A.                Summary

Healthcare

Porter Medical Center in Middlebury is the major institutional provider of healthcare in the Addison Region with its 45-bed community hospital. Fletcher Allen Healthcare in Burlington and the Rutland Regional Medical Center also serve the region. A significant percentage of the region's medical practices are owned or managed by Porter Medical. There are approximately 15 to 20 physicians with independent practices in the region and there are other organizations, such as the Open Door Clinic, providing healthcare services.

 

The region as a whole is well supplied with medical providers according to state measurements. However, most of the medical services are located in Middlebury and access to healthcare services in the outlying towns continues to be more difficult. The towns of Orwell and Shoreham are still designated as Medically Underserved Areas by the federal government.

 

Home healthcare is a growing segment of the healthcare system. The Addison County Home Healthcare Agency provides skilled care and other support services to region residents. Other providers of healthcare services in the region include the Vermont Department of Health and school nurses.

 

There is a shortage of dental care providers in the region. This shortage is especially acute for region residents without dental insurance. There is a local community mental health center located in Middlebury operated by the Counseling Service of Addison County.

 

The Helen Porter Healthcare and Rehabilitation Center is a 118-bed nursing home facility located in Middlebury. There are also a number of smaller residential care facilities in the region. There is currently no assisted-living type of residential facility for seniors in the region.

Human Services

There are numerous organizations in the Addison Region that provide a broad range of services to the region's residents. Nonprofit organizations provide services such as public transit services, rental housing, eldercare and childcare. These human service organizations are actively working to meet the needs of region residents, but there continue to be unmet needs especially for affordable housing and quality childcare. As the population of the Addison Region continues to grow older, there will likely be an increased need throughout the region for services that meet the needs of an elderly population.

Law Enforcement and Criminal Justice

The Vermont State Police, the Addison County Sheriff's Department and three municipal police departments are the main law enforcement entities in the Addison Region. The Vermont State Police have primary responsibility for law enforcement in all parts of the Addison Region outside the areas covered by the region's three municipal police departments. All the region's municipalities have an elected town constable who is typically responsible for enforcing local ordinances.

 

In the early 1990s, Vermont recognized that emergency dispatch radio system used by the state was severely outdated and in need of modernization. In 1998, emergency dispatch in the Addison Region was consolidated into the newly built Public Safety Answering Point in Williston and the E-911 system became operational statewide.

 

In 1995, the Addison County Courthouse moved to the newly constructed Frank Mahady Courthouse, a 39,500-square-foot facility behind the former courthouse. The Addison County Family, District, Superior and Probate courts are located in the courthouse. Addison County also has a 21-cell Addison County Jail co-located with the sheriff's department.

Fire and Rescue Services

There are 17 fire departments in the Addison Region. Additionally, the Brandon Fire Department, which is outside the region, serves the towns of Goshen and Leicester. The Vergennes Department serves the towns of Panton and Waltham, in addition to the City of Vergennes. The remaining municipalities have local departments. Most of the fire departments in the region are composed entirely of volunteers. The region's fire departments are funded through a combination of appropriated municipal funds, fundraising efforts, grants and donations.

 

There are four emergency transport squads that serve Addison Region residents; the Bristol Area Rescue Squad, the Middlebury Volunteer Ambulance Association and the Vergennes Area Rescue Squad are located within the region. The Brandon Rescue Squad, located outside the region, serves the towns of Goshen and Leicester. Additionally, there are five first response teams located in the outlying towns that provide emergency medical services in the region.

Emergency Management

There have been intermittent emergency planning efforts in the Addison Region throughout the past 25 years, but during the past several years emergency management has become an increasingly important issue. Recent disastrous weather and the newly recognized threat of terrorism all point to a need for increased vigilance and planning to prevent and lessen the human suffering and property damage associated with these events.

 

 

B.                Goals and Objectives

The Addison County Regional Planning Commission establishes the follow­ing goals and objectives for the Addison Region through this plan.

Healthcare Goal A.

To have the facilities, services and workers needed to provide high quality, accessible and affordable healthcare to all the region's current and future residents and visitors.

To meet this goal, it is our objective:

a.       To continue to improve the quality of the region's healthcare system.

b.       To support the viability of community-based healthcare services in the region.

c.       For all the region's residents to have access to and be able to afford healthcare.

d.       To continue to have a medical facility located within the Addison Region that provides a full range of healthcare services.

e.       To have access to a broad range of healthcare services, including alternative healthcare, in the region.

f.        To encourage respect and cooperation among traditional and alternative healthcare professionals.

g.       To attract, and retain, needed healthcare professionals to the region.

h.       To have healthcare services that will allow people in the region with chronic health problems, the disabled and the elderly to remain in their communities, and if possible, in their homes.

i.         To provide convenient access to healthcare facilities and services to residents of the region's outlying, rural communities.

j.         To encourage the location of new healthcare facilities and other community service facilities within or adjacent to existing settlement areas so as to maximize their accessibility and contribute to the vitality of the region's communities.

Human Services Goal B.

For a variety of human service organizations to provide needed services, assistance and support to improve the quality of life for the region's current and future residents.

To meet this goal, it is our objective:

a.       To ensure that the basic human needs of the region's residents are met through community-based services.

b.       To encourage volunteerism in all community services.

c.       To develop elder care and housing throughout the region to allow residents to remain in their communities as they age.

d.       To encourage the development of elderly housing within or adjacent to existing settlement areas in order to provide convenient access to needed services and transportation, and to effect community integration.

e.       To develop quality, affordable childcare services throughout the region.

f.        For the region's employers to join together and improve access to childcare services by supporting high-quality and affordable childcare.

g.       To develop additional and alternative housing, such as transitional or supported housing, to assist families and individuals who are homeless or likely to become homeless.

h.       To have a vital system of public transportation to serve the needs of all the region's residents.

i.         To connect existing settlement areas through a system of public transportation. 

Law Enforcement and Criminal Justice Goal C.

For the region's law enforcement entities and criminal justice system to serve the region's residents in a manner that ensures public safety, actively works to prevent crime, dispenses justice fairly and protects the rights of all citizens.

To meet this goal, it is our objective:

a.       To increase the level of cooperation and coordination among the region's law enforcement personnel and other response organizations.

b.       For law enforcement entities to continue to increase their participation in joint training exercises with other response agencies.

c.       For law enforcement entities to continue their public outreach and community policing efforts to reduce crime and make the region's communities and schools safer.

d.       For the region's municipalities to support and encourage their municipal constables to participate in on-going training.

e.       To strive for a balance between public safety and civil liberties.

f.        To encourage the location of new law enforcement or criminal justice facilities within or adjacent to existing settlement areas so as to maximize their accessibility and contribute to the vitality of the region's communities.

Fire and Rescue Services Goal D.

For the health and safety of the region's residents and the integrity of the region's property to be protected by capable, well-trained and affordable fire and rescue services.

To meet this goal, it is our objective:

a.       To have a high level of community involvement in local fire and rescue services.

b.       To maintain a strong and effective response system that is built on the concept of cooperation and mutual aid.

c.       To further strengthen the level of cooperation and coordination among the region's response personnel and volunteers.

d.       For response organizations to work together to develop shared regional response equipment and resources where feasible.

e.       For municipalities and local response organizations to undertake capital planning and budgeting to ensure that funding will be available to affordably meet the future need for equipment and facilities to serve the Addison Region.

f.        To construct and maintain all driveways and roadways in the region to allow for emergency vehicle access and use, while remaining appropriate in scale and character to their surroundings.

g.       To encourage municipalities to adopt and enforce building codes that could prevent loss of life or property.

h.       For students in the region's high schools to have access to emergency training and opportunities for involvement in local fire and rescue units.

i.         To foster basic fire prevention and public safety efforts in the region.

j.         To encourage the location of new fire and rescue facilities within or adjacent to existing settlement areas so as to maximize their accessibility and contribute to the vitality of the region's communities.

Emergency Management Goal E.

To reduce frequency and impacts of emergencies and disasters through mitigation and planning.

To meet this goal, it is our objective:

a.       For all the region's municipalities to develop local emergency plans encompassing all phases of emergency management - preparedness, response, recovery and mitigation.

b.       For municipalities to consider hazards and hazard mitigation when developing land use plans and regulations.

c.       For municipalities to recognize the dangers posed by hazardous materials and to minimize hazards to area residents through appropriate land use regulation.

d.       For all the region's municipalities to participate in the National Flood Insurance Program (NFIP).

e.       To have properly equipped emergency shelters throughout the region, and plans for their activation, to provide temporary shelter and services to residents affected by storms or other disasters.

f.        For the region's municipalities to develop stormwater management plans for snowmelt that will reduce the severity of spring flooding and improve water quality in the region.

g.       To have appropriate water sources, such as hydrants or ponds, accessible to fire departments throughout the region.

h.       For roadside vegetation to be maintained in manner that reduces the likelihood of property damage or injury as a result of high winds or erosion and that enhances the scenic character of the region's roads.

i.         To have incentives for retrofitting existing public buildings with hazard resistant features and for incorporating such features into any newly constructed public buildings.

 

C.                Recommended Actions

The Addison County Regional Planning Commission recommends that the following actions be incorporated into its annual work plans, as issues or opportunities arise, to move towards accomplishing the objectives and meeting the goals outlined above.

Healthcare and Human Services

1.                  Provide information in support of attracting healthcare providers to the region.

2.                  Continue to participate in the Addison County Continuum of Care, a consortium of human service providers in the region.

3.                  Assist local human service providers with data collection and support in grant writing.

Law Enforcement, Criminal Justice, Fire and Rescue

1.                  Assist local organizations with data collection and support in grant writing.

2.                  Continue to support and promote the E911 system and provide mapping services for local first response organizations.

3.                  Facilitate greater coordination and cooperation between law enforcement, fire and rescue services.

Emergency Management

1.                  Assist municipalities in developing and regularly updating local emergency plans.

2.                  Assist municipalities interested in undertaking land use planning based on known hazards.

3.                  Assist municipalities interested in developing all-hazards building codes.

4.                  Assist municipalities interested in developing driveway and roadway standards that will accommodate emergency vehicle access.

5.                  Assist municipalities interested in developing stormwater management plans for snowmelt.

6.                  Continue to participate and support the activities of the Addison County Emergency Planning Committee (LEPC #8).

7.                  Map vulnerable areas and widely distribute information about hazard mitigation strategies and projects in the region.

8.                  Identify sites where hazardous materials are stored and used in the region.

9.                  Seek funding for and conduct watershed geomorphic assessments throughout the region.

10.              Provide information to municipalities that can be distributed to contractors and homeowners on the risks of building in hazard-prone areas and strategies for mitigating those hazards.

11.              Organize and conduct professional training opportunities regarding hazards and hazard mitigation.

D.                Documentation and Analysis

Healthcare[48]

a.      State Health Plan

Vermont has had a state health plan since 1970. In 1992, the legislature consolidated the state's health planning and regulatory programs into Act 160. Under this legislation, the Vermont Health Plan is designed to guide development of the healthcare facilities and services in the state. The plan is also part of a broader strategy to contain healthcare costs and provide universal access to services for all Vermonters.

 

In 1997, the legislature instructed the Agency of Human Services and the Department of Health to adopt a new state health plan that would take a broader view of health. The new plan was to include healthcare, but also take into account biological, behavioral, environmental and social issues related to health. The resulting 1999 Vermont Health Plan focused on community and social change. The plan called for people to take greater responsibility for improving their own health. It also placed more emphasis on cost-effective prevention measures within the healthcare system. The Department of Health interviewed Vermonters to gather input for the plan. In the Addison Region, concerns raised during those interviews were the ability to get to a doctor, transportation to healthcare, the cost of insurance and the cost of prescription drugs.

b.      Hospitals

Porter Medical Center (PMC) is the major institutional provider of healthcare in the Addison Region. PMC's main facility is a full-service, 45-bed community hospital with 24-hour emergency services located in Middlebury. The hospital was founded in 1925 and currently has a medical staff of more than 60 physicians offering primary care and specialty medical care. Porter does not currently have an intensive care unit; patients needing such a facility are usually sent to Fletcher Allen in Burlington.

 

The hospital completed a series of major capital construction and renovation projects during the 1990s including renovation of the Medical and Surgical Unit and construction of a new Emergency and Radiology Unit. Porter Hospital has also introduced other new diagnostic services, including mobile MRI and CT scanning, in recent years.[49] Porter has had a $14 million expansion project in the planning stages for the last several years. The "North Project" would add over 26,000 square feet to the hospital. A new surgical suite and a birthing center are proposed, as well changes in use to the current surgical and maternity areas. Porter officials have raised $4 million for the project. In early 2003, Porter Medical Center officials decided to postpone applying for a state permit for the project due to financial constraints. They plan to resume work on this project when the hospital's economic situation improves.[50]

 

Addison Region residents also have access to hospital services at Fletcher Allen Healthcare (FAHC) and Rutland Regional Medical Center (RRMC). Fletcher Allen, in Burlington, is the largest healthcare facility in the state. It is a 500-bed, Level 1 trauma care center and is a teaching hospital affiliated with the University of Vermont Medical School. RRMC in Rutland is a 188-bed community hospital and is the second largest hospital in Vermont.  

c.       Primary Healthcare

Primary healthcare in the Addison Region is provided by a variety of organizations. There are nine medical practices owned and managed by Porter Medical Center located in Middlebury, Vergennes and Brandon. The PMC practices include five family practices, as well as Porter OB/GYN, Porter Internal Medicine, Porter Ear, Nose and Throat, and Middlebury Pediatric and Adolescent Medicine. PMC also contracts with Green Mountain Urology to provide a clinic in Middlebury.

 

Between 15 and 20 other physicians maintain independent practices around the region. There are also other clinics providing healthcare services in the region. Planned Parenthood of Northern New England operates a clinic in Middlebury. The Open Door Clinic is a free clinic for uninsured and under-insured Addison Region residents providing primary care in Middlebury and Bristol. Residents in the southern part of the Addison Region may seek medical services in Brandon or the Rutland area. To the north, region residents may choose to see practitioners in Chittenden County.

 

While according to the state's measurements the Addison Region is well supplied with medical providers, the towns of Orwell and Shoreham are still designated as Medically Underserved Areas by the federal government.[51] Generally, access to healthcare services is more difficult for those in the outlying towns since most of the providers are located in Middlebury. The Shorewell Clinic, which provides primary care from an office in Shoreham, was created as a response to the need for medical care that was more accessible to rural residents. Given the rural nature of the Addison Region, it has traditionally been and continues to be more difficult to attract and retain primary care providers.

d.      Home Healthcare

Home healthcare has become a growing component of the healthcare delivery system over the past decade. Homecare services have expanded in scope and intensity as insurers, doctors and hospitals look for ways to control healthcare costs by caring for patients in their homes whenever possible. Patients are being discharged from hospitals sooner and need greater care at home. The number of frail elderly who wish to remain in their homes is growing, thus increasing demand for homecare services.

 

Addison County Home Healthcare Agency (ACHHCA) provides skilled care services such as nursing, physical therapy, occupational therapy, social work and nutrition consultation. ACHHCA also offers other support services through home health aides who provide personal care and homemakers who assist with basic housework. The agency also provides special services such as hospice care and mother-child health services. Since its founding in 1968, ACHHCA has grown from a handful of employees to 145 employees in 116 full-time equivalent positions in 2002. ACHHCA made nearly 60,000 home visits to over 2,600 patients in 2002.[52]

e.      Vermont Department of Health

The Vermont Department of Health (VDH) has a district office in Middlebury that serves the region's municipalities. VDH provides health promotion and disease prevention services in partnership with local healthcare providers, voluntary agencies, schools, businesses and community organizations. Public health nurses, nutritionists and outreach workers carry out VDH's programs locally. Services available through VDH's office in Middlebury include programs for Dr. Dynasaur-eligible children, the region's childcare providers, pregnant woman and young children, as well as cancer screening for at-risk populations. The region's municipal health officers also receive support from VDH's district office.

f.        Healthcare at Education Facilities

Elementary and secondary schools in the Addison Region vary in the level of healthcare services they provide on-site. The region's larger schools have full-time registered nurses, while the smaller schools have a nurse on-site only part-time. School nurses are responsible for health screenings, immunizations and general health issues for students. In some schools, nurses are also involved in classroom teaching. 

 

Middlebury College has its own health center, Parton Health Center (PHC), which serves the basic healthcare needs of its students. PHC has a staff of around 20 full- and part-time employees. PHC has two inpatient beds and one observation bed. The college also provides psychological support through its Center for Counseling and Human Relations.

g.      Dental Care

There are approximately 11 dental practices in the Addison Region, most in Middlebury with one in Bristol and several in Vergennes. There is one orthodontics practice, while the others provide general dentistry. In the Addison Region, there is a lack of available, accessible dental healthcare services, particularly for low-income residents and those without insurance for preventive care. Many people go out of the region for dental services.

h.      Mental Health

The Counseling Service of Addison County (CSAC), a local community mental health center located in Middlebury, serves Addison Region residents. The Counseling Service offers a range of professional mental health and developmental services. In addition to providing direct services, CSAC focuses on prevention, early intervention and outreach services by working collaboratively with other community agencies. The Counseling Service also provides a full-range of support services to people with severe mental illness including a supervised residential setting, an eating disorders program, a sex offender treatment program and a 24-hour emergency crisis hotline. CSAC's main offices are in Middlebury with satellite offices in Bristol and Vergennes.

 

Additionally, there are more than 15 private counselors, psychologists and licensed social workers in the region with a variety of specialties. There are a number of organizations in the region, such as Women in Crisis and Alcoholics Anonymous, which provide support and mental health services. 

i.        Nursing Homes and Residential Care Facilities

As the baby-boom generation ages, there will be an increasing demand for healthcare services in general and long-term care services in particular. In the Addison Region, residents in need of residential care have access to nursing homes and residential care homes both in the region and in the Burlington and Rutland areas.

 

The largest nursing home facility in the region is the Helen Porter Healthcare and Rehabilitation Center (HPHRC), which is part of Porter Medical Center, in Middlebury. HPHRC is a 118-bed facility. The facility is evolving from a traditional nursing home to a facility that offers residential long-term care and other services such as short-term rehabilitation services. Other new services recently added include a Respite Program for families in need of a place for someone to stay on a short-term basis, as well as a new Hospice Program in concert with Addison County Hospice and the Addison County Home Health Care Agency. HPHRC is currently planning for a new dementia unit to help address an unmet community need for these services.[53]

 

There are a number of smaller residential care facilities in the region as well. Residential care homes are state-licensed, group-living arrangements designed to meet the needs of people who can not live independently and usually do not require the type of care provided in a nursing home. Residential care homes are categorized depending upon the level of care they provide. Level IV homes do not provide nursing overview or nursing care. Level III homes provide nursing overview, but not full-time nursing care. The Enhanced Residential Care (ERC) program allows residential care homes to house a specified number of residents that need a higher level of care.

There are three Level III residential care facilities in Vergennes: the 17-bed Clark Nursing Home, which has 15 ERC beds; Briarwood Manor, which can house 19 residents; and Jim Ringer Home Care with six beds, two of which are ERC. In Middlebury there is the Addison House, which is a Level III facility with room for 16 residents including three ERC beds. Bristol has a Level III facility, Bristol House that can accommodate 15 residents. There is also a Level IV facility, the Ann Myrick Community Care Home, in Bristol that can house eight residents. Shard Villa, a Level III facility in Salisbury, can accommodate 15 residents.[54]

 

The total number of beds in residential care facilities in the region has decreased during the 1990s. In 1992, there was a total of 77 beds in six Level III facilities and 55 beds in five Level IV homes. In 2003, there were 88 beds in six Level III facilities, but only one level IV facility with eight beds.

 

There is currently no assisted-living type of residential facility for seniors in the region. This has been identified as an important need. There have been several entities interested in developing such a facility in recent years, however there has not yet been an actual proposal made. It is likely that at least one such facility will be constructed, probably in Middlebury, by the end of the decade.

j.        Healthcare Costs

Over the past several decades, there has been dramatic development in medical science and technology that has lead to new and improved diagnostics, procedures and medicines. At the same time, the cost of healthcare has escalated. These rising costs threaten Addison Region residents' access to quality healthcare. This is not a problem that can be addressed locally, but is a growing concern for region residents and businesses.

Human Services

There are numerous organizations that provide a broad range of services to the elderly, those with disabilities, parents, children and other residents of the Addison Region. There are also a number of coalitions or councils, which are working together to better meet the needs and improve the quality of life of the region's residents.

a.      Public Transportation

The main provider of public transportation in the Addison Region is Addison County Transit Resources (ACTR), which began providing transit services in January 1993. Ridership has grown around 30 percent annually since its inception and ACTR now operates nine distinct programs within three service areas and provides over 77,000 rides per year. In addition, many of ACTR's programs focus specifically on disadvantaged populations such as elders, people with disabilities and low-income families and individuals.

 

ACTR operates two free shuttle bus routes, which are available to the general public, the Middlebury Shuttle Bus and the Tri-Town Shuttle Bus that connects Bristol, Middlebury and Vergennes. ACTR also operates free on-demand programs targeted toward those with special needs such as Medicaid transportation, service to the elderly and people with disabilities. Additionally, ACTR coordinates the region's Rideshare carpooling program.[55]

b.      Housing Providers[56]

There are a number of nonprofit and governmental entities that provide housing and related services in the Addison Region including Addison County Community Action Group (ACCAG), Addison County Community Trust (ACCT), Vermont State Housing Authority, Champlain Valley Office of Economic Opportunity (CVOEO) and the Vermont Economic Services Division.

 

The Addison County Community Action Group (ACCAG) is a community-based nonprofit agency that serves the needs of low-income people, those who have incomes below 150 percent of the Federal Poverty Level (FPL). According to the 2000 Census, around 5,350 people or 15 percent of the total population in the Addison Region had incomes below 150 percent of the FPL. Since the 1980s, ACCAG has become the primary provider of affordable rental housing in the region. Currently, ACCAG owns and manages approximately 130 units of affordable rental housing in the Addison Region.

 

ACCAG owns the recently constructed Community Services Building in Middlebury. The building provides administrative space for ACCAG, ACTR and other community organizations. It also houses a food pantry, second-hand store and a facility that repairs and resells furniture, appliances and electronics. ACCAG also maintains a 17-bed emergency shelter in Vergennes that provides temporary housing for the region's homeless. This facility has seen a dramatic increase in usage during the last five years. ACCAG has stated that another facility, preferably in the southern part of the region, would be desirable in the future.

 

Addison County Community Trust (ACCT) provides opportunities for affordable homeownership in the region. ACCT owns and operates six mobile home parks where residents own their homes and the trust owns the land. ACCT also offers the Homeland program that allows residents to own a home and lease land from the trust. In the region, ACCT manages 265 mobile home lots and 25 homeland lots.

 

The Champlain Valley Office of Economic Opportunity (CVOEO) is a federally-designated Community Action Agency incorporated in 1965, which serves Franklin, Grand Isle, Chittenden, and Addison counties. Vermont's five Community Action Agencies (CAAs) receive their basic funding through annual Community Services Block Grants from the federal Department of Health and Human Services. CVOEO's Housing Assistance Program aids low-income residents, including renters, homeowners and the homeless, with security deposits, back rent or mortgage assistance, housing searches, home buying and repair information, advocacy, landlord/tenant and fair housing issues. CVOEO also provides assistance with weatherization and energy bills for income-qualified homeowners in the region.[57]

 

Other organizations and agencies provide assistance such as housing vouchers, programs for first-time homebuyers and funds to keep people from becoming homeless. There are also services aimed at specific populations such as the elderly, disabled, teens or mentally ill. The Vermont State Housing Authority manages 63 units of affordable rental housing for the elderly in Middlebury and the Counseling Services of Addison County has some housing for its clients.

c.       Childcare

There are currently around 10 daycare centers in the Addison Region that can care for about 300 infants through pre-schoolers. There are around another 20 preschool programs that can serve nearly 600 children age three to five. Many of these are associated with elementary schools and some also provide after-school programs for school-age children. Additionally, there are around 80 registered daycare homes in the region. There are an unknown number of home daycare providers that are neither licensed nor registered.[58]

 

The region's three largest childcare centers, Mary Johnson's, Otter Creek and Bristol Family have early childhood programs that are accredited through the National Association for the Education of Young Children. The State of Vermont's Agency of Human Services Childcare Division also licenses these centers.

 

Surveys have indicated that parents believe the quality of childcare in the region is good, but there is not sufficient quantity especially for infants. There are waiting lists at most childcare centers and some home-based daycares in the region. According to the 2000 Census, there were approximately 1,300 two working parent families with children under age six and another 500 single working parent families with children under age six. 

 

While there is a general shortage of childcare in the Addison Region, for those parents at lower wage levels or working non-standard hours the challenge to find safe and affordable childcare is much greater. Only one daycare center in the region has weekend hours and most operate from around 7 a.m. to 6 p.m. Many of the region's childcare facilities are closed during school holidays and most will not care for sick children, requiring parents to make other arrangements or miss work. (See discussion of childcare in the Economic section.)

 

The Addison County Parent-Child Center (PCC), based in Middlebury, is a local service provider addressing parenting needs in the region. It was the first such center in the state when it opened in 1979. Funded originally to address the problems of adolescent pregnancy and parenthood, the center gradually expanded to offer services to families of all ages. Over the years, the work of the PCC has addressed the most basic issues of encouraging responsible parenthood, providing young parents with the capacity, skills and knowledge to support their families and helping to prevent premature parenthood. The Parent-Child Center offers services such as childcare, health services, parenting classes, support groups, counseling and vocational training. Based largely on the results of the Addison County Parent-Child Center, the State of Vermont created a network of 15 such centers across the state starting in the late '80s. Currently, the PCC serves around 300 families a year and about half their clients are teen parents.[59]

d.      Services for the Elderly

There are a number of organizations that provide a range of services to the region's elderly. The Champlain Valley Area Agency on Aging (CVAA) is a regional community-based coalition that serves as a clearinghouse, referral service and service provider. CVAA serves anyone age 60 or older in Addison, Chittenden, Franklin and Grand Isle counties. CVAA coordinates programs like Meals on Wheels, which provides home delivery of hot meals, and Senior Companions, who are older adults who help other seniors live independently. CVAA also offers assistance like health insurance counseling, a help line and programs that provide caregiver support.[60]

 

Elderly Services, a nonprofit agency founded in 1981, operates several projects in the region to help older people stay active, independent and in their own homes and communities. Elderly Services operates Project Independence, an adult daycare center that provides transportation, meals and activities to elders needing care or supervision. That program is located in the Charter House in Middlebury. Project Independence is currently the largest such program in the state and has won national recognition for the quality of its services. The program operates from 7:30 a.m. to 7 p.m. Monday through Saturday. Currently there are around 60 participants total in the center's two daily sessions. The program has outgrown its space, as demand for this service has increased. Elderly Services has currently raised about 85 percent of $4.5 million for a new center through a combination of grants and donations. The new center will allow the program to care for 80 participants in each session, more than double the number they can currently serve.[61]

 

The region is also served by the Russ Sholes Senior Center in Middlebury, which is a meals and activity center. Some Addison Region residents may also use the Brandon Senior Citizen Center. The Retired and Senior Volunteer Program provides the region's seniors with the opportunity to put their skills and life experience to work in their communities. These and other providers offer a range of services to the region's elderly.

e.      Other Services and Service Providers

There are numerous other organizations working to provide a broad range of services to the Addison Region. There are regional associations of religious leaders and congregations that both raise funds for other service providers and directly provide services. The People of Addison County Together (PACT) is another community coalition that seeks grants and other funding for a variety of community projects. The United Way of Addison County is a nonprofit fundraising organization that supports the work of other community organizations and service providers.

Law Enforcement and Criminal Justice

a.      State Police

The Vermont State Police (VSP) have primary responsibility for law enforcement in all parts of the Addison Region outside the areas covered by the region's three municipal police departments. The Middlebury Station is part of VSP's Troop C, headquartered in Shaftsbury.

 

In addition to responding to calls, the VSP in Middlebury provide other programs and services to the Addison Region. In 2000, the state police in Middlebury assigned one trooper to patrol the region's roads with an emphasis on the apprehension of alcohol-impaired drivers. In 2001, they assigned another trooper to patrol the region's major roads looking for traffic violators. Additionally, the Middlebury State Police office has a certified instructor who teaches basic self-defense to women and children.

 

Currently, the state police operate out of a leased facility on Route 7 south of downtown Middlebury. Since the early 1990s, the state police have been interested in relocating to a larger facility, preferably to the north of Middlebury since that is where the majority of their calls occur. The police have considered sharing space with the Middlebury Town Police Department in a future facility and have looked at sites along Route 7 in New Haven to build their own barracks. Given that the Town of Middlebury has not yet been able to construct a shared facility, the state police are now actively pursuing relocation to New Haven.

b.      Addison County Sheriff's Department and County Jail

The Addison County's Sheriff's Department (ACSD) has the jurisdiction to provide police services throughout the county. However, it does not have the resources to fully function in that capacity. ACSD provides transport of prisoners and security at the county courthouse. It is the primary agency responsible for civil service process throughout the county and provides other public safety services, such as crowd control, as needed. Towns in the Addison Region without municipal police departments may contract with the ACSD to provide local law enforcement patrols. ACSD also patrols the Green Mountain National Forest's recreation areas within the county on a contractual basis.

 

ACSD has occupied its location on Court Street in Middlebury for over 150 years. The building was built in 1845 as the sheriff's residence, sheriff's department and county jail. In need of major repairs, the jail closed during the early 1970s. With funding support from the legislature, the jail's original 12 cells reopened in 1984. Since then, the building has been upgraded and the lockup capacity increased to 21 cells. With nearly $900,000 in grant money from the federal Department of Justice, new cells, extensive renovations and a 4,000-square-foot addition, including a garage for secure unloading of prisoners, were constructed.

 

Currently, most of the lockup's prisoners are in federal custody through the United States Marshall's Office, which pays for the cell space. The ACSD lock-up can only house male prisoners. Due to its close proximity to the Mary Hogan Elementary School and concerns stemming from a recent prisoner escape, the ACSD is considering installing a fence along its border with school property.[62]

c.       Municipal Police Departments

In the Addison Region, Bristol, Middlebury and Vergennes have municipal police departments. In their coverage areas, these departments are the primary law enforcement entity.

1.Bristol Police Department

The Bristol Police Department was formed in 1903 with one officer who patrolled the two-block business district. Currently, the department employs four full-time officers, including the chief. The district covered by the Bristol Police Department is basically the former village, approximately one square mile in size. The district includes Bristol's downtown business district, most of the center's residential areas and public areas including the elementary school. The Mt. Abraham Union High School is not within the department's district.

 

During the 1990s, the Bristol Police Department has changed its focus, adopting a community-based policing philosophy and implementing a DARE (Drug Abuse Resistance Education) program in the elementary school. A bicycle patrol and safety program began in 1991. Members of the department are also active in Addison County Crime Stoppers, START (Stop Teen Alcohol Risk Team), SHARP (Safe Highway Accident Reduction Program) and CVEST (Commercial Vehicle Enforcement Safety Team).

 

In 2002, the department formed a community advisory board to develop a strategic plan for the department's future. That led to the Bristol Selectboard creating a Police Advisory Board to aide the department in achieving the plan's goals.

 

The Bristol Police Department is housed in the back corner of the Town Hall in a small and congested space. The department's strategic plan calls for an upgrade in its facilities and identifies a need for better security for officers, prisoners and evidence. The small space holds all the police records, officers' desks, computer equipment, processing equipment and an extremely small holding cell. The department can only be accessed through the common areas of the town office. There is no private location for witness or victim interviews. The town office's hours of operation limit public access to the department. This issue has been somewhat resolved with the installation of an emergency phone outside the office door.

2.Middlebury Police Department [63]

The Middlebury Police Department provides primary coverage within the entire town. The department provides 24-hour coverage with 14 full-time and 13 part-time employees, including the Police Chief and nine uniformed patrol officers. The department also employs part-time special police officers, a detective, dispatchers, parking enforcers, a dog warden and clerical staff. The department is focusing more on community crime prevention and has established neighborhood policing assignments and a neighborhood-based program. Additionally, the department now has officers trained, certified and equipped in bike patrol.

 

As a regional center hosting various regional facilities, the Town Police are providing a degree of regional police services. The Middlebury Police Department provides services to the union middle and high schools attended by students from Middlebury and six other surrounding towns. The department also sponsors a number of safety events, which, although primarily for Middlebury residents, are often largely attended by people in the region at no charge. As Middlebury College grows, additional police coverage will be needed to maintain the level of service for the rest of the town. Middlebury has negotiated a Traffic and Police Agreement with the college.

 

The Police Department is currently located in the basement of the Municipal Building and the public must access it via a staircase. There is a clear and pressing need to replace the existing Police Department space. It is especially important that better security, separate from general public reception and office areas, be designed for the temporary holding of arrestees. After years of planning and unsuccessful proposals in May of 2003, Middlebury voters approved construction of a nearly $1.8 million, 7,600 square foot police station on town-owned land at the site of Middlebury's former wastewater treatment plant.

 

Middlebury is also planning an improved communications tower on Chipman Hill for the benefit of all emergency services. Middlebury has identified a need to evaluate the dispatch system, which currently uses the VT Department of Public Safety in off-hours and local dispatchers during peak hours and to examine the level of service to the public and accessibility of the police for emergency and non-emergency service calls. Also to be considered is the issue of keeping the police station open and accessible 24 hours a day.

3.Vergennes Police Department [64]

Vergennes established its own police force in 1980. A full-time chief and four full-time police officers along with trained special police officers provide nearly 24-hours per day on-duty coverage for the City. Police cruisers, as well as communications and office equipment have been recently upgraded. The police office, which is located within City Hall, was expanded and improved in 1984. 

d.      Municipal Constables

All the region's municipalities have, as required by state statute, an elected town constable. Additionally, some towns elect a second constable. These municipal constables are typically responsible for enforcing local ordinances, which are often not covered by other law enforcement entities.

 

The level of training, experience and job description of municipal constables varies greatly among towns. In some municipalities, the constable is the local law enforcement officer, with all powers of search, seizure and arrest within the town. In other communities, the constable has limited power and authority. By state statute, a constable's authority is limited to the municipality, while municipal police have statewide jurisdiction.

e.      Other Law Enforcement Entities

1.Middlebury College Security

Middlebury College has a Department of Public Safety that provides a uniformed security staff 24 hours a day. The department maintains regular foot and cruiser patrol of campus and responds to emergencies. The department's staff includes 11 full-time officers and 9 full-time dispatchers. Campus security officers do not have powers of arrest, but work closely with local law enforcement agencies. The department maintains two fully equipped patrol vehicles. Through the use of these cruisers, foot patrol and seasonal bike patrol, officers maintain continual patrol through the college's buildings and grounds.

2.Forest Service

The Forest Service has a public safety role within the boundaries of the Green Mountain National Forest. Forest Service rangers participate in search and rescue operations and enforce regulations within the forest.

3.Game Wardens

The state Department of Fish and Wildlife Department has a statewide warden force of around 30 officers who each oversee a district of approximately 300-square miles. Wardens enforce fish and wildlife, boat, snowmobile, ATV (all-terrain vehicle) and general criminal laws. These officers are trained in compass and map skills and are frequently called in to assist other law enforcement agencies in search and rescue operations. Generally, at least one of the state wardens operates out of the Addison Region.

f.        E-911 and Dispatch Services

In the early 1990s, Vermont recognized that emergency dispatch radio system used by the state was severely outdated and in need of modernization. The state began to explore a system of consolidated dispatch centers and development of a statewide Enhanced 911 system began. In 1998, emergency dispatch in the Addison Region was consolidated into the newly built Public Safety Answering Point in Williston and the E-911 system became operational statewide. The Williston office dispatches some of the region's emergency responders directly, including the state police. Some of the region's fire and rescue organizations continue to have local dispatchers to whom the Williston office transfers the calls.

 

Enhanced 911 provides everyone in Vermont with 911 service and provides emergency responders with information about the source of the 911 call. Vermont was the first state to use an all-digital, statewide network for public safety emergency response calls. Implementation of E-911 required renaming of some local roads to conform to naming standards. All structures were given new 911 addresses and new structures are addressed following the 911 conventions. The system is also capable of processing calls that originate from cellular service providers. As the technology in the actual phones has improved, the system can now locate where some cell phone calls into the system originate from, which greatly improves the ability to respond to an emergency call from a cell phone.

g.      Addison County Court

Since 1798 three buildings, all in the same vicinity, have served as the Addison County Courthouse. Most recently in 1995, the Addison County Courthouse moved to the newly constructed Frank Mahady Courthouse, a 39,500-square-foot facility behind the former courthouse. The Addison County Family, District, Superior and Probate courts are located in the courthouse.

h.      Correctional Facilities

The 21-cell lock-up at the Addison County Sheriff's Department is the only correctional facility in the Addison Region. Most detainees from the Addison Region who require incarceration are transported either to the Marble Valley Regional Correctional Facility in Rutland or to the Chittenden Regional Correctional Facility (CRCF) in South Burlington.

 

The State of Vermont has been dealing with overcrowding in its the correctional facilities since the early 1990s. Over the past decade, the number of inmates in the state's facilities has increased far beyond capacity, requiring the state to send prisoners to other jurisdictions, currently in Virginia and New Jersey.

 

Vermont's policy has traditionally been to incarcerate only violent or repeat offenders and to deal with lesser offenses with probation, community service and other community-based programs. The vast majority of people in Vermont's corrections system are not incarcerated. There are over 10,000 Vermonters on probation, including over 400 in the Addison Region, with minimal supervision.

i.        Crime Rates

The Vermont Department of Public Safety (DPS) tracks crime committed in the state and produces an annual crime report. The DPS categorizes crimes into two types, Part I and Part II. Part I crimes are more violent or involve larger property damage or loss. Part II crimes are less violent and involve smaller property losses, but are still serious offenses.[65]

 

During the 1990s, the Part I crime rate experienced a decrease of 50 percent or more in every municipality in the Addison Region with the exception of Bristol, Goshen and Middlebury. Goshen saw a 27 percent increase in Part I crime during the 1990s, while in Bristol and Middlebury the decrease was 6 and 25 percent respectively. In 2000, the most common Part I crime in the region was larceny with over 550 reports, followed by burglary at over 120 reports. The total number of Part I crimes reported in the region in 2000 was 735. The number of Part I crimes per municipality ranged from none in Waltham to 370 in Middlebury in 2000.[66]

 

Approximately 2,100 Part II crimes were reported in the region during 2000 of which around 360 were vandalism. There were about 250 alcohol violations, 200 family or child violations, 160 disorderly conduct crimes, 130 drug offenses and 100 simple assaults. The number of Part II crimes per municipality reported in 2000 ranged from 12 in Goshen and Whiting to nearly 800 in Middlebury. Nine of the region's municipalities experienced percent increases in the Part II crime rate during the 1990s, including a significant 137 percent increase in Cornwall. Part II crime rate declined the most in Panton, a reduction of 56 percent.

Fire Protection and Rescue Services

a.      Local Fire Departments

There are 17 fire departments in the Addison Region. Additionally, the Brandon Fire Department, which is outside the region, serves the towns of Goshen and Leicester. The Vergennes Department serves the towns of Panton and Waltham, in addition to the City of Vergennes. The remaining municipalities have local departments. Most of the fire departments in the region are composed entirely of volunteers. Middlebury and Vergennes have paid volunteer departments with responders who are paid for their time when out on a call. Most of the region's fire departments are nonprofit entities separate from the municipalities. They are funded through a combination of appropriated municipal funds, fundraising efforts, grants and donations.

 

The Addison County Firefighters Association is a regional organization of the local departments. Member departments have a mutual aid agreement to provide assistance to each other as requested. The association also offers a yearly fire training school and a basic training course for new firefighters as needed.

b.      Other Fire Responders

1.Forest Fire Wardens

Each municipality in the region has an appointed Forest Fire Warden. The warden issues burn permits and would coordinate response in the event of a forest fire.

c.       EMS Service

There are four emergency transport squads that serve Addison Region residents; the Bristol Area Rescue Squad, the Middlebury Volunteer Ambulance Association and the Vergennes Area Rescue Squad are located within the region. The Brandon Rescue Squad, located outside the region, serves the towns of Goshen and Leicester. The service areas of the squads in the region do not follow municipal boundaries and there are back-up protocols between the squads to provide coverage when the primary responder is not available. The Emergency Medical Services Division of the Vermont Department of Health licenses these squads and establishes training requirements for rescue personnel.

 

The region's rescue squads are funded through a mix of billing for service, appropriations from municipalities, fund-raising, and subscriptions or donations.

 

Additionally, there are five first response teams located in the outlying towns that provide emergency medical services in the region.

d.      Fire and Rescue Calls

Accurate and complete records of fire calls for all the region's departments were not available. However, over the past several years more departments are starting to use the computerized National Fire Incident Response System to report their calls. This information can be valuable for planning purposes, especially if trends in numbers of calls and of personnel can be compared.

 

In 1998, the three regional rescue squads reported a total of around 2,200 calls on average annually.[67]

Emergency Management

a.      Municipal Emergency Management Directors

Municipalities appoint a Local Emergency Management Director (LEMD) as required by state statute. The responsibilities of the LEMD include identifying a community's vulnerabilities, planning for emergencies, responding to disasters and conducting recovery operations.

 

The level of involvement, training and expertise of the LEMDs in the Addison Region varies. Some LEMDs have attended Vermont Emergency Management sponsored courses. With the purchase of back-up generators for emergency shelters, LEMDs in some municipalities are preparing to respond to future disasters. All LEMDs in the region have participated in the development of a Rapid Response Plan (RRP) for their municipality, which is a four-page emergency operations plan.

b.      Addison County Emergency Planning Committee

The Addison County Emergency Planning Committee (ACEPC) was originally formed as the Local Emergency Planning Committee (LEPC #8) for the Addison Region. LEPCs, created through state legislation as requirement of federal law, were designed to bring hazardous materials (haz-mat) information to local citizens as part of Community Right-to-Know laws. Chartered by the State Emergency Response Commission, these groups were charged with planning for haz-mat incidents in their communities.

 

Recognizing the need for emergency planning in areas other than haz-mat, ACEPC began taking an all-hazards approach to emergency planning in 1998. The group is actively expanding its mission and has taken on the role of Citizens Corps Council in the Addison Region to assist in the coordination and training of volunteers. In addition, ACEPC is active in disaster exercises and in assisting in the coordination of local first response resources.

c.       Other Organizations

In the event of a disaster or emergency other organizations in the region would be called into service such as the American Red Cross and the National Guard.

d.      Emergency Planning Efforts

There have been intermittent emergency planning efforts in the Addison Region throughout the past 25 years. Remnants of the old Civil Defense system and occasional Vermont Emergency Management (VEM) trainings were the only tools available to the region's municipalities until Addison County Regional Planning Commission (ACRPC) began staffing an emergency planning position in 1997. Since then, renewed emergency planning efforts have resulted in a Regional Hazardous Materials Response Plan, a regional Hazard Mitigation Plan, RRPs for each community and Emergency Operations Plan drafts for each of the region's municipalities.

 

In 2000, the Federal Emergency Management Agency awarded ACRPC a $300,000 Project Impact grant for mitigation projects within the region. With the recently completed Regional Mitigation Plan in place, the region's communities will be eligible for future federal funding for their local mitigation projects.

 

Ongoing efforts to coordinate emergency planning among the region's first response organizations are designed to make effective use of the limited resources available to them. Regional coordination of resources is necessary to allow the region to have access to all types of response including confined space rescue, mountain rescue, water/ice rescue and haz-mat response. Current planning efforts envision creation of several regional specialty teams from among the ranks of existing first responders. With increased funding for first responders following the terrorist attacks of 2001, this regional coordination has become even more important to reduce the incidence of blind purchases of regionally significant equipment.

e.      Past Disasters

The Addison Region is currently experiencing a heightened awareness of disaster due to a wave of presidentially-declared disasters in the past five to seven years. The wave began with a huge regional ice storm that left most of the northeast without power for up to two weeks in January of 1998. In the Addison Region recovery grants from this storm led to the purchase of back-up power sources for many of the region's evacuation shelters.

 

Then in mid-summer of 1998, six to twelve inches of rain fell on already saturated areas of Bristol, New Haven and Lincoln that turned the New Haven River into a raging torrent. This second federal disaster in six months caused millions of dollars in damage and resulted in mitigation projects in both Bristol and Lincoln. In the two towns, numerous homes were purchased and removed from the floodplain to prevent repeated damage during future floods. The Lincoln library, formerly housed in the frequently flooded basement of Burnham Hall, was moved to a new building largely paid for with FEMA post-disaster funds.

 

In 1999, there was additional flooding in the Town of Ripton when a heavy rainstorm washed out several bridges. Recovery efforts have replaced the damaged bridges and the Ripton Fire Station will be moved out of the floodplain to a more suitable location in the near future, a relocation funded partially through the FEMA Project Impact grant. Since 1999 other disasters have included a severe drought that left 60 residences in Lincoln without potable water and the 2001 blizzard that caused several area towns to have to reschedule Town Meeting.

 

Recent disastrous weather and the newly recognized threat of terrorism all point to a need for increased vigilance and planning to prevent and lessen the human suffering and property damage associated with these events.

Endnotes