Church Street Marketplace Commission — Burlington, VT
Date: 2025-12-17
Time: 09:00

Church Street Marketplace Commission

 Wednesday, December 17, 2025, 9:00 AM, Zoom/Sharon Bushor Conference Room,
 Ground Floor, City Hall 149 Church Street

Zoom link: https://zoom.us/j/7366336595
1. Adopt the Agenda

2. Adopt Minutes
  Subject 2.1. Adoption of Minutes
  Meeting December 17, 2025 - Church Street Marketplace Commission Agenda - Wednesday,
 December 17, 2025, 9:00 AM, Zoom/Sharon Bushor Conference Room,
 Ground Floor, City Hall 149 Church Street
  Category 2. Adopt Minutes
  Department Church St. Marketplace


  Type Action



3. Public Forum
  Subject 3.1. Verbal Comments
  Meeting December 17, 2025 - Church Street Marketplace Commission Agenda - Wednesday,
 December 17, 2025, 9:00 AM, Zoom/Sharon Bushor Conference Room,
 Ground Floor, City Hall 149 Church Street
  Category 3. Public Forum
  Department Church St. Marketplace


  Type Discussion



4. Commissioner Updates (Marketplace Updates: up to 5 minutes per
commissioner)

5. Burlington Public Private Partnership
  Subject 5.1. Jeff Nick Presentation
  Meeting December 17, 2025 - Church Street Marketplace Commission Agenda - Wednesday,
 December 17, 2025, 9:00 AM, Zoom/Sharon Bushor Conference Room,
 Ground Floor, City Hall 149 Church Street
  Category 5. Burlington Public Private Partnership

  Department Church St. Marketplace


  Type Discussion
 Presentation


  Recommended Action

6. ZA-26-02: Downtown Fences Discussion
  Subject 6.1. ZA-26-02: Downtown Fences Discussion
  Meeting December 17, 2025 - Church Street Marketplace Commission Agenda - Wednesday,
 December 17, 2025, 9:00 AM, Zoom/Sharon Bushor Conference Room,
 Ground Floor, City Hall 149 Church Street


  Category 6. ZA-26-02: Downtown Fences Discussion

  Department Church St. Marketplace


  Type Presentation
 Discussion


  Recommended Action

7. Reports
  Subject 7.1. Treasurer's Report
  Meeting December 17, 2025 - Church Street Marketplace Commission Agenda - Wednesday,
 December 17, 2025, 9:00 AM, Zoom/Sharon Bushor Conference Room,
 Ground Floor, City Hall 149 Church Street
  Category 7. Reports
  Department Church St. Marketplace


  Type

  Subject 7.2. Director's Report
  Meeting December 17, 2025 - Church Street Marketplace Commission Agenda - Wednesday,
 December 17, 2025, 9:00 AM, Zoom/Sharon Bushor Conference Room,
 Ground Floor, City Hall 149 Church Street
  Category 7. Reports
  Department Church St. Marketplace


  Type

  Subject 7.3. Chair's Report
  Meeting December 17, 2025 - Church Street Marketplace Commission Agenda - Wednesday,
 December 17, 2025, 9:00 AM, Zoom/Sharon Bushor Conference Room,
 Ground Floor, City Hall 149 Church Street
  Category 7. Reports
  Department Church St. Marketplace
  Type

8. Adjournment
  Subject 8.1. Motion to adjourn
  Meeting December 17, 2025 - Church Street Marketplace Commission Agenda - Wednesday,
 December 17, 2025, 9:00 AM, Zoom/Sharon Bushor Conference Room,
 Ground Floor, City Hall 149 Church Street


  Category 8. Adjournment

  Department Church St. Marketplace


  Type

  Recommended Action

9. Informational and Non-Discrimination Statements
  Subject 9.1. This agenda is available in alternative formats upon request. For more
 information on access, call Lori Olberg, Licensing, Voting and Records
 Coordinator (802-865-7136)(TTY 802-865-7142). Persons with disabilities
 who require assistance or special arrangements to participate are encouraged
 to contact 802-865-7000 (voice) or 802-865-7142 (TTY) at least 72 hours in
 advance so that proper arrangements can be made. This meeting will also air
 on Town Meeting TV the Wednesday after the meeting, starting at 8:00 pm and
 repeating at 1:00 am and 7:00 am the following day. The City of Burlington will
 not tolerate unlawful harassment or discrimination on the basis of political or
 religious affiliation, race, color, national origin, place of birth, ancestry, age,
 sex, sexual orientation, gender identity, marital status, veteran status,
 disability, HIV positive status, crime victim status or genetic information.
  Meeting December 17, 2025 - Church Street Marketplace Commission Agenda - Wednesday,
 December 17, 2025, 9:00 AM, Zoom/Sharon Bushor Conference Room,
 Ground Floor, City Hall 149 Church Street
  Category 9. Informational and Non-Discrimination Statements
  Department Church St. Marketplace


  Type

Church Street Marketplace Commission

 Wednesday, December 17, 2025, 9:00 AM, Zoom/Sharon Bushor Conference Room,
 Ground Floor, City Hall 149 Church Street

Zoom link: https://zoom.us/j/7366336595
1. Adopt the Agenda

2. Adopt Minutes
  Subject 2.1. Adoption of Minutes
  Meeting December 17, 2025 - Church Street Marketplace Commission Agenda - Wednesday,
 December 17, 2025, 9:00 AM, Zoom/Sharon Bushor Conference Room,
 Ground Floor, City Hall 149 Church Street
  Category 2. Adopt Minutes
  Department Church St. Marketplace


  Type Action



3. Public Forum
  Subject 3.1. Verbal Comments
  Meeting December 17, 2025 - Church Street Marketplace Commission Agenda - Wednesday,
 December 17, 2025, 9:00 AM, Zoom/Sharon Bushor Conference Room,
 Ground Floor, City Hall 149 Church Street
  Category 3. Public Forum
  Department Church St. Marketplace


  Type Discussion



4. Commissioner Updates (Marketplace Updates: up to 5 minutes per
commissioner)

5. Burlington Public Private Partnership
  Subject 5.1. Jeff Nick Presentation
  Meeting December 17, 2025 - Church Street Marketplace Commission Agenda - Wednesday,
 December 17, 2025, 9:00 AM, Zoom/Sharon Bushor Conference Room,
 Ground Floor, City Hall 149 Church Street


 Page 1 of 15
  Category 5. Burlington Public Private Partnership

  Department Church St. Marketplace


  Type Discussion
 Presentation


  Recommended Action

6. ZA-26-02: Downtown Fences Discussion
  Subject 6.1. ZA-26-02: Downtown Fences Discussion
  Meeting December 17, 2025 - Church Street Marketplace Commission Agenda - Wednesday,
 December 17, 2025, 9:00 AM, Zoom/Sharon Bushor Conference Room,
 Ground Floor, City Hall 149 Church Street


  Category 6. ZA-26-02: Downtown Fences Discussion

  Department Church St. Marketplace


  Type Presentation
 Discussion


  Recommended Action

7. Reports
  Subject 7.1. Treasurer's Report
  Meeting December 17, 2025 - Church Street Marketplace Commission Agenda - Wednesday,
 December 17, 2025, 9:00 AM, Zoom/Sharon Bushor Conference Room,
 Ground Floor, City Hall 149 Church Street
  Category 7. Reports
  Department Church St. Marketplace


  Type

  Subject 7.2. Director's Report
  Meeting December 17, 2025 - Church Street Marketplace Commission Agenda - Wednesday,
 December 17, 2025, 9:00 AM, Zoom/Sharon Bushor Conference Room,
 Ground Floor, City Hall 149 Church Street
  Category 7. Reports
  Department Church St. Marketplace


  Type

  Subject 7.3. Chair's Report
  Meeting December 17, 2025 - Church Street Marketplace Commission Agenda - Wednesday,
 December 17, 2025, 9:00 AM, Zoom/Sharon Bushor Conference Room,
 Ground Floor, City Hall 149 Church Street
  Category 7. Reports
  Department Church St. Marketplace



 Page 2 of 15
  Type

8. Adjournment
  Subject 8.1. Motion to adjourn
  Meeting December 17, 2025 - Church Street Marketplace Commission Agenda - Wednesday,
 December 17, 2025, 9:00 AM, Zoom/Sharon Bushor Conference Room,
 Ground Floor, City Hall 149 Church Street


  Category 8. Adjournment

  Department Church St. Marketplace


  Type

  Recommended Action

9. Informational and Non-Discrimination Statements
  Subject 9.1. This agenda is available in alternative formats upon request. For more
 information on access, call Lori Olberg, Licensing, Voting and Records
 Coordinator (802-865-7136)(TTY 802-865-7142). Persons with disabilities
 who require assistance or special arrangements to participate are encouraged
 to contact 802-865-7000 (voice) or 802-865-7142 (TTY) at least 72 hours in
 advance so that proper arrangements can be made. This meeting will also air
 on Town Meeting TV the Wednesday after the meeting, starting at 8:00 pm and
 repeating at 1:00 am and 7:00 am the following day. The City of Burlington will
 not tolerate unlawful harassment or discrimination on the basis of political or
 religious affiliation, race, color, national origin, place of birth, ancestry, age,
 sex, sexual orientation, gender identity, marital status, veteran status,
 disability, HIV positive status, crime victim status or genetic information.
  Meeting December 17, 2025 - Church Street Marketplace Commission Agenda - Wednesday,
 December 17, 2025, 9:00 AM, Zoom/Sharon Bushor Conference Room,
 Ground Floor, City Hall 149 Church Street
  Category 9. Informational and Non-Discrimination Statements
  Department Church St. Marketplace


  Type




 Page 3 of 15
 CHURCH STREET MARKETPLACE DISTRICT COMMISSION
 November 19, 2025
 9:00 AM
Location: City Hall, Bushor Conference Room, 149 Church St.



Attendance:

Commissioners: Mark Bouchett, Becky Holt, Linda Magoon, Kara Tobin (Zoom), Sam Tolstoi (Zoom),
Erik Monsen, Chris Haessly, and Romeo von Hermann

Staff: Kara Alnasrawi – CEDO Director, Samantha McGinnis – CSM Director, Isa Paredes – Marketing
Coordinator (Zoom), Aida Washburn – Project & Event Coordinator, Andrew Bacher – CSM
Coordinator, Kimberly Rojas – Community Engagement Coordinator

  I. COME TO ORDER
 a. Meeting is brought to order at 9:01am
 II. APPROVE AGENDA
 a. Agenda approved unanimously
III. APPROVE MINUTES
 a. Motion to approve minutes – Romeo von Hermann
 i. Seconded by Linda Magoon
 b. Minutes approved unanimously
IV. PUBLIC FORUM – GENERAL
 a. No one in attendance for Public Forum

 V. COMMISSIONER UPDATES
 a. Linda Magoon: Brought the wife of a “well-known family” and walked her
 around the Marketplace. Brandy Melville did not greet or ask if they needed
 anything. Other stores did. Is there anything the Commission can do about
 that?




 Page 4 of 15
 i. Mark Bouchett: Suggested calling the store to speak to the
 manager.


 VI. BANNER PROGRAM UPDATES
 a. Discussion between commissioners around Banner Program memo
 introduced by the Church Street Marketplace team. Limited concerns
 for revenue. Only two for-profits applied in the last three years.
 b. Motion to discuss the changes in the pricing structure – Becky Holt
 i. Seconded by Chris Haessly
 c. VOTE ANTICIPATED
 i. To enact the changes to the Banner Program as recommended by
 the Church Street Marketplace team.
 1. Vote in favor: Mark Bouchett, Becky Holt, Kara Tobin,
 Sam Tolstoi, Erik Monsen, Sarah Beal, Chris Haessly,
 Romeo von Hermann
 2. Abstain: Linda Magoon
VII. CART VENDOR PROGRAM
 a. Discussion between Commissioners and Church Street Marketplace
 team. Do we want to revamp the program so we’re not addressing
 issues as they come up? Certain areas are getting more challenging to
 continue to address such as subleasing of spaces, menus, etc. What
 can we tweak to make the program more efficient and clear for those
 applying?
 b. Marketplace team to work on desired changes and then come to the group.


VIII. TREASURER’S REPORT
 a. Just over 40% through fiscal year. Received most of expected annual
 revenue.
 b. Received $10,000 grant from the state to help with Downtown
 revitalization. Will go towards holiday spending and new maintenance
 tractor.
 c. No holiday donations or corporate sponsors at this time. Team is still on the
 lookout.




 Page 5 of 15
 d. Underbudget at this time - most expenses happen over the winter. Currently
 looking for new snow removal for street team.
IX. DIRECTOR’S REPORT
 a. Samantha McGinnis reports that:
 i. Many holiday activations ahead. Tree will be delivered on Friday,
 November 21.
 ii. Highlighting programs found on churchstmarketplace.com/holidays
 iii. Partnering with Burlington City Arts on a winter lights initiative
 which should provide additional lighting in the Downtown area.
 iv. State police are patrolling on and around Church Street when they
 have people able to work an overtime shift.
 1. Supplying more DMV traffic patrols
 2. Supplying additional liquor compliance
 v. Community court has launched. City circle is launching mid-
 November.
 vi. No plans low-barrier evening shelter in Burlington area at the
 moment.
 1. Emergency shelters will be operated by Fire Department
 and CVOEO when the temperature hits –10.
 vii. Some bollards have been stolen. Quote for six additional bollards is
 $18,000. Price increase due to material cost increases.
 viii. Lease confirmed for old Whim space.
 ix. Construction should be done this time next week.
 x. All vacancies from last month stand.
 xi. Pascolo moving into old location. Sweetwaters looking to revamp
 their old space in the spring.
X. CHAIR’S REPORT
 a. A sense amongst visitors and merchants that tides are turning. We need to
 get folks down here.
 b. Garages have been peaceful.
 c. Two multiple offenders are being held on psychiatric evaluation.


XI. ADJOURN
 a. Motion to adjourn




 Page 6 of 15
 i. Moved by Chris Haessly
 ii. Seconded by Becky Holt
 b. Meeting is brought to close at 10:11 am




Next Meeting: December 17, 2025




 Page 7 of 15
Public-Private Partnerships: Setting a Course for the
Next Phase of the Church Street Marketplace
National Best Practices in Downtown Management



Prepared by: Progressive Urban Management Associates (P.U.M.A.)
December 1, 2025



When the CSM was formed in 1981, Downtown Improvement Districts (DIDs) were a ﬂedging concept.
Since then, the number of DIDs has ballooned to more than 1,000 around the country. With this growth,
the downtown management industry has matured and evolved – and today, DIDs are part of
sophisticated downtown management organizations, consistently adapting and learning from each
other’s successes and failures.

The following provides an overview of the preeminent structure for the management of DIDs – a public-
private partnership model. Several DIDs in similar markets are proﬁled to illustrate this model. Lastly, we
oﬀer a framework for putting this model in place in Downtown Burlington.



Nonproﬁt management: Nonproﬁt management ensures that the district is led by a dedicated, focused
organization with the ﬂexibility to respond quickly to district needs. It also allows for strong public-
private collaboration while buﬀering downtown management from political cycles and turnover, which
can hinder a DID’s long-term planning and consistent level of service. This structure generates
accountability for DID feepayers and businesses, giving them a direct voice in the organization’s
operations. It also ensures staﬀ is dedicated exclusively to the district. Lastly, unlike government
agencies, nonproﬁts can leverage DID dollars in unique ways, via fundraising, applying for grants,
building partnerships with other organizations, and so on.

Governed by a board of directors comprised primarily of feepaying property owners and businesses
within the district’s boundaries: Simply, these are the ones directly funding enhanced services through
their fee payments. This governance model promotes accountability and transparency – and reinforces
the core principle that DIDs are “self-help” and “self-imposed” initiatives. Local governments remain
involved in various ways, in part by maintaining ﬁduciary oversight of the DID and its management.
Additionally, government and other civic entities will often hold one or more board seats to ensure
strong public-private collaboration.

Supplemental or enhanced services: Even once a DID is formed, service delivery remains a collaborative
eﬀort. Core public services such as trash collection, snow removal, and capital improvements such as
brick repair remain City functions. And if a DID does take over some of these services, they are typically


 1

 Page 8 of 15
reimbursed for these eﬀorts by the City to account for these added costs. The most eﬀective practice
nationally is for a DID and City to establish a base level service agreement that documents who does
what within the district. These are foundational to an eﬀective public-private partnership and help
bolster collaboration amongst BID and City staﬀ.

Renewal Terms: This best practice ensures regular accountability, performance evaluation, stakeholder
engagement, and transparency. Having a deﬁned term (e.g., 5 or 10 years) creates a natural point for
feepayers and other stakeholders to assess whether the district is delivering value and whether its
services need to evolve for current needs. Terms prevent DIDs from becoming complacent or misaligned.
As the case studies show, once DIDs become established the terms can be lengthier, due to the time-
consuming nature of a formal renewal process.

In Sum: The above illustrate key themes of the public-private management model for DIDs. This model
helps foster accountability, transparency, representation, ﬂexibility, enhancement rather than
replacement, and collaboration. This is far and away the most common model, used by more than 90%
of DIDs nationally. Furthermore, satisfaction is indicated by a 99% renewal rate for DIDs, most of which
have required renewal as noted above.

The below oﬀer examples of highly-functioning DIDs managed via the public-private partnership model.

Downtown Asheville
• Management Structure: The DID is managed by the Asheville Downtown Association, a 501c6
 nonproﬁt organization.
• Governance: The DID is governed by a 20-member Board of Directors, which consists of 17 voting
 members and 3 non-voting members. Board members represent diﬀerent geographies within the
 DID and diﬀerent industries including hospitality, food and beverage, entertainment, retail, and
 oﬃce. The board includes commercial property owners, business renters, residential owners and
 renters, as well as representatives from nonproﬁt and social service providers.
• Services: Community Ambassadors, cleaning, hospitality, social service collaboration, small business
 support, special event support, and beautiﬁcation.
• Assessment Model: DID assessment rates are based on assessed value for taxable properties
 (nonproﬁt properties are not assessed).
• DID Term: 10 years

Downtown Berkeley
• Management Structure: The DID is managed by Downtown Berkeley Association (DBA), a 501c6
 nonproﬁt organization.
• Governance: The DBA is governed by a board comprised of up to 22 members representing a variety
 of property types, key civic and institutional partners including the City of Berkeley and UC Berkeley,
 and nonproﬁts within Downtown Berkeley.
• Services: Cleaning and Hospitality Ambassadors, beautiﬁcation and landscaping, social services
 outreach, marketing and communications, events, and business support.
• Assessment Model: DID assessment rates are based on lot + building square footage. The rates are
 tiered based on location.
• DID Term: 10 years


 2

 Page 9 of 15
Downtown Boulder
• Management Structure: The DID is managed by the Downtown Boulder Partnership (DBP), a 501c6
 nonproﬁt organization. DBP also manages an aﬃliate 501c3 nonproﬁt foundation.
• Governance: The DID is governed by an 11-member board. Board members are appointed by
 location within the DID’s boundaries. The board makeup includes: 9 property and business owners,
 and 2 representatives from City Council.
• Services: Downtown Ambassador Program, cleaning, hospitality, addressing quality of life issues,
 snow removal, beautiﬁcation and landscaping, holiday lighting, marketing and communications, and
 eﬀorts to support the economic vitality of downtown (such as tenant recruitment).
• Assessment Model: DID assessment rates are based on assessed value for commercial properties
 (residential and nonproﬁt properties are not assessed).
• DID Term: Initial term of 10 years; subsequent terms of 20 years

Downtown Ithaca
• Management Structure: The DID is managed by the Downtown Ithaca Alliance (DIA), a 501c3
 nonproﬁt organization.
• Governance: The DIA is governed by a 27-member Board of Directors, which consists of 23 voting
 members and 4 non-voting members. New York legislation states that more than 50% of board seats
 must be held by property owners, and that three City representatives be included on the board.
 Board makeup includes: 12 property owners, 6 tenant businesses, 4 City and County representatives,
 1 residential tenant, and 4 ex oﬃcio members.
• Services: Downtown Ambassadors, cleaning, hospitality, business retention and development,
 marketing and communications, special events, beautiﬁcation, placemaking.
• Assessment Model: DID assessment rates are based on assessed value for commercial and multi-
 family properties (single-family and nonproﬁt properties are not assessed).
• DID Term: No term

Comparative Table
 Burlington Asheville Berkeley Boulder Ithaca
 (CSM district)
 City Population 45,000 95,000 122,000 107,000 34,000
 College student
 17,000 9,000 46,000 39,000 26,000
 population
 DID Size (blocks) 4 60 30 49 20
 Annual DID
 $733,000 $1,250,000 $2,000,000 $1,600,000 $650,000
 Revenue
 Approx. budget
 $183,250 $20,800 $66,600 $32,600 $32,500
 per block



Implementing a Public-Private Partnership Model in Our Downtown

It is recommended that Church Street Marketplace be spun-oﬀ as a new nonproﬁt organization (most
likely a 501c3). This nonproﬁt entity would oversee the District and provide or contract enhanced
services desired by downtown stakeholders, such as initiatives around cleanliness and maintenance,


 3

 Page 10 of 15
safety and hospitality, marketing, economic development, events, or others (see menu below). Here, we
provide a framework for this model, followed by a handful of speciﬁcs that would be ﬂeshed out as a
plan develops:

Governance: The new nonproﬁt would be governed by a Board of Directors. The Board would be a self-
perpetuating, independent governing board composed of a majority property/business owners within
the District’s boundaries – i.e., governed by those who are paying into the District. Board makeup would
have requisites to ensure a varied mix representing diﬀerent voices within the District, including by
location, business/property type, and size. The Board would also include City and other civic/nonproﬁt
organizational representatives, selected by City Council and/or the Mayor. (See the case study models
above for speciﬁc examples of board makeup.)

The recommended board size is 9-to-13 members, including any ex oﬃcio seats. As the examples above
show, there is no hard and fast rule for board size, and largely depends on District size and dynamics.
That said, given the small geography of our District, a smaller board size is recommended.

Board members would serve staggered terms (3-years, for example) with a maximum number of
successive terms. This will encourage new voices and ideas while maintaining institutional knowledge
and continuity for the organization. When vacancies occur, an Executive Committee or Nominating
Committee would initiate a call for nominations from District property and business owners.

Services: The nonproﬁt would contract with the City to receive assessment revenue and to manage
services and programs within the District using these dollars. These enhanced services would be
determined by an annual work program and budget developed by the Board of Directors. As part of the
nonproﬁt’s contract to manage assessment revenue, it would present this annual work program and
budget to City Council to further public-private collaboration.

The nonproﬁt and City would also establish a base level service agreement that documents who does
what within the District. This agreement documents “baseline” services – i.e., core level of services
provided citywide – that would continue to be provided in the assessment district just as they are
elsewhere. If the City and nonproﬁt decide its better for the nonproﬁt to take responsibility for some of
these core baseline services, then an agreement would be made between the City and nonproﬁt for
reimbursement of these services.

Staﬃng: The nonproﬁt would have its own staﬀ. This gives the District adequate attention and focus,
with full-time staﬀ dedicated to delivery of enhanced services and programs. Staﬀ would report to the
Board.

While high-level management and operational staﬀ would be employees of the nonproﬁt, there is
ﬂexibility in how ﬁeld staﬀ are hired. These could be contracted employees or remain City employees in
the near-term. This would reduce disruption to Church Street Marketplace’s current ﬁeld staﬀ, which
could eventually be replaced as nonproﬁt/contract staﬀ via attrition.

Required Review: A 5-year review would be required for the District. This is a new layer of
accountability, common nationally, that hasn’t been used in Burlington, where the current district has



 4

 Page 11 of 15
been in place unchanged since the 1980s. In Year 5, the District would undergo a formal evaluation to
determine that the services and assessment methods are consistent with the needs of the District. Any
adjustments would be considered at that time. An updated operating plan would be developed at this
time, approved by the Board of Directors and subsequently, City Council.

City Role & Relationship: The City primarily acts as (1) a collector of assessment fees, (2) the contracting
authority, and (3) oversight and compliance reviewer. While the nonproﬁt is independent, accountability
would ﬂow through the service contract and annual reporting. The City and nonproﬁt would also
collaborate to develop the base level service agreement. City would also have participation on the Board
of Directors, as noted above.

Accountability: There are numerous checks and balances built into this model. Financial accountability is
in place via annual audits of the nonproﬁt that are shared with the City and District ratepayers. Legal
accountability is in place via the City contract, plus general nonproﬁt/IRS/Vermont laws. Performance
accountability is in place via annual work plans and annual reports, plus a sunset clause and required
renewal.

Speciﬁcs to be addressed as details develop: While the above oﬀers an overarching framework for
implementing this best-practice model in Burlington, several speciﬁc key details are to be determined,
requiring further discussions between property owners, businesses, and the City:

 • Service Mix: Services provided by DIDs and the nonproﬁts that manage them are varied, but
 there are some common traits around the country (as the above examples show). The following
 are typical “bundles” of services undertaken by these organizations. A speciﬁc service mix would
 be determined based on ratepayer priorities and feedback.
 o Cleaning
 o Hospitality and public safety
 o Beautiﬁcation and maintenance
 o Marketing
 o Placemaking
 o Programming and events
 o Economic development
 o Capital improvements
 o Parking and mobility
 • Speciﬁc Board Makeup: While the above gives a general construct for the Board, the speciﬁc
 numbers and composition would be detailed and documented – i.e., how many seats by
 representative type, etc.
 • Boundaries and Assessment Model: Currently, the Church Street Marketplace’s boundaries are
 very conﬁned presenting challenges in raising adequate funds and service delivery. If a larger
 district is proposed, this is yet to be deﬁned. A larger district could also have a new assessment
 methodology, which could include a tiered assessment structure, with Church Street properties
 paying a higher rate given the higher level of enhanced service they would receive.




 5

 Page 12 of 15
Summary of Advantages

In conclusion, the Public-Private Partnership model detailed above oﬀers numerous advantages:

 • A nimble nonproﬁt oﬀers the most ﬂexible, responsive, and entrepreneurial approach
 • Encourages a strong sense of ownership by ratepayers
 • Easier to adapt and innovate programmatically as conditions change and opportunities arise
 • Accountability and transparency are maintained in a variety of ways as discussed above
 • The nonproﬁt can pursue diverse funding sources to leverage the required assessment fees
 • Fosters collaboration between the nonproﬁt and City – at both the leadership and staﬀ level




 6

 Page 13 of 15
 City of Burlington, VT
 149 Church Street, 3rd Floor
 Burlington, VT 05401
 Phone: (802) 865-7194
 www.burlingtonvt.gov/plan


TO: Burlington Planning Commission
FROM: Sarah Morgan, AICP, Principal Planner
 Charles Dillard, AICP, Director of City Planning
DATE: November 25, 2025
RE: Proposed ZA-26-02 planBTV Downtown Code Fence Height

This memo is intended to provide an overview about the proposed changes included in ZA-26-02.
1. Overview & Background
Downtown business owners, their employees, and service providers are facing ongoing challenges related to
substance use, hygiene, and safety, particularly in alleys, entryways, and service areas. Due to the rigidity of the
planBTV Downtown Code, the Development Review Board has requested a zoning amendment that provides
more allowance for taller fences in Burlington’s downtown districts.
Currently, Article 14 of the Comprehensive Development Ordinance does not allow for Fences and Free-standing
Walls to exceed 4 feet in height when placed in the First Lot Layer. The proposed amendment to Article 14 would
create an administrative approval pathway for fences up to 6 feet in height, provided they are transparent.
Staff presented ZA-26-02: Downtown Fences to the Planning Commission during its meeting on October 14th.
The Commissioners discussed the complexities surrounding this amendment, including the desire to make sure
that Burlington’s downtown remain welcoming while also providing more flexibility in the height and materials
of fences. As originally presented to the Planning Commission, this amendment made no changes to requirements
related to the material of fences, and while it would allow for taller fences, chain-link fences were still not
permitted along the frontage line of a property. Ultimately, Commissioners referred to the Planning Commission
Ordinance Committee (PCOC) for further discussion.
2. Summary of 11/24 Planning Commission Ordinance Committee Discussion
The PCOC met on November 24th to discuss this amendment and were in agreement that it should take a balanced
approach. Committee members share the goal of supporting downtown businesses and also want to prevent this
amendment from negatively impacting the City’s broader goal of maintaining a welcoming downtown.
During Public Forum, members of the downtown business community spoke in support of the amendment and
also requested that the amendment be expanded to allow chain-link fences in certain cases. Committee members
acknowledged the benefits of allowing chain-link fencing but expressed concerns about impacting the downtown
experience if allowed within or along the First Lot Layer. Ultimately, the Committee agreed that chain-link fences
should be permitted only when used to enclose alleyways or loading docks, and that those fences may be up to 6
feet in height.
Committee members did not reach consensus on whether 6-foot fences should be allowed elsewhere in the First
Lot Layer, or whether the 4-foor limit should remain in place except in the case of enclosing alleyways or loading
docks.
The Committee voted to refer the revised amendment back to the Planning Commission, with the condition that
the staff memo reflect that there was and should be additional discussion among the Commission on whether the
height increase from 4 to 6 feet should apply more broadly within the First Lot Layer or remain limited to
alleyways and loading docks.




 Page 14 of 15
4. Proposed Amendment: ZA-26-02
a) Amendment Type

 Text Amendment Map Amendment Text & Map Amendment

b) Purpose Statement
The proposed change in ZA-26-02 aims to address challenges related to fence height in Downtown districts.
c) Proposed Amendment
 1. Amendments to Article 14: PlanBTV Downtown Code Fences
 • Amends Sec. 14.6.8 (b) v. A. Fences and Free-Standing Walls to create an administrative approval
 pathway allowing for fences to be up to 6 feet in height, as long as they are transparent.
 • Amends Sec. 14.6.8 (b) v. B. to allow for chain-link and welded-wire fencing to be used in alleyways or
 loading docks.
d) Relationship to planBTV
This following discussion of conformance with the goals and policies of planBTV is prepared in accordance with
the provisions of 24 V.S.A. §4441(c).
 Theme: Dynamic Distinctive Inclusive Connected
 Land Use: Conserve Sustain Grow

 Compatibility with Proposed Future Land Use & Density
 The proposed amendment aligns with the land use and density policies outlined in planBTV. Its purpose is to
 support both existing and future businesses in downtown as the city adapts to challenges related to public
 health and safety. This change reflects the intent of the "Dynamic" theme, which prioritizes purposeful and
 economically viable solutions that enable the city to meet current needs and address future challenges.
 Impact on Safe & Affordable Housing
 This amendment has no direct impact on safe and affordable housing.
 Planned Community Facilities
 This amendment has no direct impact on planned community facilities.
h) Process Overview
The following chart summarizes the current stage in the zoning amendment process, and identifies any
recommended actions:
 Planning Commission Process

  Draft Amendment Presentation to &
  prepared by Staff discussion by Commission: Approve for Public Approved & forwarded to
 Public Hearing
 Hearing Council
 9/18/25 10/14/25, 11/24/25*

 City Council Process
 First Read & Referral Council
 Ordinance Committee Ordinance Committee Public
 to Ordinance Second Read Approval &
 discussion recommend Hearing
 Committee Adoption
*Discussed by the Planning Commission Ordinance Committee




 Page 15 of 15

CHURCH STREET MARKETPLACE DISTRICT COMMISSION
 December 17, 2025
 9:00 AM
Location: City Hall, Bushor Conference Room, 149 Church St.



Attendance:

Commissioners: Mark Bouchett, Becky Holt, Linda Magoon, Sam Tolstoi, Erik Monsen, Sarah Beal,
Chris Haessly (Zoom), and Romeo von Hermann

Absent: Cara Tobin

Staff: Kara Alnasrawi – CEDO Director, Samantha McGinnis – CSM Director, Jessica Dudley -
Marketing Manager, Aida Washburn – Project & Event Coordinator, Andrew Bacher – CSM
Coordinator, Kimberly Rojas – Community Engagement Coordinator

  I. COME TO ORDER
 a. Meeting is brought to order at 9:04am
 II. APPROVE AGENDA
 a. Motion to approve – Romeo von Hermann
 i. Seconded – Sam Tolstoi
 b. Agenda approved unanimously
III. APPROVE MINUTES
 a. Motion to approve – Romeo von Hermann
 i. Seconded – Sam Tolstoi
 b. Minutes approved unanimously
IV. PUBLIC FORUM – GENERAL
 a. No members of the public had comments for public forum

 V. COMMISSIONER UPDATES
 a. No commissioners had updates to provide
 VI. BURLINGTON PUBLIC PRIVATE PARTNERSHIP
 a. Mark as preface: ModGov – work has begun to modernize how our
 government operates, which makes this a good time to consider this
 proposal
 b. Jeff Nick presents on private/public partnership model for the future of the
 Marketplace that would remove the Marketplace as a city department and
 create a new non-profit to manage the four blocks of the Marketplace.
 c. Kara: background on charter change process
 d. Commissioner discussion on merits of various model structures
 e. City Councilor Buddy Singh comments
 f. Public comments: merchants and property owners offered their perspectives
 g. Commissioner Sarah Beal: suggested organizing a subcommittee to explore this topic
 further.
VII. ZA-26-02: DOWNTOWN FENCES DISCUSSION
 a. Sarah Morgan presentation on planning the current proposals for lot 1 fence
 height and materials in the downtown
 b. Commissioner questions surrounding allowances in specific scenarios
 c. Jeff Nick comment of how fence improved an alleyway by one of his
 properties
 d. Commissioners showing support/suggesting improvements to current
 proposal
VIII. TREASURER’S REPORT
 a. Received ~80% of expected revenue.
 b. Waiting to receive ~100K in marketplace fees - largely from property
 owners.
 c. Still looking for more corporate sponsors.
 d. Commissioner discussion on how to approach the issue of non-fee-paying
 entities.
 IX. DIRECTOR’S REPORT
 Samantha McGinnis reports that:
 a. Most of the way through the holidays
 b. Many continuing and creative programs through the end of the holiday
 season. Samantha went with Mayor to visit multiple Marketplace
 businesses on Saturday, December 13th.
 c. Starting to work on Q1 events. BTV Love Notes and Maple Madness will
 return.
 d. Mayor convened emergency meeting regarding lack of low barrier shelters
 in Burlington this winter.
 e. VSP presence will end at the end of December
 f. City Circle launching in early January
 g. Samantha working with Parking Department to create new ticket for people
 parking on marketplace after 10:30am. No tow, but there will be a fine.
 h. Many RFPs coming in 2026. Leunig’s Kiosk, lighting, and snow removals
 as example.
 i. Hired temp to help with snow removal
 j. Working on food cart program updates
 k. Black Cap closed. Olive & Ollie moved to former Whim space. Found a
 tenant to replace them at old location.
 X. CHAIR’S REPORT
 a. Shoutout to CSM team for their hard work on the holidays
 b. Additional lights in the downtown look fantastic
 c. Mark feels shop and sip was a huge success
 d. Seeing much more positive feedback this year compared to last
 e. Will be gathering a group to join governance subcommittee
XI. ADJOURN
 a. Motion to adjourn
 i. Moved by Romeo von Hermann
 ii. Seconded by Sam Tolstoi
 b. Meeting is brought to close at 10:51 am


Next Meeting: Wednesday, January 21, 2026