1. 2017 NADO Transportation
Conference
June 29, 2017
Charlie Baker, Executive Director
Chittenden County Regional Planning Commission

2. Environment, Community,
Opportunity, Sustainability

3. Generally
• Many things are going well:
• Numerous accolades: one of the best places to
raise kids, healthiest, safest, outdoor recreation,
volunteering, etc. – quality of life is high
• We have choices for our future:
• Where and how to develop, environmental
improvement, working lands, education, health?
• How do we grow our economy and workforce?
3

4. The future – ECOS Plan
• 50,000 more people in Chittenden
County?
 Demands on:
• Housing, transportation,
habitats, water quality, sewer,
education, health

5. 3 Plans 1 Collective
Plan• The Regional Plan is……
A document that protects the County’s resources and guides its
development.
• The MTP is……
A document that identifies the short and long term (20 to 25 years)
strategies, actions and projects that will lead to “an integrated
multimodal transportation system to facilitate the safe and efficient
movement of people and goods…”
• The CEDS is……
A document developed by the community to inventory economic
development activities taking place within the county to better
understand the ways in which our county is growing and where it may
be headed…”
5

6. ECOS Guiding thoughts
• Don’t start planning from scratch
• Leadership commitment
• Data driven decisions
• Alignment & Collective Impact –
Shared strategies = shared success
• Accountability
The ECOS Project is both a process and a plan for
managing sustainable growth in Chittenden County
to achieve a more healthy, inclusive and prosperous
community.
Wikibon.org/blog/the-organizational-impact-of-converged-infrastructure
Wikibon.org/blog/the-organizational-impact-of-converged-infrastructure

7. 7
1. Goals – distill from 60 plans – 1,000+ goals
2. Analysis – increase understanding
3. Indicators – how to measure achieving goals
4. Implementation Priorities – identify concerns
5. Develop ECOS Plan (regional plan, MTP, CEDS)
– tie actions to strategic priorities
6. Monitoring – annual report of indicators and
accomplishments
ECOS Phases

8. 8
• Manufacturing Diversity
• Industrial Sites
• Science Technology Engineering Math (STEM)
• Decreasing Labor Supply
• Housing Cost
• Working Lands Loss
Prosperity - Economic Concerns

9. 9
• Sprawl
• Lack of Rental Housing
• Affordable Homes
• Maintain Housing
• Supportive Housing
• Congestion & Mode Share
• Transportation System Investment & Funding
• Energy Conservation
• Renewables Siting
• Water and Wastewater
• Stormwater Investments
Place - Built Concerns

10. 10
• Habitat Loss
• Unstable Rivers
• Non-point Source Water Pollution
• Climate Change
• Greenhouse Gas (GHG) Emissions
• Climate Health Impacts
Place - Natural Concerns

11. 11
• Tobacco Use and Substance abuse
• Obesity
• Emergency Preparedness
• Kindergarten Readiness
• Workforce Development
• Disparities
People – Social Concerns

12. Public Engagement
12
Insert combined mural

13. Circle of Prosperity
13

14. 14
Improve and strengthen the economic systems of our region to increase
opportunities for Vermont employers and employees.
1. Retain, develop, and attract high wage, value adding employers.
2. Identify and Permit Industrial/Manufacturing Site Locations
3. Workforce Education and Skills Development
4. Innovation and Entrepreneurial Development
5. Promote and Develop the Creative Economy and the Arts
6. Working Lands
7. Support related Strategy Actions: education, housing, transportation
Strategy #1 - Economy

15. 15
Economy
• Lack of housing stymies job growth. 83% of Chittenden County businesses identified
housing as the #2 obstacle to Job growth.
• A low vacancy rate means housing is not available. Long-term rental vacancy rate in
the county is far too low at 1.7% (a healthy rate is 3-5%). Average rate in 2016 is 3.25%;
but new housing still fills extremely quickly.
• Housing is not affordable. 56% of renters spend more than 30% of their income on
housing (27% of homeowners). A retired couple receiving the standard Social Security
benefit spends more than 60%.
• 7,329 workers leave the county to find more affordable homes. While the number of
jobs has remained steady, there are 7,329 fewer workers living in Chittenden County
now than in 2002. Only 65% of county employees lived here in 2014, down from 75% in
2002.
 We need to build 700 new homes each year to increase availability and affordability.
This increase will establish a healthier housing market so residents have more available
and affordable options, workers can stay in the county, and obstacles to job growth are
reduced. Was averaging 450/year previously; increased to 658 in 2015, and over 700 in
2016.
More Homes

16. 16
Strive for 80% of new development in the 15% of the
County planned for growth.
1. Invest in Areas Planned for Growth
2. Municipal Planning and Zoning
3. Affordable Housing Development
4. Energy Consumption & Renewables
5. State/Local Permitting Coordination & Improvement
6. Metropolitan Transportation Plan Investments
Strategy #2 – Smart Growth

17. Malletts Bay Avenue Today

18. Malletts Bay Avenue
Tomorrow?

19. 19
Improve the safety, water quality, and habitat of
our rivers, streams, wetlands and lakes in each
watershed.
1. River Hazard Protection
2. Non-point Source Pollution
Strategy #3

20. 20
Increase investment in, farms, forests, other valued
ecological lands, and local food, while decreasing
subdivision of working lands.
1. Habitat Preservation
2. Working Lands Implementation
Strategy #4 - Rural

21. 21
Increase the opportunity for every person in our
community to achieve optimal health and
personal safety
1. Emergency Preparedness
2. Basic Needs
3. Obesity
4. Substance Abuse
5. Caregiving
6. Social Connectedness
Strategy #5 – Public Health

22. 22
Equip our residents with the education and skills
that they need to thrive.
1. Chittenden County Regional Initiative
2. Elementary Readiness and Comprehensive Student Needs
3. Student-centered, Proficiency-based, Flexible Pathways to Graduation
4. Consistency Across the System
5. Career Awareness/Skill Alignment
6. Teacher Preparation and Ongoing Professional Development
7. Postsecondary aspiration, continuation, retention and completion
Strategy #6 - Education

23. 23
Develop financing and governance systems to make
the most efficient use of taxpayer dollars and reduce
costs.
1. Community Development Finance Tools
2. Affordable Housing, Energy, Transportation, Clean water
financing
3. Monitor State and municipal tax burdens
4. County coordination and alignment
5. Multi-jurisdictional services
Strategy #7 - Finance

24. 24
Ensure that the projects and actions in all ECOS
strategies assess equity impacts, and that the
design and development of programs are
inclusive of all and engage under-represented
populations.
1. Track and analyze inequities in all sectors.
2. Address inequities
3. Civic Engagement
Strategy #8 - Equity

25. Strategic Action Plan
• Tie specific projects to the general actions under
each strategy.
• Identify:
• lead organization,
• critical partners,
• steps,
• timing, &
• cost
25

26. Annual Reporting
• Ongoing commitment of partners to assist with
indicators and actions
http://www.ecosproject.com/annual-report/2016-
annual-report/
• Annual update of indicators – monitor trends:
ECOS Scorecard (results scorecard™)
• Annual Report of progress in implementing
projects (accomplishments) – measure
performance
• Quarterly meeting of ECOS Leadership
26

27. Economic Development 27
• Visit ecosproject.com
• Charlie Baker
• cbaker@ccrpcvt.org
• 802-846-4490 x23
• THANK YOU!
The work that provided the basis for this publication was supported by funding under an award with the U.S. Department of Housing and Urban Development.
The substance and findings of the work are dedicated to the public. The author and publisher are solely responsible for the accuracy of the statements and
interpretations contained in this publication. Such interpretations do not necessarily reflect the views of the Government.
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