Crime Trends
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Department of Public Works
Departmental Overview
Department Managerial Staff:
Justin Rabidoux Director 12 years
Tom DiPietro Deputy Director Environmental Services 15 years
Adam Cate Deputy Director Operations 11 years
Bob Fischer Wastewater Superintendent 6 years
Jay Nadeau Water Retail Superintendent 13 years with CWD
Department Divisions and 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 lab analysis of each facility’s treated effluent to ensure permit compliance
Maintain 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 our Water Division
Operate the City’s water system, including lines, hydrants, valves and lift stations
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FY’21 Budget Review
The FY’21 DPW budget was $14,900,000. Despite the pandemic and its impact on our budgets, the Department
was able to finish the year within its voter approved budget across all funds.
Accomplishments and Events
Sewer Division:
• Design continues for the upgrade to the Bartlett Bay Wastewater Treatment Facility. The State
requires engineering analysis of existing facility and upgrades every twenty years. The facility
was last upgraded in 1999 and current plans and budgets project the next upgrade will occur in
2025.
• Three large pump stations that handle a combined 550,000 gallons a day of sewage were
upgraded.
Highway Division:
• The pandemic resulted in a majority of our operations staff being furloughed for a few months
during construction season as well as delaying or pausing some of our larger capital projects due
to general fund revenue concerns. Because of this our accomplishments were of the benign
nature over this period. When we were working, we were busy catching up on deferred
maintenance and trying to provide a bare minimum of service levels to the city.
• For the second consecutive year, 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:
• Completed the relining of a 12” water main under I-89 that fractured in 2019, causing one of the
largest water breaks in the history of CWD.
• Read over 6,600 water meter accounts every three months.
• Replaced several aging and obsolete fire hydrants throughout the city.
• Began the accurate GIS mapping of water infrastructure.
Stormwater Division:
• Stormwater Division employee Joe Gebo received the Green Mountain Water Environmental
Association (GMWEA) Stormwater Award, given to individuals or organizations for outstanding
performance in stormwater management who made significant contributions to the field.
• Deputy Director of Environmental Services, Tom DiPietro, received the Elizabeth Walker
Meritorious Service Award from GMWEA, given to individuals for exceptional contributions to the
water quality field.
• Began construction of the Muddy Brook Culvert replacement project at the end of Kimball
Avenue. Coordination with multiple partners (South Burlington, Williston, VTrans, permitting
agencies and private property owners) using multiple grants.
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• Constructed the Woodcrest /
Deane Street Stormwater
Infiltration Project using Agency
of Transportation grant funding.
• Obtained a $675,0000 State
Clean Water Loan with 100%
loan forgiveness to complete
stormwater engineering designs
for up to 12 projects around the
city. We hope to have
engineering work complete so
that projects are ready for future
construction phase ARPA
funding.
Qualitative Summary & Data
Figure 1 - Local Water Rates (data provided by Champlain Water District)
South Burlington continues to provide high quality water service to its residents in a very economical manner.
$4.33 $4.38
$5.14 $5.14 $5.20 $5.38 $5.42 $5.43 $5.62 $5.84 $5.88 $5.94 $5.96 $6.08 $6.48 $6.62
$-
$1.00
$2.00
$3.00
$4.00
$5.00
$6.00
$7.00
FY'22 Water Rates per 1,000 gal
Woodcrest/Deane Infiltration Chambers Prior to Backfilling
49
Figure 2 – Cost of Salt & Liquid Used per Lane Mile by Year
A main focus of our Winter Operations group 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.
Figure 3 – Phosphorous Reductions Achieved by SB’s Stormwater Utility Since its Inception
The above graph shows the cumulative phosphorus reduction achieved through implementation of stormwater
treatment practices in South Burlington since the utility began this work in 2006. The projects that we currently
$0.00
$2.00
$4.00
$6.00
$8.00
$10.00
$12.00
$14.00
FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21
Winter Salt & Liquid Cost per Mile
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have in design will push us well over the target established in the Lake Champlain Total Maximum Daily Load
(TMDL) permits that regulate the vast majority of our stormwater work.
FY 2022 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 seven stormwater projects. Due to COVID-19 related impacts, construction related work
continued to be delayed or deferred in 2021. The 2022 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.
• Continue to replace aging water assets including fire hydrants and main line gate valves.
• Work toward the development of a formal asset management program within the Water Division.
• Complete the upgrading of aged and large water meters that contribute to water loss.
• Continue to expand our use of electric hand equipment and investigate the replacement of other gas-
powered equipment with electric equivalents.
• While it will take time, a focus will be to try to erase the pandemic-induced backlog of maintenance work
items.
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Recreation and Parks Department
Departmental Overview
Department Staff: Holly Rees Director Hired 2011 Brett Leonard Recreation Specialist Hired 2015 Travis Ladd Special Projects Coordinator Hired 2016 Rebecca Isham Senior/Adult Recreation Specialist Hired 2021 Function/ Department Vision: The mission of the Recreation and Parks Department is to enhance positive community connections by providing quality active/passive recreation space and programs for the community to play, learn and grow. We aim to foster a supportive and constructive environment that embrace equity through inclusive decision making and mindful daily actions. Annual Budget Review 2021 Budget Actual +/-
Revenues: $205,600.00 $52,089.25 -$153,510.75
Expenses: $612,550.39 $366,881.96 -$245,668.43
CIP: $180,000.00 $87,187.25 -$92,812.75 Budget Narrative: Please find the below the details of budget line items that are significantly different than what was initially projected. While there some unique factors, the majority of the discrepancies can be summarized through the pandemic lens. The COVID implications for our department were as follows:
• Budget freeze was in effect for the entire fiscal year; requiring special approval from City Management for all purchases. This budget freeze included both the General Fund and the CIP.
• Staff furloughs were in effect for the team for July and August, and once brought back, continued to work remotely through April 2021.
• A Recreation Specialist position was vacated in the beginning of February and not filled for the remainder of the fiscal year as a cost-savings measure. This impacted our
52
ability to fully provide late spring and early summer programming at the end of the fiscal year.
Expenses:
Rec Admin 79% The savings here are due primarily to not filling a vacant Recreation Specialist position from February-June. This was a City Management decision which provided, in addition to furloughs at the start of the fiscal year, savings of $42,000, though generated the need for nearly $7,000 in overtime costs for remaining staff to meet community needs and commitments. Still, the overall savings was a healthy $35,250.
Programs: 24.47% Due to gathering restrictions and lack of school or municipal space to run programs, we were compromised in what we could produce for the community. Compromised programming opportunities showed a savings of over $15,000 in anticipated expenses and its reflection is seen on the other side of the balance sheet with a significant loss of anticipated revenue. Though more than dollars and cents, lack of programmable space has affected our ability to engage with the public and provide the essential recreational and social outlets that we have prided ourselves on. While nimble to move to outdoor activities and events, it certainly was not the same menu of engagement opportunities as in years past.
Red Rocks: 9.27% While always accessible to the public, Red Rocks was not officially open during this fiscal year season (Mid-June-Mid August). Due to the COVID restrictions, we could not open the bathhouse and with the social distancing mandates, the decision was made to defer to signage for direction rather than staff hours. The 9.27% in expenses was for needed supplies and from the remainder of staffing costs from the previous open season which crosses fiscal years. These choices collectively produced a savings of over $8,000.
Facilities: 48.44% Due to a budget freeze, this $131,000 savings is broken up into the two basic line items listed below.
Facility Improvements: $23,000 Expenses from this supported all required annual maintenance of wood chips, playground improvements, safety enhancements as well as all needed covid signage and sanitary stations.
Capital Items: $92,000 Completed Projects: New Roof at Wheeler House Modest Dog Park Improvements at Farrell Park Dug Out Replacement at Veteran’s Memorial Plantings at Overlook Park Projects Not Completed due to Pandemic: Bleacher Replacement Jaycee Park Improvements Szymanski Park Improvements Wheeler Dog Park Construction
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Revenues:
VRPA Tickets: 0% This amusement park ticket program is money in/money out with all revenues being turned over to VRPA (Vermont Recreation and Parks Association). Due to the pandemic, these ticket sales did not occur, so there is neither revenue or expense for this program.
Youth Programs: 36.6% With only the ability to program for limited periods of time; and with lack of space, we were only able to actualize a little over 1/3 of what we initially anticipated— a shortfall of about $44,000.
Adult Evening Classes: .85% Unable to access either municipal space or spaces in the school for the entire year, our ability to produce adult programming was extremely limited. We supported some on-line initiatives that were minimally successful.
Special Event Revenue: 87.5% We were able to actualize some of these revenues as they traditionally come in the fall season to support community engagement activities such as Halloween Weekend and the like.
Afternoon Ski and Ride: 0% This program was not able to happen due to the transportation limitations and protocols established by the SB School District Bussing during the pandemic.
Drivers Education: 38.75% Traditionally, we have three seasonal Driver’s Education Classes, but due to COVID best practices, we were only able to produce one this past year. This specialty program has a separate line item because much of the revenue is paid out directly to the instructor and we don’t want the overall “program” line items to appear skewed.
SoBu Nite Out: 0% Due to COVID restrictions, we were not able to host gatherings, so had to cancel our SoBu Nite Out Summer Series. Revenues normally collected from food vendors, the alcohol vendor, and sponsorship money were not collected. Accomplishments and Events
Reflection of Department Goals & Priorities for 2021:
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
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Follow Up: While COVID delayed the opening of 180 Market Street until FY22, we were able to hire a Senior/Adult Recreation Specialist in late FY21 to provide the needed onboarding ahead of the grand opening. We will look to implement full calendar programming in FY22 and securing of transportation for FY23. 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 Create multi-season events for astronomy viewing at various parks
Follow Up: Outdoor community engagement events were hugely successful. Were able to produce walkable lights tour events for both Halloween and the Winter Holidays. A generous sponsorship from North Country Federal Credit Union supported the winter lights, with promised increased annual support. While we did not implement astrology viewing events due to COVID protocols, we were able to maintain cross country ski trails, story walks as well as virtual and self-guided hikes as planned. Winter requests by several community members for an outdoor ice rink could not be met as we did not have the financial or human resources at our disposal. We did, however, support coordination of a community rink at SBHS and will continue to do that in the future; hoping to broaden public availability and accessibility. 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 Collaborate with Arts Council for event and festival production
Follow Up: COVID protocols and staff resources allowed for the planning of SoBu Nite Out and for the implementation of a new lead up TNT (Thursday Nite Take Out) food truck series in the park. When one of our Recreation Specialists resigned in February, it was decided by City Management that the position would remain vacant for the remainder of the fiscal year to actualize a cost savings. The staff shortage compromised our availability to create new programming such as a parade, harvest fest and additional productions. We actively pursued winter outdoor lights
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display to support community engagement that was physically distanced in replacement of proposed winter carnival.
Completion of CIP projects:
• Dug Out Replacement at Veterans Memorial Park
• Bathroom Facility Renovation/Replacement at Veteran Memorial Park
• Dog Park Creation at Wheeler
• Resurfacing basketball and Tennis Courts at Szymanski Park
• Skinning the field at Jaycee Park to create an authentic Softball Field
Follow Up:
Completed Projects:
• New Roof at Wheeler House
• Modest Dog Park Improvements at Farrell Park
• Dug Out Replacement at Veteran’s Memorial
• Plantings at Overlook Park
Projects Not Completed due to Pandemic:
• Bleacher Replacement
• Jaycee Park Improvements
• Szymanski Park Improvements
• Wheeler Dog Park Construction
Continue indoor recreation space advocacy:
• Verify construction costs
• Secure private funding
• Bring to individual ballot initiative Follow Up: Progress on this project was stalled due to COVID. In March of 2021 discussions resumed to begin the process of brining on a construction manager and process for that was discussed with the management team. Due to project staff capacity with the completion of the 180 Market Street building and given the pandemic budget uncertainty, no further progress was made with this 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 Follow Up: The Senior Center construction was delayed, so did not open its doors in FY21. During the pandemic we saw no access to any our school facility resources and with no programmable space of our own, were very limited in what we could produce for traditional programming and certainly no room for new additions.
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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 Follow Up: Due to the pandemic, these activities did not occur. While the late summer/fall initiatives were a success, CHT was not comfortable hosting Spring Events which limited our ability to grow. Additionally, we were not able to acquire any sponsorship funding to support a fully stocked trailer as most banking discretionary and marketing monies were frozen to minimize economic impact of COVID 19.
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 Follow Up: We have created a fee structure to support rental of basketball and tennis courts and have completed a cost collection and comparison of Chittenden County athletic facilities and have re-aligned our fees to be competitive. We anticipate seeing an increase of about $5,000 annually due to the adjustment.
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
Follow Up: Began internal staff discussions of this need and drafted a proposal for the creation of a task force to review the broad sweeping needs of dogs and dog guardians in South Burlington. This work was halted due to staff furloughs, priorities and capacity. FY 2022 Goals and Priorities
Indoor Recreation Space
o Advocacy
o Funding
o Ballot Initiative
Reconcile Long Deferred Capital Improvements
o Increase budget
o Coordinate Project Management
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Detail and Fund Sustainable Structure for Department
o Registrar
o Managerial Support (Program Manager or Assistant Director) Improve coordination of Parks Maintenance through Recreation and Parks Department o Development of annual safety audits
o Creation of monthly and weekly workflow check lists
o Identify national standards for FTE per developed acre of park land vs. open space Increase Larger Community Engagement Opportunities through Sponsorship
o Parade
o Winter Carnival
o Harvest Festival
Enhance Senior Center Engagement
o Transportation
o Grant funding
Collaboration with Library for Comprensive Community Program Inventory Outreach o Avoidance of service duplication o Coordinated marketing efforts
o Define programmatic divisions as onboarding Senior Center Passive Recreation Programming within Parks and Open Spaces System
o Inventory the park system
o Review seasonal and locational gaps
o Creation of permanent story walk in park inventory
o Research options for disc golf within the parks system
Purchase and Implement New Registration Platform
o RFP process completion
o Staff training o Coordination with IT and Finance for payment o Build platform
o Market launch to community Dog Culture
o Work with Friends of Dog Park Group to support events
o Opening of Wheeler Dog Park
o Propose task force to focus on Dog Recreation
o Education Campaign for dog “Pawsitivity”
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BOARD & COMMITTEE
REPORTS
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Affordable Housing Committee
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. For additional information, please visit:
https://www.southburlingtonvt.gov/government/city_committees_boards/affordable_housing_committee.ph
p
FY2021 Members: Chris Trombly, Chair; Sandra Dooley, Vice-Chair; Leslie Black-Plumeau; Vince Bolduc;
Patrick O’Brien; John Simson; and Mike Simoneau.
THANK YOU to Mike Simoneau for your service to promote affordable
housing in South Burlington.
FY2022 Members:
(Effective July 1st, 2021, the membership was expanded to 10 members.)
Name Term
Janet Bellavance 2024
Leslie Black-Plumeau 2024
Vince Bolduc 2023
Sandy Dooley, Vice-Chair 2022
Ariel Jensen-Vargas 2024
Patrick O'Brien 2023
Darrilyn Peters 2024
Minelle Sarfo-Adu 2022
John Simson 2022
Chris Trombly – Chair 2023
Work Summary
Committee met 22 times in the fiscal year 2021.
Policy recommendations to the Planning Commission and City Council:
● Motion to the Planning Commission recommending expansion inclusionary zoning city-wide,
requiring a percentage of new development is for perpetual affordable housing.
● Motion to City Council to adopt “The Case for Housing Report” regarding the remaining
suitable 4+ acre parcels of land for housing.
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● Motion to City Council in opposition of sewer ordinance that would prohibit the development of
new housing in the city
● Motion to City Council in support of affordable housing to be built at Eastview (O’Brien Farms).
● Motion to City Council in Support of Long family development at 1720 Spear St which would
include voluntary perpetual affordable housing.
● Motion to City Council and memo to Planning Commission in support of TND and Conservation
PUDs in ways consistent with Comprehensive Plan and fair housing standards.
● Motion to City Council to endorse the inclusionary housing development as 255 Kennedy Drive as
part of the O’Brien Farm master plan.
Educates the community about housing needs:
● The affordable housing committee and the South Burlington Library co-sponsored a book
discussion series on “The Color of Law: A Forgotten History of How Our Government Segregated
America,” by Richard Rothstein. The book traces how federal government housing programs and
policies, from the New Deal through the sixties, and on to today, have prevented or discouraged
African Americans from owning their own homes. The result has been a significant wealth gap
between the races. The discussions were led by Jessica Hyman, director of the Fair Housing
Project at the Champlain Valley Office of Economic Opportunity.
● Received and discussed presentation from Minelle Sarfo-Adu regarding African Americans
facing discrimination in housing.
● Discussion to repurpose city-owned land at 575 Dorset St to be used for additional
perpetual affordable housing.
● Welcome package delivered to the new City Manager regarding prior Affordable Housing work
and future initiatives.
● Discussion of “Gray to Green Communities, addressing affordable housing and sustainability”
and how to apply similar concepts in SB.
Collaborates with regional municipalities and housing partners
● Received periodic updates from Director of Planning and Zoning
○ Different building types for new land development regulation
○ Proposed changes to the environmental protection standards
○ Proposed Conservation and Traditional Neighborhood Planned Unit Development
(PUD).
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○ Accessory Dwelling Unit (ADU) state regulations
● Participated in the Chittenden County Regional Planning Committee workgroup regarding a
possible change to Interstate 89. Guest speaker from SBBA regarding exit 12B. Motion passed to
City Council to support the greater weight of economic development opportunities that would
improve housing affordability.
● Attended Chittenden County Regional Planning Housing Convention to stay informed on
housing policy and initiatives in the area.
● Received an update from the State of Vermont Department of Environmental Conservation on
wetlands in South Burlington.
● Site visit by several members to the Habitat for Humanity project on Hinesburg road. Follow up
discussion about the construction costs and fees impacting affordable housing development, such
as non-profits like Habitat for Humanity or for-profit developers to perpetual affordable homes.
FY2022 Goals and Priorities
1. Increase funding to the Housing Trust Fund. Explore funding mechanisms and make
recommendations to the council.
2. Identify options for buying or developing existing city-owned land to develop additional perpetual
affordable housing. Work with staff to review options for buying or developing existing city-owned
land.
3. Articulate connections between dense housing development and climate change solutions.
4. Review zoning districts city-wide to identify additional locations for residential/mixed-use zoning.
5. Identify regulatory barriers and added costs of developing multi-unit buildings and propose ways
for SB to address them. Could include waiver or reduction of city impact and permit fees for
perpetually affordable developments.
6. Identify regulatory barriers and added costs of redeveloping areas of SB and propose ways to
address them
7. Recommend an equity, diversity, and inclusion statement and related implementation steps to
the council.
8. Propose an impact assessment checklist for Council consideration.
9. Affordable Housing Committee receives staff support.
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Board of Civil Authority & Board of Abatement
The governance and responsibilities of the South Burlington Boards of Civil Authority and Abatement are
established by state statute. The Board of Civil Authority hears appeals of assessed real estate value and
conducts all 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.
Members
Justices of the Peace
Chris Shaw - Chair
Chris Trombly – Vice Chair
Carol Callea
Al Gross
Barbara Gross
Jason Kirchick
Maurice Mahoney
Patrick Mahoney
Bob Nowak
Kate Nugent
Corey Santorello
Michael Sirotkin
Michel St. Germain
Lynn Vera
Cecile Wagner
City Councilors
Tim Barritt
Tom Chittenden
Matt Cota
Meaghan Emery
Helen Riehle
City Clerk (Clerk of the Board)
Donna Kinville
Annual Budget for FY 21
The budget for the Board of Civil Authority and Board of Abatement is contained in the City Clerk’s budget. All
line items were under budget, due mostly to State contribution through CARES money. This covered the
unbudgeted costs of early voting and mailing of ballots to all voters due to the pandemic.
Accomplishments and Events
• The Board of Civil Authority met 4 times during the fiscal year for election preparations and
election training. There were no property value appeals to the board. The Board of Abatement
did not receive any abatement requests in FY 2021.
• The Board of Civil Authority oversaw 3 elections in FY 2021, all which were run under strict
protocols due to COVID-19. For the November and annual town meeting elections, a ballot was
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mailed to all active registered voters under special State Emergency Guidelines--which was a
first for both elections.
• The Board of Abatement received no requests for abatements.
Qualitative Summary
The City’s vision 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 Justice 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; and
• Ensuring adequate financing for board responsibilities, especially elections.
FY 2022 Goals and Priorities
• Completion of the Property Tax Assessment Appeals for residential and commercial parcels
• Completion of the Tax Abatement hearings from 2021 reassessment
• Participation in the Legislation Reapportionment process
https://sos.vermont.gov/apportionment-board/
• Assist the City Clerk with the Town Meeting Day election
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Bike and Pedestrian Committee
The mission of the Bike and Pedestrian Committee is to oversee the general operation of the City’s many
recreational paths, including field trails and sidewalks, and to advise the City Council of operational needs and
future development plans for the path network.
Members
Shawn Goddard (Chair), Cathy Frank (Vice-Chair), Amanda Holland, Nic Anderson (Clerk), Bob Britt, Dana Farr,
Donna Leban, Nic Anderson, Havaleh Gagne, Eric Silverman
Accomplishments and Events
South Burlington was designated as a Bicycle Friendly Community by the League of American Bicyclists in May 2021.
COMPLETED Penny for Paths Projects in FY21
o Spear St Jug Handle Sidewalk at UVM – Continued to plan but install delayed due to COVID.
(Majority Completed October 2020 – except lighting and landscaping in May 2021)
IN-PROCESS projects being managed by Ashley Parker, City Project Manager (Liaison to Committee):
o The Committee continued to work closely with city staff on the top P4P projects:
▪ Upper Allen Rd recreation path – Path designed and engineered; delayed in FY2020 due to
one remaining ROW issue. Construction planned for late summer 2021.
▪ Airport Parkway sidewalk and on-road bike lanes – Engineering in progress; no major ROW
issues expected. Construction delayed indefinitely due to high project cost.
▪ Dorset St Shared Use Path (Old Cross to Sadie Lane) – Survey and delineation work
completed in May 2020; design and engineering work continuing. Grant obtained from State
for majority of work. Construction not expected until summer 2023.
▪ 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.
Other new bike/pedestrian infrastructure installed (other funding sources):
o White Street bike lanes striped in May 2021 using DPW funding. Still need bike lane stencils and
signs installed in FY22.
o Crosswalks on Williston Road. Applied for VTRANS grant for the two crossings near Elsom
Parkway and Pine Tree Terrace. ROW issues at crosswalk beside Mills Ave need to be addressed
before moving that one forward.
o Crosswalk on Kennedy Drive at W. Twin Oaks went through engineering and grant applications in
FY21. Funded by grant. To be installed late summer 2021 (in FY22)
o Crosswalks on Hinesburg Rd. between Williston Rd. and Kennedy, scoped and are awaiting
engineering and construction sometime in 2021/2022.
o Midland Avenue path completed by developer and opened to public, connecting South Village to
Dorset Farms
Work with City Council and staff
o Prompted City Council to request a speed limit study by VTRANS on Hinesburg Road from Williston
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Road to the Shelburne town line.
o A subgroup of the Committee meets quarterly with DPW director 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 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 Capital Improvement Program
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, are: the ongoing
O’Brien development and the Long Property.
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.
● Work with other community groups
o The Committee continues to work closely with CCRPC to develop accurate maps of the South
Burlington bike/ped existing and proposed facilities.
o Continued to plan Neighborhood to Schools Greenway pilot with Local Motion to create safe routes
for Mayfair Park and other neighborhoods for high school and middle school students to get to school
by foot or bike.
● Community outreach
o 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.
o Bike Ped in the News
▪ Committee member Nic Anderson on front page of The Other Paper in July 2020 for biking
every single city street with his two children.
▪ South Burlington Police recovered a number of stolen bicycles that they hoped to find their
way home in October 2020.
▪ In March 2021 the annual People For Bikes Community Survey was promoted by The Other
Paper
▪ Paul Connor discussed with The Other Paper the expansion and conversion of the Greenride
Bikeshare system in April 2021
▪ South Burlington Art Hop in the Other Paper in May 2021, the inaugural National Bike Month
event to get people to bike and check out SB’s amazing art.
▪ South Burlington was designated as a Bicycle Friendly Community by the League of American
Bicyclists in May 2021.
Quantitative Data
● More than 10 bike/ped infrastructure projects underway (either via scoping, design/engineering or “shovel-
ready”).
● Score of 35 (out of 100) in Places for Bikes Bicycle Network Analysis. Big jump from 28 in Feb 2020 and 25 in
Feb 2019.
● Score of 39 in People for Bikes City Rankings which is 60th out of 321 small cities ranked (81st percentile).
Ranking methodology changed this year and was 1.9 (out of 5) in 2020, same as in 2019). Room for
improvement in Safety, Awareness and Opportunity.
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FY 2022 Goals and Priorities
Goal (from the Comprehensive Plan): Bicycle and pedestrian-friendly with safe transportation infrastructure.
The following are the Committee’s three Priority Areas:
Priority Area 1: Cultivate and maintain a network of bicycle and pedestrian infrastructure that provides a
safe and accessible connection for all residents.
Priority Area 2: Strengthen communication with the South Burlington community on bike and pedestrian
network needs, priorities and successes.
Priority Area 3: Promote a culture of using the bike and pedestrian network as a pleasant, safe and easy
alternative for transportation to school, work, recreation and activities of daily living.
See the FY2022 Work Plan Priority Areas & Actions document on the City website.
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Development Review Board
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
Dawn Philibert, Chair; Dan Albrecht, Vice-Chair; Elissa Eiring, Clerk; Mark Behr, Jim Langan, Stephanie Wyman.
Members who served during the year but whose terms ended prior to June 30, 2021: Matt Cota, Brian Sullivan
and John Wilking.
Accomplishments & Events
Beginning in 2020 and throughout FY2021, the Board continued its work remotely without interruption, allowing
applicants and the public to participate in all meetings. This format allowed the Board to maintain its work flow
and avoid adverse economic impacts caused by delaying development.
Below are some notable projects reviewed by the DRB over the past fiscal year.
• The DRB denied final plat application #SD-20-19 to reduce setbacks, and to allow a private easement and
fence to be located in a tree preservation area at 159 Long Drive. The DRB later approved final plat
amendment #SD-21-15 to update the tree inventory to support enforcement of the tree preservation plan
at Long Drive.
• The DRB approved PUD amendment #SD-20-21 to construct a 23,500-sf three-story addition to an airport
hangar/office building, as well as PUD amendment #SD-21-04 to construct a 762-sf addition, both at 1150
Airport Drive.
• The DRB reviewed sketch plan application #SD-20-30 to develop a 6,750-sf neighborhood commercial
building and sketch plan application #SD-20-32 to develop a city park with recreational field and parking,
both at 1840 Spear Street.
• The DRB approved new PUD #SD-20-37 to construct 20 residential units, including 4 inclusionary units, at
105 Swift Street.
• The DRB denied a request for reconsideration of site plan application #SP-19-39 on the question of
whether the service station use was proposed to expand at 907 Shelburne Road.
• The DRB approved preliminary plat #SD-20-16 for six multi-family residential buildings with a total of 390
units, including 48 inclusionary units, underground parking, and 3,500 sf commercial space at 255
Kennedy Drive.
• The DRB approved PUD amendment #SD-21-01 to convert a 84-unit hotel to a 78-unit multi-family building
at 1720 Shelburne Road.
• The DRB approved PUD amendments #SD-21-02 and #SD-21-03 to subdivide lots and construct 30 units of
housing in 15 buildings, including 15 inclusionary units, at 1840 Spear Street. In conjunction, the DRB
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approved master plan amendment #MP-21-01 to add mixed use, remove the requirement to construct
additional turn lanes and reduce the unit count from 334 to 321 units, also at 1840 Spear Street.
• The DRB denied remanded conditional use application #CU-18-12B to retain an already-constructed 18-ft
high accessory dwelling unit located 5-ft from the rear property line at 30 Myers Court.
• The DRB began review of preliminary plat application #SD-20-40 for a new PUD consisting of 146 homes
in single, duplex and three family buildings, 19 commercial lots and 25 acres of undeveloped space at 500
Old Farm Road.
• The DRB approved final plat application #SD-21-06 for 32 units in single family and duplex buildings, part
of a previously-approved master plan, at 550 Park Road.
• The DRB approved site plan application #SP-21-018 to construct a 33,440-sf two-story addition to the
south end of the airport terminal at 1200 Airport Drive.
• The DRB reviewed sketch plan application #SD-21-10 for a 49-unit development including five
inclusionary homes at 1720 and 1730 Spear Street.
• The DRB began review of miscellaneous application #MS-21-01 to construct a public dog park at 1100
Dorset Street.
• The DRB reviewed sketch plan application #SD-21-16 to construct a 265,000-sf office and manufacturing
building at 3070 Williston Road.
Quantitative Data
Decisions Issued
Conditional Use (CU) 1
Site Plan (SP)* 7
Subdivision (SD) 15
Master Plan (MP) 2
Design Review (DR) 0
Reconsiderations 3
Miscellaneous (MS) 2
Appeal of Administrative Officer (AO) 0
*Site plans issued by the DRB only.
122,982 sf of new commercial square feet approved.
20 new lots created via final plat.
FY 2021 Goals and Priorities
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• Provide input to Planning Commission and City Council in the effort to create clarity and consistency in
South Burlington’s land development regulations.
• Adapt to a meeting format that uses the newly enhanced hearing platform and technology in City Hall to
conduct meetings with both in-person attendance and remote participation. It is hoped that this will
facilitate improved public participation in Board meetings.
• Continue to provide a timely review of applications
• Provide an impartial review of applications based on their compliance with the LDRs.
The Board is aware that residents of South Burlington have a range of perspectives about the balance of
preserving the natural environment with the need for adequate and affordable housing. As a quasi-judicial body,
the Board must apply the current LDR’s when making decisions about proposals. During the various steps of each
proposal’s review, the Board strives to provide feedback to applicants that will ultimately guide and shape the
evolution of proposed projects to be the best they can be consistent with the regulations. Public comments
provide useful input to the Board to consider in providing direction to applicants.
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Dog Park Committee
Due to COVID and its resulting delays on all committee work city wide, the Dog Park Committee was unable to
meet consistently during 2020. The committee convened two meetings in early 2020, when much of the agendas
focused on updates as to progress of permitting and evaluations that were planned and executed.
Early in 2021, the committee received periodic updates on the continued expectations of the evaluation findings
needed to begin construction of the Wheeler Dog Park. Later in the spring, it was determined that there is still the
need for a committee to focus on the needs of dogs. Since the initial establishment of the Dog Park Committee in
2018, several issues have developed in the city, that include controversy over dogs off-leash in parks and natural
areas, due to the lack of open space for dogs and dealing with dog waste, present in many areas of the city.
In addition, there is an interest to encourage private developers to include dog parks in their developments. The
City Council passed a resolution in July 2021 to establish the Committee on Common Areas for Dogs.
It is the intention of the Committee on Common Areas for Dogs to identify and recommend prioritization of those
challenges and opportunities that will assist in actualizing the mission of the committee to focus on, “any facet of
community life pertaining to the interests, health and safety of dogs and citizens, including their presence in
parks, on trails and in open spaces as deemed appropriate, by approval of the South Burlington City Council.”
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Energy Committee Annual Report
Mission: to promote energy conservation, energy efficiency, and the use of renewable energy resources among the
city's residents, businesses, and in municipal affairs.
Committee members: Andrew Chalnick, Keith Epstein, Ethan Goldman, Linda McGinnis, Karen McKenny, Marcy
Murray, Tim Perrin, Ken Pulido, MJ (Mary Jo) Reale, Richard Shrake, and Sam Swanson.
Karen resigned during this year, Richard completed his term and Ken is on sabbatical. The Committee welcomed
new member Kate Bailey.
City staff members: Ilona Blanchard and Lou Bresee were present at meetings.
Chairperson: Andrew Chalnick served July – October 2020, Ethan Goldman served November 2020 – June 2021.
Meetings: met regularly via GoToMeeting from July 2020 - June 2021. No meeting was held in September. In
addition to regular monthly meetings, special meetings were held.
Accomplishments
Climate Action Plan
● The Committee provided a presentation about the Climate Action Plan (CAP) in September to the City
Council. The presentation was well received and discussed positively.
● The city requested assistance from the Energy Committee to create a CAP with Chittenden County
Regional Planning Commission (CCRPC). The CAP will be incorporated into the city’s comprehensive plan.
● The Committee supported the creation of an effective task force - climate-crisis-science-aware
stakeholders who are involved with the energy, municipal, educational, commercial, residential, natural
resource, bicycle/pedestrian, regional planning, and state government sectors. The Energy Committee
committed to contributing to working with CCRPC and the city on CAP.
● Melanie Needle from CCRPC worked closely with Paul Conner from the city to move the CAP ahead.
Melanie updated and the Energy Committee on CAP status and encouraged input.
Energy Efficiency
● Energy tracking: The Committee worked closely with Energy Manager to help identify projects to pursue
and best ways to assess project success. The group worked to determine ways to gather the most precise
data for tracking in order to maximize taxpayer dollars used for those projects that will likely yield the
greatest long-term dollar and/or emissions benefits.
● Solar array: Members of the Committee participated in the selection process and the Committee
recommended using the energy project revolving fund to offset the costs of the new City Center solar
array.
● Developments: The Committee provided input to the Development Review Board, Planning Commission
and City Council on proposed residential and commercial developments. In particular, the Committee
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provided input that new developments should be developed without fossil fuel infrastructure. The
Committee also presented on solar-ready roofs for commercial buildings as well as mandatory solar for
commercial buildings.
● I-89 Corridor: The Committee attended meetings and provided feedback on the I-89 Corridor Study that to
meet the City’s energy goals the money that would otherwise be spent on I-89 would be better used on
enhanced biking, pedestrian mobility and public transport.
City Council resolution on climate change
• Energy Committee reviewed multiple drafts and contributed to the evolution of this document. The
committee’s suggestions included:
• ensuring the resolution reflects the urgency of climate change and the need for action and not be an item
to simply put on a shelf
• including calculations of the social cost of carbon in city decision-making
• including carbon sinks as well as carbon sources in a climate action plan
• including providing a target for a climate action plan to aim for
• considering the long view of decisions made in the present, e.g. restricting fossil fuel infrastructure in
new-build housing would greatly inhibit future emissions
Interns
The Committee worked with 4 interns (UVM and Middlebury College) this year on two projects:
• Community engagement groundwork: conducted surveys and researched practices around community
engagement in climate change action with education and business communities. The “South Burlington
Energy Prize” Facebook page was reviewed and, among other changes, re-named “South Burlington
Energy Committee.”
• Data collection: collected/organized 10+ years of natural gas/electricity use data for residential,
commercial, industrial, and municipal sectors. Estimated annual CO2 emissions and produced a report on
the city’s climate emissions inventory.
FY2022 Goals and Priorities
● Continue to work with CCRPC and its Climate Action Task Force to develop the Climate Action Plan.
● Develop strategies, projects, and outreach that the committee will undertake to minimize energy usage by
residents, businesses, schools and municipal departments by driving (a) energy efficiency of new and
existing buildings, (b) renewable energy generation and (c) 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.
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South Burlington Public Library Board of Trustees
The South Burlington Library Board of Trustees is an appointed body that works closely with the Library Director to
develop goals and policies ensuring the library is meeting its mission and addressing community needs. This past
year, the Board was very active in helping to create the plan for the new library, mapping out a strategic
operational budget given the libraries new expansive space and resulting staff needs, supported the eventual
move, assisted the Director as they navigated the staff and public issues presented by the pandemic--all while
raising raise awareness of the programs and offerings of our public Library and leading the charge on the annual
appeal in collaboration with the South Burlington Library Foundation.
The Board meets monthly and Trustees also serve on one of the following committees: Advocacy, Governance &
Nominating, Evaluation, or Finance.
Trustees are: Patrick Leduc (Chair) – 2023, Stacey Pape (Vice Chair) – 2022, Ted Lenski (Treasurer) – 2024,
Margery Vagt – 2023, Lee Freeman – 2022, MargaretAnn Cross – 2024, Lauren Ballard Hatch – 2022, Jay
Pasackow – 2022, Alicia Lamonda – 2023, Donna Swartout (Secretary) – 2024, Rebecca Killeen Stazi-2024
Accomplishments and events
In FY21, the Library Board met the following goals:
• Helped to create and present a strategic operational budget given the libraries new expansive space and
resulting staff needs
• Focused the operational budget on maximizing hours of operation while providing enhanced services to
library users and the community.
• Introduced technology into the new library including self-check-out machines.
• Supported the Director and their staff in planning for the move to our new Public Library
• Assisted the Director as they navigated the staff and public issues presented by the pandemic
• Created materials and media assets and placements to raise awareness of the programs and offerings of
our public Library
• Lead the charge on the annual appeal in collaboration with the South Burlington Library Foundation
• Opened the new South Burlington Public Library
Quantitative Data
• Grew the Blanchette Fund and transferred more than $430,000 to the city to assist in covering costs for
the new Public Library.
• Submitted a operating budget that met the financial goals of the City Council.
• Ran a successful annual campaign, with the help of the South Burlington Library Foundation, bringing in
more than $10,000 to support library programs and collections.
FY 2022 Goals and Priorities
• Complete the Library’s Strategic Plan
• Support staffing and operation needs to increase access to the library and services
• Expand the fund-raising opportunities to support growth in resources, hours of operation and
programming.
• Evaluate possible large scale community events suitable to be hosted by the Public Library as a way to
increase engagement and bring additional value to the community.
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Natural Resources and Conservation Committee
-
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
Jean-Sebastien Chaulot, Chair 2022
Larry Kupferman, Vice Chair 2023
Lisa Yankowski, Clerk 2022
David Crawford 2023
Andrew Shatzer 2023
Bill Wargo 2024
John Bossange 2024
Katherine Boyk 2024
Accomplishments and events
• Review of the LDRs and PDUs
• O’Brien Eastview development SD-20-40 project: feedback to the DRB and developer.
o Native plants and invasive species inventory recommended
o Protect native trees, pollinators and wildlife habitat and corridors
o Minimize impervious surfaces and outdoor lightning
o Establish a 5-year invasive management plan
• Review of the Dog Park project
• Review of the Open Space Funding Proposal
• Review of the Cents for Conservation initiative. Support letter to City Council
• Wheeler Plan Shrubland and Bird conservation management plan review and support.
• Review CCRPC I-89 2050 study
• Review of proposed LDR
FY22 Goals and Priorities
• Support the City Council resolution to reduce carbon emission and counteract climate change.
• Issue recommendation on the LDR draft (conservation PUD).
• Review the Hubbard Recreation and Natural area
• Review Conservation opportunities
• Collaborate with DRB on upcoming proposals.
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Planning Commission
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 typically held on the second and fourth Tuesdays of each month at 7:00 PM,
however in FY 21, in order to complete our important projects and make up for lost time due to COVID-19, the
Commission held a string of weekly meetings over the winter and into the spring. The Commission held all
meetings virtually under the State’s emergency open meetings law, and in August 2021 began to meet in person
with a digital option available as well.
Members: Jessica Louisos, Chair; Bernie Gagnon, Vice-Chair; Monica Ostby, Clerk; Ted Riehle, Paul Engels,
Duncan Macdonald, Michael Mittag.
Accomplishments and Events
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.
The Planning Commission’s primary focus in 2021 was completion of work related to the City Council’s Interim
Zoning Bylaw, and specifically, updated Environmental Protection Standards, Planned Unit Developments
standards, subdivision, master plan, and related standards.
This work has included crafting specific Types of Planned Unit Developments to apply in different circumstances in
the community, including Conservation PUDs and Traditional Neighborhood PUDs. The Conservation PUD
established a minimum amount of open space to be set aside in any new subdivision and fosters compact
neighborhoods in the remainder, while the Traditional Neighborhood Development PUD focuses on high quality
neighborhoods with a mix of housing types, neighborhood amenities, and a different approach to looking at
density that is focused on building types rather than numerical “dwelling units per acre.”
The Commission held a public hearing on the draft Environmental Protection Standards in May 2021. These draft
regulations consolidate stream buffer and river corridor standards, expand wetland buffers in rural and residential
areas, limit, or in built-up areas, require floodproofing within the 500-year floodplain; limit development on steep
slopes; and establish Habitat Block and Habitat Connector Overlay Zoning Districts, limiting development within
these identified areas. Further, the draft regulations generally reduce exceptions to the standards and update the
City’s stormwater management requirements. Following the public hearing, the Commission reviewed substantial
public input and is preparing to include the revised draft, along with the Commission’s other work, in a round of
amendments in the fall of 2021.
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The draft amendments anticipated to be warned for a public hearing in the fall of 2021 also include standards for
civic space within new subdivisions & Planned Unit Developments, consolidated street design standards, and
building type standards; complete revised subdivision and master plan standards, and related changes to the
regulations throughout.
As the Commission has been working on this substantial package, it has also allotted time to other important
subjects in the community. These include draft regulations to:
• Allow for a lot coverage increase within the Urban Design Overlay district in exchange for
establishing a formal civic space or purchasing TDRs (adopted winter 2021);
• Establish a requirement for “solar ready” roofs on commercial buildings;
• Expand minimum required inclusionary zoning city-wide;
• Update conservation requirements within the SEQ-Natural Resource Protection district;
• Extend residential design standards from the SEQ to city-wide
• Update accessory dwelling unit and accessory structure standards
• Facilitate solar canopies in parking areas
In addition:
• The Commission considered, held a public hearing, and advanced recommended changes to the
Official Map to the City Council, which included replacing a planned roadway connection from Swift
Street Extension to Hinesburg Road with planned recreation paths, and removing a planned roadway
connection between IDX Drive and Deerfield Ave.
• The Commission served as the primary public body on review of possible improvements to the
Swift/Spear Intersection and endorsed a roundabout as the preferred alternative to advance to the
next step
• The Commission established a working committee to consider zoning amendments adjacent to the
Burlington International Airport, with work to begin in FY 22.
• The Commission received and provided feedback on a number of issues / topics in the community
FY 2022 Goals & Priorities
The Commission’s first objective in FY 22 is to complete and send the draft amendments to the Land Development
Regulations to the City Council for their approval, which will include a public hearing and vote on adoption.
Following this work, the Commission anticipates picking up a number of related items that were not able to be
included in this round, including PUDs and Transferable Development Rights along major transportation corridors
in the City, examining infill housing opportunities in the community; completing the overhaul of the city’s
transportation demand management standards within the Regulations.
The Commission will also be actively participating in the development of the City’s first-ever Climate Action Plan,
as envisioned by the City Council, and pursuing implementation actions to meet the Plan’s objectives.
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Acknowledgements:
The work of the Planning Commission would not be as extensive or as well achieved without the tremendous
support we have received from the Planning and Zoning staff. Their positive attitude, strong technical knowledge,
and work ethic make our planning work possible. On behalf of the entire Planning Commission, we would like to
acknowledge and commend the efforts that the staff has dedicated to accomplishing the Planning Commission’s
goals. 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 thank the hard work of the many City committees and their dedicated volunteers and staff that are
helping to bring together the pieces of the puzzle, and the many South Burlington residents that attend our
meetings and workshops to participate in our planning efforts.
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Public Art Selection Committee
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
Jean-Sebastien Chaulot Vice Chair
Penne Tompkins
Amanda Holland
Jennifer Kochman
Denise Townsend appointed in June
Michele Bailey Vermont Arts Council
Ilona Blanchard Staff Liaison – non-voting
Accomplishments and events
• The Committee met online with Phil Godenschwager, the artist commissioned for the 180 Market Street art
installation. The committee met to review the status of the piece, confirm design modifications, and made
individual studio visits to view the finished work pre-installation.
• In June 2021, Phil Godenschwager
installed Season’s Out of Time, a
monumental clock, in the South
Burlington Library at 180 Market
Street.
• Drafted, approved, and
recommended to the City Council
the approval of the South
Burlington Public Library and City
Hall Gallery Policy for the public
exhibition space located at 180
Market Street, which was
approved by the City Council
March 9, 2021
• Released a Call for a Curator for
the City Hall public exhibition
space; this person would identify,
recommend and schedule artists
for the gallery.
• Todd Lockwood, South Burlington
resident, was selected to open the
Public Gallery at 180 Market
Street with his photography
exhibit: One Degree of Separation. Public Gallery under construction at 180 Market Street
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• The Committee sadly lost Jennifer Kochman, who passed away June 11, 2021, a longtime member and
huge supporter of the South Burlington community.
Quantitative Data
• The Committee met six times between July 1,
2020 and June 30, 2021.
• Season’s Out of Time was commissioned for
$48,000.
• Season’s Out of Time references the time of
fabrication with a “Covid Comet”, as well as
two circles representing the conjunction of
Saturn and Jupiter. South Burlington is
represented by a dot on the map of Vermont
and the views of Mount Mansfield and
Camel’s Hump. The night sky includes
constellations seen in the summer: the Big
Dipper, Little Dipper (featuring Polaris, the
north star), Draco, Cepheus and Cassiopeia.
These would be similarly viewed from the
moon.
FY22 Goals and priorities
• Public art dedication for Gooses on Market
Street.
• Mount four or more shows in the new Public
Art Gallery.
• Public art dedication for Season’s Out of Time.
• Select a Curator for the South Burlington
Public Art Gallery.
• Begin the public art selection for the Williston
Road Street Scape.
• Populate the Public Arts page on the City’s
website.
Season's Out of Time was fully built in the artist’s
Randolph, Vermont studio, and then it was
dismantled and each piece was packed up and
brought to the site.
In FY2021, Gooses was much visited by the community; however,
the planned dedication event was delayed due to COVID.
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• Conduct a Community Cultural Assessment to identify artists and organizations that live and operate in our
community. This would provide a comprehensive review of the City’s cultural resources to enable the
alignment of arts and cultural organizations, public entities, and stakeholders. This will inform a potential
future Cultural Plan for South Burlington that will engage the community and explore topics such as arts and
culture programming; services for the creative community; cultural economic development; cultural facilities
development; and funding for arts and culture, including permanent or temporary public art and
programming.
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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 National Recreation & Parks Association (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- deceased
Mike Simoneau term expires 2024
Jon Pence term expires 2024
Christy Pilsucky term expires 2022
Caroline Henne term expires 2023
William Sudbay term expires 2023
William Barber term expires 2023
Accomplishments and events
Committee Membership
• In May Katie Langrock announced she would be vacating the committee due to external commitments at
the end of the fiscal year.
• June brought the sad news that our champion, Jennifer Kochman, had unexpectedly passed away.
• Refinement of committee orientation
Indoor Recreation Center:
Though much of the year was spent processing through budgetary COVID impacts, March brought a
resurgence of the interest in forwarding the concepts for the Indoor Recreation Center. Staff discussed
the need to bring on a CM to verify costs ahead of moving forward with the project. Due to the
anticipated change in City Management at the end of the fiscal year, it was decided the process would be
paused for the remainder of FY21 and would pick back up when prioritized by the new leadership and City
Council.
Analysis:
• Participated in developing CIP and budget
• Input of NRPA Matrix; no official review
Development review:
• PUD review and input through Planning and Zoning
• Presentation and discussion of O’Brien Farm Master Plan Concept i
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Facilities:
• Senior Center fit up- prep for July launch
• Pivot for relocation to new office facility at 180 Market Street
Park updates
• Athletic Fields - increase in field use request for athletics, social, religious and civic engagement
• Overlook Park Update - shrubs planted
• Discussion of conserving park land
• Dog Park updates and discussion around new potential locations
• Discussion of need to create Dog Recreation Task Force
• Wheeler House & Common Roots Lease* extension inquiry, addition of outdoor pizza oven.
*The committee worked to create consistency between the leases and to formalize the relationship
between Common Roots and the City of South Burlington. The Wheeler Lease will actualize $10K
annually for the city above and beyond their responsibility to pay for utilities.
Potential new Park spaces:
• Overview and discussion of South Village soccer field status & general design
• O’Brien Eastview Recreation Spaces Review
• Renaming of Underwood to Hubbard Park
180 Market Street
• 180 Market Street Update: Review Final Design, Fit up and Finish and next steps
Other areas of focus or discussion
• Update on Land Trust Cents for Conservation C4C
Covid Impacts
July-August 2020
• All camp inventory is moved to outdoor locations and many are cancelled, leaving a $12K loss in the
Camp Fund.
• All outdoor gatherings/events are cancelled leaving a gap in the SoBu Nite Out inventory
Sept-Oct 2020
• Able to hold a successful soccer season outdoors while observing state mandated protocols.
• Transitioned to outdoor Halloween Events for the community to include a Pet Parade, Pumpkin
Carving, Night Hike, Harvest Bingo and Storm Water Pond Glow Walk
November 2020
• Indoor Recreation is impacted due to COVID: essentially cancelling all indoor programming from
October-May. Impacts to youth programs of basketball, adult drop in leagues and all holiday
programs for seniors are compromised.
December 2020
• Pivot to all outdoor programming
• Creation of Cross-Country Trail at Veterans
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• Support of Outdoor Community Ice Rink at Veterans Memorial
• Installation of Holiday Lights ($20K sponsorship) at Veterans Memorial
February 2021
• Recreation Specialist Resignation: City Management Decides not to fill position for cost savings
June 2021
• New hire for Recreation Specialist
• New hire for Adult and Recreation Specialist
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.
• 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.
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FY22 Goals and Priorities
The committee has not yet met to create the work list and prioritization for this fiscal year. It is on the agenda for
our January meeting. An updated version of this document will be submitted when this is completed.
Our list will most likely remain consistent and will focus on the following:
1. Recreation Facility for the future in South Burlington
2. Open Space Use Guidelines
provide ongoing review and input to development projects in the community that promote
opportunities or potential opportunities for recreation that serves all members of the community.
3. Discussions surrounding social equity and the role that the committee has in providing recreation and
parks access for all members of our community
4. Master Maintenance Plan(s)
• Open Space Management
• Park Asset Management
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CITY PARTNER
REPORTS
86
Summary Report of FY21 Activities
July 1, 2020 – June 30, 2021
Governance
The Chittenden Solid Waste District is a municipality created by our member cities and towns in
1987 to 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.
Our Mission
To reduce and manage the solid waste generated within Chittenden County in an environ-
mentally sound, efficient, effective, and economical manner.
How We Are Funded
Our revenue comes from three primary sources:
User Fees on materials we accept at our facilities.
The Solid Waste Management Fee (SWMF), a per-ton fee on trash sent to the landfill.
Sales of recyclables and products.
We do not receive any funding from state or local taxes.
87
FY21 Financial and Operations Summary
General Fund FY21 expenditures totaled $11.9 million and revenues $15.1 million, representing
an increase overall with a significant increase in revenue from FY20 (figures are unaudited).
Revenue exceeding expenses goes to the CSWD General Fund for capital improvements and
reserves.
In Fiscal Year 2021, the District continued to adapt to the changing nature of the COVID-19
pandemic. Operations in all facilities responded to these changes with several innovations and
process improvements.
• Drop-Off Centers (DOCs) moved from COVID-19 restrictions to current operating
conditions including expanded days of operation at our Essex, Milton, and South
Burlington locations and reinstating the acceptance of the most commonly
generated materials at all DOCs except Burlington. Less frequently generated, more
space-intensive materials remained consolidated at the Williston location for
most efficient management. CSWD’s Burlington DOC reopened as a food scrap-only
facility to improve safety for staff and customers.
• The Environmental Depot, CSWD’s hazardous waste facility in South Burlington,
implemented an appointment system that streamlined Depot traffic and allowed
more time for staff to handle material safely. In FY21, the Depot collected 476,114
pounds of hazardous waste and handled 8,041 customer drop offs. These numbers
show a decrease in customer visits from previous years but a significant increase in
the pounds received. This trip consolidation means less potential greenhouse gas
emissions by customers and improved operational efficiencies.
• The Organics Diversion Facility, where food scraps are processed into soil
amendments, saw a blockbuster year with sales 52.5% over budgeted amounts. The
pandemic continued to keep most residents at home, and increased gardening and
landscaping investments boosted demand for soil and compost products.
• CSWD’s Materials Recovery Facility (MRF) in Williston processed approximately
45,763 tons of blue-bin recyclables, which were marketed for $3,360,630. The
overall average value of these recycled commodities increased by 105% over FY20.
CSWD’s full Fiscal Year 2021 Annual Report will be distributed to the governing bodies of our
member towns and cities and posted on www.cswd.net no later than February 1, 2022.
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July 1, 2020 - FY 21 Board member list
FY2021 BOARD OF COMMISSIONERS
Community Representatives Alternates
Bolton Vacant Vacant Burlington Lee Perry* Jennifer Green Charlotte Ken Spenser Abby Foulk Colchester Liz Hamlin-Volz Geoffrey Urbanik
Essex Alan Nye* Patrick Murray Essex Junction Alan Nye* Amber Thibeault Hinesburg Doug Taff Vacant Huntington Roman Livak Landel Cochran Jericho Leslie Nulty*/** Albert Lindholm
Milton John Gifford Vacant
Richmond Logan Hegg Caleb Manna St. George Harry Bowen Sarah Tischler Shelburne Timothy Loucks** Lee Krohn South Burlington Paul Stabler* Vacant
Underhill Paul Ruess* Dan Steinbauer Westford Vacant Vacant Williston Jeremy Hulsey Caylin McCamp Winooski Bryn Oakleaf Vacant
*Executive Board Member
**Finance Committee Member
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fy 2021 annual report
90
fy 2021 annual reportChittenden Solid Waste District
1021 Redmond Road
Williston, VT 05495
Phone: (802) 872-8100
Fax: (802) 878-5787
www.cswd.net
‹ FRONT COVER
Anticipating the final phase-in of Act
148, CSWD expanded composting
operations into roughly eight acres of
pre-excavated sand quarry. The project
involved regrading and installing robust
stormwater, runoff management, and
erosion control features as well as power
and data infrastructure and was possible
in part thanks to a matching grant from
the VT Agency of Natural Resources.
‹‹ BACK COVER
Steam from billions of micro-organisms
doing their thing billows around
equipment transferring 10,000
cubic yards of compost into the
new curing field.
INSIDE COVER ›
Staff at CSWD’s Organics Diversion
Facility pick trash—mostly plastic from
bags, cups, lids, clamshells and other
non-compostable products--from the
long, deep piles of Green Mountain
Compost known as windrows before it
undergoes more turning and mixing.
This Annual Report is available at www.cswd.net.
facebook.com/cswdvt
instagram.com/cswdvt
twitter.com/cswdvt
youtube.com/cswdvt
TABLE OF CONTENTS
board chair and executive
director’s message.............................. 2/3
board of commissioners ....................4/5
organizational chart ..........................4/5
who we are ...............................................6
MISSION & VISION.........................................................6
HOW WE’RE FUNDED ..................................................6
what we do ..............................................7
REDUCE WASTE ..............................................................7
MANAGE MATERIALS...................................................7
SUPPORT OUR MEMBERS ..........................................7
HINESBURG DROP-OFF CENTER .............................8
how we’re doing .....................................9
MATERIALS RECOVERY FACILITY ..........................10
DROP-OFF CENTERS .................................................11
ORGANICS DIVERSION FACILITY .........................12
(HOME OF GREEN MOUNTAIN COMPOST)
ENVIRONMENTAL DEPOT ........................................13
COMPLIANCE ................................................................14
OUTREACH & ENGAGEMENT ..................................15
financial reports ....................................16
BALANCE SHEET ..........................................................16
STATEMENT OF REVENUES, EXPENSES &
CHANGES IN NET POSITION ...................................17
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Though we were all ready for relief from the COVID-19
pandemic when CSWD’s fiscal year 2021 began on 7/1/20,
we knew there was a long way to go before we’d see the
end of this tunnel. Plus, that tunnel would likely open into a
new reality that required adaptation and innovation.
The good news is that the team at CSWD has become very
good at adapting and innovating our operations by building
on what we learn during difficult times and never accepting,
“because that’s how we’ve always done it” as an answer to
any question.
When July 1, 2020 rolled around, CSWD was perfectly
poised and ready to handle the final phase of Act 148, a.ka.
the Universal Recycling Law. Passed unanimously by the
Vermont legislature in 2012, Act 148 mandated recycling
across all of Vermont (required in Chittenden County since
1993) and phased in food scrap disposal requirements that
feed our neighbors and local soils while mitigating the need
for Vermont’s one and only landfill.
When the last phase of those requirements kicked in
requiring all Vermonters to find better options for managing
their wasted food and scraps, we were already expanding
CSWD’s Organics Diversion Facility (home of Green
Mountain Compost products), thanks in part to a $500,000
matching grant from the Vermont Agency of Natural
Resources - Department of Environmental Conservation.
The $1.35 million total investment enabled us to realize
significant improvements in operational efficiency, staff and
customer safety and convenience, and reductions in fossil
fuel use and greenhouse gas emissions, all while ensuring
we were well prepared for the growth of incoming food
scraps in FY21 and well beyond.
Meanwhile, CSWD’s Outreach and Communications teams
continued educating the public about food scraps options
and our Drop-Off Centers carried on accepting them as we
have been for nearly two decades.
This adaptation and continuation of our best practices,
anticipating future needs, and tweaking operations for
efficiencies reflects a commitment to constant improvement
that will be front and center as we look ahead to FY22. We
outline here a few significant events from FY21.
SAFETY AS A PRIORITY
The most important lesson we learned as we adapted to
COVID conditions is that except for our Williston location,
our Drop-Off Center (DOC) operations had grown beyond
each site’s capacity. Consequently, when we reopened
each site after brief COVID-induced closures, we focused
on providing the most needed services safely (first and
foremost), efficiently, and cost effectively.
With these goals top of mind, DOC operational adjustments
included limiting open days until we could confidently
provide adequate staffing, and adjusting materials flows
to reduce site congestion and backups onto busy roads,
all while balancing access to services for customers at the
far reaches of our District. We concentrated less frequently
generated, space-intensive, more difficult to handle
materials at the sites that can accommodate them and
limited trailer traffic to only the facilities that have adequate
maneuvering space and queuing capacity. Similarly, we
created dedicated residential food scrap drop-off lanes at
our Williston DOC when we discontinued collection at the
Organics Diversion Facility. This resulted in significantly less
congestion at both sites.
By September 2021, all CSWD Drop-Off Centers were open.
We reopened the Burlington location as a food scraps-
only site in light of State solid waste rules, a clear need for
self-hauled food scraps options, and known difficulties
safely managing nearly 40,000 annual visits on a footprint
intended to handle a quarter of that traffic.
INCREASED EFFICIENCY
AND IMPROVED MATERIALS
MANAGEMENT
Organics Diversion Facility
FY21 sales of compost at CSWD’s Organics Diversion Facility
(ODF) exceeded expectations by 52.5% over budget. The
reconfiguration of the site and purchase of a new windrow
turner enabled the composting team to decommission four
pieces of heavy equipment and realize a 95% reduction in
labor to turn the piles from two weeks to under three hours.
Full implementation of the statewide ban on disposing of
food scraps in the trash brought significant increases in
residential food scraps and new hauling businesses serving
the residential niche. On the downside, we also saw an
overwhelming increase in non-compostable trash, prompting
us to announce that beginning January 1, 2022, we would no
longer accept compostable foodware with food scraps.
Environmental Depot Hazardous Waste Facility
CSWD’s hazardous waste facility in South Burlington, the
Environmental Depot, reopened after a brief precautionary
shutdown with a new appointment-only drop-off system.
This resulted in significantly fewer trips in FY21 when
compared with the highest recorded year (FY18), yet we
received the third-highest amount of material ever—a 20%
increase in pounds per trip over FY18. This ensured more
time for our hazardous waste team to plan for safe hazardous
waste handling and to recover between customers while also
reducing potential emissions and wait time for customers.
Materials Recovery Facility
CSWD’s aging Materials Recovery Facility (MRF) in Williston
processed 48,157 tons of material in FY21, nearly double
what it was designed to process when it opened in
1993. Staff resumed the pursuit of a replacement facility
with a Conceptual Review presentation to our Board of
Commissioners in June. By that time, commodity markets
had rebounded dramatically, with the MRF realizing a 115%
increase in revenue from commodities sales over FY20.
Settlement Reached
In December 2020, we reached a settlement with the
Vermont Attorney General’s office regarding a Notice of
Alleged Violation from the Vermont Agency of Natural
Resources stemming from CSWD’s use of processed glass
aggregate produced from our Materials Recovery Facility
between 2013 and 2018.
FINANCIALS REMAIN STABLE
Fiscal Year 21 was budgeted through the lens of uncertainty
due to the inability to predict or forecast the ways in
which revenues may or may not be affected by the Covid
pandemic. CSWD’s Board of Commissioners requested and
approved a highly conservative budget anticipating revenue
significantly less than Fiscal Year 20 because of a projected
decrease in waste generation. Actual revenue approached
pre-pandemic levels, resulting in an out-sized revenue
performance for Fiscal Year 21, enhanced even further by
expenditures restricted throughout the FY21 budget.
The District’s total operating expenses were $11,993,851
million while operating revenues were $14,345,775 million
for a net surplus of $3,114,025.
Trash generated in Chittenden County was down 3.9%, from
2.95 pounds per capita per day in FY20 to 2.78 pounds per
capita per day. The State disposal goal is no more than 2.73
pounds per capita per day by 2024.
We continue to be grateful for the professionalism
and excellence of the CSWD staff, and for the support
and commitment to waste prevention, reduction, and
responsible management shown by our citizens and
businesses as we work together toward a “new normal”.
a message from cswd’s board
chair and executive director
Bryn Oakleaf
Chair, Board of Commissioners
Sarah Reeves
Executive Director
2 392
Finance Committee (3)
Special
Projects (.5)
MRF Biosolids Drop-O Centers (1)Maintenance (1)Organics DiversionFacility (1)Engineering & ProjectManagement (1)
Organics
Support Sta (5)LandllDOC
Support Sta (13.02)
Maintenance
Support Sta (4)
Operations (1)Public Policy &
Diversion Facilities (1)
Outreach &
Communications (1)
Marketing &Communications (1)
Marketing &
Support Sta (1)
Outreach Support
Sta (4.2)
Administration (1)
Information
Systems (1)
ITSupport Sta (1.05)
Admin
Support Sta (.5)
Property
Management
Finance (1)
Finance
Support Sta (2.5)
Compliance
Support Sta (1)
Compliance (1)
HazardousWaste (1)
Depot/Paint/Rover
Support Sta (4.07)
Board of Commissioners (18)
Executive Board (5)
Executive Director (1)
BOLTON
Rep: Duncan Galbraith
Alt: Vacant
BURLINGTON
Rep: Lee Perry
Alt: Jennifer Green
CHARLOTTE
Rep: Ken Spencer
Alt: Abby Foulk
COLCHESTER
Rep: Liz Hamlin Volz
Alt: Geoffrey Urbanik
ESSEX
Rep: Alan Nye
Alt: Patrick Murray
ESSEX JUNCTION
Rep: Alan Nye
Alt: Amber Thibeault
HINESBURG
Rep: Doug Taff
Alt: Vacant
HUNTINGTON
Rep: Roman Livak
Alt: Landel Cochran
JERICHO
Rep: Leslie Nulty
Alt: Bert Lindholm
MILTON
Rep: John Gifford
Alt: Vacant
RICHMOND
Rep: Logan Hegg
Alt: Caleb Manna
ST. GEORGE
Rep: Harry Bowen
Alt: Sarah Tischler
SHELBURNE
Rep: Timothy Loucks
Alt: Lee Krohn
SOUTH
BURLINGTON
Rep: Paul Stabler
Alt: Vacant
UNDERHILL
Rep: Paul Ruess
Alt: Dan Steinbauer
WESTFORD
Rep: Katie Frederick
Alt: Vacant
WILLISTON
Rep: Jeremy Hulsey
Alt: Caylin McCamp
WINOOSKI
Rep: Bryn Oakleaf
Alt: Vacant
EXECUTIVE BOARD
Bryn Oakleaf (Chair)
Alan Nye (Vice Chair)
Leslie Nulty (Treasurer)
Logan Hegg
Lee Perry
board of
commissioners
We are governed by a Board of Commissioners. Each member town
or city appoints a volunteer Commissioner and Alternate to the
Board. Commissioners as of July 1, 2020.
organization
4 593
OUR MISSION
The Chittenden Solid Waste District’s mission is to reduce
and manage the solid waste generated within Chittenden
County in an environmentally sound, efficient, effective and
economical manner.
OUR VISION
Products are designed to be reused or recycled and our
community fully participates in minimizing disposal and
maximizing reuse and recycling.
HOW WE’RE FUNDED
Our revenue comes from three primary sources:
›User fees on incoming material at our facilities;
›The Solid Waste Management Fee (SWMF), a
per-ton fee on material sent to the landfill;
›Material and product sales from items that we collect,
sort, or produce for sale at our facilities;
› A small, variable percentage of our funding comes
from State grants for hazardous waste and other
materials management.
We are not funded by Income, Sales and
Property tax dollars.
what we dowho we are We are a municipal district created in 1987 to oversee and
manage solid waste in Chittenden County.
CSWD serves about a quarter of the population of Vermont
(169,681 residents and 7,333 businesses)* with facilities,
programs, and expertise developed over our 34-year history.
*2020 data. Sources: U.S Census and VT Dept. Of Labor
REDUCE WASTE
›Educate residents, businesses, schools, and
event leaders on waste prevention and diversion
(see data, p. 15)
›Promote community reuse options
›Process leftover paint from residents and businesses
into Local Color Paint
›Maintain and enforce our Ordinance , and help our
members comply with federal and state solid waste laws
›Help our members comply with federal and state solid
waste laws
›Provide facilities and tools to help members prevent
waste and maximize diversion from the landfill to
recycling, composting, and other resource recovery
›Advocate for state-wide policies that will reduce waste
MANAGE MATERIALS
Our facilities:
›The only municipally owned Materials Recovery
Facility (blue-bin recyclables sorting center) in Vermont
›Seven regional Drop-Off Centers for household trash,
recycling, organics, and special recycling
›A comprehensive hazardous waste program for
households and small businesses that includes a
permanent year-‘round collection facility and a seasonal
mobile collection unit
›The state’s largest Organics Diversion Facility (home
of Green Mountain Compost) turning food scraps
and yard trimmings into compost and soil blends
supporting local soils
CSWD LOCATIONS
Q Drop-Off Centers
Q Environmental Depot
Q Materials Recovery Facility
Q Organics Diversion Facility (Green Mountain Compost)
SUPPORT OUR MEMBERS
›Technical expertise and support for waste-related
RFPs and studies
›Grant funding
› Community Cleanup Fund
› Waste Reduction Container and Project Grants
›Subsidized waste-reduction containers
› Recycling bins
› Backyard composting bins and digesters
› Containers for food-scrap drop-off at
CSWD facilities
›Brokering and investigation of beneficial use options
for biosolids
›Green Up Vermont donation on behalf of all member
towns; waiver of Green Up Day tire disposal fees
169,681
residents
7,333
businesses
2020 data. Sources: U.S. Census and
VT Dept. of Labor
Income, Sales, or Property Taxes 0%
Other 7%
User fees
51%
SWMF
22%
Material & Product
Sales 20%
FY21 REVENUE $15.1M
(unaudited)
6 794
how we’re
doing
This graphic shows three key measurements of all the
materials that individuals and businesses in Chittenden
County, VT generated in 2021:
1. An estimate of how much “stuff” we all generated and
needed to manage as solid waste in 2021.
2. Which stream all that stuff went to -- landfill or recovery
via recycling or composting.
3. How much recoverable material our community chose
to send to the landfill instead of keeping it out of the
trash by using a currently available program or facility.
Full details are available in the 2021 CSWD Diversion Report.
46,982
TONS
“BLUE BIN”
RECYCLING
Paper, cardboard
& clean containers
67,658
TONS
C&D
Construction &
demolition debris 33,619
TONS
ORGANICS
Food scraps &
yard debris 6,082
TONS
SPECIALRECYCLING
E-waste, bulbs,
scrap metal, etc.
8,956
TONS
Could have
been recovered
9,779
TONS
Could have
been recovered
25,964
TONS
Could have
been recovered
7,090
TONS
Could have
been recovered
64,077
TONS
TRASH
51,789
TONS
COULD HAVE
BEEN
RECOVERED
51,789
TONS
COULD HAVE
BEEN
RECOVERED
100% MATERIALS GENERATED (270,207 tons)
57% RECYCLED/DIVERTED + 43% LANDFILLED
57%
RECYCLED/DIVERTED (154,342 tons)
43%
LANDFILLED (115,865 tons)
The brand-new Hinesburg Drop-Off Center
opened in July of 2020 featuring new
easy-to-identify color-coded icons, a more
efficient layout, and trash and recycling
compactors that provide safer and easier
customer access than previous roll-off
containers while reducing truck travel and
associated labor, road, and environmental
impacts by roughly 50%. This next-
generation DOC also boasts a solar panel to
help meet the site’s electricity needs.
Hinesburg drop-off center
8 995
FY21 HIGHLIGHTS FY21 HIGHLIGHTS
Materials Recovery Facility
The CSWD Materials Recovery Facility (MRF) processed 48,157 tons of material in FY21,
a 4% increase over FY20 and nearly double what it was designed to process when it opened in 1993.
Ninety-three percent of that material was baled or otherwise processed and marketed for
$3,362,063 in revenue, a notable
115% increase over FY20.
Drop-Off Centers
We are grateful for our dedicated staff whose efforts on and off the job allowed us to offer uninterrupted
service at our Drop-Off Centers in FY21. By October 2020, most sites had returned to their pre-pandemic days
of operation. To address safety issues and improve efficiencies in the DOC system, we modified hours and
materials accepted, and limited trailer access to sites in Milton and Williston. The Burlington location reopened
accepting food scraps only for two days each week. Drop-Off Center staff served 320,689 customer
visits and managed 6,110 tons of trash, 2,565 tons of blue-bin recycling, 1,011 tons of food
scraps as well as other limited special recycling and landfill-banned materials.
Roughly 125 tons of mixed “blue-bin”
recyclables are deposited for sorting at the
CSWD MRF each day. The first step is for a
bucket loader to push everything onto a
conveyor belt to begin the 30-minute journey
to the end of the process. A whopping 70%
(by weight) of everything that came to the
MRF in FY21 was cardboard and mixed
paper—34,715 tons of it, in fact!
Every January, Christmas trees add mounds
of greenery to the natural and untreated
wood pile at our Williston DOC. All of it will
be ground into an essential bulking agent
and carbon source for making our premium
Green Mountain Compost products.
10 1196
FY21 HIGHLIGHTS FY21 HIGHLIGHTS
Organics Diversion Facility
In FY21 CSWD’s Compost Team completed expansion of our compost site to improve the safety and
efficiency of food scrap drop-off by commercial customers and leaf and yard trimmings drop-off by
landscapers and other businesses as well as residents. A new entrance and dedicated pick-up area serving
wholesale and other large-order compost customers greatly improved accessibility, safety, and service.
The purchase of a Backhus A55 windrow turner, that replaced four separate pieces of aging equipment,
reduced work that previously required two weeks to complete down to a mere three hours resulting in fuel,
labor, and emissions reductions!
The team processed
6,073 tons of food
scraps and 16,000
cubic yards of leaves into
compost and other soil
amendments
that were sold for
$801,845 a
6% increase in
revenue over FY20.
Environmental Depot
CSWD’s Environmental Depot in South Burlington rolled out a new appointment system and collected
729,528 pounds of hazardous waste through 8,615 visits made by residents and qualifying
businesses and institutions over 254.5 days of operation. While total
trips were down from the all-time high in FY18, the total collected
was the third-highest pounds ever. This increase in pounds
per trip pointed to consolidation of trips by Depot customers
and likely better efficiency and less overall emissions as a
result. The Depot team also filtered, treated,
and reblended 62,810 pounds of
discarded latex paint to be sold
as CSWD’s Local Color Paint. The
Rover did not operate in FY21 due
to continued COVID-19 concerns and
staffing constraints.
By straddling each long “loaf” of compost,
called a windrow, the Backhus A55 takes
just three hours to perform a task that once
required two weeks to complete with a
excavator. What’s more, its purpose-built
design enables much more complete and
effective blending and aerating. The micro-
organisms that depend on even oxygenation
and carbon:nitrogen blending can then do
their composting work far more effectively in
all weather conditions.
On average, it takes Robert Holman just
20 seconds to grab, pry open, tip, and
thoroughly wrangle a customer’s discarded
can of latex paint around the custom can
scraper. The paint processing team can power
through up to 1,200 cans a day during the
labor-intensive recovery and triple-screening
process. Robert’s practiced, expert eye also
ensures every can selected for screening
meets the high Local Color brand standards.
12 1397
FY21 HIGHLIGHTS FY21 HIGHLIGHTS
Compliance
CSWD’s Compliance staff was less active than usual in FY21 due to COVID-19 restrictions but continued
with normal licensing and enforcement actions. The team licensed 79 total hauling businesses, with
17 of those now offering food scraps pickup in addition to trash and recycling. Twelve provide food
scraps service exclusively. The Compliance team also conducted 27 load-check events, inspecting loads
from 15 to 20 vehicles per event. Nine loads were assessed a Banned Materials Fee for including
materials banned from the trash in loads destined for the landfill. CSWD investigated, confirmed, and
issued a $1,600 fine for one incident of combined collection of trash and recycling.
Outreach & Engagement
Despite the challenges COVID presented to our schools, communities, and businesses this past year, our
Outreach Team found creative ways to engage with our stakeholders. More than 1,000 community
members, students (K-12 and college), and businesses participated in one of our public tours, in-person
educational opportunities, and online workshops. We sold more than 500 bins to Chittenden County
residents to help them manage their food and solid waste, including 172 Green Cone backyard digesters,
179 Soil Saver backyard compost bins, 136 buckets for bringing food scraps to Drop-Off Centers, and
28 deskside recycling bins.
Every five years CSWD conducts a Waste
Composition Study to collect data on what
Chittenden County residents are sending
to the landfill. During two separate sorts
conducted in August and November of
2020, contracted workers sorted 30 samples
totaling more than three tons of material
into 28 categories. The 2020 Waste
Composition Study summary is available at
https://cswd.net/forms-publications/.
CSWD Business Outreach Coordinator Ethan
Hausman displays a worn rubber fiber
screen disc in front of baled high-density
polyethylene (HDPE) plastics ready to be
shipped to North American processors for
remanufacturing. Despite a tour season
cut in half by COVID restrictions, Ethan and
his Outreach colleagues provided more
than 30 COVID-safe tours of the CSWD
Materials Recovery Facility (MRF) for schools,
businesses, and the general public.
14 1598
Statement of Net Position
DRAFT
2021 2020
ASSETS
Current Assets:
Cash & Cash Equivalents 11,230,022$ 9,862,869$
Investments 54,223 53,412
Receivables (Net of Allowance)2,088,929 1,900,392
Inventories 471,748 235,738
Prepaid Expenses 235,747 176,453
Total Current Assets 14,080,669$ 12,228,864$
Noncurrent Assets:
Capital Assets:
Land 5,290,801 5,290,801
Construction in Progress 161,218 90,264
Other Capital Assets Net of Accumulated Depreciation 7,565,499 6,654,584
Total Noncurrent Assets 13,017,518 12,035,649
Total Assets 27,098,187 24,264,513
LIABILITIES
Current Liabilities:
Accounts Payable 826,177 1,034,307
Accrued Payroll and Benefits Payable 167,479 43,333
Unearned Revenue 47,623 30,688
Security Deposits Payable 7,350 7,450
Accrued Interest Payable 1,099 1,099
Capital Lease Payable - Current Portion -8,850
Post-Closure Costs Payable - Current Portion 23,123 70,651
Sanctioned Liabilities 79,789 400,393
Other Accrued Expenses 5,868 -
Total Current Liabilities 1,158,508 1,596,771
Noncurrent Liabilities:
Compensated Absenses Payable 382,097 211,340
Capital Leases Payable - Noncurrent Portion --
Post-Closure Costs Payable - Noncurrent Portion 430,306 443,151
Total Noncurrent Liabilities 812,403 654,491
Total Liabilities 1,970,910 2,251,262
Net Postion:
Net Investments in Capital Assets 13,687,975 12,026,799
Unrestricted 11,439,302 9,986,452
Total Net Postiion 25,127,276 22,013,251
financial reports
Statement of Revenue, Expenses and Changes in Net Position
DRAFT
Operating Revenues:
Tipping Fees 7,772,544$
Solid Waste Management Fees 3,263,750
Sale of Materials 3,291,721
License Fees 15,917
Miscellaneous 1,843
Total Operating Revenues 14,345,775
Operating Expenses:
Materials Recovery Facility 2,582,234
Waste Reduction Program 718,154
Organics Diversion Facility 1,136,323
Drop-O Centers 2,907,470
Hazardous Waste Program 837,107
Biosolids Program 1,176,806
Special Projects 546,683
Future Project Development 141,801
Finance 442,947
Administration 688,337
Marketing and Communications 89,713
Enforcement 130,517
Property Management 61,618
Change in Estimated Future Landfill Post-Closure Costs (422,176)
Depreciation 956,315
Total Operating Expenses 11,993,851
Operating Income 2,351,924
Non-Operating Revenue/Expenses:
Rental Income 74,183
Investment Income 16,856
Interest Expense (23)
Grant Income 661,336
Other Income -
Net Gain (Loss) on Disposal of Assets 9,749
Total Non-Operating Revenue/Expenses 762,101
Change in Net Position 3,114,025
Net Position Beginning of Year 22,013,251
Net Position End of Year 25,127,276
financial reports
16 1799
100
CHAMPLAIN WATER DISTRICT
Dedicated to Quality Water & Service
First In The Nation ~ Excellence In Water Treatment, Partnership For Safe Water
MANAGEMENT LETTER – FY 2020-2021
Champlain Water District (CWD) is a regional municipal organization supplying drinking water and fire protection to the following
(12) municipal water systems since 1973: South Burlington, Shelburne, Williston, Essex, Essex Junction, Village of Jericho, Winooski,
Milton, Colchester Fire District #1, Colchester Fire District #3, Colchester Town, and the Mallets Bay Water Company. This past year
CWD celebrated our 22nd anniversary of continuing to maintain the Partnership for Safe Water Program’s Excellence in Water
Treatment Award criteria. CWD was the first water supplier in North America to receive the Excellence in Water Treatment Award in
1999, and is presently one of 16 water utilities that have attained this level of water treatment optimization, which signifies continuous
performance protective of public health. CWD has maintained this level of excellence through successful submission of a
comprehensive annual report that is reviewed for water quality test results, as well as demonstration and documentation of the
operational tenacity toward continued quality improvement as required by the Partnership for Safe Water Program. The Partnership
for Safe Water program utility membership collectively serves a total population of over 100 million people, or two-thirds of the U.S.
population using surface water as their source of drinking water. In June of 2015, CWD was chosen as the People’s Choice Award
winner as the best tasting drinking water in North America at the American Water Works Annual Conference and Exhibition.
Over the past year CWD has steadily continued its efforts toward completion of its Ten-Year Master Plan (2016-2026). CWD’s
accomplishments over this past fiscal year are as follows:
Continued Phase II of a water transmission pipe condition assessment plan, titled Pipe Integrity Program (PIP), toward
potential replacement of aging underground infrastructure using a GIS based risk prioritization scoring matrix and satellite
leak detection
Continued to manage a long-term asset management contract with Utility Services Company Inc. for on-going inspection,
maintenance, and rehabilitation of (15) of CWD’s welded steel water storage tanks and (2) of CWD’s non-welded steel water
storage tanks
Continued to manage a long-term asset management contract with Utility Services Company Inc. for on-going inspection,
maintenance, and rehabilitation of (3) Adsorption Clarifiers and (8) Multimedia Filters at CWD’s Water Treatment Facility
Rehabilitated Adsorption Clarifier #2
Continued our annual transmission system valve replacement program
Continued investment with Efficiency Vermont to optimize daily energy usage and reduce overall annual electrical costs
Continued implementation of a long-term asset management database system for all CWD property, plant, and equipment
Began construction of the Colchester South Tank Loop and Essex West Pump Station projects. Construction of both projects
is anticipated to be completed in FY21-22
Began planning for future improvements: Powder Activated Carbon (PAC) Pretreatment System, Water Treatment Plant
HVAC Improvements, Chemical Feed and Storage Addition, Lake Water Pump Station Improvements, and South Filtered
Water Tank
During FY20-21 we experienced the COVID-19 (coronavirus) pandemic. As an essential service, we developed a COVID-19 plan
that focused on the well-being of our employees while providing for continued 24/7 operations of our treatment and transmission
systems. As of the end of June 2021, we were moving ahead with our annual programs and asset management efforts. Heading into
FY21-22, the COVID-19 pandemic continues to evolve. As a result, we continually evaluate our work plans and remain nimble in our
approach to meeting the needs of the District.
We thank our employees and elected officials for their effort, support, and dedication in allowing CWD to be proactively managed
and operated to supply a drinking water product protective of public health. As always, we welcome groups of any size to tour our
facility. Please call 864-7454 to arrange a tour, or if you have questions, or need further information on CWD.
Respectfully Submitted,
Bob Shand, Chair CWD Board of Water Commissioners
Joe Duncan, CWD General Manager
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FY2021 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 FY21, the CCRPC invested more than $4.8 million in regional land
use, transportation, emergency management, energy, natural resources, public engagement, training,
and technical assistance. The program leverages more than $4.3 million in Federal and State
investment with $250,400 in municipal dues and another $242,500 in local match for specific
projects—a 10:1 return on local investment.
South Burlington representatives to the CCRPC Board and other committees in FY21 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
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
102
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In FY2021, the CCRPC provided assistance to South Burlington on the following projects and
initiatives:
• Queen City Park Road Sidewalk Scoping: The CCRPC is working with the cities of Burlington and
South Burlington to develop and evaluate a safe and continuous bicycle and pedestrian
connection between the Hannaford Plaza on US7 in South Burlington, along Queen City Park
Road and Austin Drive to the Burlington Bike Path at Oakledge Park. Connections to the
Hannaford Plaza, Red Rocks Park, Oakledge Park, GMT transit stops, the Burlington Bike
Path/Island Line, and other key destinations will be identified and considered in the study.
Initial planning for this study started in 2021. This study will be completed in FY22. Total
consultant budget: $85,000
• VT116/Kimball Ave/Tilley Dr Land Use and Transportation Plan: In FY21, the CCRPC and the
City continued 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 evaluated existing and future land uses and developed
transportation alternatives to address the long-term, multi‐modal transportation system
requirements to accommodate a potentially significant level of development within the project
area. This project was completed in November 2020:
(https://studiesandreports.ccrpcvt.org/wp-content/uploads/2021/04/Kimball-Tilley-Land-Use-
and-Transportation-Study-FINAL-2020-11-29-002.pdf). Total consultant budget for this
multiyear project: $257,000.
• Multiuse Path Connecting Williston to South Burlington - Supplemental Scoping: This project
focused on a detailed evaluation of the obstacles to the preferred alternative identified in the
2006 & 2010 scoping studies for a multiuse path connecting Williston and South Burlington,
over the Muddy Brook. This study builds upon the previous studies and provides details on the
Williston portion of the shared use path. The overall goal was to update land use and
environmental data, determine any changes in existing conditions, confirm the previously
preferred alternative remains preferred, develop a more detailed conceptual design, update
the cost estimates, and identify potential next steps to advance the project. The project report
was finalized at the end of August 2020: (https://studiesandreports.ccrpcvt.org/wp-
content/uploads/2020/08/20200824_South-Burlington-Willston-Shared-Use-Path-Study-
Update-w-appendices.pdf). Total consultant budget for this project: $30,000
• Planning Technical Assistance: CCRPC staff continued to provide natural resource GIS mapping
and natural resource zoning language assistance to the Planning & Zoning Department and the
Planning Commission. Work included revisions to the Natural Resources Protection Zoning
District, Habitat Blocks, and Habitat Connectors data in the South Burlington Map viewer.
• Traffic Overlay District and Impact Fee Ordinance Update: The City and CCRPC continued 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.
In FY21, the project team confirmed the impact fee project list, completed the draft impact fee
South Burlington Activities
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calculations and report, and finalized the LDRs to align with the impact fee. This project was
completed in May 2021. Total consultant budget for this multiyear project: $50,000
• Swift & Spear Street Intersection Feasibility Study: This study’s goal was to develop and
evaluate alternatives to improve the safety and functionality of the Swift St./Spear St.
intersection. These alternatives were compatible with planned bicycle and pedestrian
infrastructure, future land use developments, and traffic volumes at the intersection. The City’s
Bike and Ped Committee endorsed, and the Planning Commission approved the roundabout as
the preferred alternative for this intersection. Total consultant budget for this project: $20,000.
• Water Quality Planning Assistance: The CCRPC continued to provide assistance with Municipal
Roads General Permit (MRGP) compliance. Staff worked with a consulting firm to develop
conceptual plans and cost estimates for two high priority non-compliant stormwater outlets on
Keari Lane and Quail Run. These locations will be critical upgrades for MRGP compliance. Staff
reviewed and sent REI updates to the DEC data portal before the April 1st, 2021, deadline.
• Emergency Management – LEMP: CCRPC staff offered assistance in preparation of the annual
Local Emergency Management Plan (LEMP), to ensure that South Burlington identified a chain
of command for efficient response in the event of an emergency.
• 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 approximately $12,280 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/.
• Traffic Counts: Due to COVID-19, the CCRPC’s ability to conduct traffic counts in FY21 was
limited. Traffic counts conducted in previous years in support of South Burlington’s
transportation projects and studies can be found here: (http://vtrans.ms2soft.com/).
• Municipal Infrastructure Inventories: A guardrail inventory was conducted within the Town.
• Elders and Persons with Disabilities (E&D) Transportation Program: The E&D transportation
program in Chittenden County has continued to adapt under the changing conditions of the
COVID-19 pandemic. Throughout much of the fiscal year, the E&D program had been operating
at around 50% of the original ride capacity due to COVID-19 restrictions. However, despite
these challenges, the E&D program still delivered vital transportation assistance to older adults
and persons with disabilities in South Burlington. In FY21, 2,101 trips were provided to South
Burlington residents as part of this program.
• Technical Assistance: CCRPC staff provided a variety of technical assistance to the City,
including:
o Worked in partnership with South Burlington Public Works to complete a sign ordinance
and field data collection project;
o Provided a VTrans Transportation Alternatives grant application support letter for South
Burlington;
o Conducted a review of various online meeting platforms (Zoom, GoToMeeting, Webex,
etc.) to assist the City in determining which would best meet their needs.
o Reviewed South Burlington’s application for the VTrans Bike/Ped Grant Program.
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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 FY21
Vermont Agency of Transportation Capital Program for design or construction.
• I-89 Exit 14 Signal Upgrades: $1.33 million project to upgrade signals at Exit 14.
Implementation scheduled to begin in 2023.
• 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.
• US7 Paving, Charlotte (north of Higbee Road) to South Burlington (Swift Street): $9.7 million
paving project to begin in 2023.
South Burlington Projects in the Transportation Improvement Program (TIP)
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Project Name Brief Description Total Budget
Traffic Overlay District
Replacement (Phase 2)
Following completion of the current
project to replace the City’s Traffic
Overlay District with citywide
transportation standards, this phase
would quantify planned Tier 1 Zone
improvements
$28,000 budget which
includes a local match of
$5,600
So. Burlington Planning
Technical Assistance
CCRPC staff will provide support and
planning assistance to South Burlington
with Energy Planning, the Climate Action
Plan and GIS-related work.
This is a fee for service
assistance for $21,000 from
the City.
Climate Action Plan,
Transportation
Component
After developing a framework and setting
objectives of a Climate Action Plan
(enumeration of objectives, identification
of key sectors, measurement, and sector-
by-sector goals), this project will develop
a detailed plan for the transportation
sector defining the actions the City, its
residents, businesses, and partners will
take to meet the sector’s objectives.
$30,000 budget which
includes a local match of
$6,000
Mary Street Sidewalk
Scoping
This project includes the scoping of a
sidewalk extension on one or both sides
of Mary Street to connect pedestrians
between Market Street and Williston
Road.
$10,000 budget which
includes a local match of
$2,000
Kimball Ave Path
Feasibility Study for
Crossing of Potash Brook
This project includes a feasibility study of
extending the Kimball Ave recreation
path west at the crossing of the Potash
Brook, where it would meet with a
planned future path segment to Old Farm
Road and Kennedy Drive.
$16,500 budget which
includes a local match of
$3,300
• ECOS Plan Implementation: The CCRPC continues to implement the strategies 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 2020 ECOS Annual Report includes some of the data we report on
annually, as well as indicators of disparities that have resulted from systemic racism in our
nation and community, as well as indicators associated with the COVID-19 pandemic. This
intentional focus on race, equity, and the COVID-19 pandemic marks the commitment of the
Regional Activities
FY2022 CCRPC Work Program
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ECOS Leadership Team to address these challenges (http://www.ecosproject.com/2020-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: On December 8th, the CCRPC hosted a Legislative briefing to serve as a
forum for municipal representatives and legislators to connect on a few important topics for
the upcoming legislative session, including: Act 250 changes, housing, broadband, water quality
funding, regional dispatch, energy/climate, cannabis, the economy and workforce,
transportation investments, property tax implications of Covid-19 and racial equity
(http://www.ccrpcvt.org/about-us/commission/policies-positions/).
• Public Engagement & Racial Equity: Achieving a healthy, inclusive, and prosperous future for
Chittenden County is the vision of our Regional ECOS Plan. However, the ECOS partners know
we cannot achieve that future without addressing the systemic racism in our community. While
addressing inequity has been one of the eight key strategies in the ECOS Plan since 2013, there
is much work to be done. Throughout the past fiscal year, 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. In FY20, the
CCRPC continued to address issues related to racial and economic disparities through the
following actions:
o Hiring a consultant, Creative Discourse, to address racial equity within the organization.
o Established a CCRPC Racial Equity Leadership Team.
o Facilitating, providing, and/or taking advantage of educational opportunities for our staff,
municipalities, and other local and regional partners that address inequities and advance
anti-racism efforts.
o Strengthening existing relationships and partnerships and forging new ones with Vermont
organizations working to advance anti-racism efforts.
o In FY21 we will be holding an Equity Summit and 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.
• Building Homes Together: The Building Homes Together campaign was initiated by the CCRPC,
Champlain Housing Trust, and Housing Vermont (now Evernorth) in 2016. The campaign,
supported by over a hundred local and state officials, nonprofits, businesses, and individuals,
set a five-year goal of 3,500 new homes in Chittenden County with 20% of them permanently
affordable. This amounts to an annual target of 700 overall homes with 140 affordable; the
average over the first four years is 787 homes, and only 112 of them affordable. While the 2020
annual progress report showed continued overall success in new housing being created, there
is still a persistent lack of affordable homes in our region. More information can be found at
http://www.ecosproject.com/building-homes-together/.
• Public Health: In response to remote work, education, health care, and other needs prompted
by the COVID-19 pandemic state of emergency, the CCRPC has been assisting state agencies
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and municipalities with a number of pandemic-related planning efforts through the following
actions:
o Identification of locations with free public Wi-Fi for access to the internet.
o Support with COVID-19 information sharing between Vermont Emergency
Management, municipalities, and other partners.
o Participation in the Governor's COVID press conferences and Vermont Emergency
Management’s municipal official meetings.
• Emergency Management: During the unprecedented time of global response to the COVID-19
pandemic, CCRPC staff worked 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 maintained (https://www.ccrpcvt.org/covid-19/). CCRPC
staff assisted Chittenden County municipalities with applications for the Local Government
Expense Reimbursement (LGER) grant program to help cover the cost of eligible COVID-19
expenses such as supplies, facility alterations and overtime compensation. In addition to
focusing resources on addressing the pandemic in our region, the CCRPC hosted the final
meetings of Local Emergency Planning Committee (LEPC 1, http://www.ccrpcvt.org/about-
us/committees/local-emergency-planning-committee/) and worked with the state on the
transition to a statewide LEPC starting in July 2021. CCRPC staff 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.
• Regional Energy Planning: The CCRPC has been continuing to move forward with initiatives to
support the Region’s Enhanced Energy Plan (http://www.ccrpcvt.org/our-work/our-
plans/regional-energy-plan/). Implementation activities funded by Efficiency Vermont in FY21
included: Weatherization Wednesdays, a Button-Up Vermont event, statewide RPC
roundtables, energy data reporting and training, energy committee technical assistance, and
electric vehicle education webinars.
• Chittenden County I-89 2050 Study: The CCRPC in collaboration with VTrans, municipalities,
and other interested parties is conducting the I-89 2050 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; and to develop a comprehensive
multimodal investment plan through 2050. A Vision was established for the I-89 Corridor, as 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. To date, the study evaluated existing multimodal conditions along the I-89 Corridor
and its interchanges; evaluated numerous new and improved interchange alternatives;
conducted extensive outreach to the public including underserved populations, municipal
officials, and other stakeholder groups; and developed bundles of multimodal corridor
improvements that will be evaluated in the next phase of the I-89 2050 Study. For more
information, please visit the project website at https://envision89.com/.
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• Transportation Demand Management: In partnership with VTrans, CCRPC staff continued the
Way to Go! School 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. Due to the impacts of COVID-19, the program
shifted online to provide resources and encouragement as families were remote, and a two-
week spring event was open to all Vermonters to encourage active movement. In 2020/2021,
97 schools signed up, with 32 schools actively participating. Over the course of the 2020-2021
school year, these schools ran 186 events with 20,967 instances of student engagement and
1,988 instances of faculty engagement. The CCRPC participated in CATMA’s Employer
Transportation Coordinator (ETC) Network program and events to learn from other ETC
Network members about employee TDM benefits and programs. 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: Throughout the past year, the CCRPC has been engaged with
GMT 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. In FY21, the CCRPC staff participated in Association for Commuter
Transportation (ACT) meetings (https://www.actweb.org/), were involved in GMT’s Operations
Committee and Board meetings, served as a stakeholder for the Vermont Clean Cities
Coalition’s Future of Rural Transit Project (https://vtccc.w3.uvm.edu/projects/future-of-rural-
transit/) and managed the Tri-Town Area (Jericho, Underhill, Cambridge) Transit Feasibility
Study, which was completed at the end of June (https://studiesandreports.ccrpcvt.org/wp-
content/uploads/2021/07/Tri-Town-Study-Final-Report.pdf).
• Elders and Persons with Disabilities (E&D) Transportation Program: The Chittenden County
E&D Transportation Program supports community members through affordable transportation
to medical appointments, access to fresh food at the grocery store, and social visits with friends
and family. Following the comprehensive E&D program evaluation that began in FY19, the
CCRPC has continued to collaborate with committee stakeholders, Green Mountain Transit
(GMT), the Special Services Transportation Agency (SSTA) and United Way of Northwest VT to
evaluate program improvements for E&D transportation. In FY21, the E&D Committee held four
quarterly meetings to discuss program funding, volunteer driver utilization and opportunities to
enhance transportation equity within our region.
• Neighbor Rides: Beginning in 2013, the CCRPC started to invest in United Way’s Neighbor Rides
program to integrate volunteer drivers into human services transportation in order to increase
access to transportation for seniors and persons with disabilities by offering a lower-cost option
(http://www.unitedwaynwvt.org/Neighbor-Rides). In FY21, this program shifted its focus to
work with community partners on a more collaborative volunteer driver strategy. However, as
COVID-19 pandemic evolved, this goal was revised to focus on integrating health and safety
strategies within the program.
• Active Transportation Planning: CCRPC staff collaborated with TDM partners and local
municipalities to expand the Greenride Bikeshare system and convert the fleet to electric assist
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bicycles (www.greenridebikeshare.com). The CCRPC also promoted TDM strategies and
provided bike/ped-related technical assistance to municipalities and businesses, assisted
municipalities with bike/ped grant and UPWP applications, managed bike/ped-related 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: 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 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 was appointed by the Vermont
DEC to become the Clean Water Service Provider (CWSP) for the Northern Lake Champlain
Direct Drainages, Basin (5). As the Basin 5 CWSP, the CCRPC will oversee the development and
implementation of non-regulatory water quality improvement projects that reduce phosphorus
loading into these streams and Lake Champlain.
• Municipal Roads General Permit (MRGP) Compliance and Water Quality Planning Assistance:
CRRPC staff continues to work with all Chittenden County municipalities on meeting their
MRGP obligations. This includes evaluating segments through Road Erosion Inventories (REIs),
tracking and documenting upgraded segments and outlets, and reporting to DEC. Staff also
assists municipalities with the State’s Grants in Aid (GIA) program, which allocates money to
participating towns for stormwater improvements related to the MRGP. In FY2021, 13
Chittenden County municipalities signed up to participate in the GIA program; an estimated 38
non-compliant segments will be upgraded using the allocated $253,000.
• Intelligent Transportation Systems (ITS) and Bluetooth Technology: Intelligent Transportation
Systems (ITS) technologies enhance transportation safety and increase mobility through the
integration of advanced communications technologies into transportation infrastructure. The
CCRPC has continued to monitor Bluetooth devices that were deployed along five high-traffic
corridors in Chittenden County. Real time speed data from this system will be utilized by the
VTrans Advanced Transportation Management System (ATMS) and Traveler Information System
(TIS) for the Tri-state 511 system. CCRPC has initiated an update to the ITS regional architecture
including updates to the participant list, roles and responsibilities of regional interested parties,
service packages, and the ITS project list.
• Comprehensive Economic Development Strategy: With federal funding from the US Economic
Development Administration, CCRPC began work on a Comprehensive Economic Development
Strategy (CEDS) for our region and the Addison, Rutland and Central VT regions -- collectively
called the West Central Vermont CEDS. Ultimately this document will help identify priority
economic development strategies and projects and will be used by a variety of federal and state
funding programs when making grant decisions.
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• Regional Technical Assistance: This includes, but is not limited to, municipal technical
assistance for various transportation issues, GIS mapping, and bylaw revisions, Act 250/Section
248 application reviews, grant administration and grant application assistance for plans,
projects and initiatives at the local level that help advance the ECOS Strategies, Metropolitan
Transportation Plan (MTP), and Transportation Improvement Program (TIP).
• 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.
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101 Queen City Park Road, Burlington, VT 05401 | T: 802-864-2282 F: 802-864-5564
6088 VT Route 12, Berlin, VT 05602 | T: 802-223-7287 F: 802-223-6236
375 Lake Road, Suite 5, St. Albans, VT 05478 | T: 802-527-2181 F: 802-527-5302
FY21 GMT Annual Report Summary
Green Mountain Transit (GMT) operates public transportation services in
Chittenden, Washington, Franklin, Grand Isle, Lamoille and Orange Counties. The
mission of GMT is to promote and operate safe, convenient, accessible,
innovative, and sustainable public transportation services in northwest and
central Vermont that reduce congestion and pollution, encourage transit-
oriented development, and enhance the quality of life for all.
FY21 Ridership: GMT provided 2.05 million passenger rides in FY21 with 1.88 million
of these rides occurring in the Chittenden County service area. In addition to
fixed route bus service, GMT operates, or contracts for, demand response
services (ADA, Medicaid service and Elders & Disabled), Weekly Grocery
Shopping Shuttles and seasonal tourism routes in Stowe and the Mad River
Valley.
Fleet Replacement: To provide maximum passenger comfort, increase service
reliability and to lower operating costs GMT has started a multi-year sustainable
fleet replacement plan. GMT took delivery of seventeen new vehicles in FY21.
Ten (10) of the delivered vehicles were 18-passenger cutaways buses for use in
Berlin and St. Albans, one (1) was a 28-passenger cutaway bus for Burlington
fixed route, five (5) were 10-passenger cutaway buses leased to SSTA, and one
(1) was a 12-passenger cutaway bus leased to the Town of Essex. GMT had an
additional three (3) 40’ Gillig buses for Urban fixed route service that were on
order in FY21, but they were not delivered until FY22 due to delays in the
production schedule.
GMT is in the early stages of developing a fleet electrification plan to lower our
carbon footprint. To date GMT has purchased, and is operating, two full-size 40’
battery electric buses in Chittenden County. These buses operated a total of
18,700 miles in FY21.
Capital Projects: GMT completed the final inspection for the roof replacement
project in early FY21 and installed solar panels through a lease agreement with
Encore Renewable Energy. GMT also began work with Wiemann-Lamphere on
the development of a master plan study for our Burlington campus that includes
two buildings connected by a newly constructed ramp. The master plan will
incorporate the ability for future expansion of our electric vehicle fleet and will
112
101 Queen City Park Road, Burlington, VT 05401 | T: 802-864-2282 F: 802-864-5564
6088 VT Route 12, Berlin, VT 05602 | T: 802-223-7287 F: 802-223-6236
375 Lake Road, Suite 5, St. Albans, VT 05478 | T: 802-527-2181 F: 802-527-5302
take a holistic look at operational practices to identify and develop the most
effective usage of both properties and facilities.
GMT staff also worked with LN Consulting on the design of cooling improvements
at both the DTC server room and the DTC ticket booth. An exhaust fan was
installed in the server room, which has shown a dramatic improvement in
temperature control in that space. Staff and consultants also developed design
and bid documentation for the installation of a split system heating and cooling
unit in the ticket booth to provide air conditioning in that space during the hot
summer months, as well as, additional heating in the winter. An award was made
at the end of FY21 for installation of the new unit to take place in FY22.
Justice, Equity, Diversity & Inclusion (JEDI): GMT created a JEDI committee made
up of internal staff, GMT Board Members and the members of the public. This
committee meets monthly and led a request for proposals (RFP) process for
consulting services to provide staff and Board training, complete an
organizational assessment and establish a data collection and analysis plan to
measure the current landscape in regard to diversity within GMT and provide a
baseline for accountability and to measure progress.
COVID-19 Response: By using federal COVID-19 relief funds GMT was able to
operate all of its service without charging a fare in FY21. This provided economic
relief to our passengers and created social distancing from our Bus Operators. To
further promote social distancing GMT utilized rear door boarding in Chittenden
County and implemented on-board passenger capacity limits in accordance
with state health guidelines. Face masks continue to be required on all GMT
vehicles and indoors at GMT properties.
Financial Information:
GMT s ended the year with a total operating surplus of roughly $428.3K and a
positive change in net assets of $185.5K. With an operating surplus of roughly
$39.1K and negative change in net assets of ($620.5K) on the urban side and
roughly $389.2K operating surplus and positive change in net assets of $806K on
the rural side
GMT’s funding mix continues to rely heavily on Federal support, which increased
over historical levels due to the influx of COVID Relief funds, which required no
local match. As reflected in the charts below both the Urban and Rural systems
maintained over a 60% share of GMT’s total funding with state, local, and
operating revenues making up the remaining share.
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101 Queen City Park Road, Burlington, VT 05401 | T: 802-864-2282 F: 802-864-5564
6088 VT Route 12, Berlin, VT 05602 | T: 802-223-7287 F: 802-223-6236
375 Lake Road, Suite 5, St. Albans, VT 05478 | T: 802-527-2181 F: 802-527-5302
Operating revenues as a share of GMT’s total funding decreased dramatically
for FY21, as fare-free service remained in place. This policy decision was more
impactful for the Urban systems revenue mix, with upwards of $2 million in fares
generated annually pre-pandemic.
$-
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
FY12
Actual
FY13
Actual
FY14
Actual
FY15
Actual
FY16
Actual
FY17
Actual
FY18
Actual
FY19
Actual
FY20
Actual
FY21
Actual
Fare History
Fixed Route
Paratransit
114
101 Queen City Park Road, Burlington, VT 05401 | T: 802-864-2282 F: 802-864-5564
6088 VT Route 12, Berlin, VT 05602 | T: 802-223-7287 F: 802-223-6236
375 Lake Road, Suite 5, St. Albans, VT 05478 | T: 802-527-2181 F: 802-527-5302
GMT ended FY21 with a total Fund Balance of $2,121,058 (unaudited). GMT’s Fund
Balance Policy includes a benchmark equal to 2 months of operating expenses.
At the end of FY21, GMT had approximately 1.2 months of fund balance on hand,
or 60% of its benchmark.
For more information on GMT’s finances please visit ridegmt.com/finance-
department/.
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Since the South Burlington Food Shelf opened on November 1st, 2019, we have
received incredible community support.
Over the past year, from 11/1/2020 to 10/31/21, we have had 1,675 visits by
customers or around 32 visits per week. The contributions of labor, time, energy,
and finances that come from community members, youth, organizations, and the
City of South Burlington has allowed us to help 293 distinct households and over
1,374 individual people. A tremendous example of neighbor helping neighbor.
The South Burlington Food Shelf has been the recipient of 927 separate donations
of food and supplies in the last 12 months weighing in at 42,973 lbs. And that
does not even include the donations from Trader Joe's, who donated 64,440 lbs
themselves or Common Roots who we estimate has donated several tons of
healthy and nutritious food.
We feel fortunate to live in a community that has whole-heartedly embraced our
effort to help our neighbors in need and we thank you for every donation and
every effort no matter how small or large. Every bit helps!
We also want to thank our amazing volunteers that commit their time week after
week. Their joyous commitment and welcoming attitude help make the Food
Shelf a dignified and respectful place for all who enter.
In a typical week:
About 20-25 volunteers commit about 40-45 hours a week in total. We’ll see about 32
customers in an average week and about 4-5 of them will be new to the Food Shelf. We’ll
welcome them and assist them in getting the lay of the land and what they need. Our
community Food Shelf is open on Thursday from 4:30 pm to 6:30 pm, Friday from 8:00 am to
10:00 am, and Saturday from 8:00 am – 10:00 am.
We’ll get anywhere from 8-15 donation drop offs in a week, and the volunteers will organize and
stack the various donations in preparations for our customers.
On behalf of all of us and those who use our services, Thank you!
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ANNUAL REPORT for 2021, and BUDGET REQUEST for 2022
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 2021 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 12 to November 3.
Total hours donated by volunteers for the 2021 season:
Value: 744 hours @ $11.00 hour = $8,184.00
Gardens include the Cottage, Butterfly, Pollinator, Grandma & Grandpa's Heirlooms, All America award winners Display, the Berm, and Children's Gardens.
The annual flowers and vegetables for the gardens are grown from seed by Jan.
Value of the donated annuals is about $500.00
Amount of vegetables donated from the Grandma & Grandpa's Garden to the South Burlington Food Shelf on Dorset Street: 680 pounds. The Growing Young
Gardeners program under Burlington Garden Club leadership was canceled due to
COVID-19.
The Pollinator Garden is under total renovation by Parks Foreman Andrew Noonan and
crew, to be planted and maintained by Wildscape Design, LLC, funded by Ernie & Dee
Pomerleau.
Budget Request for the 2022 season
3 cu.yds. Compost from Champlain Valley Compost Co. -- $214.00
6 bales of straw ($10 ea. @ Guy's Farm & Yard) – $60.00
10 perennials, Heuchera 'Marmalade' for garden near Wheeler House – $80.00
Every day there were children & parents in the Tea Table play area, the DinoLand and SandDunes sand play areas, and Frontier Land. The gardens provided 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 for WCAX-TV, a place for
photographers, artists, and Tai Chi, credit hours for Master Gardener Interns, and the
sense of accomplishment by the volunteers to create this beautiful and useful space for the community.
Submitted by Jan DeSarno
Volunteer Coordinator
4 Ladd Point, Grand Isle, Vt. 05458
phone: 802-372-4058, cell: 802-343-0847
e-mail: jandesarno@gmail.com
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VOLUNTEERS –May 12 to NOV. 3, 2021
Vermont Garden Park, 1100 Dorset Street
Name Hours
Bell, Nancy 49 Bertin, Gianetta 92
Bowater, Camilla 2
Carrigan, Linda 2
Chandel, Swaty 16.5
Decof, Kate 3.5 DeSarno, Jan 132
Desany, Nancy 1
Finkelstein, Linda 16
Foster, Anne 23.5
Goddard, Rose 6.5
Hartman, Susan 4
Hitt, Connie 29.5
Hodgkin, Andy 12
Johnson, MaryEllen 58
Keable, Anne 5.5
Lane, Linda 38
MacArthur,Barbara 42 McCormick, Luana 13.5
Mesaros, Kate, M.G.PROJECT LEADER 89.5
Morse, Nick 2
Niggel, Joelyn 5
O'Brien Denham, Ginny 5
Peters, Darrilyn 1
Raimy, Suzi 8
Rowlands, Haley 12
Steinman, Paul 23
Tiballi, Lynne 2
Thompson, Tisha 3
Van Mullen, Doris 31.5
Villanti, Karen 15
Woodhead, Sarah 1
________
TOTAL 744
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State of Vermont
Department of Health
Burlington Local Health Office
108 Cherry St, Suite 102
Burlington, VT 05402
[phone] 802-863-7323
[toll free] 888-253-8803
HealthVermont.gov
2021 Local Health Annual Report
Twelve Local Health District Offices around the state provide health services and promote
wellness for all Vermonters. Additional information about your local health office and related
programs can be found at https://www.healthvermont.gov/local.
COVID-19
It has been almost two years since the COVID-19 pandemic began, and in response, our
families, schools, businesses, first responders, and countless other groups have worked to
better protect the health of our communities. Together we ensured towns had access to the
vaccine, testing, and other services needed to make more informed decisions about their
health. As of December 1, 2021, approximately
• 494,000 Vermonters received at least one dose of COVID-19 vaccine.
• 546,055 people have been tested and a total of 2,570,835 tests completed.
• Many COVID-19 resources are now provided in over 20 different languages.
• Up-to-date information, including town-level data can be found on the Health
Department’s website: https://www.healthvermont.gov/covid-19/current-activity.
Public Health Programs
In addition to COVID-19 response efforts, Local Health offices continue to provide health
services and programs to Vermont communities, including but not limited to
• In collaboration with Town Health Officers and other local partners, we help
Vermonters better understand the relationship between their environment and their
health at a time when more of us are spending time at home with our families. Find
information about environmental health and lead, asbestos, toxic chemicals, child
safety, food safety, climate change, drinking water, and more at
https://www.healthvermont.gov/environment.
• The WIC nutrition program continues to provide primarily remote access to services
with phone appointments. In 2021, an average of approximately 11,300 infants,
children, and pregnant, postpartum, and breastfeeding people were served by WIC in
Vermont each month.
• As of November 23, 2021, 193,000 flu vaccine doses have been administered.
Protecting people from influenza continues to be particularly important as the flu may
complicate recovery from COVID-19.
Thank you to everyone involved in supporting these efforts. We look forward to what 2022
brings, to seeing you in the community, and encourage you to stay in touch with us.
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VT Spay Neuter Incentive Program - VSNIP
The VT Spay Neuter Incentive Program aka “VSNIP”, under the oversight of the VT
Economic Services Department, is administered by VT Volunteer Services for Animals
Humane Society (VVSA). VSNIP helps financially challenged Vermont residents
spay/neuter cats and dogs for $27.00. The balance is paid by fellow Vermonters when
dogs are licensed by an added $4.00 fee, the major funding for this important program.
Funds are determined by the number of dogs licensed, which is required by law when a
dog is six months of age. A current rabies vaccination is required to register, and a
rabies vaccination can be administered after 12 weeks of age for both cats and dogs.
Prostrate and mammary cancer is more likely to occur in unsterilized cats and dogs. It’s
not pretty and they’re likely to die. Animals live longer and happier when they’re spayed
and neutered, are less likely to fight for territory, and mark what they claim to be
“theirs”!
Licensing a dog: 1) helps identify your dog if lost, 2) provides proof 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) if your dog bites an animal or person – which
could result in quarantine or possible euthanasia to test for infection, and 4) helps pay
for VSNIP, addressing the population situation in Vermont.
Farms with cats should especially be aware that one rabid cat or dog can affect an
entire population of animals on the premise. The answer is neutering through VSNIP
which includes a rabies vaccination and the first of the two part distemper series.
Look for Rabies Clinics in March across the state. You can call your veterinarian and ask
the cost of a rabies vaccination only, or call your nearest Tractor Supply Store for their
Monthly Rabies Clinic schedule. Rabies IS in Vermont and it IS deadly.
To receive a VSNIP Application, send a 9” S.A.S.E to: VSNIP, PO Box 104, Bridgewater,
VT 05034. Indicate if it’s for a cat, dog or both. For more information, call 802-672-
5302.
Please visit our website: www.VVSAHS.org
VVSA will be hosting Rabies Clinics in March. Call for dates and locations.
The animals thank you in advance! Together We Truly Do Make A Difference!!
Sue Skaskiw, VVSA Humane Society Executive Director/VSNIP Administrator
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Winooski Valley Park District
Ethan Allen Homestead
Burlington, Vermont 05408
Tel: (802) 863-5744 Email: info@wvpd.org www.WVPD.org Fax: (802) 865-0647
Winooski Valley Park District Nick Warner
Annual Report: July 1, 2020 – June 30, 2021 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 1781-acre portfolio features over 13 miles of shoreline and offers 25 miles
of trails across 19 parks in the lower Winooski River Valley. In South Burlington,
this includes Muddy Brook Park, Muddy Brook Wetland Reserve, Winooski Gorge,
and Valley Ridge. Dave Crawford is South Burlington’s representative.
The COVID-19 pandemic spurred a sharp increase in outdoor recreation and park
usage – a trend that continues as people find respite and enjoyment in the outdoors.
At the same time, significant fiscal challenges in each of the seven WVPD member
communities have evolved with the pandemic. In response, WVPD has made
significant fiscal and operational accommodations, while proactively acquiring
resources to manage the increased demands on the WVPD park system.
• Program space formerly shared with WVPD summer and vacation camps was
fully leased up to Forest Preschool. Additionally, office space in the Annex (WVPD
Office) Building was converted to expand childcare capacity - and add lease income
to WVPD. Look for new partnerships and programming over the next year as
WVPD re-tools and expands its commitment to environmental education.
• WVPD obtained City/State/Federal grant funding to install air filtration,
facilitated state and federal support to ensure tenant solvency, crafted signage and
public messaging around COVID protocols, and worked with partner agencies to
network and share resources.
• WVPD did not hire seasonal staff in summer of 2020, and a full-time position
was phased out. WVPD continued parks maintenance and operations throughout the
pandemic with reduced staff. Focusing on maintaining trails and structures, major
projects were also advanced, including the repair of a badly damaged bridge on
Riverwalk, entrance improvements at Wolcott Family Natural Area (park opening
fall 2021), continued restoration of Derway Cove, multiple tree plantings, signage
upgrades and installation – along with the facility upgrades referred to above.
WVPD member towns have continued their financial support of WVPD, and by the
end of FY21, seasonal staff were back on board, deferred maintenance and project
planning were ramping up, a grant for a new signage obtained, and capital upgrades
funded through grants and donated services. Taking lessons from the past 18
months, WVPD will continue to strive to be efficient, welcoming, creative, and
proactive going forward.
WVPD’s Parks
Colchester Pond
Natural Area
Delta Park
Derway Cove
Derway Island
Nature Preserve
Donohue Sea Caves
Essex Overlook Park
Ethan Allen Homestead
Heineberg Wetlands
Macrae Farm Park
Mayes Landing
Muddy Brook Park
Muddy Brook
Wetland Reserve
Old Mill Park
Riverwalk Trail
Salmon Hole Park
Winooski Gorge
Wolcott Family
Natural Area
Woodside Park
Valley Ridge
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Champlain Valley Conservation Partnership
Under the leadership of South Burlington City Project Manager Ashley Parker, WVPD is engaged in a
coordinated multi-town effort to identify projects and initiatives to upgrade the ecological health of
conserved lands. A habitat improvement project is emerging at the “Goodrich Parcel” and Muddy Brook
wetland reserve that will involve several organizations, volunteers, and staff support.
Financial Sustainability:
WVPD provides fee-for-service project services for a variety of non-profit and municipal clients,
leverages volunteer time, and obtains grant support for acquisitions and major projects. Volunteers from
local schools and community organizations 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. Grants secured in FY21 include funding from REI to support operations, LCBP funding for
IT/computer upgrades and a complete makeover of park system signage, and a Recreation Trails Grant
supporting significant upgrades on the Riverwalk trail. WVPD continues to obtain new grants and
sponsorships for future projects, acquisitions, and operations.
Activities for Residents and Tourists:
WVPD’s 19 regional parks are all managed for permanent conservation and public access. Featuring
nature trails, scenic overlooks and wildlife viewing, hiking trails, picnic facilities, cross-country skiing
and snowshoeing trails, canoe/kayak launches, fishing accesses, community and specialty gardens, and
various forms of agriculture – the growing park system continues to serve the recreational needs of area
residents and visitors.
The Ethan Allen Homestead Museum (providing tours of Ethan and Fanny Allen’s 1787 restored
farmhouse, historic lectures, programs, and special events) and Alnôbaiwi (an intertribal Indigenous
Cultural organization) provide a broad range of experiences, cultural enrichment, and public education.
Examples of Activities with WVPD’s Partner Organizations in FY21:
- Seventh Generation: Volunteer Day to repair picnic tables
- Burlington Area Community Gardens: landscape upgrades
- Burlington Wildways: partnership to expand and steward trails
- Burlington Forest Pre-School: Ethan Allen Homestead riparian planting
- Intervale Center: Riverwalk trail repairs and connecting trails
- Lake Champlain Land Trust: conservation partner for Derway Cove naturalization
- Lake Champlain Committee: Asian Clam/Freshwater Mussel Research
- New Farms for New Americans: farm area upgrades, new plan for expansion
- U.S. Fish and Wildlife: volunteer day at Riverwalk to repair boardwalk
- Vermont Fish and Wildlife: fish monitoring stations at two WVPD locations
- Winooski Natural Resource Conservation District: Macrae Park - Trees for Streams Project
Programs at WVPD Parks:
Multiple school groups, local Colleges and Universities, and other conservation focused organizations
utilize WVPD’s parks regularly, also the focus of numerous collegiate and post-graduate studies. The
Burlington Area Community Gardens, the Vermont Community Garden Network, The Janet S. Munt
Family Room, and New Farms for New Americans lead educational gardening and sustainable agriculture
programs at WVPD’s Ethan Allen Homestead.
More than ever, people need natural areas to stay in touch with the local landscapes that sustain them. In
turn, natural areas need protection and management to assure people and wildlife can peacefully coexist.
In an era of forest decline and water quality challenges, WVPD will continue to prioritize high value
conservation properties for acquisition and management. WVPD has and will continue to provide services
in park planning and park maintenance. WVPD’s presence in South Burlington greatly enhances
education, conservation, and recreation. South Burlington’s annual support makes it possible for
thousands of Vermonters and tourists to explore our ecologically diverse system of natural areas
embedded within the most developed county in Vermont. Thank You!
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CIty of South Burlington,180 Market Street, South Burlington, Vermont 05403
www.southburlingtonvt.gov
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