The UVM/Burlington
Community Outreach Partnership Center
HUD COPC-VT-99-125 University of Vermont, Burlington Vermont
Semi-Annual Progress Report
July 2000 – December 2000
Submitted to:
The Office of University Partnerships
U.S. Department of Housing and Urban Development
Washington, D.C.
January 31, 2001
Submitted by:
The UVM/Burlington COPC
University of Vermont, 205B Morrill Hall
Burlington, Vermont 05405
(802) 656-0095
copc@zoo.uvm.edu
HUD COPC-VT-99-125 University of Vermont, Burlington Vermont
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The UVM/Burlington
Community Outreach Partnership Center
HUD COPC-VT-99-125 University of Vermont, Burlington Vermont
Semi-Annual Progress Report
July 2000 – December 2000
CONTENTS
Part I:
Synthesis of the Administration of COPC Grant
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Part II: Narrative on Progress of Project Management Work Plan
Functional Category One: COPC Overall
Functional Category Two: Community Leadership
Functional Category Three: UVM Economic Impacts
Functional Category Four: Fair Share/Fair Treatment Housing
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16
20
Semi-annual Financial Status Report (SF-269A)
UVM/Burlington COPC Budget Summary (Year One)
Local Cost-Share by Organization (Year One)
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Submitted to:
The Office of University Partnerships
U.S. Department of Housing and Urban Development
Washington, D.C.
January 31, 2001
Submitted by:
The UVM/Burlington COPC
University of Vermont, 205B Morrill Hall
Burlington, Vermont 05405
(802) 656-0095
copc@zoo.uvm.edu
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HUD COPC-VT-99-125 University of Vermont, Burlington Vermont
UVM/Burlington Community Outreach Partnership Center
Semi-Annual Progress Report
Period: July 2000 – December 2000
Part I: Synthesis of the Administration of the COPC Grant for Report Period
July 2000 – December 2000
The UVM/Burlington COPC has continued to make progress over the last six months and
is on track for almost all of its major tasks and milestones. Its office, staff, Steering
Committee and three Project Advisory Committees continue to function well, and the
COPC website is now up and being tested before opening fully at the end of February.
Two important changes are expected to increase the effectiveness of the UVM/Burlington
COPC. First, moving to co-directors rather than a single director broadens the presence of
the COPC within the university and increases the likelihood of longer term
“institutionalization” of the increased commitment to outreach and partnership that the
COPC is creating. Second, increasing the use of space of partnering community
organizations in the Enterprise Community has allowed us to strengthen our connections
with our partners while consolidating office work at the University. Resources that were
previously encumbered for rent are being re-allocated to support new partnership enhancing
project activities.
The Community Leadership project is progressing very well in its efforts to strengthen
community participation skills, increase and diversify citizen participation in community
decision-making, increase capacity and effective linkages among existing community
organizations, and provide support for increased service learning activities involving the Old
North End.
This project has developed an extremely rich data-base. Within the last six months, the
project has completed 42 interviews/surveys of underrepresented groups, canvassed 180
residents regarding neighborhood quality of life issues, and interviewed 35 community
activists for the training needs assessment. Newer studies include 20 interviews of
adolescent voices, 42 resident interviews about the Neighborhood Action Plan area of the
Old North End, and 26 surveys/interviews of former Burlington Americorps*VISTA
volunteers. Some of this data was collected as part of a fall semester COPC service learning
course in Community Psychology.
The Community Leadership Project is now turning to different ways to put this data to use
through distributed brochures on (e.g.) training needs and available opportunities. Project
members host discussions with a wide variety of community groups about this information
and its potential use in their decision-making. Minor deviations are discussed on page 8.
HUD COPC-VT-99-125 University of Vermont, Burlington Vermont
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The UVM Economic Impacts project is also on track in its assessment of the economic
needs and skills of Old North End residents and local businesses, determination of the
university’s employment and purchasing impacts on the Old North End, and
implementation of policies and practices to increase the positive impact of UVM on the Old
North End.
A second service learning course, UVM and the Local/Regional Economy, built on its earlier
study and produced a second report (now in draft form) on UVM’s economic impacts. This
new report includes the results of interviews of Old North End residents on employment
needs and skills and of lower wage scale UVM employees on work conditions and prospects.
Students are currently completing a survey on UVM’s relations with current and potential
vendors (especially local vendors likely to employ Old North End residents). In response to
its Advisory Committee’s recommendations, this Project is giving particular attention to the
potential benefits of UVM “Buy Vermont” and “Living Wage” policies. Minor deviations in
this Project are discussed on page 16.
The Fair Share/Fair Treatment Housing Project is designed to work with community groups
and residents to open up Burlington’s suburbs to more affordable housing. It has made
considerable progress over the last six months to: identify barriers to increasing affordable
housing, educate suburban communities on the affordable housing barriers in their master
plans and zoning ordinances, and survey Old North End residents about their current
housing and their need and interest in living closer to their work.
Surveys (160 residents) were conducted as part of a new service learning course, Housing
Markets/Housing Rights. Students distributed Vermont Tenants', Inc. handbooks and
information to each resident they surveyed. Students also prepared materials for a final
report on housing safety, quality, and satisfaction, spatial mismatch, discrimination,
affordability, and doubling up/overcrowding. Minor deviations from the plan are provided
on page 20.
Finally, the UVM/Burlington COPC has initiated a variety of other activities over the last six
months. These include: working closely with the university’s new Committee on
Engagement (one COPC co-director is co-chair); playing a major role in strengthening the
community development curriculum of the university, including fundraising to support that
effort; and sponsoring a downtown public lecture series on “Building Healthy and
Sustainable Communities with UVM's Community Development and Applied Economics
Department. These initiatives beyond the original work plan are contributing significantly to
the overall goals of the UVM/Burlington COPC.
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HUD COPC-VT-99-125 University of Vermont, Burlington Vermont
UVM/Burlington Community Outreach Partnership Center
Semi-Annual Progress Report
Period: July 2000 – December 2000
Part II: Narrative on Progress of Project Management Work Plan by
Functional Categories One through Four
Project Category One: UVM/Burlington COPC Overall
(1)
Restatement of Major Tasks and Milestones
Project Category One is charged with establishing, operating, and sustaining a Community
Outreach Partnership Center at the University of Vermont. This is to be an integrative and
administrative center designed to bring together partners from the private sector, the
community, the government and the University. The “COPC Office” will serve as an
information and linkage point for community members and provide coordination for the
project as a whole.
The purpose of the COPC is “to create effective, reciprocal, sustainable partnerships within
UVM and among UVM, the City of Burlington, and residents and organizations of the Old
North end (and in surrounding low-income areas).” The overall goal, in nurturing such
partnerships, is to further the ONE’s physical, economic, social and political development,
while advancing the University’s mission of service, education and research.
The major tasks in this project are to a) plan and establish the COPC, b) promote and
support COPC projects, c) promote and support community outreach and partnership
activities at UVM, and d) build sustainable and effective partnerships with the city and the
community.
(2) Statement of Progress Toward Tasks and Milestones During Report Period

Plan & Establish the UVM/Burlington Community Outreach Partnership Center
The UVM/Burlington COPC is fully established with two important changes to improve its
effectiveness.
First, the UVM/Burlington COPC has moved to create a Co-Directorship, to be held by
Richard Schramm (current Director) and Lynne Bond. Professor Bond is the current cofacilitator of the UVM/Burlington COPC Community Leadership Project, a former Dean
and University Professor at UVM, and the recently appointed Co-Chair of the UVM
Committee on Engagement. Bond’s co-directorship will significantly strengthen the
UVM/Burlington COPC’s presence in the leadership structure of the University. Professor
Schramm will focus his activities on project oversight and coordination, and developing new
HUD COPC-VT-99-125 University of Vermont, Burlington Vermont
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UVM-Community activities and partnerships. This change has been approved by the
UVM/Burlington COPC Steering Committee, subject to HUD approval.
Second, UVM/Burlington COPC management and coordination activities have been
consolidated within the University’s Community Development and Applied Economics
Department. With many community groups (Multi-Generational Center, Community Justice
Center, Burlington Community Land Trust, Regional Chamber of Commerce, Vermont
Tenants, and others) providing space and support for COPC activities in the target
neighborhood, the COPC office in the Old North End neighborhood, after a year of
operation, proved to be unnecessary. The funds saved from this consolidation ($2500) will
be redistributed by the Steering Committee to project-related activities that enhance
community partnerships.
 Oversee & support UVM/Burlington COPC projects on community leadership,
fair share housing, and UVM economic impacts
The UVM/Burlington COPC office continues to provide logistical and other support to
project advisory committees and to the project teams. Coordination of COPC project and
new partnership activities continues to be a challenge.
 Promote and support the development of a community-outreach curriculum at
UVM
The UVM/Burlington COPC continues to work closely with other parts of the University,
through the new UVM Committee on Community Engagement and on its own, to promote
and support increased University outreach and partnership activities.
The University-Wide Engagement Committee, co-chaired by Lynne Bond, has just begun its
operations. Bond, Schramm, and Community Leadership Team Member Gail Shampnois
represent the COPC among this group. Established by UVM President Judith Ramaley, this
committee is expected to evaluate, plan, and ultimately play a role in budgetary decisions
regarding all the community outreach and partnership activities at the University.
The UVM/Burlington COPC conducted three service learning classes this past fall:
Community Psychology (Psych 295), Housing Markets/Housing Rights (Econ 20/Soc 95), and The
University and the Local/Regional Economy (CDAE 295). Five community members participated
in these classes using the Provost's tuition-remission fund for COPC-related classes. It was
a satisfying partnership for all involved: the community members received academic credit
and participated in surveying and interviewing their own community, and their classmates
benefited from the knowledge and perspective that community members and practitioners
brought to the class room.
Professor Schramm has become the curriculum development coordinator for a new major –
Community and International Development – in the Community Development and Applied
Economics Department (CDAE). This Department, which houses the COPC office on
campus and is closely linked to UVM’s Extension Services, is the principal seat of UVM’s
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HUD COPC-VT-99-125 University of Vermont, Burlington Vermont
community development applied research, curriculum, and outreach activities. Strengthening
this department’s community development focus is essential to increasing University
engagement with the community. It also is consistent with the UVM/Burlington COPC’s
July 2000 Retreat Resolution to link UVM resources to community groups working on
Burlington’s urban development agenda. The UVM/Burlington COPC is helping this
department apply for HUD Work Study Fellowships to help build its graduate community
development program.
The UVM/Burlington COPC’s Community Development Network of 150 university and
community people has contributed to the promotion and support of UVM’s engagement
activities. In addition, the UVM/Burlington COPC office has been working on a web-site
designed to facilitate city-university linkages and to showcase the research and resources
resulting from the COPC work to date. Project personnel are currently reviewing and
revising the web-site for accuracy, and plan to advertise the site in February.
Finally, at the initiative of Steering Committee member and Old North End resident, Solveig
Overby, and with Steering Committee support, the UVM/Burlington is moving to institute
an informal "no credit/no tuition" audit policy for all Vermont residents.
 Build Sustainable and Effective Community Development Partnerships with City
and Community
Through the COPC, UVM continues to build strong and important relations with the City
of Burlington, especially its Community and Economic Development office (CEDO), and
other community partners. Efforts over this reporting period include a co-sponsored public
lecture series on “Building Healthy and Sustainable Communities” involving university and
community speakers at Burlington’s Fletcher Free Library downtown. Burlington
Americorps*VISTAs, along with UVM students taking a course on this topic, will be
attending this series. In another effort, city, community and university have worked together
on developing a proposal for HUD Work Study Fellowships.
(3) Utilization of Funds
The UVM/Burlington COPC Office is financially on target for this reporting period. Each
funding source (HUD, UVM costshare and local costshare) is at approximately 62.5% (5/8)
for the period. The percentages in this category are based on the combined totals of years
one and two. This scenario defines 62.5% of the funds predicted for the project to date.
We moved out of the office on 294 North Winooski Avenue in November in order to
consolidate our resources and focus on more effective ways of outreach to the Old North
End. This save nearly three thousand dollars previously encumbered for rent. A second
network/phone jack for the office at UVM cost $340; the UVM/Burlington COPC Steering
Committee is determining how to best reallocate the remaining funds.
HUD COPC-VT-99-125 University of Vermont, Burlington Vermont
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(4) Analysis of Progress Toward Project Management Work Plan
We are progressing well in meeting the overall goals of the UVM/Burlington COPC (see
Section 2 above). Our plans continue to include achieving more effective communication
with community organizations and residents, moving almost entirely into project community
outreach work, and developing a COPC fundraising strategy in conjunction with the
University’s new Engagement Committee.
(5) Expectation of Changes in Progress Toward Project Management Work Plan
We expect progress towards our goals to continue on schedule as we move more fully into
the community outreach phase of our work, building on the results of our planning, applied
research, and implementation efforts described under Projects Two, Three and Four.
Project Category Two: Community Leadership
(1) Restatement of Major Tasks and Milestones
One Major Task has been to establish and convene an Advisory Committee for the
Community Leadership Project.
In addition, Project Category Two was to pursue the following lines of work focusing upon
strengthening capacity for community leadership: (a) build the capacity and increase the
effectiveness of civic citizen organizations through refining their organizational structures,
systems, and/or general practices; (b) strengthen leadership capacity in community/civic
organizations; (c) draw non-engaged residents into community involvement; (d) facilitate
coordination and communication among civic citizen groups and government; and (e)
develop and implement fieldwork courses as an infrastructure for university-community
collaboration.
Within each of these tasks, we planned (over the three-year funding period) to evaluate
current practices and resources, revise and implement new services to meet needs that are
identified through the evaluation, and subsequently to evaluate and disseminate the newly
revised and implemented services.
(2) Statement of Progress Towards Tasks and Milestones During Report Period
As we have worked on the Major Tasks enumerated above, we have somewhat reorganized
the manner in which we pursue them in order to increase our efficiency and effectiveness.
We now conceptualize our Major Tasks in terms of the following five categories: (a)
establish and convene a project advisory committee, (b) strengthen residents’ community
participation skills, (c) increase and diversify citizen participation in community decisionmaking, (d) increase the capacity of and effective linkages among existing community
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HUD COPC-VT-99-125 University of Vermont, Burlington Vermont
organizations, and (e) strengthen University service learning activities within the Old North
End (ONE). We will summarize progress towards each of these major tasks and milestones.

Establish and convene a project advisory committee
We have recruited and convened a 15 member Community Leadership Advisory Committee.
It includes: 1 city official (Assistant to the Mayor), 2 university students (one coordinates
student community service volunteers and the other is a student government officer), 1
university staff member (an immigrant for whom English is a second language), 2 leaders in
nonprofit community service organizations, and 9 community residents who have been
active in neighborhood and community organizations (several of whom were selected for the
Advisory Committee by their neighborhood organization). The Advisory Committee has
convened four times (January, April, November, and December 2000); it has developed and
adopted a series of “Guiding Principles” and a set of “Working Goals” for the project, a
work-plan for each Major Task, and new short-term projects that complement the Major
Tasks we are pursuing. It has begun to review community-based data the UVM/Burlington
COPC Community Leadership Project has collected as well as related, and has proposed
civic engagement policy changes that grow from our project initiatives. The Advisory
Committee has used this review process to guide “next steps” in project design and
implementation.

Strengthen residents’ community participation skills
We began our efforts by identifying a series of sub-tasks required within this Major Task in
collaboration with our Advisory Committee. The sub-tasks are to: (1) identify existing local
training/support opportunities, (2) craft standardized descriptions of existing training
opportunities, (3) disseminate summaries to community residents, organizations, nonprofits,
etc., (4) identify residents’ perceived leadership training needs, (5) identify gaps between
existing opportunities and training needs, (6) identify national training models for potential
replication and integration, (7) develop and implement new training opportunities to fill gaps
between needs and opportunities, (8) evaluate and disseminate new training opportunities.
To date, we have completed sub-tasks 1, 2, and 4; we have worked with our Advisory
Committee to develop strategies for accomplishing sub-task 3 and 5; progress on sub-task 6
is ongoing and we have begun working with several community groups on sub-task 7. To
elaborate by sub-task:
(1) We have spoken with residents, community leaders, and community organizations across
the region to identify and collect information regarding more than 45 local settings that offer
training relevant to community leadership capacity.
(2) We have created standardized descriptions of each of these training opportunities
(including training content, schedule, cost, audience, etc.). We have engaged our Advisory
Committee and the sponsoring training sites in reviewing and revising these descriptions to
ensure accuracy and effective communication of relevant information to potential users
(residents and community resource people).
HUD COPC-VT-99-125 University of Vermont, Burlington Vermont
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(3) We have worked with our Advisory Committee to devise multiple effective strategies for
disseminating the training information to residents, organizations, and nonprofits. We have
decided to create a free booklet that will be publicized through the community newsletters
and the UVM/Burlington COPC home page. These booklets will be disseminated
throughout neighborhoods (door-to-door in some cases, at local gathering places—markets,
cafes, laundries), as well as to community agencies and nonprofits throughout the region.
(4) We completed a Training Needs Assessment that included questions regarding the
needed skills, competencies, and strategies for training that would promote effective
community leadership and participation. Interviewees were also asked about the sorts of
training that had been most effective in promoting their own community participation and
leadership.
The COPC-CL team interviewed 35 Burlington residents who were specifically
identified as active in community organizations. We also incorporated training-related
questions in interviews of 42 residents who are affiliated with groups that are underrepresented in community decision-making (people of color; elderly; poor; recent
immigrants; single caregivers of young children; those with disabilities; those with little
formal education), as well as in door-to-door neighborhood canvassing. Most questions
were posed in an open-ended fashion and ultimately coded by identifying common themes
in respondents’ answers. Data collection has been completed and data fully analyzed and
organized for dissemination. Portions of the data were discussed at the December
UVM/Burlington COPC-CL advisory committee and at a community meeting.
(5) We have begun to discuss gaps between perceived available training and perceived
training needs in varied settings including with our Advisory Committee (December 2001)
and with various community organizations (December 2000 and January 2001). These
conversations are ongoing.
(6) We have been working on an on-going basis to gather information about national “best
practices” in community leadership training. This effort continues.
(7) We are just beginning to integrate information from our local data on perceived needs,
available training opportunities and gaps with national best practices to begin developing
new training opportunities. This work is being done in collaboration with our Advisory
Committee and several community organizations that focus upon or are concerned about
training.
(8) Evaluation and dissemination must await completion of the previous sub-tasks.

Increase and diversify citizen participation in community decision-making
We have worked with our Advisory Committee to identify the series of sub-tasks we need to
pursue in order to complete this Major Task. These sub-tasks are to: (1) identify groups of
individuals who are seen by themselves or by others as under-represented in community
decision-making and community action; (2) identify diverse modes of community
involvement that residents feel are or could be important to them (especially among those
perceived to be under-represented); (3) identify barriers and incentives to both traditionally
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HUD COPC-VT-99-125 University of Vermont, Burlington Vermont
and non-traditionally defined forms of community participation; (4) work with community
residents and organizations, city government, and nonprofit organizations to modify relevant
structure and practices in ways that diminish barriers and build on incentives for increasing
participation; (5) evaluate and disseminate the newly instituted practices.
To date, we have completed sub-tasks 1, 2, and 3, and we are beginning to work on sub-task
4. To elaborate by sub-task:
(1) (2) & (3) During the spring and summer of 2000, we conducted intensive individual
interviews with 42 Burlington residents who are affiliated with groups that are seen as underrepresented in community decision-making (i.e., individuals who are: 65 years or older, from
underrepresented ethnic/racial groups, recent immigrants, self-identified with physical and
mental disabilities, very low income, with little formal education, not employed, with young
children, single parents or grandparents raising children, lesbian/gay/bisexual,
homeless/temporary shelter). Preliminary interviews led to identifying individuals and
groups that are seen as under-represented in community participation and decision-making.
The subsequent 42 interviews also asked this question about under-represented groups as
well as examining ways in which interviewees were currently involved and wished to be
involved in community participation and decision-making, and incentives and obstacles and
experiences with such involvement. The interviews were subsequently coded by frequency
of major themes that respondents raised. Interviews were completed in Fall 2000,
subsequently coded, and portions of the data were discussed at the December COPC-CL
advisory committee and with a variety of community groups in December 2000 and January
2001.
(4) We are continuing to discuss the findings with additional community groups in order to
work collaboratively to translate the findings into changes in policy and practice among
community organizations and city governance.
(5) Evaluation and dissemination of newly instituted practices has not begun.
 Increase the capacity of and effective linkages among existing community
organizations
We have identified a series of sub-tasks required for completing this Major Task. The subtasks are to: (1) identify primary civic organizations to be the focus of the capacity building
and linkages efforts; (2) develop baseline indicators by which to evaluate capacity of civic
organizations, (3) develop a typology of linkages to map linkages of targeted civic
organizations, (4) develop working relationships and assess capacity needs of targeted
organizations, (5) recommend and implement a system for improving linkages and
enhancing communication among the groups and agencies, and (6) evaluate and disseminate
the revised systems.
Significant progress has been made on all 6 of the identified sub-tasks. Below is a summary
of the progress made for each of the sub-tasks.
HUD COPC-VT-99-125 University of Vermont, Burlington Vermont
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1) We are currently working with five of the seven groups originally identified. Two of the
members of the Community Leadership Project Team who were assigned to work in this
area have been unable to continue working with the project. As such, we are not able to
work with all seven of the groups originally identified. In descending order of the level of
involvement by the UVM/Burlington COPC the current groups include: Neighborhood
Planning Assemblies, Public Safety Project, Community Justice Center, Community Support
Program, Community Development Block Grant Program, Enterprise Community Steering
Committee.
2-6) Each of the organizations has identified capacity and linkages issues, many of which are
overlapping or interconnected. There are several distinct initiatives under way which are in
various stages of sub-tasks 2-6 including:
The Community Justice Network – A collaboration between the Community Justice
Center, the Public Safety Project, and the Community Support Program has been
established. A draft plan to strengthen linkages between these programs has been
developed and disseminated. A working sub-committee is modifying the plan based on
feedback and will then work towards the development of an implementation plan.
Public Safety Project – An organizational plan to increase the effectiveness of the PSP
was developed, disseminated, and adopted. The plan currently is being implemented.
The Neighborhood Civic Engagement Plan – This is a broad reaching effort involving
the NPA’s, PSP, CDBG and various Departments of the City. A draft plan has been
developed to strengthen the capacity and linkages of these groups all with an eye toward
strengthening civic engagement in Burlington. Archival information, preliminary
UVM/Burlington COPC survey results, current civic plans, and models from other cities
were all reviewed in developing this plan. One focus area of the plan relating to the
City’s CDBG process has completed sub-tasks 2-5, and is currently in the
implementation (sub-task 6) phase. As a result, a new neighborhood grants program has
been developed to address community members concerns. There are four other major
focus areas of the plan all in various stages of development. This draft plan has been
widely disseminated throughout the City, and there are sub-committee’s of citizens
actively working on the development of the plan.

Strengthen UVM service learning activities with the Old North End (ONE)
We have identified a series of sub-tasks involved in pursuing this Major Task. The sub-tasks
are to: (1) create and offer new credit-bearing courses at the university regarding community
leadership that integrate community service and learning in the context of the targeted
COPC are (the ONE); (2) gather and disseminate models of “best practices” in service
learning to faculty across the University and to community members across the region; (3)
increase student awareness of the availability to integrate community service and creditbearing learning experiences; (4) build an infrastructure at the University to provide ongoing
faculty training and support for service learning courses.
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HUD COPC-VT-99-125 University of Vermont, Burlington Vermont
We have made significant progress on all four of the sub-tasks. To elaborate by sub-task:
(1) We have created and offered two new, credit-bearing, service learning courses to date: a
graduate-level Community Psychology course (offered spring 2000) and an undergraduatelevel Community Psychology course (offered fall 2000). In both courses, every student was
involved in a service project that entailed working with community partners (organizations
and residents) to gather information from community members regarding an issue that the
community partners had identified as a high priority. Specifically, the students conducted
neighborhood canvassing regarding issues that affect quality of life in neighborhoods, and
they conducted an evaluation of a grass-roots community project designed to enhance
neighborhood quality of life. Both courses were extremely well received by students in the
class (receiving student evaluations of “excellent” across nearly every dimension rated).
Both courses also produced information that has been of tremendous value to the city
government and to community organizations. In each instance, this information addresses
questions identified as “Major Tasks” of the COPC Community Leadership Project (Project
Category Two).
(2) (3) & (4) We have collaborated with other individuals and units across the University to
gather and disseminate “best practices” models of service learning. We are now part of a
standing service learning committee at the university. We have given presentations in three
formal settings at UVM regarding our service learning activities; we have also presented this
work in community settings. We have been part of a Service Learning Fellows group that
studied service learning models throughout the spring 2000 semester; we met with faculty
and graduate students representing six different departments to discuss the value, format,
and availability of service learning opportunities at UVM. We have co-authored five
different funding proposals (two internal and three external to the University) for resources
to develop and support additional service learning opportunities involving the University and
community. Both internal grants and two of the external grants were funded. The final
external grant is pending. As a result of one of our internal proposals, the University
President has established a new University of Vermont Committee on Community
Engagement (and budget) that is co-chaired by the UVM/Burlington COPC Community
Leadership Project’s UVM facilitator (Bond). The COPC is further represented on this
committee by the UVM/Burlington COPC Director (Schramm) and a third
UVM/Burlington COPC member (Gail Shampnois). We have generated considerable media
attention for our service learning work. There have been articles about our service learning
courses in one national newspaper (Christian Science Monitor, December 2000), one local
newspaper, and two UVM publications.

Additional initiatives
The Community Leadership Project has taken on additional individual projects related to its
mission as the need and opportunity are expressed by our Advisory Committee, community
members, and city governance.
Neighborhood Quality of Life. The students and faculty in the Graduate Community
Psychology service learning course (spring 2000) worked with a community organization
and the city to develop and conduct a study of neighborhood quality of life and of the
HUD COPC-VT-99-125 University of Vermont, Burlington Vermont
13
impact of Neighborhood Associations and Block Associations. Approximately 180
households have been canvassed door-to-door on nine streets in the ONE. A minimum
of 45% of households on each street has been interviewed. A total of four of the streets
have Block Associations and five do not; four of the streets (half with a BA and half
without) are a part of the Neighborhood Action Project. This allows us to compare
statistically the effects of various types of community organization.
The interview typically required 40-60 minutes and included both openended questions and a series of rating scales. Open-ended questions have been analyzed
in terms of common themes in respondents’ answers. Rating scales were analyzed
numerically. Data collection is completed and data have been coded and analyzed.
Portions of the data were discussed at the December UVM/Burlington COPC-CL
advisory committee and two additional community groups to consider implications for
policy and social action. We are currently making arrangements to conduct similar
dissemination, and planning sessions with additional relevant groups.
Adolescent Voices. Adolescents comprise one of the groups that are under-represented
in community decision-making. We have adapted the interview we used in the study of
“Under-represented groups” to guide both individual and group interviews with 14-20
year olds, especially focusing upon youth who feel marginalized and/or come from
families that are under-represented in community decision-making. The interview
examines youths’ interests and experiences in involvement with their communities and
community decision-making, and their perceptions of incentives and obstacles to such
involvement. As of January 2001 we have interviewed approximately 20 youth (from the
Boys and Girls Club and from YouthBuild) and we are making arrangements with other
community groups for conducting additional interviews through the winter months.
Neighborhood Action Project (NAP) Evaluation. NAP participants and varied
stakeholders have been interested in collecting systematic data concerning the goals,
processes, and outcomes of the NAP. The hope is to use these data to both support and
strengthen the NAP as well as to consider its replication and dissemination to other areas
in Burlington and beyond. Beginning in October 2000, students and faculty of a
community psychology class worked with NAP stakeholders to develop and pilot an
evaluation (interview and rating scales). Data collection by faculty and class members
began in November 2000. As of January 2001, we have completed in-depth interviews
with 17 NAP stakeholders. Data collection will continue with a goal of interviewing
approximately 25-30 individuals by the end of February 2001. Data coding, analysis and
interpretation will be completed by this spring, 2001, and NAP stakeholders will be
invited to participate in discussions focused around developing the interpretation and
implications of the data.
Americorps*VISTA Profiles Project. Americorps*VISTA volunteers have been a
central part of the community development and leadership effort in Burlington and the
ONE. CEDO staff and other community development specialists as well as educators
have been interested in understanding the perceptions and influences of A*VISTA
volunteering as they relate to personal development and community involvement of
A*VISTA alumni. Alumni of the Burlington program from the past five years have been
recruited to complete both a written survey and subsequently a personal interview that
examines the alumni’s perceptions of their A*VISTA experience, past and present
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HUD COPC-VT-99-125 University of Vermont, Burlington Vermont
community involvement, personal development and related goals and values. As of
January 2001, 39 alumni have been contacted; 20 of them have completed and returned
the survey, 6 have completed the personal in-depth interview, and an additional 2 have
been scheduled for an interview. Participant recruitment and data collection will
continue throughout this winter; all data will be collected, analyzed, and interpreted by
the summer of 2001.
(3) Utilization of Funds
The HUD expenses in this functional category are approximately 39% of the combined two
year budget. The percentages in this category are based on the combined totals of years one
and two. This scenario defines 62.5 % as the percentage of funds predicted for the project
to date.
Timing accounts for most of the discrepancy in this area. The city has billed the COPC on
the subcontract for this year but it has not yet been paid. The training funds ($10,000) have
not been utilized yet. The salary category is also slightly under target as a result of not hiring
a graduate research assistant in year one. This will balance out in the coming period as there
are currently two graduate assistants on the project.
It appears on this report that we are not precisely on target because of the way that the
University of Vermont handles the costshare. By June 30, 2001, the end of our fiscal year,
the funds will be transferred to the costshare accounts, and the number will accurately reflect
the UVM costshare.
(4) Analysis of Progress Toward Project Two Management Work Plan
Progress toward specific tasks is explained in (2) above. In general, Project Category
Two/Community Leadership appears to be progressing as planned. The slight
reorganization of our Major Tasks did not substantively change our orientation while it
allowed us to be more efficient and effective in addressing our project goals. As reported in
our annual progress report, we had been unable to hire the planned year 1 Graduate
Research Assistant because we received notification of the receipt of the HUD funds after
the academic year student placements had already been completed. Therefore, we rolled
those funds over to year 2 to hire a second Graduate Research Assistant during this second
funding year. Because we were able to recruit two graduate students to devote “independent
study” time to the project during year one, the progress of the project was not hampered.
The additional Graduate Research Assistant during year 2 has allowed us to accomplish the
additional projects described in “(2) Additional initiatives” above.
Contrary to our original expectation, we have not yet involved the group of four university
community leadership consultants (Lawson, McMaster, Frey, and Akins) in designing
leadership training opportunities that address gaps in current offerings. This is due to the
fact that we felt it necessary to complete our identification of training gaps (currently in
progress with community organizations and our Advisory Committee) before we proceed to
designing ways to address them. This slight modification in the timing with which we
involve the additional consultants appears to arise from an oversight in our original planning.
HUD COPC-VT-99-125 University of Vermont, Burlington Vermont
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(5) Expectation of Changes in Progress Toward Project Management Work Plan
The Project Management Plan is progressing as planned. We expect to complete the work
we originally proposed by the end of the grant period.
Project Category Three: UVM Economic Impacts
(1) Restatement of Major Tasks and Milestones
This project involves the following major tasks as restated in September 1999 – July 2000
HUD Report, expanded to include second year tasks and milestones.
 Create, develop, and support a Workforce and Business Development partnership that
will oversee this project, analyze findings about the local economy and UVM impacts, help
determine appropriate responses to this analysis, and support initiation and implementation
of agreed upon high priority activities. First year milestone is having fully functioning
advisory committee in place.
 Determine the (a) needs and skills of the Old North End (ONE) workforce, (b) variety,
strengths, and needs of local business, and (c) City and regional goals, strategies, and
programs for local workforce and business development.
First year milestone is completion of this study. Original task specified use of resident
survey. While this survey will occur in conjunction with the Fair Share/Fair Treatment
Housing survey in Year II, other methods (review of reports, interviews) will be used in the
conduct of this task.
 Work with Burlington’s Community and Economic Development Office (CEDO) in
preparation of Jobs & People IV, the Year 2000 update of economic conditions, trends, and
strategies. First year milestone is completion of relevant study and submission to CEDO.
 Study the impacts of UVM’s employment, purchasing, and technology transfer activities
on the residents and businesses of Chittenden County, Burlington, and the ONE. First year
milestone is completion of the employment and purchasing impacts study. Second year
milestone is completion of technology transfer (commercial development from research
findings) study.
 Based on an analysis of these findings, the university-city-community partnership will
identify, agree upon, and initiate mutual activities designed to increase local business and
employment opportunities that ultimately serve residents of the ONE. First year milestone
is advisory committee agreement on at least one action. Second year milestone is to
implement one partnership workforce and business development strategy.
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HUD COPC-VT-99-125 University of Vermont, Burlington Vermont
 Evaluate the partnership process, products, and outcomes on a continuing basis. First
year milestone is development of evaluation plan. Second year milestone is to begin
implementation of this plan, principally in terms of data collection.
 Conduct a conference in Year Three around the findings, models, process issues, policy
options, and outcomes that emerge from the agreements reached and activities conducted by
the university-city-community partnership. No milestones for year one and two.
 Develop and conduct an annual CDAE/Economics field study class (“The University
and the Local/Regional Economy”) as a vehicle for studying economic relationships
between the University, the county, the City, and the ONE, along with ways in which these
relationships might be improved. First year milestone is conduct of this course for the first
time. Second year milestone is conduct of this course again.
(2) Statement of Progress Toward Tasks and Milestones During Report Period

Create UVM/Community Workforce and Business Development Partnership
This committee is established and operating, holding three meetings since July, 2000 with
another meeting scheduled for this February. As earlier this committee met at start of the
second UVM Impacts Course (September 2000) and at the end (December 2000), providing
oversight for the conduct of the continuing study of UVM employment and purchasing
impacts (see below).
 Assess local workforce and business development needs and current government
and nonprofit policies and strategies.
This assessment was part of the initial study conducted by students in the UVM spring field
research course on UVM and Local/Regional Economy. A follow-up survey on workforce
conditions of local organizations that employ or provide support to ONE residents in
workforce and direct interviewing of ONE residents about their employment needs and
skills, and impressions of UVM employment, was carried this past fall (see below).

Contribute to Jobs and People IV Study.
The initial UVM Employment and Purchasing Impacts Report, directed in part by a
representative of CEDO, and the follow-up report (in draft form) have been conveyed to
City representatives on this project’s advisory committee. Both contain sections on the local
economy and UVM’s role in that economy of relevance to Jobs and People type studies.
 Study impacts of UVM Employment and Purchasing Expenditure Policies and
Practices on employment and advancement opportunities for ONE residents.
Building on its initial study conducted by students the Spring 2000 UVM and the
Local/Regional Economy class, UVM Employment and Purchasing Impacts on Local Business and
Low Income Residents, this fall’s class and its research report went into more depth on resident,
employment, and purchasing. This report involved three research teams.
HUD COPC-VT-99-125 University of Vermont, Burlington Vermont
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The first team assessed the needs, skills and employment preferences of Old North End
residents through a face-to-face survey of 85 employable adult residents and in-depth
interviews of four community leaders of agencies that work closely with ONE residents
seeking employment. They secured information on educational levels, experience in different
fields of work, type of employment sought, current employment status and previous jobs
held and for how long, job characteristics or qualities they sought, and they perceptions of
employment opportunities at UVM that might be available to them.
The second team assessed employment practices at UVM and employee experiences relating
to the lowest wage positions at the University. Many of the employees in these positions are
residents of the Old North End. Individual interviews were held with supervisors in the
Department of Physical Plant and Residential Life that employs 186 of UVM’s 273 wage
grade 1-5 employees. The team also interviewed about 65 employees, including many
Vietnamese and Bosnians, about their experience as UVM employees and their use (or nonuse) of various UVM programs provided in their benefits package. The interviews also
covered educational levels, length of time at UVM, intention to stay at UVM and why (or
why not), valuing and use of different benefits, and perceived barriers to working at UVM.
This team considered the need for a “Living Wage” policy at UVM as directed by the project
Advisory Committee.
The third team assessed purchasing practices through the review of much more detailed
purchasing data than considered for the first study and interviews of purchasing department
director and the employee in charge of the purchasing data base. The data reviewed
represented about 90% of expenditures for goods and services by UVM in fiscal year 1999.
The review, as directed by the Advisory Committee, sought to identify the types and
amounts of UVM expenditures made out-of-state, within state and within Chittenden
County. It also considered the benefits and costs of having a UVM “Buy Vermont” policy,
and how such a policy might be implemented. This team also initiated a survey of actual and
potential vendors that has not yet been completed.
An additional study of the impacts of UVM’s financial operations and holdings is was
conducted this summer, by Jane Knodell, an Associate Professor in the UVM Economics
Department.
A planned study of the commercial impacts of UVM research findings was not conducted
during this period because there was still so much to do to complete the employment and
purchasing impacts studies and to respond to the Advisory Committee’s interest in exploring
a “Living Wage” and “Buy Vermont” policies.
 Develop ways that UVM and its community partners can work together to
increase employment & advancement opportunities for ONE residents.
The two reports provide numerous recommendations on UVM and community partner
actions that would increase local purchasing and employment with directed benefit to Old
North End residents. The Advisory Committee has reviewed earlier recommendations and
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HUD COPC-VT-99-125 University of Vermont, Burlington Vermont
indicated their priorities. Several of these recommendations have been implemented or been
subject to more in-depth study and analysis for consideration by the Committee.
The Committee contains individuals from the University, City, nonprofit and private sector
workforce and business development organizations, as well as local residents. Its meetings
have proven quite useful in identifying research and policy areas and ways to put
recommendations into practice. One important development is the growing understanding
that implementation is not solely a matter for the University; rather it involves a variety of
groups working with (and often supporting) the University to make these changes happen in
ways that benefit all parties.

Evaluate the partnership process, products, and outcomes on a continuing basis.
We have developed an evaluation plan for this project. A detailed evaluation of both of the
UVM Impacts courses has already been conducted.
 Conduct a conference in Year Three around the findings, models, process
issues, policy options, and outcomes that emerge from the agreements reached and
activities conducted by the university-city-community partnership.
We have developed an extensive collection of university impact studies and methodology.
This has helped us in our own impact study this spring and will provide useful information
in our planning for this conference. Initial planning will occur this spring.
 Develop and conduct an annual CDAE/Economics field study class (“The
University and the Local/Regional Economy”) as a vehicle for studying economic
relationships between the University, the county, the City, and the ONE, along with
ways in which these relationships might be improved.
This course has been conducted each year providing valuable information for this project
(see above).
(3) Utilization of Funds
The HUD portion of expenses in this functional category are approximately 49 % of the
combined two year budget. The percentages in this category are based on the combined
totals of years one and two. This scenario defines 62.5 % as the percentage of funds
predicted for the project to date.
There was some money remaining in this category that will be reallocated in years two and
three to support the increase in the Project Category One Administrator position from .5 to
.75 FTE. This accounts for the discrepancy between planned and actual expenditures.
The UVM costshare has been on target however there are two major changes in this area.
Catherine Halbrendt and Deep Ford are both on unpaid leave from the University. This
amounts to a decrease in salary costshare in the amount of $8,945.00. We are in the process
of looking for University faculty and employees who can replace these individuals.
HUD COPC-VT-99-125 University of Vermont, Burlington Vermont
19
The local match for this functional category has fallen short and is approximately 25% of the
planned match for the two year period. As in the previous reporting period, the discrepancy
between planned and actual is a result of:
1) The over-estimation of the role of the city in the first year of the project. While the
city's match for the second year is close to target, the shortfall from the first year has a
significant impact on the overall percentage.
2) One agency has yet to report and the other has only reported for one quarter.
(4) Analysis of Progress Toward Project Three Management Work Plan
With the exception of conducting a study of the commercial impacts of UVM research
findings, we are making substantial progress and meeting our schedule in completing our
first and second year tasks. The UVM Impacts Reports have been well received and are
playing an important role in moving this project from the research to outreach stage. We
have been especially successful in engaging the Advisory Committee in this work and gaining
their support in moving the project to the implementation stage.
(5) Expectation of Changes in Progress Toward Project Management Work Plan
Other than including the study of technology transfer in next year’s Impacts class, we do not
anticipate any changes in our planned tasks nor any slowdown in the progress we are making
in meeting our milestones and achieving our final outcomes.
Project Category Four: Fair Share/Fair Treatment Housing
(1)
Restatement of Major Tasks and Milestones
Project Category Four is to work with community groups and residents to open up
Burlington’s suburbs to more housing for low-income people.
By the end of three years, the housing project will have: completed a door-to-door survey of
a sample of Old North End households about housing conditions, needs, and preferences;
analyzed the data from that survey; distributed information about housing rights in the
ONE; developed and taught a fieldwork course on fair housing and fair share housing;
analyzed existing data on locations of jobs and locations of residences by earnings level;
facilitated connections between ONE residents and individuals and groups throughout the
region to advocate for reduced barriers to affordable housing; surveyed the practices of
Chittenden County communities in order to identify barriers to affordable housing;
proposed alternatives to those barriers in zoning and town plans; produced two reports; and
conducted a conference on the findings of the research, for residents and housing officials.
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HUD COPC-VT-99-125 University of Vermont, Burlington Vermont
(2) Statement of Progress Toward Tasks and Milestones During Report Period
Progress is reported below according to the elements of the housing project Work Plan:
 COPC Year One and throughout the grant period: create a university/community city
partnership that will plan, oversee, and implement the project.
The Fair Share/Fair Treatment Housing Advisory Committee – which includes residents of
the Old North End, and representatives of the city, the university, and housing groups in the
area -- has continued to meet. It met once during this project period to discuss ongoing
work.
 Year One and throughout the grant period: facilitate ongoing connections between
ONE groups and residents, and regional groups to advocate for reduced regional barriers to
housing.
This has been occurring through the Housing Advisory Committee.
 Year One: generate a sample of households in the Old North End to complete a survey
on housing problems.
A random sample of renter households was completed in fall 2000; it was drawn from the
city’s apartment registration database.
 Years One and Two: design and conduct a door-to-door survey to document housing
conditions, needs and preferences of Old North End residents.
A survey was written and revised based on the comments of the housing advisory
committee. It was submitted to the Human Subjects Review Committee at the end of
summer, approved for use, and administered by UVM students in fall 2000. Approximately
160 surveys were completed.
 Years One and Two: develop educational materials about housing rights for low-income
people.
We ended up using the newly revised Vermont Tenants’ Inc. Handbook for Renters and
Property Owners, republished by Vermont Tenants, Inc., a partnering organization of the
UVM/Burlington COPC. There was no need for additional materials because the pamphlet
was so recently issued, and comprehensive.
Students distributed approximately 160 handbooks to Old North End renter households, at
the same time that they administered the housing survey. Students were trained to to answer
or refer any questions respondents might have in the area of housing rights. We also
identified and worked with four interpreters who were available to administer the survey in
Vietnamese, Bosnian, Russian and Spanish.
HUD COPC-VT-99-125 University of Vermont, Burlington Vermont
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 Year Two: develop a fieldwork course on Housing Markets and Housing Rights to train
students and Old North End residents (with scholarships from the COPC Tuition
Remission Fund) in housing issues, housing rights, and survey and analysis techniques.
Professors McCrate and McCann taught the Housing Markets/Housing Rights course in fall
2000. It was extensively advertised in the university and in the community. The Provost
Office of the University of Vermont established a COPC Tuition-Remission Fund,
providing full tuition for community members not enrolled as regular students at UVM.
Seventeen students took the course, including two community members who worked in
nonprofit housing organizations.

Year Two: prepare a report based on the Old North End housing survey.
At the end of the fall 2000 course on Housing Markets/Housing Rights, students compiled draft
report components in six areas: housing safety and quality, spatial mismatch, discrimination,
affordability, satisfaction with housing situation, and doubling up/overcrowding. These
components will be edited and compiled into a final report. (In addition, we might decide to
hire another interviewer and try to increase the sample size, while distributing more of the
Vermont Tenants handbooks.)
 Year Two: review existing materials on inclusionary practices to promote fair share
housing in other U.S. cities and towns; analyze local ordinances and regulations in the region
to identify specific barriers to low-income housing.
We hired a graduate student, Justin Dextradeur, to assist John Davis, Adjunct Professor in
the Department of Community Development and Applied Economics, in this task. As of
January, they have written a draft report which incorporates numerous fair-share housing
policies from other states.
Comprehensive plans and zoning bylaws for all eighteen towns of Chittenden County have
also been compiled and summarized in four comparative tables. The first categorizes the
town plans with respect to their recognition of regional affordable housing problems, local
responsibilities for affordable housing, definitions of affordable housing, estimation of local
share of affordable housing, initiatives taken to address this need, and proposed housing
studies. The second and third summarize each town’s zoning regulations governing highdensity and affordable housing; one covering general town-wide policies and the other listing
specific dimensional requirements for each town’s allowable residential uses. The fourth
identifies broad physical and economic factors which impact a town’s ability to host
affordable housing, such as available sewer and water, soil suitability, public transit, and low
income employment opportunities.
These comparative tables are currently being linked to GIS mapping to help visualize this
inherently spatial information. Local property tax assessment data reflecting the market
value of housing throughout the county is also being mapped to facilitate education and
outreach.
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HUD COPC-VT-99-125 University of Vermont, Burlington Vermont
Professor Davis and Justin Dextradeur have presented all the eighteen town planners in
Chittenden county with their research results on impediments to affordable housing. All the
town planners were contacted to solicit their feedback. Two towns have returned final
corrections and clarifications. Davis and Dextradeur plan to meet with the Chittenden
County Town Officials to discuss the research results.
(3)
Utilization of Funds
The HUD portion of expenses in this functional category is approximately 34% of the
combined two year budget. The percetnages in this category are based on the combined
totals of years one and two. The scenario defines 62.5 % as the percentage of funds
predicted for the project to date.
The funding in this category was redirected from housing audits to analyzing affordable
housing barriers in Chittenden county. While this fund has been under-budget overall, the
expenditures for this period are on target.
The UVM matching in this category is on target. Because of the way that the University of
Vermont handles the costshare from an administrative perspective, it appears on this report
that UVM is not meeting its match. However, by June 30, 2001, the end of our fiscal year,
this will be reconciled, and the number will accurately reflect the UVM costshare.
(4) Progress in relation to original plan
There were no significant deviations from the grant agreement in this period. There were
two minor deviations: instead of developing and distributing our own materials on housing
rights, we distributed the newest (fresh from the press) version of Vermont Tenants’
handbook for renters and property owners. (See below.) The second deviation from plan
was at the request of our advisory committee. They suggested that before making the report
on barriers to affordable housing public, that our researchers meet with officials from each
town covered in the report. This was an excellent suggestion to strengthen our outreach
component and facilitate our work with surrounding towns. We have also been working on
the idea of fair housing workshops for community groups, in conjunction with Vermont
Tenants, so that we can maintain a component on fair housing in our work, to replace the
fair housing audits which were canceled in the first reporting period. (See report from …)
We have spent less of the grant funds than anticipated because of the housing audits which
were canceled in the previous reporting period. We also were unable to hire a paid
interviewer during this period to increase the sample size of the Old North End housing
survey. (Burlington’s unemployment rate is approximately 2%.) We may decide to continue
to try to hire interviewer in the near future, in order to increase the sample size.
(5)
Effect of Deviations from original plan
We expect to be able to accomplish the remaining tasks of the housing project on time.
HUD COPC-VT-99-125 University of Vermont, Burlington Vermont
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