HomeMy WebLinkAboutAgenda - City Council - 04/15/2024CITY COUNCIL MEETING AGENDA
APRIL 15, 2024
Participation Options
In Person: 180 Market Street, Main Floor, Auditorium
Assistive Listening Service Devices available upon request
Electronically: https://meet.goto.com/SouthBurlingtonVT/citycouncilmeeting04-15-2024
You can also dial in using your phone: 1 (224) 501-3412 Access Code: 273-479-709
Regular Session 6:30 p.m.
1.Pledge of Allegiance (6:30 p.m.)
2.Instructions on exiting building in case of emergency and review of technology options – Jessie
Baker, City Manager (6:31–6:32 p.m.)
3.Agenda Review: Additions, deletions or changes in order of agenda items (6:33–6:34 p.m.)
4.Comments and questions from the public not related to the agenda (6:35–6:45 p.m.)
5.Councilors’ Announcements and Reports on Committee assignments and City Manager’s Report
(6:45–6:55 p.m.)
6.Consent Agenda: (6:55–7:00 p.m.)
A.*** Consider and Sign Disbursements
B.*** Approve minutes from March 7, 2024 CC Meeting
C.*** Approve an application for a 2024 Library Summer Programming Grant to purchase
materials.
7.Consider applicants to the Planning Commission (1 vacancy), Economic Development
Committee (2 vacancies) and Public Art Committee (2 vacancies) (7:00–7:30 p.m.)
8.*** Orientation: Community Services (Recreation & Parks and Library) – Adam Matth, Director
of Recreation and Parks, and Jennifer Murray, Library Director (7:30–8:30 p.m.)
9.*** Briefing on the kick-off of the Parks and Open Space Master Plans – Adam Matth, Director of
Recreation & Parks, and Silken Kershner, Project Manager of Transportation and Open Spaces
(8:30–8:50 p.m.)
180 MARKET STREET, SOUTH BURLINGTON, VERMONT | (802) 846-4107 | WWW.SOUTHBURLINGTONVT.GOV
10. *** Consider the naming of Overlook Park – Adam Matth, Director of Recreation & Parks (8:50–
9:10 p.m.)
11. *** Receive the Chittenden Solid Waste District Proposed FY 25 Budget – Sarah Reeves,
Executive Director (9:10–9:25 p.m.)
12. *** Request from Common Roots for a $400,000 allocation of American Rescue Plan Act Funds
to acquire property at Spear Street and Allen Road (9:25–9:45 p.m.)
13. *** Convene as the South Burlington Liquor Control Commission to consider; CVS Pharmacy
#10690, Second Class License; Shaw’s Beer & Wine, Second Class License, Tobacco License and
Tobacco Substitute Endorsement (9:45–9:50 p.m.)
14. Other Business (9:50–10:00 p.m.)
15. Consider entering into executive session for the purposes of discussing of appointments to the
Planning Commission, Economic Development Committee and Public Art Committee
16. Adjourn
Respectfully submitted:
Jessie Baker
City Manager
***Attachments included
Champlain Water District
Check/Voucher Register - Check Report by Fund
From 4/16/2024 Through 4/16/2024
Check Date Check Number Vendor Name Invoice Description Check Amount Invoice Number
4/16/2024 4743 Aldrich & Elliott, PC Project 23022.002 9,615.42 82074
4/16/2024 4744 Champlain Water District - Retail Retail to SBWD - March 2024 61,770.30 SBWD-408
4/16/2024 4745 Champlain Water District Refund Overpymt on Account 6722 139.32 REFUND-040524
4/16/2024 Champlain Water District March 2024 Wholesale to SBWD 195.16 SBWD-401
4/16/2024 Champlain Water District March 2024 Water Consumption 180,152.92 SBWDWTR-033124
4/16/2024 4746 E.J. Prescott Irrigation Hydrant 31.17 6305155
4/16/2024 E.J. Prescott Cold Patch 102.48 6305369
4/16/2024 4747 MSK Engineers Project 1460-001 20,178.36 16623
4/16/2024 4748 South Burlington Sewer Department March 2024 Sewer Billings 402,280.69 SEWER-033124
4/16/2024 4749 South Burlington Stormwater Department March 2024 Stormwater Fees 191,779.13 STORM-033124
Total 70 - South Burlington Water
Department
866,244.95
Report Total 866,244.95
70 - South Burlington Water Department
SOUTH BURLINGTON CITY COUNCIL
Date: 4/9/2024 7:40:50 AM Page: 1
Page 1
CITY COUNCIL
7 MARCH 2024
The South Burlington City Council held a reorganization meeting on Thursday, 7
March 2024, at 6:30 p.m., in the Auditorium, 180 Market Street, and by Go to
Meeting remote participation.
MEMBERS PRESENT: T. Barritt, A. Chalnick, M. Scanlan, L. Smith, E. Fitzgerald
ALSO PRESENT: J. Baker, City Manager; Chief S. Locke, Deputy City Manager; C.
McNeil, City Attorney, M. Machar, Finance Director, D. Wheeler, Water Resources
Engineer; E. Tomey-Walker, R. Doyle, B. Sirvis, S. O’Brien, S. Dooley.
Ms. Baker opened the meeting and presided until the Council Chair was elected.
1. Instructions on exiting building in case of emergency and review of
technology option:
Ms. Baker provided instructions on emergency exit from the building and
reviewed technology options.
• Additions, deletions or changes in the order of Agenda items:
Mr. Barritt moved to approve the Agenda as presented. Mr. Chalnick seconded.
Motion passed unanimously.
• Comments and questions from the public not related to the agenda:
Ms. Tomey-Walker asked the Council to consider changing the Backyard Chicken
Ordinance. She gave members handouts regarding her request. Mr. Chalnick
asked her to provide photos.
• Announcements, councilors reports from committee assignments and
City Manager’s Report:
CITY COUNCIL 7 MARCH 2024 PAGE 2
Council members reported on recent meetings and events they had attended.
Ms. Baker: Introduced some of the City staff present including Deputy City
Manager/Fire Chief Steve Locke, City Attorney, Colin McNeil, and Finance Director,
Martha Machar.
Reviewed election results by districts. She noted that the City budget
passed with a 52.09% approval, down from last year’s 72% approval. The water
storage bond passed with 75% approval, and the proposed City Charter change
passed with almost 80% approval. The School budget failed, passing only in the
Orchard District. 30.14% of registered voters voted in this election, higher than
other Town Meeting years but lower than other Presidential Primary years. Ms.
Baker also thanked Ms. Rees for an excellent job doing her first election as City
Clerk.
• Under Sect. 13-303 of the City Charter, elect a Council Chair, Vice Chair
and Clerk with the City Manager presiding:
Ms. Baker opened the floor for nominations for City Council Chair.
Mr. Chalnick nominated Mr. Barritt. Mr. Smith seconded. There were no further
nominations, and Mr. Barritt was unanimously elected.
Mr. Barritt presided over the remainder of the meeting. He opened the floor for
nominations for Vice Chair.
Mr. Barritt nominated Mr. Chalnick. Mr. Smith seconded. Ms. Fitzgerald offered to
serve based on her many years serving as Chair of the school board but agreed to
accept the will of the Council. In the vote that followed, Mr. Chalnick was
unanimously elected Vice Chair.
Mr. Baritt asked for nominations for Clerk and explained the process for handling
of Minutes.
Mr. Scanlan said he would be happy to serve. Mr. Chalnick then nominated Mr.
Scanlan. Mr. Smith seconded. There were no further nominations, and Mr.
Scanlan was unanimously elected Clerk.
CITY COUNCIL 7 MARCH 2024 PAGE 3
Mr. Barritt congratulated the new City Councilors. He then reviewed his history of
service to the City including the Library Board of Trustees and Development
Review Board (DRB) prior to the City Council. He also enumerated many of the
significant actions he has seen in his 8 years on the Council including: progress
toward joint dispatching, Howard Mental Health people accompanying Police on
appropriate calls and significant co-training, approval of TIF votes, racial training in
the Police Department, conservation of the Auclair Farm, the new radio tower,
Wheeler conservation, the new City Hall/Library, the construction of Allard Square,
Interim Zoning, FAA noise insulation work near the Airport, Climate Action Plan,
new affordable housing buildings, City Plan 2024, Rental Registry, City Center
housing, increase in Fire Department staff, and the new O’Brien all-electric
housing development. Mr. Barritt added that South Burlington is a wonderful city,
and he is thrilled to be in this position.
• Council Orientation:
Ms. Baker began by reviewing those things over which the Council has authority:
• Hiring and firing of City Manager
• Appointment of committees and commissions
• Liquor Control Board
• Board of Health
• Adopting ordinances
• Fiduciary oversight
• Convening of public meetings
• Serving on the Steering Committee along with School Board
members
Ms. Baker then outlined the Rules of Procedure including the following:
• Elect leadership
• Three members constitute a quorum
• Chair runs the meetings
• All actions are done in the affirmative
• Enter executive sessions as needed
CITY COUNCIL 7 MARCH 2024 PAGE 4
• Chair speaks on behalf of the Council unless there is a vote
otherwise
• A request by 2 Councilors will put an item on the Agenda (1
person can ask as well)
• The Agenda Planner is distributed weekly
Ms. Baker stressed that Council meetings are meetings of the City Council taking
place in public. Public Hearings are when the public is invited to speak. The
Council can ask for public input at any time.
Council members can express an opinion as an individual citizen. A “Council
position” must go through the Chair.
Ms. Baker encouraged members to send any “day-to-day” questions to her.
Regarding appointments to Committees and Commissions, Ms. Baker noted there
are 4 types of appointments:
• Regulatory (Planning Commission, DRB, Board of Abatement,
Board of Civil Authority, Library Board of Trustees, Sextons,
Steering Committee
• Policy (Affordable Housing Committee, Bike/Ped Committee, City
Charter Committee, Common Area for Dogs Committee, Housing
Trust, Natural Resources Committee, Pension Advisory
Committee, Public Art Committee, and Recreation/Parks
Committee
• Task Force (Climate Action Plan, Airport Re-zoning Request)
• Others (Green Mountain Transit, Chittenden County Solid Waste
District, Winooski Park District, Patrick Leahy Burlington
International Airport, Chittenden County Regional Planning
Commission (CCRPC), Town Meeting TV
Ms. Baker noted that all Regulatory and Policy committees have staff support.
Ms. Baker then addressed the issue of “transparency” and said that keeping the
public trust is of the utmost importance. The City e-mail address should be used
for all City business. Members should avoid having 3 Council members present at
one time discussing current or future City Council items. All debate must take
place in public.
CITY COUNCIL 7 MARCH 2024 PAGE 5
Mr. McNeil said that as long as there is not a quorum present, 2 members can
discuss city business. There cannot be 3 members on an e-mail correspondence.
He urged members to be careful and not to violate the law or the spirit of the law.
Executive Session meetings are confidential and can be used only for those
purposes specifically allowed. Members should not forward confidential emails or
talk about an executive session outside of the session.
Ms. Fitzgerald asked about the sharing of information. Ms. Baker said the sharing
of information is OK. Mr. McNeil said such correspondence should indicate “do
not reply.”
Mr. McNeil then addressed the Conflict of Interest and the Code of Ethics policy.
He read the definition of “conflict of interest” and noted that if a member has such
a conflict, it should be disclosed and the member recuse him/her self. A recused
member cannot sit with the Council or deliberate with the other members on that
item. Mr. McNeil noted that this policy is adopted annually and he asked
members to do that. Ms. Baker also noted there is a bill in the State Legislature
now which could significantly change this policy. Among other things, it would
require annual training.
Ms. Baker then outlined the City Manager’s authority including the following:
• CEO of the City
• Propose budgets
• Enforce ordinances
• Personnel Director
• Report to City Council
• Attend all City Council meetings
• Primary support person
She asked that any question of staff be sent through her. She encouraged
Councilors to tour the city’s facilities and to reach out to staff regarding Agenda
items. The City Manager must be copied on all correspondence between staff and
Councilors.
CITY COUNCIL 7 MARCH 2024 PAGE 6
Ms. Baker then showed a chart of the City’s organization and staffing. There are
193 regular employees and 15-20 per diem and seasonal staff. The City Council is
the final appeal body for employee grievances. The City has 3 bargaining units:
Firefighters, Police, and AFSCME employees. Ms. Baker discussed the annual
Policy Priorities and Strategies on which the City Manager reports quarterly to the
Council. Ms. Baker encouraged members to review documents such as the
Climate Action Plan and City Plan 2024.
Mr. Scanlan asked at what point the Council works on the budget impact. Ms.
Baker said this occurs during budget season, September through March. Policy
issues are continual, and staff will bring funding implications to the Council.
Ms. Baker noted that the city is tracking how new construction is complying with
the climate ordinances. Other planning efforts that are active include zoning
amendments, impact fees, the Rental Housing Ordinance, actively building out
City Center, and various studies.
• Adopt the City Council Rules of Procedure:
Mr. Chalnick moved to adopt the City Council Rules of Procedure as presented.
Ms. Fitzgerald seconded.
Mr. Doyle explained that the three places to publicize Council meetings should be
just a minimum because of the dense development that is going in in various
places in the city. He felt this information should be more accessible to the public,
especially since it does not always get posted in the places where it now should
be.
In the vote that followed, the motion passed unanimously.
• Adopt the Conflict of Interest and Ethical Conduct for Council and
Appointed Members:
Mr. Scanlan moved to adopt the Conflict of Interest and Ethical Conduct as
presented. Mr. Chalnick seconded. Motion passed unanimously
• Consent Agenda:
• Approve and Sign Disbursements
• Approve the grant application for the National Council on Ageing
Bone Health and Osteoporosis Community Pilot Project
CITY COUNCIL 7 MARCH 2024 PAGE 7
• Approve the 2024 Certificate of Highway Mileage
• Award the contract for the Ash Tree Injection Project to Teacher’s Tree
Service
Mr. Wheeler explained the bidding process for the Ash Tree Injection Project.
Mr. Smith moved to approve the Consent Agenda as presented. Mr. Chalnick
seconded. Motion passed unanimously.
• Appoint Charter and Ordinance required positions for a period of one
year as outlined in the attached memorandum:
Ms. Baker showed the list of appointments that require City Council approval.
Mr. Chalnick moved to approve the appointment of Charter and Ordinance
required positions for one year as presented on the attached list. Mr. Smith
seconded. Motion passed unanimously.
• Discuss and possibly approve the 2024-2025 City Council meeting
schedule pursuant to the City Charter, Chapter 13, Section 305(a):
Ms. Baker noted that the Council is required to meet twice a month. Dates can
always be changed, and special meetings can be added.
Mr. Chalnick moved to approve the City Council meeting schedule as presented.
Ms. Fitzgerald seconded. Motion passed unanimously.
Ms. Baker noted there will be significant items coming to the Council in the next 3
months. She asked if there are topics members want to add for future agendas.
Ms. Fitzgerald suggested a discussion of community engagement with the
Council, especially since there are 3 new members. Mr. Scanlan agreed and
added they should look at different ways of communicating. Mr. Smith said he
would like to put together an advisory team from different parts of the city that
could meet with him on a regular basis, if that is allowed. Ms. Baker said these are
good topics for discussion on the next agenda.
CITY COUNCIL 7 MARCH 2024 PAGE 8
Mr. Smith noted he won’t be in town for the 20 May Priorities meeting but could
be available remotely. Ms. Baker said that is just a place holder and an official
date will be set with the full Council.
• Designate The Other Paper as the Official Paper of Record:
Ms. Baker noted that this designation is required by State Statute.
Mr. Chalnick moved to designate The Other Paper as the Official Paper of Record.
Ms. Fitzgerald seconded. Motion passed unanimously.
• Council Orientation: General Government:
Ms. Baker showed a chart of government organization and noted that the Council
will be hearing from Department Heads in coming meetings. She then showed a
pie chart of where tax dollars go and reviewed the general fund budget. The
Grand List which is a $4,100,000,000, is set as of 1 April every year, and the tax rate
is set by the Council at the first July meeting. One cent on the tax rate raises
$411,416. One percent on the tax rate raises $200,262. 94 new single family
homes are needed to increase the Grand List by 1%; 139 condos will also increase
the Grand List by 1%. Ms. Baker also explained the working of values in the TIF
district.
The City received $5,600,000 in ARPA funds. To date, $4,500,000 has been
allocated. The balance needs to be allocated by December, 2024 and spend by
December, 2026.
Ms. Baker also explained the use of the Fund Balance. This is the fund that can be
accessed when a generator breaks down, etc. The City Manager needs Council
permission to spend that money.
The City will be receiving more earned interest than budgeted for FY24. This could
be from $700,000 to $900,000. The Council should consider how to handle this.
Ms. Baker noted that the City has had clean audits for many years and also had a
clean TIF audit. She explained what information the Council will see.
There are several active lawsuits which the City Attorney will discuss with member
in executive session. Ms. Fitzgerald asked if the noise issue that was brought to
the Council has been resolved. Mr. McNeil said it has.
CITY COUNCIL 7 MARCH 2024 PAGE 9
Emerging issues in the City include:
• Parking fund for City Center
• Rental Registry
• New data capacity
• New Climate staff
• On-line permitting system
• Modernization of financial systems
• Collective bargaining
• Designate TD Bank as the City’s Official depository:
Mr. Chalnick moved to designate TD Bank as the City’s official depository. Mr.
Smith seconded. Motion passed unanimously.
• Convene as South Burlington Liquor Control Commission to consider:
Double Tree Hotel, 1st Class Hotel License & 3rd Class Hotel License & 2nd
Class License; Interstate Shell, 2nd Class License & Tobacco License; Jiffy
Mart #445, Tobacco Substitute Endorsement; Olive Garden Italian
Restaurant #1520, 1st Class Restaurant/Bar License & 3rd Class
Restaurant/Bar License; Skinny Pancake Airport LLC, 1st Class
Restaurant/Bar License & 3rd Class Restaurant/bar License:
Mr. Chalnick moved that the Council convene as Liquor Control Commission. Ms.
Fitzgerald seconded. Motion passed unanimously.
Mr. Chalnick moved to approve the liquor and tobacco licenses as presented. Ms.
Fitzgerald seconded. Motion passed unanimously.
Mr. Chalnick moved to reconvene as City Council. Mr. Smith seconded. Motion
passed unanimously.
• Other Business:
CITY COUNCIL 7 MARCH 2024 PAGE 10
Mr. Barritt explained the “Councilors’ Corner” column in The Other Paper. He also
noted that Front Porch Forum has the ability to publish to all neighborhoods and
encouraged the use of that communication.
As there was no further business to come before the Council Mr. Smith
moved to adjourn. Mr. Chalnick seconded. Motion passed unanimously. The
meeting was adjourned at 8:50 p.m.
_________________________________
Clerk
Recreation and Parks
Adam Matth
April 15, 2024
Organization-Recreation & Parks
Who is South Burlington Recreation and Parks?
The mission of the Recreation and Parks Department is to create and support dynamic public spaces and programs which grow, inspire, and create inclusive social interactions through land and people.We aim to foster a support and constructive environment that embraces equity through inclusive decision making and
mindful daily actions.
•Director –Adam Matth (2023)
•Senior/Adult Recreation Specialist –Rebecca Isham (2021)
•Operations & Event Specialist –Travis Ladd (2016)
•Recreation Specialist –Brett Leonard (2015)
•Recreation Specialist –Kate Likhite (2024)
Adam Matth Kate Likhite
South Burlington Parks
Where are our parks and what do they consist of?
•Bay Crest Park
•City Center Park
•Farrell Park
•Jaycee Park
•Overlook Park
•Red Rocks Park
•Symanski Park
•Hubbard Rec. & Nat.
•Veterans Memorial Park
•Wheeler Homestead & Nature Park
Recreation & Parks Programming
Recreation and Parks programming consists of three different age demographics
•Seniors:
•Wednesday & Friday Lunches
•AARP Tax Aide
•Senior Cardio
•Bone Builders
•Bingo
•Brushstrokes and Brews
•Etc.
•Adults:
•Drop In Baskeball & Pickleball
•Paint Nights
•Yoga
•Cornhole
•Cake Decorating
•Community Gardens
•Running Club
•Etc.
•Youth:
•Basketball
•Lacrosse
•Soccer
•Baseball
•Summer Camps
•Swimming – Classes and Team
•Jiu Jitsu & Wrestling
•Track and Field
•Etc.
Recreation & Parks Events
New events for 2024:
•Family Series
•Recreation on the Go
•July Fitness Series
•Park Hop Brews
•Community Movie Series
•Egg Hunt
•Paint Nights
•Community Yard Sale
Other events in 2024:
•Valentine Dance
•Turf Times
•Skate Night
•SB Night Out
•Spark the Park
•Green Up Day
Emerging Issues-Recreation & Parks
•Expanded programming across all ages and representative of demographics (youth-adults-seniors)
•City Plan – Goal 58
•Projected funding
•Projected staffing
•Indoor programmable space
•Lacks scheduling control and opportunities during school year
•Results of Parks Master Plan
•Impact and resources provided
•Resources distributed geographically appropriate for surrounding areas
•High density housing; change in need for Recreation and Parks services
•Providing equitable access and investments
•Balance the needs of developed and undeveloped
•City Plan 2024 – Goal 55 & 56
Library Orientation
Jennifer Murray
April 15, 2024
Library Organization
Who is the South Burlington Library?
Mission and Vision: The South Burlington Public Library strengthens our community
through abundant resources, including books; information; and opportunities to learn,
share and grow.
The Library is a community destination that welcomes people of all ages and abilities.
We foster individual inspiration, community connection, self-directed learning, and access to technology and information.
The Library staff is made up of 22 people (12.4 FTE) of which nine are full time. The
departments inside the Library are:
•Children's Services
•Adult Services
•Circulation and Cataloging
We are supported in mission building, outreach and policy creation by the Board of
Trustees.
Staffing chart
April 2024
CITY MANAGER DIRECTOR (40)
CIRCULATION
LIBRARIAN (40)
CIRCULATION
SPECIALIST (40)
CIRCULATION
ASST. (19)
CIRCULATION
ASST. (19)
ADULT SERVICES
LIBRARIAN (40)
ADULT SERVICES
SPECIALIST (40)
TEEN SPECIALIST
(28)
ADULT SERVICES
ASST. (19)
CHILDREN'S
LIBRARIAN (40)
CHILDREN'S
SPECIALIST (40)
CHILDREN'S
ASST. (19)
CATALOGING
SPECIALIST (40)
DIGITAL
SPECIALIST (40)
SHELVERS
(various)
SUBSTITUTES
(various)
BOARD OF
TRUSTEES
FY23 Successes
The Library is busy!
•Library visits came in at over 95,010 for the
year, a 32% increase from FY22.
•Staff now offer two toddler storytimes per
week averaging 45 people per session.
•Library programs were up 36% in FY23, serving 9836 attendees.
•Almost 2000 attended summer programs, including those who joined reading
incentives for all ages.
•15,288 items were checked out by users at
the self-service stations
•Growing collection of "Things" were checked out over 600 times.
FY23 Successes continued
Books remain our brand
A month in review 2024
Over 9500 visitors
Over 26,000 items checked out
2,500 are self-checkout
3,000 are e or e-audio books
50 programs
Over 700 attendees
320 hours on public PCs
10,295 total card holders
Emerging
Issues
Library
Current building projects are expected to bring over 1,000 new
residents to our neighborhood alone.We will be called upon to
open for more hours and to offer
more simultaneous services leading to a need for more staff.
Our neighbors are becoming more culturally and linguistically
diverse than is reflected in our collections and programs. Staff will
continue to develop skills and knowledge in delivering relevant
programs and services across cultures.
Current rates of room and auditorium rental require a higher level
of audio-visual skill than we have within the City. We will be looking
at alternate ways to best offer these spaces to staff and the public.
In light of additional online resources and streaming video, physical
collections will change to maximize their value to library users.
As VT libraries join the nation in serving residents who are
experiencing homelessness, mental illness or substance abuse, we
need to consider hiring staff outside the traditional library box to aid
in information and referral.
Come see us!
Photo from Dec. 2023
180 MARKET STREET, SOUTH BURLINGTON, VERMONT | (802) 846-4112 | WWW.SOUTHBURLINGTONVT.GOV
Parks & Open Spaces
Master Plans
Silken Kershner, Transportation & Open Spaces Project Manager &
Adam Matth, Director of Recreation & Parks
Why Do We Need a Master Plan?
•Master Plans were explicitly
requested under the
Recreation & Environmental
Actions of the City Plan
•Actions #39 and #87
•Master Plans will address
many or all the goals
outlined under Recreation &
Environmental Goals
Parks Key Questions
•Identify needs/resources and process for future demographic changes
•Identify how parks can best be utilized and connected (passive & active)
•Guide for redevelopment of our parks and associated programming
•Guide to better understand the needs of our public with regards to active recreation, programs,
etc.
•Assessing our parks system and current resources
•Assessing our current programs and age demographics being covered
•Assessing our accessibility of our parks for walking, biking, driving, etc.
•Create a guide for adoption of a private park
•Guide for balancing active recreation and open space
•Guide for privately developed rec/park areas to maximize resources and facilities
•Create a metric of size of population in an area to be served by "x" square footage of parks
Open Space Key Questions
•Create a guide for future conservation and initiatives to grow from
•Identify needs and processes for future demographic changes
•Identify how Open Spaces can be utilized and connected
•Guide for balancing open space with active recreation
•Create a guide or resource for land management practices
Why Combine Parks &
Open Spaces in One
Plan?
•Funding & Timeline
•Interplay of Active & Passive
Recreation
•Public outreach and canvassing will cast a wider net
Step 1 –Kick Off
•Establish a timeline and project process
•Point of contact: Adam Matth (Parks Master Plan) & Silken Kershner (Open
Space Master Plan)
•Timeline: Phase A –Rec and Parks Master Plan, Phase B –Open Space Master
Plan
ARPA Funds are from FY25, and must be spent by Dec 2026
Co-meeting with Rec & Park Committee and NRCC March 6th at 6:00pm
Approach council in April/May to proceed, with an RFP in May/June
Integration in August, with the Phase B to start in 2025
Step 1 –Kick Off (continued)
•Identify key stakeholders and participants
•Determine who needs to be heard and how
•NRCC and Rec & Parks Committee, Bike/ Ped Advisory Committee,
Committee on Common Areas for Dogs
•Underrepresented groups such as working parents, youths, elderly
•Groups such as schools,multi-family housing property managers,Champlain Housing Trust etc.
•Understanding context for long-range planning
•What does the City want to accomplish? See key questions
•What are the goals, objectives and metrics for success?
•How do the master plans fit in with other City objectives, plans or goals?
Timeline
Step 1 –Kick off
(Spring 24)
Joint Committee
Mtg (March
2024)
Presenting to
Council (WE ARE
HERE)
Consultant
Selection, Bid
and Award
(Spring/Summer
24)
Step 2 –
Listening &
Learning
(Summer/Fall
24)
Step 3 –
Evaluation
(Winter 2024-
2025)
Step 4A –
Options and
Goals, PARKS
(Spring 25)
Step 5A –Bring
it Together,
PARKS (Summer
25)
Step 4B –
Options and
Goals, OPEN
SPACES (Fall
2025)
Step 5B –Bring
it Together,
OPEN SPACES
(Winter 2025)
Step 2 –Listening & Learning
•Outreach should be fun and engaging!
•Family friendly approach, encourage multi-generational participation
•Time meetings to maximize participation
•After school/work, weekends, during events etc.
•Promote meaningful interaction using park tours, site visits, etc.
•Provide ample options for listening
•use several diverse approaches –direct outreach, interviews with key
stakeholders, orgs and committees –cast a wide net for input
•Maintain open communication
•Check in, utilize task force(s), publish survey results via website or newsletter
Step 3 –Evaluating Capacity &
Identifying Needs
•Part 1 –Inventory and Assessment
•Goal is to summarize and evaluate existing community resources
•NRCC has provided a great prototype
•Assess more than quantity and type
•Identify usage patterns
•What is working well? Where are we seeing fully utilized resources?
•Use GIS mapping to enhance our existing inventory
•Create/define the spatial characteristics of parks, open spaces, and trails
•Where are they? How do they relate to the community? (i.e. proximity, accessibility, activities offered, etc.)
•Second iteration of site visits from Step 2
•Meet with facility and program managers
•Consolidate results into a comprehensive assessment of existing conditions
Step 3 –Evaluating Capacity &
Identifying Needs (continued)
•Part 2 –Audit Current Plans, Policies and Regulations
•Digest existing plans such as individual park plans, recreational program plans,
overall city plans, Comprehensive Plan etc.
•Extract common policy elements, goals and objectives
•Part 3 –Needs Analysis & Establishing a Baseline
•This is how we help a consultant provide a data driven answer to, "What does
our community need?"
•Use metrics such as acres of park per capita, facilities per capita, walk/bike-
ability, operating expenditures per managed acres or capita, etc.
•Use these metrics for a Gap Analysis
Step 4 –Exploring Options and Defining
Goals
•Recreational Market Assessment
•Based on Gap Analysis, consider and explore the options/ opportunities to be
pursued
•Characterize programs, facilities, and activities that align with community needs and
identify gaps
•Explore recreational trends and how they interface with the recreational
environment of South Burlington
•Provide case studies to highlight opportunities
*At this stage, the Phase A and B approach would come in, focusing on parks first and
eventually repeating the process for open spaces as well
Step 4 –Exploring Options and Defining
Goals (continued)
•Formalize Recommendations (Phase A)
•Parks –explore options to align park assets with community needs.
•Identify new park opportunities and provide recommendations for
management and operations.
•Prepare specific recommendations for each park within the City. Including
standards for maintenance and quality.
•Provide recommendations for the most appropriate benchmarking metrics
for parks
•Identify opportunities for public-private sector collaboration, interplay with
community non-profits and educational institutions
Step 4 –Exploring Options and Defining
Goals (continued)
•Formalize Recommendations (Phase B)
•Open Spaces –provide recommendations to align open space
recreational policies with existing and future open space acquisition.
•Provide recommendation for upgrades or new linkages within trails and
natural corridors.
•Evaluate current stewardship objectives and efforts and provide
recommendations for improvements.
•Prepare specific recommendations for each open space within the City.
Step 4 –Exploring Options and Defining
Goals (continued)
•Develop Actions, Priorities, and Phasing
•Summarize recommendations developed in Phase 4, potentially using graphics,
highlighting key actions
•Consider cost-ranges for various initiatives or recommendations
•Provide a "road map" for phasing of higher priority elements –include
documentation and discussion of funding approaches
Step 5 –Bring It All Together
•Build a Master Plan!
•Bring all the above into a visually compelling and usable "guidebook"
•Add maps and graphics to help tell the story
•Work collaboratively to communicate the plan
•Distribute the plan to stakeholders
•Identify the best approach for discussing recommendations –neighborhood
meetings,Committee meetings,City newsletters, online, face to face
Coordination
•Active Transportation Plan
•Climate Action Plan
•2024 City Plan
•Climate Resilient
•Inclusive, Fair & Just
•People Oriented, Thoughtful,
and Sustainable Built
Environment
•Collaborative & Engaged
Questions…? Comments…?
180 MARKET STREET, SOUTH BURLINGTON, VERMONT | (802) 846-4112 | WWW.SOUTHBURLINGTONVT.GOV
2024 - X
2024 - X
March 9, 2023
Jessie Baker
City of South Burlington
575 Dorset Street
South Burlington, VT 05403
Dear Jessie:
Attached please find copies of the Chittenden Solid Waste District Proposed FY 25 Budget. CSWD is
scheduled to meet with the City of South Burlington on Monday, April 15, 2024, at 8:30 p.m. Please
forward the attached copies to your City Council for their review.
The Board of Commissioners approved sending the Proposed FY 25 Budget to Member towns for their
approval on Wednesday, March 27, 2024. Below is Section 4. (b) of the Chittenden Solid Waste District
Charter.
Within 45 days of the approval of the budget by the Board of Commissioners, the legislative body of each
member municipality shall act to approve or disapprove the budget.
The budget shall be approved if approved by the legislative bodies of a majority of the member
municipalities. (For such purposes, each member municipality shall be entitled to one vote.) A legislative body
that disapproves the budget must file with the Board of Commissioners a written statement of objections to
the budget identifying those specific items to be changed, and failure to file such statement of objections
within the forty-five (45) day period shall constitute approval by such municipality. A legislative body that
fails to act to approve or disapprove the budget within the forty-five (45) day period shall likewise be deemed
to have approved the budget.
As stated above, each member municipality may choose to approve or disapprove the budget prior to May
12, 2024. Please feel free to contact me should you have any questions. Thank you.
Sincerely,
Amy Jewell
Director, Administration
Cc: Paul Stabler– Rep., Allison Lazarz-Alt.
March 19, 2024
FISCAL YEAR 2025 BUDGET
Dear Board of Commissioners and Citizens of Chittenden County,
I present to you Chittenden Solid Waste District's Fiscal Year 2025 Budget proposal. It provides necessary funding for facilities, operations, public programs, and capital programs to meet the Board's
strategic goals over the coming year. It also lays the foundation to continue to advance those goals
towards the future. The financial condition of CSWD continues to be sound and I do not see a need for
any municipal assessments or per capita fees. We continue to be self-sufficient, relying on revenue
from facility user fees, material sales, and the Solid Waste Management Fee – the per ton fee charged to haulers when disposing Chittenden County trash at the landfill to cover the costs of the services we
provide. This budget requires a small draw from reserves to cover anticipated expenses, and I am
recommending increasing the Solid Waste Management Fee to help fund the Closed Landfill Reserve.
Managing Increasing Costs Across Programs
Costs continue to increase in key areas, specifically health benefits, hauling services, fuel costs, waste
disposal fees we pay at the transfer station, and processing fees we pay our MRF operator. The cost-
of-living adjustment provided in July 2023 (7%) corrected the previous year’s “behind the curve” COLA
and brought CSWD employees in line with adjustments seen across various sectors. This budget
proposes a 2.81% COLA for July 1, based on the 2023 twelve-month annual average percent change.
We monitor the US Bureau of Labor Statistics’ consumer price index for the Northeast (Urban B/C
class) and use this as the foundation for COLA recommendations. We are proposing an additional four
positions, bringing our staffing to 56.80 Full Time Equivalents. The increased staffing and the annual
increases across the board in each benefit sector is resulting in a Wages and Benefits increase of
13.3%.
To mitigate the costs associated with healthcare benefits, in 2023 CSWD moved to a lower-priced plan
and increased the employee contribution to healthcare premiums. Employees contribute 3.5% of their
salary/wages towards the costs of providing healthcare benefits, up from a previous contribution of
3.25% of salary/wages. These two changes decreased the impacts to the District, and the resulting
overall increase to employee Total Compensation per Full-Time Equivalent over FY24 is 5%.
MATERIALS RECOVERY FACILITY:
MRF processing costs are increasing in FY 2025 per the operating contract with MRF operator, Casella
Waste Systems. CSWD pays Casella a per-ton fee to operate the MRF and to market the sorted
materials. The processing fee increased by 55%, from $45/ton to $70/ton as of March 1, 2023. Per the
contract, the operating fee increased on January 1 to $72.80/ton and will increase again on January 1,
2025. To remain self-supporting, we are raising the MRF tip fee from $85/ton to $90/ton as of July
1. This tip fee is closer to the regional market rate as fees in the region range between $90-$110/ton
as of the date of this memo.
2
MRF commodity revenue for Q1 and Q2 of FY 2024 remained in the depressed state seen in FY2023,
hovering around $55/ton, only picking up in December. The forecast for the remainder of FY 2024
and for Q1 FY 2025 is for an average commodity revenue rate around $100/ton, blended across all
commodities sorted at the MRF. The demand remains suppressed for plastics heading into FY 2025,
however demand is beginning to increase and stabilize for fiber products. This budget assumes a
conservative average commodity revenue of $75/ton, which I expect we will surpass.
Modern Facility
In November 2022 Chittenden County voters voiced overwhelming support for the construction of a
new Materials Recovery Facility on Redmond Road in Williston. The vote authorized a bond amount
of $22,000,000. We are designing a state-of-the-art facility, complete with high-tech sorting
equipment and an education center. In Q4 FY 2024, we will be selecting a construction firm and aim
to break ground in Q1 of FY 2025.
ORGANICS RECYCLING FACILITY:
FY 2025 will see a renewed focus on identifying sources of contamination in the food scraps and
implementing a new Contamination Policy (pending Board approval) which will lead to greater quality
control and customer education opportunities. CSWD has invested in equipment and people to
manage the contaminants once onsite, but the goal is to incentivize cleaner inbound streams of
material. The combination of equipment, people, and policy is reflected by a budgeted 58% decrease
in Materials Management costs (transportation and disposal fees). The ORF Team has been working
with haulers and the CSWD Outreach Team to inform and educate food scrap generators of the
effects of contamination on the process and to alert them to the upcoming policy.
We are mindful of the Board’s desire that the ORF be self-supporting and are also mindful that food
scrap collection is an additional burden of cost to generators. In this budget, we are striving to
balance those two potentially competing factors. Organics Recycling Facility tip fees are remaining at
$70/ton for FY 2025. This budget shows a decrease in budgeted inbound food scraps to 4,527
tons. ORF staff are actively seeking additional high-quality tons to help improve tip fee revenue,
projected to be down 4.5% from the FY 2024 budget. Budgeted sales revenue is up 18% due to
increasing wholesale pricing, but even with the increase in product sales we are projecting needing to
draw from the Operating Reserve to bring the ORF to -0-. Additional clean inbound food scraps are
vital to reducing the draw.
DROP OFF CENTERS:
In Q3 FY 2024 we adjusted pricing for construction and demolition debris to match the bag price
increases that took effect July 1, 2023. We are not raising prices for bagged trash in FY 2025. A small
bag is priced at $3.00, a medium bag is $8.00, and a large bag is $11.00. New in FY 2024 is an extra-
large bag priced at $15.00. An extra-large bag holds 46-65 gallons. This pricing brings us closer to
covering the costs of managing recycling and food scraps as part of the price of a bag of trash
(although the smallest bag still doesn’t cover those costs) and will allow the DOCs to generate a small
amount of revenue in excess of expenses to contribute to the Operating Reserve. The biggest factor
to bringing the DOCs firmly “in the black” was removing the allocation for Maintenance and Roll-Off
3
services as a program expense and considering that expense an internal District service supported by
the Operating Reserve. This is the same approach taken with general Administrative, Outreach &
Communications, Compliance, and Finance services, which are all completely supported by the Solid
Waste Management Fee Reserve.
Friendly Neighborhood DOC
Our six DOCs serve 28% of Chittenden County as a primary source of waste disposal, recycling, and
management of special materials not accepted elsewhere. More than 75% of Chittenden County
residents use the DOCs each year, such as for electronics recycling, bulky waste disposal, or leaf and
yard waste drop off. We recognize that we perform a vital function in the community, and the
mission is to do so safely, efficiently, economically, and in an environmentally responsible manner.
Even though the DOCs are District facilities, they are very much viewed as “local.” This capital budget
includes long-awaited improvements to the DOC in Milton as well as redesigning the DOC in
Burlington. The remaining DOCs will receive updates in successive out-years.
In FY 2024 we changed the DOC schedule for most sites (except Hinesburg and Burlington) to a
Tuesday – Saturday schedule, 8:00am 3:30pm. This schedule added service days to Milton and
provided two-days off in a row for our hard-working DOC Team. The five-day schedule created
efficiencies for our Maintenance Team when performing repairs and making improvements at the
DOCs while they are closed to the public. The additional service days coupled with the FY 2024 price
increases are reflected in the 32% increase in FY 2025 revenue compared to FY 2023 Actuals. When
the DOC in Burlington resumes accepting trash (Q1 FY 2025), it will adopt the five-day schedule.
SOLID WASTE MANAGEMENT FEE:
This is the fee charged to haulers when they dispose trash in the landfill in Coventry. The fee has
not risen in eleven years, despite dramatic increases in District expenses. I am recommending that
the Solid Waste Management Fee increase from $27.00 per ton of trash disposed to $30.00 per
ton. The increase is needed at this time in part to help further fund the Closed Landfill Reserve. We
are in Year 28 of the 30-Year landfill post-closure plan, and there are not sufficient funds remaining
in the reserve to perform the work needed to move the landfill to its final stage, Custodial Care. The
landfill continues to produce leachate in excess of what is expected of a landfill this far into post-
closure. We are actively investigating the cause or causes. A further complicating factor, and one
that may be extremely costly, is the yet to be announced PFAS treatment requirements for landfill
leachate. The EPA and VTANR will be changing environmental rules within the next 12-18 months
regarding PFAS, and the expectation is that landfill managers will be required to at minimum treat,
but possibly destroy, any PFAS detected in the landfill leachate. There is no way to estimate the
cost of the requirement until the extent of expected treatment is known, however, the balance in
the Closed Landfill Reserve fund is most certainly inadequate to the task.
The FY 2025 budget reflects the SWMF increase, however the increase must be approved by the
Board as an official change to CSWD’s local Ordinance. The Ordinance change process is separate
from the budget process, with its own warnings, public processes, and approvals.
4
As the economy continues its recovery towards a “soft landing” (as it is being forecast to do
through 2024-25) waste reduction education will be even more important. Our team of solid waste
professionals is dedicated to ensuring our members’ solid waste is managed in an environmentally
sound, efficient, effective, and economical manner. I continue to work with our team positioning
CSWD to make sure we remain a stable and predictable service provider to the citizens of
Chittenden County.
Sincerely,
Sarah Reeves, Executive Director
FY 2025 BUDGET
PROPOSAL
19 GREGORY DRIVE, SUITE 204
SOUTH BURLINGTON, VT 05403
802-872-8100
Home - CSWD
Printed on recycled paper
CHITTENDEN SOLID WASTE DISTRICT
FY 2025 BUDGET PROPOSAL
TABLE OF CONTENTS
A. Budget Memo to Board of Commissioners
B. FY25 Summary Budget
C. Administrative Descriptions
D. Administrative and Solid Waste Management Programs
E. Operations Descriptions
F. Operating Programs
G. Self-Funded Descriptions
H. Self-Funded and Allocated Programs
I. Capital Budget Highlights
J. Capital Plan
K. Projected Solid Waste Management Fee Revenue
L. Budget Reserve Summary
M. Schedule of Program Tipping Fees
N. Organizational Chart
Individual Program Budgets with Details and Comparisons to previous years are available on line
at https://cswd.net/about-cswd/financial-information/
page 3 CSWD Annual Report Fiscal Year 2023
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 material we collect
and process at our facilities and sell;
› 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, or
Property tax dollars.
who 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
(169,301 residents and 8,092 businesses)* with facilities,
programs, and expertise developed over our 34-year history.
*2022 data. Sources: U.S. Census and VT Dept. Of Labor
169,301
residents
8,092
businesses
2022 data. Sources: U.S. Census and
VT Dept. of Labor
Income, Sales, or Property Taxes 0%
Other .1%
User fees
56.35%
SWMF
26.38%
Material & Product
Sales 17.16%
FY23 REVENUE $13.2M
(unaudited)
page 4 CSWD Annual Report Fiscal Year 2023
what we do
REDUCE WASTE
›Educate residents, businesses, schools, and
event leaders on waste prevention and diversion
›Promote community reuse options
›Process leftover paint from residents and businesses
into Local Color Paint
›Maintain and enforce our Ordinance , which includes
waste prevention and diversion requirements
›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 Recycling
Facility (blue-bin recyclables sorting center) in Vermont
›Six regional Drop-Off Centers for household trash,
recycling, organics, and special materials
›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 Recycling Facility
Q Organics Recycling Facility (Green Mountain Compost)
SUPPORT OUR MEMBERS
›Technical expertise and support for waste-related
RFPs and studies
›Grant funding
› Community Cleanup Fund for all member towns
› Waste Reduction Container and Project Grants
›Brokering and investigation of beneficial use
options for biosolids
›Green Up Vermont donation on behalf of all
member towns;
›Outreach and education
page 5 CSWD Annual Report Fiscal Year 2023
how we’re
doing
This graphic shows three key measurements of all the
materials that individuals and businesses in Chittenden
County, VT generated in 2022:
1. An estimate of how much “stuff” we all generated
and needed to manage as solid waste in 2022.
2. Which stream all that stuff went to 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 2022 CSWD Diversion Report.
Materials that could
have been diverted
7,464
10,293
31,400
10,362
60,434
7,651
47,799
47,887
86,491
15,155
58,092
79,287
96,853
60,434
309,781
TONS GENERATED
309,781
TONS GENERATED
189,828
TONS DIVERTED
189,828
TONS DIVERTED
119,953
TONS LANDFILLED
119,953
TONS LANDFILLED
100% MATERIALS GENERATED (309,781 tons) 61.28% RECYCLED/DIVERTED + 38.72% LANDFILLED
1 2 3
To: Board of Commissioners
From: Sarah Reeves, Executive Director
Nola Ricci, Director of Finance
Date: March 20, 2024
RE: Fiscal Year 2025 Budget Proposal
OVERVIEW
Fiscal Year 2025 brings many important changes to the future of CSWD. We will be breaking ground on
the new Materials Recycling Facility, reconfiguring the CSWD Drop Off Center at Burlington, and
redesigning the CSWD Drop Off Center at Milton.
The proposed budget for Fiscal Year 2025 remains conservative and acknowledges some of the
increases we’ve experienced, and those we anticipate, as costs rise. FY24 was the first full fiscal year at
the leased Administration building, and administrative staff has adjusted the FY25 budget includes
costs associated with the use of the building.
At the outset of FY25 we are budgeting to end the year in a deficit, requiring a modest draw from
reserves. Because several budget projections are very conservative, we don’t believe that we will need
to tap reserves to bring the year to Zero, however we do feel it is prudent to establish the expectation
that we may, should the conservative path prove correct.
CSWD SOURCES OF REVENUE
CSWD’s revenue has three main components: Solid Waste Management Fees (SWMF), User Fees (tip
fees), and Material Sales. The remaining revenue comes from rental income, license fees, bin sales,
grants, and Extended Producer Responsibility program reimbursements. CSWD receives no municipal
payments (assessments, per capita fees, tax payments, etc.) from our member communities.
Solid Waste Management Fees: Fees charged on each ton destined for disposal and which
originated in Chittenden County. Four material types make up the tons subject to the SWMF-
municipal solid waste, construction & demolition debris (C&D), construction & demolition
debris fines, and material eligible to be used as alternate daily landfill cover (ADC). C&D fines
and ADC are charged 25% of the SWMF. In FY25, SWMF are 24% of the revenue budget.
Tipping/User Fees: Fees charged for material disposal at Drop-Off Centers (DOCs), the Materials
Recovery Facility (MRF), the Organics Diversion Facility (ODF), and the Environmental Depot. In
FY25, Tip/User Fees are 57% of the revenue budget.
Material Sales: Revenue generated from the sale of products we make—compost products,
Local Color paint, baled recyclables—or products we purchase on behalf of the public and then
resell, like compost bins. In FY25, Materials Sales are 16% of the revenue budget.
Attachment A
2
REVENUE SNAPSHOT
Revenue (in
thousands)
FY23
Actual
FY24
Budget
FY25
Budget
Change from
FY24 Budget
Change from
FY22 Actual
% of Overall
Revenue
Tip Fees 7,426 8,937 9,072 1,5% 22.2% 56.8
Material Sales 2,262 2,629 2,612 -0.6% 15.5% 16.4
SWMF 3,476 3,336 3,781 13.3% 8.8% 23.7
All Other 534 500 498 -0.4% -6.7% 3.1
TOTAL 13,698 15,402 15,963 3.6% 16.5% 100%
Cost of Goods Sold 201 122 163 33.6% -18.9%
Gross Profit 13,497 15,280 15,800 3.4% 17.1%
Tip Fees, User Fees, and Material Sales Assumptions:
Materials Recycling Facility processing costs are increasing in FY 2025 per the operating
contract with MRF operator, Casella Waste Systems. CSWD pays Casella a per-ton fee to
operate the MRF and to market the sorted materials. On March 1, 2023, the processing fee
increased by 55%, from $45/ton to $70/ton. Per the contract, the operating fee increased again
on January 1 to $72.80/ton and will increase again on January 1, 2025. To remain self-
supporting, we are raising the MRF tip fee from $85/ton to $90/ton as of July 1. This tip fee is
closer to the regional market rate, as fees in the region range between $90-$110/ton as of the
date of this memo.
o MRF commodity revenue for Q1 and Q2 of FY24 remained in the depressed state seen in
FY23, hovering around $55/ton, only picking up in December. The forecast for the
remainder of FY24 and for Q1 FY25 is for an average commodity revenue rate around
$100/ton, blended across all commodities sorted at the MRF. The demand remains
suppressed for plastics heading into FY 2025, however demand is beginning to increase
and stabilize for fiber products. This budget assumes a conservative average commodity
revenue of $75/ton, which I expect we will surpass. We are assuming 47,500 tons of
inbound recycling, and marketing 38,000 of those tons.
o In November 2022 Chittenden County voters voiced overwhelming support for the
construction of a new Materials Recovery Facility on Redmond Road in Williston. The
vote authorized a bond amount of $22,000,000. We are designing a state-of-the-art
facility, complete with high-tech sorting equipment and an education center. In Q4
FY24, we will be selecting a construction firm and aim to break ground in Q1 of FY25.
Organics Recycling Facility will renew focus on identifying sources of contamination inbound
food scraps and implementing a new Contamination Policy (pending Board approval) which will
lead to greater quality control, reduced materials management costs, and improved customer
3
education opportunities. CSWD has invested in equipment and people to manage the
contaminants once onsite, but the goal is to incentivize cleaner inbound streams of material.
The combination of equipment, people, and policy is reflected by a budgeted 58% decrease in
Materials Management costs (transportation and disposal fees). The ORF Team has been
working with haulers and the CSWD Outreach Team to inform and educate food scrap
generators of the effects of contamination on the process and to alert them to the upcoming
policy.
o We are mindful of the Board’s desire that the ORF be self-supporting and are also
mindful that food scrap collection is an additional burden of cost to generators. In this
budget, we are striving to balance these two potentially competing factors and
therefore Organics Recycling Facility tip fees are remaining at $70/ton for FY 2025. ORF
staff are actively seeking additional high-quality tons to help improve tip fee revenue,
projected to be down 4.5% from the FY 2024 budget; This budget shows a decrease in
budgeted inbound food scraps to 4,527 tons. Budgeted sales revenue is up 18% due to
increasing wholesale pricing, but even with the increase in product sales we are
projecting needing to draw from the Operating Reserve to bring the ORF to -0-.
Additional clean inbound food scraps are vital to reducing the draw.
Drop Off Centers We are not raising prices for bagged trash in FY 2025. A small bag is priced at
$3.00, a medium bag is $8.00, and a large bag is $11.00. New in FY24 is an extra-large bag
(holding 46-65 gallons) is priced at $15.00. Also in FY24 we adjusted pricing for construction and
demolition debris to match the bag price increases that took effect July 1, 2023. This pricing
brings us closer to covering the costs of managing recycling and food scraps as part of the price
of a bag of trash (although the smallest bag still doesn’t cover those costs) and will generate an
estimated $187,500 of revenue in excess of expenses to contribute to reserves. The biggest
factor bringing the DOCs firmly “in the black” was removing the allocation for Maintenance and
Roll-Off services as a program expense and considering that expense an internal District service
supported by the Operating Reserve. This is the same approach taken with general
Administrative, Outreach & Communications, Compliance, and Finance services, which are all
completely supported by the Solid Waste Management Fee Reserve. DOCs continue to manage
materials that do not have adequate (or any) revenue associated with them, meaning CSWD is
subsidizing the collection and management of certain materials such as universal waste, some
electronics, and leaf and yard debris.
Solid Waste Management Fee:
Solid Waste Management Fees (the fees charged to haulers when they dispose trash at the landfill in
Coventry) revenue is projected to be 13.3% higher than FY24 budget. We are budgeting a slight uptick
in solid waste generation and an increase to the solid waste management fee, from $27/ton to
$30/ton. The fee was last increased in FY13 and would require an ordinance amendment to make the
change. We used the Solid Waste Disposal and Diversion Trends Model developed for CSWD by SERA,
Inc to generate our projections for FY25. Supporting the model’s output, the state’s Joint Fiscal Office is
4
projecting slow growth in FY25, demonstrated by increasing consumer confidence and anticipated
lower interest rates mid-year. This is the fee charged to haulers when they dispose trash in the landfill
in Coventry. The fee has not risen in eleven years, despite dramatic increases in District expenses.
The increase is needed at this time in part to help further fund the Closed Landfill Reserve. We are in
Year 28 of the 30-Year landfill post-closure plan, and there are not sufficient funds remaining in the
reserve to perform the work needed to move the landfill to its final stage, Custodial Care. The landfill
continues to produce leachate in excess of what is expected of a landfill this far into post-closure, and
we are actively investigating the cause or causes. A further complicating factor, and one that may be
extremely costly, is the soon to be announced PFAS treatment requirements for landfill leachate. The
EPA and VTANR will be changing environmental rules within the next 12 months regarding PFAS and
PFOA, and the expectation is that landfill managers will be required to at minimum treat, but possibly
destroy, any PFAS detected in the landfill leachate. There is no way to estimate the cost of the
requirement until the extent of expected treatment is known, however, the balance in the Closed
Landfill Reserve fund is most certainly inadequate to the task.
The FY 2025 budget reflects the SWMF increase, however the increase must be approved by the Board
as an official change to CSWD’s local Ordinance. The Ordinance change process is separate from the
budget process.
EXPENSES SNAPSHOT
Actual Budget Forecast Change from FY24 to FY25 FY23 FY24 FY25 $ %
Expenses
Salaries & Wages 3,236,495 3,752,336 4,200,898 448,562 12.0%
Benefits 1,374,524 1,630,639 1,897,751 267,113 16.4%
Payroll Expenses 4,611,018 5,382,975 6,098,649 715,675 13.3%
Travel & Training 47,516 118,175 127,432 9,257 7.8%
Administrative Costs 79,244 182,885 152,753 (30,131) -16.5%
Professional Fees 201,044 280,690 345,691 65,001 23.2%
Equipment & Fleet 630,966 772,074 1,284,628 512,554 66.4%
Supplies 105,636 133,644 131,813 (1,831) -1.4%
Materials Management 5,959,886 6,691,366 6,998,897 307,530 4.6%
Property Management 548,396 597,111 686,715 89,605 15.0%
Promotion & Education 137,728 142,178 150,317 8,139 5.7%
Community Support 32,346 100,950 106,400 5,450 5.4%
Total Expense 12,353,781 14,402,047 16,083,295 1,681,248 11.7%
5
Key Points:
The cost-of-living adjustment provided in July 2023 (7%) corrected the previous year’s “behind
the curve” COLA and brought CSWD employees in line with adjustments seen across various
sectors. This budget proposes a 2.81% COLA for July 1, based on the US Bureau of Labor
Statistics’ consumer price index for the Northeast (Urban B/C class) 2023 twelve-month annual
average percent change. For FY25 we are proposing an additional four positions, bringing our
staffing to 56.80 Full Time Equivalents. The increased staffing and the annual increases across
the board in each benefit sector is resulting in a Wages and Benefits increase of 13.3%.
o To mitigate increases associated with healthcare benefits, in 2023 CSWD moved to a
lower-priced plan and increased employees’ contribution to healthcare premiums.
Employees contribute 3.5% of their salary/wages towards the costs of providing
healthcare benefits, up from a previous contribution of 3.25% of salary/wages. These
two changes decreased the impacts to the District, with the resulting overall increase to
employee Total Compensation per Full-Time Equivalent over FY24 at 5%.
FY24 FY25 % Difference
Payroll Expense 5,382,975 6,098,649
Full Time Employee 52.66 56.80
Expense per Employee 102,221 107,371 5.0%
In FY25, we will move the Maintenance and Roll Off department under the Operating Programs
as an expense unto itself and funded this year out of the Operating Reserve. Maintenance and
Roll Off was once allocated to various programs based on assumptions of time used, however
we found the allocations were not yielding an accurate view of the full scope of services
provided. The allocations hit the DOCs with significant expenses (88% of the M&R/O budget
was allocated to DOCs) and the DOC revenue could not keep pace with the expense without
significant subsidy.
o Historically, the M&R/O program has not been a revenue-generating program but in
FY25 we will be actively engaging in a pilot program to determine if there is a possibility
of a new revenue stream.
Equipment and Fleet expenses are significantly higher at 66% above FY24 budget because more
purchases that previously were part of the Capital Budget are now part of the Operations
Budget. We’re fine-tuning our approach to Capital Expenditures (CapEx) and Operating
Expenses (OpEx), and specifically our approach to asset depreciation. CapEx are those
purchases that have long-term benefits and can be depreciated over time. OpEx are purchases
that are consumed (used) over a short time period or are used regularly for day-to-day
business. Some OpEx purchases are depreciated as well, but they are depreciated over a very
short time period and will appear in budgets as an operational expense.
6
o Prior to FY25, CSWD used the capital budget to purchase all operations-related
equipment over a cost of $7,500. Two years ago we increased the capital purchase
threshold to $25,000 and moved smaller purchases to operating budgets. This year,
we’re also using depreciation as a factor to determine which items should be purchased
with capital dollars versus operating dollars.
Travel and Training is budgeted slightly higher compared to FY24 (7.8%), however we continue
to struggle to fully utilize this line item. Scheduling coverage for key personnel is an ongoing
challenge, and our ranks are thin in several operational positions. I continue to stress to all
CSWD staff that I strongly support continuing professional development and skill building, and
we will review our approach to trainings in FY25 to try to better understand how to be more
successful in this area.
Administrative costs are down 16.5%, reflecting (among other things) budgeting based on
known actuals at our leased space in South Burlington.
Materials Management is up only modestly (4.6%) for the first time in several years, reflecting a
modicum of pricing stabilization across key inputs, such as diesel fuel costs. Materials
Management is how we refer to hauling services we use to move materials we produce
(compost, recyclables) to market, and move materials we collect (MSW from Drop-Off Centers,
trash we generate, etc.) to disposal.
RESERVE FUNDS
Please see the FY25 Reserve Funds memo included in the budget packet for details on the reserve
balances.
In FY22, the District revised the Reserve Fund Guideline and structure. The new structure establishes a
priority funding mechanism, minimum and maximum balances, and proposes to restrict certain funds
(Closed Landfill, Facility Closure, and Biosolids). As each priority reserve reaches its maximum,
remaining excess revenue flows (“waterfalls”) to the next priority reserve fund in order, as illustrated
below:
Reserve Type Reserve Name Minimum Carry Value Maximum Carry Value
Restricted Biosolids Reserve Current depreciation of
Biosolids Trailers, as
contracted
$650,000 or cost of
replacing Biosolids trailers
Restricted Landfill Post Closure
Reserve
Original cost of calculated
closure less operating
reduction
Original cost of calculated
closure
Temporarily
Restricted
Material Recycling
Facility Reserve
10% of total Bond 10% of total Bond
7
Reserves Subject to Funding Priority Waterfall
Assigned Solids Waste
Management Reserve
(General Fund)
3 months of budgeted
administrative expenses
6 months of budgeted
administrative expenses, or
highest past calculated cost
Assigned Operating Reserve 3 months of budgeted
operating expenses
6 months of budgeted
operating expenses, or
highest past calculated cost
Assigned Capital Reserve Current value of fully
depreciated assets
Current value of total asset
depreciation
Unrestricted,
Unassigned
Undesignated Fund 5% of budgeted revenue 10% of budgeted revenue
Reserves Using a Set Calculation
Reserve Type Reserve Name Minimum Carry Value Maximum Carry Value
Assigned Facilities
Decommission
Reserve
Calculated cost of facilities
decommissions
Highest past calculated cost
of facilities decommissions
Restricted Facilities Solid Waste
Termination Reserve
Calculated cost of facility
solid waste termination
Highest past calculated cost
of facility solid waste
termination
Assigned Community Clean Up
Fund
Current balance due to
communities
Maximum carry over
allowed to communities
RESTRICTED FUNDS
The Biosolids, Closed Landfill, and Facilities Closure reserve funds are considered Restricted Funds as a
best practice. The Materials Recycling Facility Reserve is required by the Vermont Municipal Bond Bank
as part of the bonding agreement. Restricting these reserves means that the funds attributed to these
programs may be used only for the expenses of these programs. Excess funds, after their restricted
use, may be redistributed as deemed appropriate by management or, in the case of the Biosolids
Reserve, returned to the member cities/towns that contribute specifically to that reserve. Interest
revenue resulting from the investment of monies from these funds are returned to these funds.
ASSIGNED FUNDS
The remaining reserve funds (except the Undesignated Reserve) are assigned but not restricted. This
means that those funds have a specific intended use but are available to be reassigned to other
reserves if needed. These funds are organized in priority order and are filled with revenue in excess of
expenses at the end of the fiscal year. When the first priority fund is full, the remaining excess revenue
is assigned (flows as a waterfall) to the next priority fund. Four reserves make up the “waterfall”
8
reserves: Solid Waste Management Fee, Operating, Capital, and Undesignated reserves, in that order.
When the Undesignated Reserve maximum is met, any remaining excess revenue will be assigned to
the Capital Reserve. The Facilities Decommission and Facilities Solid Waste Termination Reserves were
seeded with excess solid waste management fee revenue. The Community Clean Up Fund is also
funded with solid waste management fees and is capped at $95,000.
BOTTOM LINE
Each year we need to “get to zero.” In FY25, we are projecting a deficit of $287,837, which if realized
would require a draw from reserves. We are budgeting conservatively in several areas, such as Sale of
Materials, healthcare utilization, and tipping fee revenue from the DOCs and ORF. Should actuals
perform better than the budget, the need for a reserve transfer will be reduced or eliminated.
Revenue $15,957,869
Cost of Goods Sold $162,411
Gross Profit $15,795,458
Expenses $16,083,295
Income from Operations ($287,837)
Transfer from (to) Closed Landfill Reserve $39,125
Transfer from (to) SWMF Reserve ($381,701)
Transfer from (to) Biosolids Reserve ($47,000)
Transfer from (to) Operating Reserve $582,413
Transfer from (to) Capital Reserve $0
Transfer from (to) Community Clean Up
Reserve
$95,000
Facility Closure Reserve $0
Net -
Actual Budget Forecast
FY23 FY24 FY25 $%
Income
Tipping Fees 5,978,341$ 7,470,630$ 7,574,853$ 104,223$ 1.4%
Hazardous Waste 97,010 62,000 92,500 30,500 49.2%
Biosolids 1,350,510 1,404,358 1,405,000 642 0.0%
Solid Waste Management 3,476,118 3,335,702 3,780,540 444,838 13.3%
Sale of Materials 2,261,553 2,628,603 2,612,482 (16,121) -0.6%
License Fees, Fines & Penalties 15,423 14,000 14,000 - 0.0%
Rental Income 73,500 75,000 12,000 (63,000) -84.0%
Product Stewardship & Reimbursements 171,502 169,000 167,500 (1,500) -0.9%
Interest & Dividends 172,202 61,000 182,000 121,000 198.4%
Charges for Services & Miscellaneous Income 187 75,000 10,524 (64,476) -86.0%
Grant Revenue 106,850 106,470 106,470 - 0.0%
Equipment Sale/Trade (5,437) - - - 0.0%
Total Income 13,697,758 15,401,763 15,957,869 556,106 3.6%
Cost of Goods Sold
Bins & Containers 1,117 - - - 0.0%
Paint (3,855) 19,000 19,000 - 0.0%
Organics 203,145 102,405 143,411 41,006 40.0%
Total Cost of Goods Sold 200,407 121,405 162,411 41,006 33.8%
Gross Profit 13,497,351 15,280,358 15,795,458 515,099 3.4%
Change from FY24 to FY25
Chittenden Solid Waste District
Summary
FY25 Proposed Budget
Attachment B
Actual Budget Forecast
FY23 FY24 FY25 $%
Expenses
Salaries & Wages 3,236,495 3,752,336 4,200,898 448,562 12.0%
Benefits 1,374,524 1,630,639 1,897,751 267,113 16.4%
Payroll Expenses 4,611,018 5,382,975 6,098,649 715,675 13.3%
Travel & Training 47,516 118,175 127,432 9,257 7.8%
Administrative Costs 79,244 182,885 152,753 (30,131) -16.5%
Professional Fees 201,044 280,690 345,691 65,001 23.2%
Equipment & Fleet 630,966 772,074 1,284,628 512,554 66.4%
Supplies 105,636 133,644 131,813 (1,831) -1.4%
Materials Management 5,959,886 6,691,366 6,998,897 307,530 4.6%
Property Management 548,396 597,111 686,715 89,605 15.0%
Promotion & Education 137,728 142,178 150,317 8,139 5.7%
Community Support 32,346 100,950 106,400 5,450 5.4%
Total Expense 12,353,781 14,402,047 16,083,295 1,681,248 11.7%
Net Ordinary Income 1,143,570 878,311 (287,837) (1,166,148) -132.8%
Summary
Chittenden Solid Waste District
FY25 Budget
Change from FY24 to FY25
Actual Budget Forecast
FY23 FY24 FY25
Other Income
Subsidies & Transfers
Solid Waste Management Fee Subsidy - 3,342,938 3,398,839
Capital Reserve 136,753
Landfill Post Closure Transfer - 159,125
Operating Reserve Subsidy - 177,452 2,619,395
CCUF Transfer 27,323 95,000 95,000
Depreciation 1,019,262 - -
Total Subsidies & Transfers 1,183,337 3,615,390 6,272,359
Total Other Income 1,183,337 3,615,390 6,272,359
Other Expense
Reserve Transfers
Transfer Capital Reserve 934,614 -
Transfer Solid Waste Management Reserve 910,820 3,335,702 3,780,540
Transfer Biosolids Reserve 46,375 45,500 47,000
Transfer Operating Reserve 297,208 176,385 2,036,982
Transfer Facility Closure Reserve 1,883 500 -
Transfer Landfill Post Closure Reserve 51,359 1,000 120,000
Transfer Investment in Assets 1,019,262 - -
Total Reserve Transfers 2,326,907 4,493,701 5,984,522
Total Other Expense 2,326,907 4,493,701 5,984,522
Other Income and Expenses (1,143,570) (878,311) 287,837
Net Income 0 (0) (0)
Chittenden Solid Waste District
FY25 Budget
Summary
Chittenden Solid Waste District
Administrative Descriptions
Administration Program
The Administrative program encompasses the expenses of human resources, the Executive Director, risk
management, information and technology, infrastructure and general support services.
Compliance Program
The Compliance program oversees the Solid Waste Management Ordinance and ensures the regulated
community maintains compliance. Additionally, the Compliance program oversees the District Safety
program.
Finance Program
The Finance program provides management, oversight, and control of CSWD financial assets, as well as
accurate and timely financial information to facilitate sound management decisions.
Outreach and Communications (O&C)
The Outreach and Communications program manages statutory mandates for raising awareness of
CSWD services and educating residents, businesses, and institutions in reducing and properly managing
the waste they generate.
Attachment C
Administration Compliance Finance
Outreach &
Communication
Solid Waste
Management
Total
Administrative
Income
Solid Waste Management Fee -$ -$ -$ -$ 3,780,540$ 3,780,540$
License Fees, Fines & Penalties - 14,000 - - - 14,000
Interest & Dividends - - 120,000 - - 120,000
Total Income - 14,000 120,000 - 3,780,540 3,914,540
Gross Profit - 14,000 120,000 - 3,780,540 3,914,540
Expenses
Salaries & Wages 633,516 146,998 339,237 599,124 - 1,718,875
Benefits 222,846 56,929 156,610 218,150 - 654,535
Payroll Expenses 856,362 203,927 495,846 817,274 - 2,373,409
Travel & Training 49,543 7,300 2,303 31,761 - 90,907
Administrative Costs 37,636 6,570 2,980 33,848 - 81,034
Professional Fees 112,732 13,500 35,000 61,559 - 222,791
Equipment & Fleet 199,962 5,570 86,400 13,565 - 305,497
Supplies 5,794 950 3,350 38,126 - 48,220
Materials Management 2,000 - - - - 2,000
Property Management 140,014 - - - - 140,014
Promotion & Education - - - 144,567 - 144,567
Community Support - - 95,000 4,400 - 99,400
Total Expense 1,404,043 237,817 720,879 1,145,100 - 3,507,839
Net Ordinary Income (1,404,043) (223,817) (600,879) (1,145,100) 3,780,540 406,701
Other Income
Subsidies & Transfers
Solid Waste Management Fee Subsidy 1,404,043 223,817 625,879 1,145,100 - 3,398,839
Total Subsidies & Transfers 1,404,043 223,817 625,879 1,145,100 - 3,398,839
Total Other Income 1,404,043 223,817 625,879 1,145,100 - 3,398,839
Other Expense
Reserve Transfers
Transfer Solid Waste Management Reserve - - - - 3,780,540 3,780,540
Transfer Community Clean Up Reserve - - (95,000) - - (95,000)
Transfer Landfill Post Closure Reserve - - 120,000 - - 120,000
Total Reserve Transfers - - 25,000 - 3,780,540 3,805,540
Total Other Expense - - 25,000 - 3,780,540 3,805,540
Other Income and Expenses 1,404,043 223,817 600,879 1,145,100 (3,780,540) (406,701)
Net Income - - (0) (0) - (0)
Chittenden Solid Waste District
FY25 Proposed Budget
Administrative Summary
Attachment D
Chittenden Solid Waste District
Operating Descriptions
Operating Administration
The Operating Administration program (formerly Engineering) provides resources for compliance,
design, project management, and applicable permitting. Additionally, this program oversees capital
projects through the lifecycle of feasibility, design, and construction management.
Drop Off Centers (DOCs)
CSWD Drop Off Centers provide residents and small businesses with economical options for the
management of their trash, recycling, food scraps, compostable yard debris, and certain special
recyclables.
Hazardous Waste
The Hazardous Waste program includes both the Environmental Depot and Paint Depot. The
Environmental Depot manages the hazardous waste of the residents and small businesses of Chittenden
County. The Paint Depot manages discarded paint and produces recycled paint for the CSWD Local Color
Program.
Materials Recovery Facility (MRF)
The Materials Recovery Facility manages single stream recycling from Chittenden County and Northern
Vermont through sorting and preparing recyclables for domestic commodity sales.
Organics Diversion Facility (ODF)
The Organics Diversion Facility manages the acceptance, processing, and transfer of organics for use in
compost and anaerobic digestion.
Property Management
The Property Management department maintains and protects CSWD’s investment in residential and
business tenant property.
Maintenance & Roll-off
The Maintenance department provides material hauling and supports facility operations through
ongoing maintenance of CSWD assets.
Attachment E
Drop Off Center
DOC
Materials
Recycling Facility
Organics
Recycling Facility
Property
Management
Hazardous
Waste
Operating
Administration
Maintenance &
RollOff Total Operating
Income
Tipping Fees 2,938,000$ 4,320,000$ 316,853$ -$ -$ -$ -$ 7,574,853$
Hazardous Waste 15,000 - - - 77,500 - - 92,500
Sale of Materials 230,202 1,440,000 896,780 - 45,500 - - 2,612,482
Rental Income - - - 12,000 - - - 12,000
Product Stewardship & Reimbursements 36,000 - - - 131,500 - - 167,500
Charges for Services & Miscellaneous Income 8,000 - 2,524 - - - - 10,524
Grant Revenue - - - - 111,323 - - 111,323
Total Income 3,227,202 5,760,000 1,216,157 12,000 365,823 - - 10,581,182
Cost of Goods Sold
Paint - - - - 19,000 - - 19,000
Organics - - 143,411 - - - - 143,411
Total Cost of Goods Sold - - 143,411 - 19,000 - - 162,411
Gross Profit 3,227,202 5,760,000 1,072,746 12,000 346,823 - - 10,418,771
Expenses
Salaries & Wages 865,588 55,775 458,068 - 387,819 347,702 333,223 2,448,175
Benefits 502,696 21,384 230,525 - 204,407 95,858 185,666 1,240,536
Payroll Expenses 1,368,284 77,159 688,593 - 592,226 443,560 518,888 3,688,711
Travel & Training 3,000 6,265 13,560 - 6,350 2,100 3,250 34,525
Administrative Costs 27,900 28,000 10,154 - 2,500 1,000 800 70,354
Professional Fees 7,650 2,000 4,500 1,000 2,750 - - 17,900
Equipment & Fleet 171,805 292,500 307,356 - 26,100 - 181,370 979,131
Supplies 26,350 1,150 19,743 1,000 17,500 - 17,600 83,343
Materials Management 1,305,900 3,761,812 101,005 - 432,800 - - 5,601,517
Property Management 82,551 121,014 125,916 81,846 74,150 - 22,623 508,100
Promotion & Education - - 5,750 - - - 5,750
Community Support 7,000 - - - - - 7,000
Total Expense 3,000,440 4,289,900 1,276,577 83,846 1,154,376 446,660 744,531 10,996,331
Net Ordinary Income 226,762 1,470,100 (203,831) (71,846) (807,553) (446,660) (744,531) (577,560)
Chittenden Solid Waste District
FY25 Proposed Budget
Operating Summary
Attachment F
Chittenden Solid Waste District
Self-Funded Descriptions
Biosolids Program
The Biosolids program provides efficient and effective residuals management for participating
community members. This program is developed to be self-funding.
Closed Landfill Program
The Closed Landfill program oversees the 30-year post closure period through responsible maintenance,
reporting and monitoring according to the safety standards of applicable governing bodies. This program
is funded through monies reserved at the launch of the closing project.
Attachment G
Income
Biosolids 1,405,000$
Total Income 1,405,000
Gross Profit 1,405,000
Expenses
Travel & Training 2,000
Administrative Costs 1,000
Professional Fees 5,000
Materials Management 1,350,000
Total Expense 1,358,000
Net Ordinary Income 47,000
Other Expense
Reserve Transfers
Transfer Biosolids Reserve 47,000
Total Reserve Transfers 47,000
Total Other Expense 47,000
Other Income and Expenses (47,000)
Net Income -
Chittenden Solid Waste District
FY25 Proposed Budget
Biosolids
Attachment H
Income
Interest & Dividends 62,000$
Total Income 62,000
Gross Profit 62,000
Expenses
Salaries & Wages 33,849
Benefits 2,681
Payroll Expenses 36,529
Administrative Costs 365
Professional Fees 100,000
Supplies 250
Materials Management 45,380
Property Management 38,601
Total Expense 221,125
Net Ordinary Income (159,125)
Other Income
Subsidies & Transfers
Landfill Post Closure Transfer 159,125
Total Subsidies & Transfers 159,125
Total Other Income 159,125
Other Income and Expenses 159,125
Net Income -
Chittenden Solid Waste District
FY25 Proposed Budget
Closed Landfill
To:
From: Josh Estey, Director of Compliance and Hazardous Waste
Date: February 2, 2024
Fiscal Year 2025 Capital BudgetRE:
Operating Capital
Presented in this enclosure is a capital budget and timeline for FY25, FY26, and FY27 as well as, for the first time, an
overview of previously approved capital projects that are in progress and are yet to be completed. This memo highlights
the projects and procurements planned for FY25.
As has been presented to this committee, the Executive Board, and the full Board of Commissioners over the last few
months, the initial estimates of the cost of the new MRF have come in significantly higher than initially planned, leaving
the District in a position (from a capital reserve point of view) tighter than in years past. Previously approved capital
projects have been provided in the 3-year outlook for that reason, so the full picture of capital needs and capital reserve
position can be understood. Staff has completed a thorough review of previously approved capital projects and those
that had not/will not begin have been removed from the capital project outlook and the dollars associated with those
projects have been returned to the capital reserve fund.
Staff has worked to diligently to reduce the overall capital project expenditure projection not just for FY25 but for fiscal
years to come in light of the increased cost estimation of the new MRF. Additionally, staff has been working to identify
capital projects that have a higher likelihood to be covered by potential grant opportunities in the next few years,
including aspects of the new MRF, with the knowledge that some federal monies will be flowing to the state this
calendar year (the actual dollar amount will be understood later this spring/early summer). The capital budget does not
specify which projects are likely to be funded, as grant funding is never guaranteed. The budget is presented as though
all expenditures will come from capital reserve funds.
Highlights of the FY25 projected capital projects list include an increase to the monies dedicated to the Milton Drop-Off
Center expansion and improvement project (the result of an updated cost estimation exercise), a new hook truck to be
used by our maintenance department to haul specific containers (food scraps and some recycling containers), and a
shredder that will be used for both reducing yard to waste to produce a suitable carbon feedstock for ORF as well as
potentially shredding tires to reduce the number of trips to Maine. The shredder, of all the projects, seems to have the
highest potential for grant coverage. The last project to note is plans for the Drop-Off Center in Burlington to become a
“fast trash” operation utilizing existing space and built infrastructure. Equipment purchased for this project could be
readily removed and relocated if the Pine Street location were to no longer be available in the future.
Please note that this is a description of intended projects and procurements and is inclusive of all potential capital
expenses for FY25. Approval of the budget does not mean work will proceed without a proper bidding process and
associated Board approvals according to CSWD financial policies. All capital projects greater than $50,000 will require
approval from the Executive Board of Commissioners and all capital projects greater than $100,000 will require approval
from the Board of Commissioners. In addition to Board notice of projects exceeding $100,000, Staff will regularly report
updates of facility projects that are under the $100,000 threshold.
Board of Commissioners
Attachment I
Previously Budgeted
Works in Progress FY25 FY26 FY27
MATERIALS RECOVERY FACILITY
Building & Building Repair
Building Roof $150,000
Sub Total -$ $150,000 $0 $0
Capital Equipment
Single Stream System
Sub Total -$ $0 $0 $0
Rolling Stock
Scissor Lift 35,000.00$
MSW Compactor 25,000.00$
Skid Steer #2 58,600.00$
Sub Total 118,600.00$ $0 $0 $0
New MRF Project
Site and Design Plan & Attorney 209,200.00$
Sub Total 209,200.00$ $0 $0 $0
Total MRF 327,800.00$ $150,000 $0 $0
ORGANICS DIVERSION FACILITY
Site Work
Concrete Patching (water abatement)78,000.00$
ASP Water System 35,000.00$
Expansion Phase III Site Grading 150,000.00$
Sub Total 263,000.00$ $0 $0 $0
Building & Building Repair
Main ASP Pad Repair $25,000
Concrete Pad Replacement (mixing bay)$60,000
Sub Total -$ $0 $60,000 $25,000
Capital Equipment
Single-shaft shredder (Eggersmann F25 or Equivalent)$750,000
Eggersmann Air Separator V 60
Aeras air classification $50,000
Komtech L3 Screener 750,000.00$
F550 Organics Collection Insert 100,000.00$
Sub Total 850,000.00$ $800,000 $0 $0
Rolling Stock
644k Loader $350,000
Pump Truck Refurbishment 25,000.00$
Sub Total 25,000.00$ $0 $350,000 $0
CHITTENDEN SOLID WASTE DISTRICT CAPITAL PROJECTS 3 YEAR PLAN
At
t
a
c
h
m
e
n
t
J
Hauling
Second Hauling Truck (non-CDL)
Hauling Infrastructure (Heated Garage, Wash Pad, etc.)
Sub Total -$ $0 $0 $0
ORF New Projects
Compost pad expansion - lagoon pad, bunker for YW/FW expansion
Greenhouse $50,000
East-end redesign/repurposing (1042, greenhouse, bagging building, pole barn, fueling station, hill carve)$50,000
Sub Total -$ $50,000 $50,000 $0
Total ODF 1,138,000.00$ $850,000 $460,000 $25,000
Closed LF
Site Work
East side base remediation $15,000 $50,000
Total Closed LF -$ $15,000 $50,000 $0
Biosolids
Total Biosolids $0 $0 $0
Roll-OFF and Maintenance
Building & Building Repair
Building Maintenance (Roof, Systems,…)
Lean-to and building renovation 65,000.00$ 50,000$
Sub Total 65,000.00$ 50,000$ -$ -$
Rolling Stock
2012 KENWORTH TRUCK T800 #31 275,000$
Overage needed 2012 KENWORTH TRUCK T800 #31 - (FY2307)255,000.00$ 20,000$
New Hook Truck 175,000$
Overage needed for new Deere 644P (FY2409)250,000.00$ 86,500$
Sub Total 505,000.00$ 281,500$ -$ 275,000$
Total Roll-Off and Maintenance 570,000.00$ 331,500$ -$ 275,000$
Drop Off Centers
Site Work
BUR Fast Trash 90,000$
MIL Design and Expansion 185,000.00$ 520,000$
MIL Special Waste Building 45,000.00$
BUR Sitework & Planning
Sub Total 230,000.00$ 610,000$ -$ -$
Building & Building Repair
Sub Total -$ -$ -$
Capital Equipment
Sub Total -$ -$ -$
Total Drop Off Centers 230,000.00$ 610,000$ -$ -$
HAZARDOUS WASTE AND LATEX PAINT
Sitework
Paving 80,000.00$ 10,000$
Sub Total 80,000.00$ 10,000$
Building & Building Repair
Waste Oil Heater 45,000.00$
Storage Building #1 40,000.00$
Storage Building #2 40,000.00$
Sub Total 125,000.00$ -$ -$ -$
Rolling Stock
Rover Truck 115,000.00$
Forklift 25,000$
Sub Total 115,000.00$ 25,000$ -$
Total HAZARDOUS WASTE AND LATEX PAINT 320,000.00$ 10,000$ 25,000$ -$
Property Management
Total Property Management $0 $0 $0
Administration
Site Work
Building Site Design & Permitting 55,000.00$
Sub Total 55,000.00$ -$ -$ -$
Intangible
Revenue Sufficiency Analysis 55,000.00$
Website Upgrades 99,000.00$
Sub Total 154,000.00$ -$ -$ -$
Total Administration 209,000.00$ -$ -$ -$
Miscelaneous 50,000$ 50,000$ 50,000$
Total Cap Cost 2,794,800$ 2,016,500$ 585,000$ 350,000$
Program Input
General Fund Support 2,001,500$ 535,000$ 350,000$
Closed Landill Reserve 15,000$ 50,000$ -$
MEMORANDUM
TO: Sarah Reeves
FROM: Jon Dorwart
DATE: January 25, 2024
RE: FY 2025 Projected SWMF Revenue
As you know, CSWD’s Solid Waste Management Fee (SWMF or Fee) is imposed on all solid waste generated in
the District as established in Article VIII of CSWD’s Solid Waste Management Ordinance. Certain materials are
exempt from the SWMF or are subject to a reduced Fee. Generally, the Fee is assessed at disposal sites, such as
transfer stations and the landfill in Coventry. Haulers, including CSWD, which hauls waste from the District’s
Drop-Off Centers, recover the cost from their customers (the waste generators) through the rates they charge.
The SWMF was originally set at $17.61 in 1993. It was raised to $22.06 in 2009 and to $27.00 in 2013. The
SWMF is anticipated to be increased to $30 for FY25.
Estimated SWMF revenue for FY 2025 is $3,780,540. The estimate is based on projections of waste generation
and diversion from the Solid Waste Disposal and Diversion Trends Model prepared for CSWD by Skumatz
Economic Research Associates. Variables impacting projections in the Model were updated including the
expected economic growth rate for the coming year.
SWMF revenues rose 3.2% from FY 2022 to FY 2023, with both years enjoying a much higher than average
amount of alternative daily cover due to ongoing demolition and construction at Burlington High School and
other projects. The CY 2023 receipts are 7.0% higher than CY 2022 for the same reason. Calendar year disposed
tons for 2023 were 159,946, a 16.0% jump from CY 2022. Total tons disposed is always greater than the total
SWMF tons since ADC material is discounted by 75%, and by Board motion, asphalt shingles collected by Myers
and disposed at the landfill for beneficial use is also exempt temporarily due to a lack of markets. Green Up Day
material collected in the spring is also not subject SWMF, but this amount of material is a small increment of the
Attachment K
2
year total. There is no guarantee either of the ADC trends will continue to climb or not substantially decrease in
the next projected fiscal year, which could impact the SWMF collected. As the high school demolition winds
down, we expect our ADC rates to be lower and more in line with historical averages.
As usual projections under unusual conditions continue to be extremely difficult to prepare (i.e. waning
pandemic related issues, international conflict, reduced labor force, supply chain disruptions, and shifting
consumer preferences). It will not be surprising that waste generation will return to pre-pandemic levels in
FY25, as economic activity has improved, the impact of federal investment continues, and we appear to be
headed for a ‘soft landing’ avoiding a recession. However, inflation or excessive changes to monetary policy
driving the risk of recession, commercial real estate instability, potential domestic turmoil during the upcoming
presidential election and international political volatility continue to be countervailing forces. On the upside,
the State of Vermont’s Joint Fiscal Office’s forecast (https://ljfo.vermont.gov/subjects/revenue-and-tax/state-
forecasts/consensus-revenue-forecasts-legislative-economic-outlook) points toward the positive impact of
unspent appropriated federal funds and strong consumer spending despite broadly partisan sentiment
(exceeding expectations in first half of ’23 by 1.9%). Likewise, numerous large-scale real estate projects remain
underway in the County and indicates continued strengthening in the current construction cycle despite higher
interest rates. Continuation of building is favored by historically low vacancy rates, though data is somewhat
limited to confirm that this trend will necessarily continue.
Whether we will enjoy as high or increasing diversion rates in the future also could be in question since recent
increases may have been driven in part by the pandemic response, though the diversion rate did increase last
0
500
1000
1500
2000
2500
New Privately-Owned Housing Units Authorized
in Permit-Issuing Places: Total Units
USA (THOUSANDS)VT
2
year and appears stable. Ultimately, a wide variety of factors could impact the amount of disposed material in
potentially unpredictable ways.
Given the Vermont economic forecast and using the Skumatz model, the SWMF is projected to be 2.0% higher
than the FY 2024 projection and 7.0% lower than the actuals for CY 2023 resulting in a baseline of 129,618 tons
at $3,780,540 in revenue for FY 2025.
Disposal data from recent calendar and fiscal years and SWMF projections are shown in the following table:
C&D
Road
TONS DISPOSED MSW C&D Build* ADC* TOTAL SWMF TONS
CY 2021 actual 88,485 34,806 1 11,352 134,644 126,129
CY 2022 actual 86,148 37,724 0 14,090 137,962 127,395
FY 2023 actual 87,321 39,702 0 17,205 144,228 131,324
CY 2023 actual 87,317 40,531 0 32,098 159,946 135,873
FY 2024 budget projection 86,595 36,500 800 1,000 124,895 123,545
FY 2025 budget projection 83,361 41,457 800 4,000 129,618 126,018
25% of SWMF FY 2024 200 1,000
SWMF Tons 126,018
SWMF Revenue $3,780,540
*These are regular C&D fines from the C&D recycling facility plus painted concrete from demolition projects
in FY21 & beginning of FY22 used in landfill road building. The SWMF rate for these and ADC is 25% of the full
rate.
B
Chittenden Solid Waste District
Fiscal Year 25 Proposed Budget
Reserve Funds
1 of 2
Excess income is allocated to specified reserve accounts based on their established priority and reserve
type.
Reserve Types include:
Restricted Reserves: resources subject to constraints. Due to the nature of their restriction, expenses
must be tracked to prove the funds are used as authorized.
Committed Reserves: include encumbrances not otherwise reflected in Restricted Reserves. Limitations
on spending imposed by the annual operating budget naturally lapse with the passage of time and thus
do not remain binding indefinitely. Committed Reserves allows for the inclusion of encumbrances
committed to, but not yet obtained.
Assigned Reserves: may be established by the Board from time to time to meet the future needs of
CSWD. These reserves are established and may be changed by resolution of the Board in accordance
with the Open Meeting Law requirements.
Undesignated Funds: not considered special revenue fund and include the unrestricted surplus funds
not accounted for and reported in another fund
In FY25, CSWD will manage the following Restricted Reserves:
Biosolids Reserve – established by the contract with the members of wastewater treatment
plants for the disposal of sludge. Reserves are often designated to reduce the impact of market
conditions on the fees assessed from biosolids or to collect funds for the purchase of capital
equipment. Budget projections for FY25 indicate an increase of $47,000.
Landfill Post Closure Reserve – designated to assure funding exists to meet the requirements of
the 30-year process of closing the landfill that began in 1996. Members of the operations team
perform an annual audit to review the current closing cost and adjust for inflation and
alterations, as necessary. Excess funds will remain in this fund until CSWD reaches custodial
care through resolution with the state, expected no sooner than Fiscal Year 2025. A portion of
the reserve earns interest through interest-bearing accounts. Both expected expenditures and
expected interest earned are included in the annual budget. Budget projections for FY25
indicate a reduction of $39,125.
Facilities Solid Waste Termination Reserve – mandated to safely remove solid waste from
closed operating facilities as required by state law. Members of the operations team perform an
annual review of the current termination cost adjusting for inflation and alterations, as
necessary. Funds for this reserve reside in an interest-bearing account; revenue from the
account is included in the Finance budget. Budget projections for FY25 indicate the reserve will
remain unchanged.
In FY25, CSWD will manage the following Temporarily Restricted Reserves:
Materials Recycling Facility Reserve- developed in FY23 to maintain a minimum fund balance
per the bond agreement. Funds will be deposited as available, until management is confident
bond payments can be completed through the net ordinary income at the Materials Recycling
Facility.
Attachment L
Chittenden Solid Waste District
Fiscal Year 25 Proposed Budget
Reserve Funds
2 of 2
In FY25 CSWD will manage the following Assigned Reserves:
Solid Waste Management Reserve – designated to provide support to management services as
described in the Charter through a management fee structure. Budget projections for FY25
indicate an increase of $381,701.
Operating Reserve – designated to provide funds to operating programs and reduce the reliance
on the solid waste management subsidy. It is assumed contributions are made in years when
operation allocations balances are in excess; withdraws are made when operational allocations
balances are insufficient. In the event operating reserves are depleted, funding will be
withdrawn from the Solid Waste Management Reserve. Budget projections for FY25 indicate a
decrease of $577,560.
Capital Reserves – established to preserve funding for future capital projects, asset upgrades
and replacement of depreciated or disposed assets. In FY25 the capital budget projects a
decrease of $2,016,500.
Community Clean Up Fund – designated to member communities for local permissible projects.
Budget projections for FY25 indicate a decrease of $95,000.
Actual Beginning Balance Budgeted
Budgeted Beginning
Balance Proposed Budget
Reserve FY23 FY24 FY24 FY25 FY25
Biosolids 335,224 335,224 380,724 380,724 427,724
Landfill Post Closure 608,302 608,302 430,850 430,850 391,725
Facilities Closure 1,466,062 1,466,062 1,466,062 1,466,062 1,466,062
Solid Waste Management 1,910,820 1,000,000 1,284,546 1,000,000 1,381,701
Operating 2,047,208 1,750,000 1,794,566 1,750,000 1,172,440
Designated for Capital*9,653,950 10,834,655 10,834,655 11,068,767 11,068,767
Community Clean Up 67,677 95,000 - 95,000 -
Undesignated 882,101 882,101 882,101 882,101 882,101
16,971,343 16,971,343 17,073,503 17,073,503 16,790,518
*designated for capital balance assumes Work In Progress remains in progress
CHITTENDEN SOLID WASTE DISTRICT
FY 24 SCHEDULE OF PROGRAM TIPPING FEES
FY23 FY24 FY25
Change from FY24
to FY25
MATERIALS RECYCLING FACILITY
Materials Sales fluctuate with market price.
Budgeted Tipping Fees:
In-District materials, per ton 80.00$ 85.00$ 90.00$ 5.00$
Out-of-District materials, per ton 80.00$ 85.00$ 90.00$ 5.00$
DROP-OFF CENTERS
Items accepted vary by facility
Household Trash
Small - up to 13 gallons 2.00$ 3.00$ 3.00$ -$
Medium - 14 to 35 gallons 6.00$ 8.00$ 8.00$ -$
Large - 36 to 45 gallons 8.00$ 11.00$ 11.00$ -$
per cubic yard 42.00$ 48.00$ 48.00$ -$
at Drop-Off Center in Burlington, per pound n/a n/a n/a
Recycling
Blue-bin Recyclables, with paid trash items No charge No charge No charge
Blue-bin Recyclables ONLY 2.00$ 2.00$ 2.00$ -$
Organics
Food Scraps, with paid trash items No charge No charge No charge
Food Scraps (per 5 gallons), without paid trash items 1.00$ 1.00$ 1.00$ -$
Tree limbs, trunks, clean stumps, & brush (Williston no longer accept '24):
Up to 1 cubic yard (Milton, SB & Essex) (up to 3 cy in 24)No charge No charge No charge
Up to 3 cubic yards (up to 2 cubic yards starting '24) No charge No charge No charge
Each cubic yard in excess of 3 cy (changed to 2 cy in 2024)5.00$ 5.00$ 5.00$ -$
Pallets & clean lumber:
Up to 1 cubic yard (Milton, SB &Essex) No charge No charge No charge
Up to 3 cubic yards (Williston) (changed to 5 in '24)No charge No charge No charge
Each cubic yard in excess of 1 cy 5.00$ 5.00$ 5.00$ -$
Per ton 50.00$ 50.00$ 50.00$ -$
Yard debris No Charge No Charge No Charge
Special Materials
Non-covered Electronics ~ per pound (by appt. only)0.18$ 0.18$ 0.18$ -$
Gypsum wallboard (clean, new scrap):
Small loads (up to 2 cy), per cubic yard 22.50$ 22.50$ 28.00$ 5.50$
Large loads, per ton 90.00$ 90.00$ 100.00$ 10.00$
Tires ~ up to 16” (bike tires up to 20)3.00$ 3.00$ 4.00$ 1.00$
Tires ~ 16.5” to 19”3.00$ 3.00$ 4.00$ 1.00$
Tires ~ per ton 225.00$ 225.00$ 250.00$ 25.00$
Propane cylinders over 20 lbs.5.00$ 5.00$ 5.00$ -$
Mercury-containing products*No charge No charge No charge
Propane cylinders 20 lbs. & under*No charge No charge No charge
Construction & Demolition Materials
up to 13-gallon bag/barrel 5.00$ 5.00$ 6.00$ 1.00$
up to 33-gallon bag/barrel 10.00$ 10.00$ 16.00$ 6.00$
up to 45-gallon bag/barrel 15.00$ 15.00$ 22.00$ 7.00$
up to 64-gallon bag/barrel n/a n/a 30.00$ new category
per cubic yard 82.00$ 82.00$ 96.00$ 14.00$
1 of 2
Attachment M
CHITTENDEN SOLID WASTE DISTRICT
FY 24 SCHEDULE OF PROGRAM TIPPING FEES
FY23 FY24 FY25
Change from FY24
to FY25
DROP-OFF CENTERS, continued
Items accepted vary by facility
Other Items
Appliances without refrigerants 5.00$ 5.00$ 5.00$ -$
Appliances with refrigerants 15.00$ 15.00$ 15.00$ eliminated range
Batteries (household and lead acid)*No charge No charge No charge
Electronics -non-covered No charge -$ 2.00$ 2.00$
Electronics - items covered by State program No charge No charge No charge
Fluorescent lamps*No charge No charge No charge
XS Furniture Item n/a n/a 3.00$ new category
Small furniture item $4-11 $4-11 8.00$ eliminated range
Medium Furniture item n/a n/a 11.00$ new category
Large furniture item $16- 22 $16- 22 15.00$ eliminated range
XL furniture item n/a n/a 24.00$ new category
Twin box spring 20.00$ 20.00$ 20.00$ -$
Twin mattress 20.00$ 20.00$ 20.00$ -$
Full/double/queen mattress 25.00$ 25.00$ 25.00$ -$
Full/double/queen box spring 25.00$ 25.00$ 25.00$ -$
King mattress 30.00$ 30.00$ 30.00$ -$
King box spring 30.00$ 30.00$ 30.00$ -$
Crib mattress 6.00$ 6.00$ 8.00$ 2.00$
Hard cover books* -$ -$ -$ -$
Scrap metal No charge No charge No charge
Textiles*No charge No charge No charge
Tires 3.00$ 3.00$ 4.00$ 1.00$
Tires ~ Up to 19.5”3.00$ 3.00$ 4.00$ 1.00$
Tires ~ 20” to 24.5”15.00$ 15.00$ 15.00$ -$
Tires ~ large equipment tires 56.00$ 56.00$ 56.00$ -$
Tires ~ XL equipment tires n/a n/a 100.00$ new category
Used oil*No charge No charge No charge
Used oil filters*No charge No charge No charge
Ashes (accepted as trash)$2-8; $42 (Cubic Yard) $2-8; $42 (Cubic Yard) $3-15; $48 (Cubic Yard) $6/cubic yard
HAZARDOUS WASTE - ENVIRONMENTAL DEPOT & ROVER
Environmental Depot
Household hazardous waste No Charge No Charge No Charge
Business hazardous waste ~ Conditionally Exempt Generators Call For Pricing Call For Pricing Call For Pricing
Rover
Household hazardous waste No Charge No Charge No Charge
Organics Diversion Facility
Food Waste
Tip fee, per ton 65.00$ 70.00$ 70.00$ -$
Solid Waste Management
Budgeted Fee:
Management Fee, per ton 27.00$ 27.00$ 30.00$ 3.00$
2 of 2
FY 25 PROPOSED
CSWD ORGANIZATIONAL CHART
FY 24 - 52.66
FY 25 - 56.80 FTE's
4.15 Increased FTE
1 Software Developer
1 Compliance Specialist
1 Construction Project Manager
0.79 DOC Operators
0.5 MRF Manager
-0.15 O&C staff
Board of
Commissioners
Executive Board
(5)
Executive Director (1)
Finance Committee
Finance
(1)
Finance Staff
(3)
Information
Systems
(1)
Administration
(1)
Organics Recycling
Facility
(1)
Compliance
Staff (1.5)
Public Policy &
Communications
(1)
Operations
(1)
Marketing &
Communications
(1)
Maintenance
Staff (5)
Admin
Staff
(1)
Property
Mgmnt
Drop-Off Center
Staff (16.38)
Hazardous Waste
(1)
MRF
(.5)
Biosolids
Associate
Director
Operations (1)
Landfill (.5)
Outreach
(1)
Compliance/ Safety
(1)
ORF Staff
(5.6)
Haz Waste Staff
(4)
IS Staff
(2.05)
Outreach Staff
(3)
Marketing &
Comm Staff
(1.26)
Construction
Project Manager
(1)
Attachment N
April 9, 2024
To: S. Burlington City Council
Jessie Baker, City Manager
Dear Chairman Barritt, Jessie and Council Members,
Common Roots is pleased to share with you about their plans, progress and long-term
sustainability planning for their non-profit programming offered in So. Burlington.
Common Roots currently offers extensive free of charge programming in teaching nutrition
education at all levels of elementary education, pre -k through high school in S. Burlington.
Common Roots is also a key supporter of three food shelves, So. Burlington, Chittenden
Feeding Chittenden, and our local Abnaki Seed Savers Food Shelf.
Common Roots farms 12+/- acres at Allen Rd E in S. Burlington located in the South Village
neighborhood. They also farm 4acres at Hubbard Park and tend the Larkin Orchard on Rte
116 in S. Burlington. Common Roots is also leases and manages the Wheeler Homestead.
While generously offering extensive public programming free of charge, Common Roots
has come to understand that to continue to do so, they require needing to strengthen their
enterprises that generate income to sustain their workforce and model. Their programs are
~50% supported by enterprises and the remainder by philanthropy. A challenge they and
other farms face is paying their workforce what it costs to live here. Having a stronger
economic engine is what’s required.
Common Roots holds the purchase and sale agreement for the commercially zoned lot at
the corner of Spear St and Allen Rd E in S. Burlington. They plan to expand their retail
market from it’s current iteration as a seasonal farm stand to become a year-round farm
market, nutrition education, culinary kitchen and child education space. It is with this
opportunity that Common Roots comes before the City Council, to request financial
support for this initiative. The cost of land to Common Roots is $450k. We are requesting
the City allocate ARPA funding in the amount of $400k to Common Roots for land
acquisition. We are also requesting City based fees for permitting this project be waived
for the non-profit.
Common Roots currently has commitments from four local building professional
businesses to support the new buildings planning, permitting and construction at several
levels at present. Common Roots is planning to manage education programming in
combination with others who offer childcare and programming for the childcare initiative
that will be located in the building. A feasibility study for the market has been conducted
and is currently being updated for the project for 2024. The need for childcare is well
demonstrated.
It is with gratitude for all the opportunities we’ve been given, that we humbly ask the City for
their support in our sustainability planning, so that Common Roots may continue to serve
the community for many years to come with food equity at our food shelves, nutrition
education and healthy organic local food supply.
Respectfully,
Robin Jeffers and Carol McQuillen
On behalf of Common Roots
Robin Jeffers
PO Box 236
Shelburne, VT 05482
Rjeffers95@gmail.com
802.881.5184
Food Equity - Food Education - Organic, Restorative Agriculture
Common Roots
Growing a sustainable,
equitable, local food system.
Common Roots is committed to food equity in our community, food education
in our schools and to growing organically and locally for healthy food security.
Through its charitable giving, Common Roots (CR) teaches 100s of lessons to
school children annually, trains 100+/- high school and college aged interns
annually through their commitment to education. We teach all ages about
nutrition though experiential learning, and eating, in the CR kitchen, our
Common Roots farm market, on the CR Farm and in classrooms.
Common Roots provides fresh, nutrient dense fruit, vegetables, meat, poultry,
eggs, and value-added products, such as ice cream from neighboring farms to
over 4,000 customers. CR supports 3 food shelves providing for 400+
people weekly w fresh produce in season, cold storage veg in winter and value
added meals seasonally, like chicken soup in winter.
CR hosts over 100 different fresh local organic food program events annually.
CR raises veggies, bees, fruits and flowers. Nearby farms raise cattle, grow
grains for flour and harvest maple for sweetening. Together, with neighboring
farms, CR is able to offer a complete-diet of abundant, local food. Farming
with organic practices, food production helps decarbonizes the atmosphere,
and regenerates the soil. What could be better!
Teaching younger generations the value of nutrient dense healthy food, and
providing equitable food access, is Common Roots mission, and core to our
community health and wellness.
Our Challenge
“VT loses 15 to 20% of its farms annually” - VT Agency of Natural
Resources AOFB report (Jan 2023). And, “41 million people died last year
from preventable chronic illness. The good news is that eating the
RIGHT foods can prevent and even reverse most of the major illnesses
of our times.” 2024 Food Revolution Summit
This reality is propelling us forward to address the urgent need for
sustainability planning for Common Roots programs and future, now.
Market Development
Currently we have a seasonal market in a building intended for storage only- it’s
been great, but, we need conditioned space to be open year-round in a location with
high traffic and high visibility to grow our Farm Market enterprise, add inventory with
higher profit margins, expand our value added food products, and feature products
from surrounding farms and artisans.
Workforce Instability
Current farmer wages fall well below median income levels making it challenging to
choose farming as a career here. We need to address wages and housing to
improve cost of living challenges to have a thriving farm community.
Overarching failed food system
The price of food often falls below the cost of production, which makes profitability
extremely challenging. Value added prepared food is a new avenue for us to
increase food product profitability. A high visibility market in a convenient location
will facilitate growth in this area.
Sustaining our programming & workforce,
capacity to grow our economic engines.
Our Solution
Commercial Development Opportunity:
1.3 Acre Spear Street Commercial Property: $450K
Commercially zoned corner lot in high visibility, high
traffic location, to site an open year-round Farm
Market, Culinary Kitchen and expanded education
programming.
Opportunity to expand our retail Sales Engine
with increased inventory of CR produce, value-
added retail Meals to Go, Pantry items, and
exponential growth in SKUs from areas farms and
artisans = higher profit margin inventory, visibility
and traffic, directly adjacent to our Farm.
A perfect-fit: a parcel of land zoned for Retail Food, Childcare, Personal Instruction is an opportunity for Common Roots to build a year-round Farm Market, culinary kitchen and childcare to seed our programs sustainability into the future by growing our enterprises in support of our mission and vision. .
* Imagery is conceptual only
Common Roots currently derives 50% of its income stream from
diversified Farm and Food enterprises. All program offerings are funded
through philanthropy, local grants and the five enterprises.
Our plans for sustainability are to grow our enterprises and build their
profitability through transition from a seasonal farmstead to a well
located, year-round Farm Market & Culinary Kitchen with diversified
inventory showcasing food, beverages and other local artisan farm
products from local producers. Commercial zoning will allow us greater
bandwidth than we’ve previously had with our current limited farm
zoning, allowing more inventory and improved profitability.
Current Financial Snapshot
Phase 1 : Putting it all together at the seed level: Land Acquisition
Goal: By October 2024 we need to:
Secure Lot #1 Spear St and Allen Rd East: $450k
Directly adjacent to our Farm, a commercially zoned lot
with high traffic and high visibility, this lot is perfect, to
grow our Farm Market enterprise, programming and
education opportunities, including afterschool programs
and pre-K education.
Secure Capacity Funding $200k
We are additionally seeking capacity funding for the
project. This funding includes project management, initial
planning and engineering consulting, grant writing
support, and key partnership development.
Future Phases to follow:
Phase 2: Initial Planning completion with Architect/
Engineer, Final Budgeting, Grants Search and
Application, Permitting [Fall ’24 - Spring ’25]
Phase 3: Capital Campaign [Spring 2025 - Fall ’25]
Phase 4: Construction {2026]
* Phases will have overlap.
Join us in providing food equity, education & fresh, delicious organic food to our community.
You can help us make Common Roots become a
sustainable model for community based food equity,
education and a resilient healthy local food resource for our
community.
Funding for land acquisition is the first step to bringing our
long term sustainability into reality. Our programs are
working in our community, providing hope, joy, learning and
bellies full of delicious fresh nutrition for many. We want to
grow and continue to serve our community well. Land
security is the base we need to grow from to meet present
and future challenges.
We thank you sincerely for your support!
“Never doubt that a small group of thoughtful, committed
people can change the world. Indeed, it is the only thing that
ever has.” Margaret Mead
Together we can support local farming solutions to combat climate change, feed our community healthfully, and support our economy and local farmers.
We believe your values and ours
align. Please join us, in our
commitment to a brighter future
for us all.
Common Roots Team
Common Roots
PO Box 9335
WWW.COMMONROOTS.ORG South Burlington, VT 05407
Food Education . Food Equity . Land Stewardship
Vision
To educate the value of eating nourishing foods to promote optimum
health by providing learning opportunities in classrooms, kitchens,
food shelves, and on organic farms with dynamic community
partnerships
Overall Mission
Common Roots nonprofit mission includes: Food Education, Food
Equity, and Land Stewardship. Our 5 current Programs connect
farmers, educators, youth, interns, and community members to build a
sustainable future through food and land education. By collectively
educating and growing vibrant, organic food for our Farmstand,
Programs, and Food Shelves, we celebrate the soil and soul of our
community. Our certified organic, environmentally conscious farming
practices provide food security, on nutrient dense soils, nurturing our
common roots.
Food Education
Providing opportunities from preschool through college & beyond to
learn basic nutrition principles, food cultures, and culinary skills
Food Equity
Inspiring outreach while ensuring nourishing foods will always be
available, including access to farm fresh vegetables, herbs, fruits, and
house-made products, with dignity & respect
Land Stewardship
Practicing local, organic agriculture from soil to consumption with a
minimum footprint and increased climate resilience
Core Values
Integrity
Inclusion
Biodiversity
Gatherings on the Land
• Engage people of all ages on the land to deepen our understanding of the integral
relationship between bounty and stewardship
• Offer field trips, summer camps, workshops, Farm Hops, Maple Moon Gathering as
sought by our community members
• Nurture the sense of wonder, gratitude, and offer acts of reciprocity toward the land
Internships
• Provide meaningful learning opportunities for college students to gain practical
experiences in food education, food access, farm production, nutrition and more
• Mentor interns to achieve new skills through our diverse opportunities
• Guide interns to understand the relationship between our programs and enterprises
that help provide sustainability
Celebrating 16 Years
Common Roots — Food Education and Access Programs
PO Box 9335 • South Burlington VT 05407
(802) 652–0188 • info@commonroots.org • www.commonroots.org
Farmstand at the South Burlington Food Shelf +
• Provide a Farmstand at the Food Shelf each time it is open May 1st through Thanksgiving
• Deliver nourishing, fresh, organic foods from our farm and licensed kitchen year-round
• Provide plant starts and guidance for folks who would like to grow some of their
own food
Farm to School
• Instruct children grades K-5 about nourishing whole foods, both in-person and through
videos (over 1,300 students monthly)
• Provide taste tests and recipes to expand their experiences (>160,000 to date)
• Empower and support children and families to try new recipes and visit local farms
Farm to Go
• Teach middle school student-chefs how to prepare balanced meals for their families
• Prepare meals that require an expanding skill set
• Provide education and support for students to be successful (> 15,000 meals)
Nourish to FlourishNourish to Flourish
Common Roots Farm Market 2.0
Business Plan
April 9, 2024 (rev)
Introduction: Common Roots is a South Burlington, VT based 501c3 corporatfon, founded in
{date}, whose key tenets are food educatfon, food access and land stewardship. Currently they
five existfng programs support, their mission, including a farm and farm market. The market
needs to expand to both meet local demand, and to expand the financial engine of Common
Roots. This plan shares the introductfon to Common Roots Farm Market 2.0, a year-round
market to replace the current seasonal market at vastly improved locatfon, directly adjacent to
the Farm on a main byway of our community to support expansion and sustainability of
Common Roots organizatfon, through a revenue producing market.
CR Farm Market 2.0 Mission Statement:
Our local food first market brings unique value to our community, from growers to
consumers, bringing to market over fifty vendors of diverse local products. Customers will be
able to learn exactly where products come from, their ingredients (if applicable), how they’re
made, and know they’re shopping is part of ecosystem come full circle, that not only nourishes
themselves and their families, but also helps to support the farmers, growers and food and
product producers in our area, who in turn, stewarding the working landscape in healthy ways,
to benefit and better our environment, helping us to both mitfgate climate change in our area,
and build climate resilience in our community to have locally available food, beverage and
consumables. Every purchase will be supportfng the greater good of our community’s health,
equity and environmental ecosystems.
Market Description:
Common Roots Farm Market 2.0 will be wholly owned by Common Roots Inc, a 501c3
charitable non-profit organizatfon. The market will be a full-service market selling food,
beverage, and household items for everyday consumptfon and will also feature items suitable
for gifting and special occasions. We will sell Common Roots farms organic produce,
neighboring farms meats and poultry, cheeses, eggs, dairy products, flour, honey, fresh, dried,
and frozen local produce, herbs, spices, and locally crafted soaps, cleaning supplies, candles,
and selected local artfsanal products, including breads, baked goods and ready-to-eat meals,
deserts and snacks. Local beer and wines and non-alcoholic beverages will be featured. A supply
of common household needs will also be available, to enable one-stop shopping for consumers.
We currently feature products from over fifty local producers, we envision that number will
likely double or triple in our expanded market, expanding marketplace share for Common Roots
and many other local farmers, producers and artfsans.
The market will be open 7 days a week, staffed by 3-6pp/day, 7:45am-6:30pm initfally,
with expanded weekend evening hours. As part of our marketfng, all local products sold will
feature informatfonal signage sharing the story of ‘how it’s made/origins’ etc, to educate
consumers about products, and the community origins.
Our existfng dedicated customer base will now be able to shop year-round, and the new
locatfon on Spear Street, will provide new access to our market to commuters of one of the
most highly trafficked roads in our county. The profile of commuters on this street are typically
those with substantfally higher household incomes in our county, travelling to and from
Burlington, S. Burlington, Shelburne and Charlotte on an axis of higher income households &
neighborhoods, away from public transportatfon. Our market is intended to serve as both a
destfnatfon and a convenience market.
Organization and Management:
Common Roots is 501c3 charitable non-profit managed by a Board of Directors, Executfve
Director, Executfve Chef, Full Time Farmer, __. Full Time Employees in the management,
coordinatfon and marketfng circle, and 140 supportfng interns and volunteers gaining powerful
skills and experience being part of our team.
• Founder and Executive Director: Carol McQuillen
• Board of Directors: Carol McQuillen-Founder & Co-Chair, Matt Canning Co-Chair, Juff
Culkin, Eric Ayers, Liz Spitler, Ron Lissak, Amy Jones, Treasurer, Anthony Jones,
Monica Merrihew, Lisa Gorke, Noah Gilbert-Fuller
• Advisors: Ross Schoembs, Megan Camp, Rich Cassidy, Stephanie O’Brien
• Headquarters: Wheeler Homestead, PO Box 9335, South Burlington, VT
Common Roots unique business model, incorporatfng interns from neighboring schools who
receive skills training in many areas, coupled with a host of professional volunteers has made
Common Roots the success that they are, serving the community schools, farm educatfon,
nutritfon and food preparatfon, retailing, and customer service, with a cadre of interested,
enthusiastfc individuals, excited to share about and motfved by Common Roots mission, a
powerful workforce is created sustaining the non-profits growth and success. Leadership from
Educators Carol McQuillen and Joanne Denee, Chef Anthony and Farmer Colin, ground Common
Roots work in community service to Common Roots motto, ‘Nourish to Flourish’.
Experience:
Common Roots has over 11 year’s experience operatfng a Farm Market, growing for, staffing,
training, stocking, staging, packaging, storing, POS Systems implementatfon, customer service
and marketfng experience. Additfonally, CR serves two ready-to-eat meals service twice weekly,
with a full-tfme chef also featuring a la carte items.
Expansion to CR Farmstand 2.0, will be a growth experience, one our entfty is yearning for, we
have geared up for this step over the past five years, and are ready to launch. Staff are
committed, management enthusiastfc, and customers are waitfng. Our market management
team, and chef will provide leadership in the expansion to the 2.0 version of our market.
Market Analysis;
The closets mainstream supermarket in our locale is Hannaford’s, 1.7 miles to our north
on US Rte 7, where there are additfonal markets of the same genre, Shaws and Price Chopper.
Trader Joes & Healthy Living and a second Hannaford locatfon are 2.8 miles to the north on
Dorset St. Costco is 7.5mi north of our locatfon. Shelburne Supermarket is 4.4 mi to the south.
Mill Market & Deli, 2.1 mi to northeast on Dorset St, Bread & Butter Farm Market, 3 miles east
on Cheesefactory Rd, close to Route 116. Dorset St and Rt 116 are separate North/South axis
commuter routes, with travel to different southbound towns. The median income of these
commuters grows less the more eastbound. The Spear St route has commuters of highest
income based upon median incomes of communitfes in the travel zone. We believe most
commuters seeking a convenient shopping place will remain close to their route. Those with a
preference for Farm Market, will have Bread and Butter Farm Market and Common Roots farm
markets to choose from ‘on the way to or from work’. We believe customers will support the
market on their way, and consequently believe the two farm markets will complement each
other, more so than compete. The larger markets mentfoned, are located in more congested
areas, and less likely to be tfmely for a commuter to stop, unless their intentfon is for large
shopping. Destfnatfon shoppers will come to us for what we uniquely offer, and those in nearby
neighborhoods and commuters will find us more easily accessible than other markets.
Common Roots currently is a nearly invisible destfnatfon market, and plan for the
expansion to take advantage of increased visibility on a highly trafficked route to expand our
customer base. Our current customer base will contfnue to support us, and we believe the
convenience factor will increase our customer base exponentfally. Any person travelling on
Spear St would need to travel away from their preferred commute to access any other store.
There are no other markets on Spear St untfl 7.6 mi south to Spears Corner Store in Charlotte.
While we don’t expect to replace all customers shopping patterns, typically a household in our
community will weekly or biweekly shop at some combinatfon of supermarket/more specialized
market/Costco, and fill-in with markets most convenient to their locatfon and travel route.
Customers interested in local organic food, and supportfng local would naturally prefer our
market. We are fortunate to be in a community that does value local, and who will prioritfze and
choose fresh, local food. Our market will meet the needs of both a convenience store and the
nutritfonal and emotfonal needs of those who preference is to eat organically, clean with earth
friendly products, support local economy and local farmers, producers and artfsans.
No other market exists in our area, offering same or similar array of products in one
place. The new market will be like Roots Market in Middlesex, serving Washington County.
They’re currently increasing their footprint to meet customer demand, with plans to expand in
the coming months, their success story provides a model for the Common Roots Farm Market
2.0. The owner/manager of the market has consulted with us and has offered to coach us as we
move forward. Currently there is no other market providing the same offering we will make in
our locale. Roots Market in Middlesex is the closest match to our vision. We have visited and
interviews Roots Market owner, who is supportfve, will coach us, and who does not see our
locatfon as competftfon. They operate with a proven positfve bottom line. Bread & Butter Farm
store, while smaller is a bit similar, smaller and has a less broad offering then we will. This
coupled with being on separate travel route, offers us a competftfve advantage.
Our locatfon, on a well-travelled, high traffic count route also provides us with the
opportunity to expand our customer base exponentfally, as we’re not effectfvely ‘visible’
currently, from the main road. We expect in the distant future Bread and Butter will expand
their market to a Route 116 locatfon, serving commuters on the north/south 116 traffic, to St
George and Hinesburg, while our market will contfnue to serve S. Burlington, Shelburne,
Charlotte, and points south on Spear.
We will have a digital presence, both to support our marketfng efforts and also for online
shopping to fully capture the interest of commuters. We are not currently planning delivery
service. Our locatfon has drive-by convenience and is bike and pedestrian close by to many
neighborhoods.
Goals:
1)Our goal is to feature local products produced environmentally consciously. From food and
beverage to soap and ‘ready to eat’ food to go, all products will create positfve impacts. All
products will be of the highest quality and worthy of consumer support.
2) Provide equity and fair wages for our workforce, who serve our community as growers, chefs,
food educators, farmers, servers, customer service providers and the backbone staff who serve
them, human resources, marketers, and management.
3) Educate our community about healthy nourishment, climate positfve land stewardship, honor
and respect for all things, including our earth and each other.
4) Educate the community about regeneratfve agriculture practfces, their benefits for health
and climate mitfgatfon and how same as on farm, the same methods can be deployed at home.
5) Provide educatfon in growing, harvestfng, preserving, cooking and serving local foods, to
make nourishment fun, enjoyable and delicious.
6) Have a solid bottom line that is achieves all of the above and has positfve cash flow.
7) Be effectfve communicators and have systems that are efficient and cost effectfve.
8) Host customer in an environment that echoes our values and provides knowledge through
assimilatfon, in a manner that is pleasing.
Location;
A corner, 44 Allen Road East and Spear Street, South Burlington, Vt.
We are located at the 2nd most used north/south travel route between Burlington, S. Burlington
and points south to Shelburne, Charlotte and beyond. The most travelled route is US Rte 7,
often not used by commuters due to the traffic, stoplights, and lack of scenery. The locatfon
affords high visibility, parking, lake and mountain views, pleasant atmosphere, and is directly
adjacent to our farm, providing a grounded-ness to our business, no other market has.
Timing:
The value of local food supply has never been more esteemed that it is today due to the recent
pandemic, supply chain obstacles, proving communitfes’ best resources are the local producers
that grow food they need. We plan to close on the land lot in fall of 2024, and begin
constructfon at the same tfme, to complete in summer of 2025, to be fully operatfonal by 3rd
quarter of 2025.
Master Budget
Projected Expenses
Labor Average Cost/year
Store manager
$
55,000.00
Assistant manager
$
50,000.00
BookKeeper
$
50,000.00
5 Support staff @ $35,000
$
175,000.00
Employer Payroll Tax Obligation
@ 7.65%
$
25,245.00
Insurance
$
12,000.00
Building maintenance
$
5,000.00
Website updates and maintenance
$
10,000.00
Utilities
$
10,000.00
Other expenses
$
5,000.00
Mortgage @ $7,968.68
$
95,624.16
Inventory
$
792,441.00
TOTAL $ 1,285,310.16
Projected Income Monthly Sales First Year
Projected sales
Rental space- 2500 Sq Ft. $ 2,500.00 $ 30,000.00
Common Roots products
$
88,000.00
$
1,056,000.00
Third Party Products
$
17,000.00
$
204,000.00
Total Projected Monthly Sales
$
107,500.00
$
1,290,000.00
Projected Net Income-year one $ 4,689.84
Service and Products
[See also Descriptfon] Common Roots Market will offer local farm produced products standard
to a grocer, meat, poultry, dairy, produce, cooking and baking essentfals, local artfsanal
products, bread, candles, chocolates, coffees, teas, etc, local beer and wines will be featured,
and local personal products and cleaning supplies will be stocked. A necessitfes sectfon will
offer household commonly needed supplies in additfon to the above, that may not be farm
produced here in VT, like salt, and band aids, for example.
Additfonally, we will offer ready-to-eat meals and a la carte items, same/similar as our current
Tuesday and Friday night offering several days of the week to satfsfy those looking for
readymade on their way to and from work.
We plan to have digital platiorm, POS system and will be open 7, 11 hour days.
Gift items will also be offered and of course, ice cream!
We plan to have a full-service market meetfng the needs of most without their having to visit a
supermarket.
Marketing & Sales Goals
Sales Goal: Achieve 1.285M Year one, Achieve 1.5M Year two.
Marketfng: Local newspaper, Social Media, PR, Aditorials, paid advertfsing campaign/VT Public,
Signs, locatfon visibility, word of mouth, on-site events, mailing list, direct marketfng.
Fundraising
We are currently exploring ARPA funding with the City of South Burlington, to support the initfal
expenses of land acquisitfon.
We are also fundraising with applicatfons to local, state and federal entftfes, along with
development of philanthropic donor and foundatfon relatfonships. Local and crowdfunding will
be deployed once our campaign goals are secured by a majority of the income needed.
We are meetfng regularly with VAAFM who assure us, IRA dollars, and Farm Bill dollars will be
coming into the state, earmarked for market expansion, and we are on their radar.
We’re developing relatfonships with possible partners: UVMMC Culinary Medicine, mission
aligned with CR, looking for a public annex of their Osher Center Culinary Medicine Program.
We’re in conversatfons with builders and developers seeking in-kind contributfons towards
constructfons, and have received an initfal substantfal donatfon to date from four leading
building biz in the local area, incl Architecture, Planning, Budgetfng, Excavatfng, Equipment
access and Project Management.
We are building an Advisory Board for both professional and fundraising support.
We plan to host fund raising events on the land, in support of development expense.
Our initfal goal is to raise: $450k for land acquisitfon, with additfonal funding for capacity
building.
A ‘bricks and mortar’ Capital Campaign is planned for 2025 to fund needed cost for
constructfon, fit up, and initfal operatfons.
Revised 06/16/2023
What types of alcohol can be sold where?
• Ready-to-drink spirits beverages with not more than 12% alcohol in sizes not more than 24 oz and
beer, wine, and hard cider with not more than 16% alcohol are sold at 1st Class and 2nd Class establishments.
• Beverages containing more than those amounts are considered liquor (or spirits) and are sold at 802 Spirits
stores or served at businesses with 3rd Class Licenses.
• 2nd Class Licensees can sell Fortified Wines (16-23% alcohol) with a Fortified Wine Permit.
What fees go where?
• 1st Class and 2nd Class Licenses are charged both a municipal and a state fee. Licensees apply on the DLL Portal
and pay the town directly when applying. Licensees pay DLL fees on the DLL Portal once approved by the Town.
• 1st Class fee: Full year license: $115 DLL/$115 Town.
• 2nd Class fee: Full year license: $70 DLL/$70 Town.
• 3rd Class fee: Full year: $1095 DLL. Half year: $550 DLL. As of 7/1/21, the Town may add up to a $50 fee for 3rd
Class License applications when they are not submitted with a 1st Class License application.
• Fee for Manufacturers to have a 3rd Class License is $230 DLL.
Once the town approves a license, what happens?
• Towns will use the DLL Portal to notify DLL of approvals. The DLL Office of Licensing will review and process the
application. It can take up to 8 weeks for the DLL to complete.
• Applications that are incomplete will take longer. Please note that an incomplete application can be approved by
the Town and sent to DLL for completion and processing. Town fees should be paid before approval is sent.
• Approved 1st Class, 2nd Class, and/or 3rd Class Licenses, Tobacco Licenses and Outside Consumption Permits are
emailed to the Town/City Clerk and to the licensee and are available to view on the DLL Portal.
• Towns can view applications and their statuses on the DLL Portal. Emails will be sent to both the Town/City
Clerk and the licensee throughout the process as well as when the DLL issues the approval.
Once the town approves a permit, what happens?
• Towns will use the DLL Portal to notify DLL of municipal approvals. Once the State receives the permit, it can
take between 5 to 15 business days to approve, depending on the permit. Be sure to allow the DLL sufficient
processing time.
• Towns can view applications and their statuses on the DLL Portal. Emails will be sent to both the Town/City
Clerk and the permittee throughout the automated process as well as when the DLL issues the approval.
What is the license renewal process?
• Renewal applications will appear in the Town/City Clerk’s DLL Portal account under In Progress Applications.
Towns must reapprove 1st, 2nd, and 3rd Class Licenses, Tobacco Licenses and Outside Consumption Permits
annually and submit the approved businesses’ renewals to the DLL for processing. Any changes in information,
or incomplete information on the license, may cause a delay if not received and resolved in a timely manner.
Delay in Town approval will also cause a delay in the State approval.
• Re-approved 1st, 2nd, and 3rd Class, Tobacco Licenses and Outside Consumption Permits are emailed to the
Town/City Clerk. DLL emails all other re-approved licenses directly to the licensee. Town/City Clerks and
licensees can check the status of any application on the DLL Portal.
Town/City Clerk Licensing Information
What licenses or permits do NOT require Town approval?
• Manufacturer Licenses
• 4th Class Licenses
• Farmers Market Permits
• Tasting Permits
• 1st Class Boat or Railroad Car Licenses
• Catering Licenses
• Wholesale Dealer License
• Retail Delivery License
• Fortified Wine Permit
• Destination Master Resort License
What do license names mean?
1st Class License Allows a business on-premise service of beer, hard cider, wine and RTD spirits beverages.
2nd Class License Allows a business off-premise sales of beer, hard cider, wine and RTD spirits beverages.
3rd Class License Allows a business on-premise service of spirits/liquor.
Tobacco License Allows a business to sell tobacco products and tobacco paraphernalia.
Tobacco Substitute
Endorsement
Needed for businesses with a Tobacco License to sell any e-cig product or paraphernalia.
The business does not need to sell tobacco products but must have the license to receive
the Endorsement.
Manufacturer Allows a business to manufacture or rectify spirits onsite. Manufacturers can also apply
for 1st and 3rd Class Licenses. They can apply for 4th Class Licenses which allow them to
serve samples of and sell their product and up to 5 other manufacturers’ products by the
bottle. They can apply for Farmer’s Market Permits allowing them to serve samples of
and sell by the bottle at those markets. No more than a combination of 20 Farmer’s
Market Permits and 4th Class Licenses may be granted to one manufacturer or rectifier
per year. Manufacturers can hold an event that is open to the public and serve their own
beverages in full pours if notification to DLL as occurred. Manufacturers wanting to
operate regularly with full pours must hold 1st and/or 3rd Class Licenses. Manufacturers
may only sell unopened bottles of alcohol at 4th Class establishments or Farmer’s
Markets.
Special Event Permit Allows manufacturers to hold an event lasting up to 4 days that is open to the public
where they may promote their products with samples, offer/serve full pours, and may
sell by the bottle. Each manufacturer at an event must hold their own permit. No more
than 108 permits can be issued per year to each Manufacturer.
Caterer’s License Allows a business holding a 1st Class License or a 1st/3rd Class License to apply for Catering
Permits.
Commercial Caterer’s
License
Allows a business holding a 1st Class License or a 1st/3rd Class License that is not licensed
as a restaurant or club to apply for Catering Permits.
Catering Permits Allows a business holding a Caterer’s License or Commercial Caterer’s License to serve
alcohol at a specific event at a specified location.
Special Venue Permit Allows a Museum, Art Gallery, Library or Bookstore to serve beer, hard cider, wine or
RTD spirts beverages by the glass to the public at an event. No limit on the number of
permits.
Limited Event Permit Allows an applicant to hold an event serving alcohol lasting up to 4 days. No more than 4
permits issued to the same applicant per year.
Sampling Event Permit Allows an applicant to hold an event serving samples of alcohol lasting up to 4 days. No
more than 4 permits issued to the same applicant per year.
For additional information, please contact us at (802) 828-2339 or by email at DLL.DLCLicencingteam@vermont.gov.
180 Market St South Burlington, VT 05403 802-846-4105
April 15, 2024
The following 2024 Second Class, Tobacco, and Tobacco Substitute Endorsement Licenses were approved
by the South Burlington Liquor Control Board after review by the City tax, fire and police departments:
NAME DESCRIPTION
CVS Pharmacy #10690 Second Class License
Shaw’s Beer & Wine Second Class License, Tobacco License and Tobacco Substitute
Endorsement
SOUTH BURLINGTON LIQUOR CONTROL BOARD
_______ ______
Mike Scanlan Laurie Smith
______ _______
Tim Barritt Elizabeth Fitzgerald
_______
Andrew Chalnick