Grand Isle County, Vermont
Land, Lake & Lifestyle

Introduction

Community Description

Located in northwestern Vermont within minutes of the Canadian border, Grand Isle County is comprised of five linked, island communities in Lake Champlain. The communities are connected to the mainland by bridges and ferries. With a quiet rural charm, “The Islands” provide an extraordinary combination of endless water surrounded by picturesque mountains. The Islands support lakefront farms, orchards and vineyards, the largest sand beach in Vermont and abundant recreational opportunities. Grand Isle is also blessed with a rich cultural heritage. For example, it was the first site of European settlement in Vermont and is home to the famous Isle La Motte “black marble.”

Tourism has been a mainstay of the island life since the early 1900s and today is the largest sector of the Islands’ economy. Historically, Grand Isle has grown at a slow and steady pace due to its physical isolation. However, transportation improvements have resulted in an influx of tourists as well as residents, many of whom work off the island. While there have been benefits, this growth has also stressed the area’s transportation system and threatened the integrity of natural and cultural resources. Increased employment and income have not been equally distributed throughout the county.

Community Issues

The five communities of Grand Isle County saw the Countryside Exchange as an opportunity to work together to address their common challenges.

The local organizing committee organized a number of well attended public meetings that generated three key questions for the team to consider:

1. How can we most effectively increase employment opportunities so that we can afford to live and work on the Island?

• What economic development strategies would have the most impact?
• How can we link our economy with the off-island economy?
• How do we effectively market Grand Isle?

2. How can we create opportunities for people of all ages to enjoy Island life together?

• What activities are intergenerational?
• Which are likely to unite seasonal and year-round residents?
• How do we create a sustained effort to share common experiences and interests?

3. How can we plan for growth in a way that pulls the County’s residents together around a common vision?

• How can we bring change to the county in a way that feels positive to most people?
• How can we support the individual needs and concerns of each town while creating a common vision for the future?

A Sample Itinerary: Three Days from the Grand Isle Exchange

Saturday, October 23: Quality of Life
8:00 a.m.	Breakfast and roundtable discussion with local religious leaders and community service representatives.
10:00 a.m	Boat trip on Lake Champlain to discuss recreation and lake resources.
12:00 p.m	Community potluck lunch at North Hero Town Hall. Exhibits by local artists and musical entertainment.
1:00 p.m.	Speak-out from kids about “What Makes My Town Special” followed by a tour of Isle La Motte.
4:30 p.m	Education panel discussion at Isle La Motte School.
6:00 p.m.	Pot luck social at Isle La Motte Schoo
Monday, October 25 : Managing Growth/Preserving Open Space
7:00 a.m.	Agriculture briefing at the Sandbar Mote
9:00 a.m.	Agriculture bus tour and lunch at a winery.
1:00 p.m.	Land use planning roundtable at South Hero Congregational Church.
4:00 p.m.	Team time
5:30 p.m.	Dinner at Sandbar Motel with local volunteer forum.
7:00 p.m.	Roundtable with local elected officials Ð select boards, zoning boards and planning commissioners.
Tuesday, October 26: Economic Development
9:00 a.m.	Breakfast at Ransom Bay Inn
10:00 a.m.	Tour of local businesses, farms and Alburg Industrial Park. 12:00 p.m. Lunch with seniors and Grand Isle farmers at Islands in the Sun Senior Center.
2:30 p.m.	Local workforce roundtable at Islands in the Sun Senior Center
5:00 p.m.	Economic development dinner and panel discussion at Alburg Volunteer Firehouse.

The Grand Isle Exchange Team

An eight member, international team of volunteer professionals was selected for Grand Isle by Glynwood Center. Team members were selected by matching candidates whose experience and expertise was relevant to Grand Isle CountyÕs issues.

Jeanne Armstrong has helped many communities reach consensus on economic development, housing and growth management issues. She is currently the President of her own consulting firm based in Massachusetts.

Hugh Allison has extensive expertise working within the tourism sector including major event management, marketing and craft and festival management. He is currently serving as the Area Cultural and Leisure Service Manager for the Highland Council in Scotland.

David Gibson has expertise with a range of community and economic development issues faced by rural communities. He is currently the Community Development Program Director for the USDA-Rural Development in Wisconsin.

David Gluck has expertise in rural development on a variety of issues including recreation and tourism planning, community economic development, fundraising and the provision of rural services. He is currently a Senior Policy Officer with the new Countryside Agency in England.

Gregor Hutcheon is a Senior Policy Officer for the Council for the Protection of Rural England, and works with national and local organizations as well as communities on issues concerning rural services, transportation, land use planning, environmental protection and community and economic development.

Henk Kieft has extensive international expertise in sustainable agriculture and rural development. He is currently the Senior Advisor for Sustainable Agriculture and Rural Development for ETC Ecoculture, an independent organization based in the Netherlands.

Julia Moysey is Head Ranger for the South West Leisure Services in Cornwall, England. Julia is responsible for land and water-based recreation and tourism, public access, site maintenance and conservation.

Donna Mundie has a broad background and experience with land use planning and farmland conservation. She is currently a Land Use Policy Specialist with the Ontario Ministry of Agriculture, Food and Rural Affairs in Ontario, Canada.

The Exchange Team Report:
Grand Isle County – Land, Lake & Lifestyle

Introduction

The Countryside Exchange team visited Grand Isle County from October 22 through 29, 1999.

During its stay in Grand Isle County the team observed the community at work and at play. The Team listened to residents’ needs, fears and dreams. The team tried to reach as many and as wide a range of the community as possible- newcomers and old-timers, differing income levels, retirees and children, businesspeople, farmers, teachers and volunteers. By the end of the week, the team had met with some 600 people – more than 10% of the local population. The team’s observations, conclusions and recommendations were presented at a public meeting at the Lake House, Grand Isle on Thursday, October 29th. A two-page summary of the team’s ideas was distributed to the more than 150 people in attendance.

Observations: What Grand Isle Told the Team About Itself

Grand Isle is a special place within a unique state, surrounded by water, light, open views and color that are found nowhere else in Vermont. It is physically in the center of Lake Champlain, at the heart of a two state, two country basin. It is also economically and culturally at an intersection, where different peoples have met, interacted and mingled – native North Americans, European explorers, Quebecois, Green Mountain people, New Yorkers and others.

Continuing in this tradition, new people are coming to Grand Isle. They are individuals and families who have chosen to make a pact with Grand Isle and do what it takes to put down roots in the rocky soil.

Are there 5 communities in the county or just two – long timers and newcomers?

The team perceived two general “communities” that can be found throughout the county: those who are, or arrived as, part time residents and those whose families have been in the community for generations. People tend to feel the closest association with the town where they live, but with strong feelings for neighboring towns as well.

The people of Grand Isle – oldtimers and newcomers alike – are rugged and independent. “Hothouse plants don’t settle in Grand Isle!” From diversity and adversity, also comes strength.

The team learned a great deal about Grand Isle, the place. Its people, land, and water shaped each other. The land and water – and what it takes to survive here – shaped early residents. In turn, generations of people have shaped the landscape. The constant toil of farming families created a unique countryside and maintained it through each growing season. Each person has held control of his or her own destiny by being able to say, “This is my land!”

Increasingly though, the countryside is not being shaped by the choices of Grand Isle residents. Rather, it is being reshaped by others. In order to again control the destiny of Grand Isle, the team suggests a shift to a shared cry, “This is still my land, but this is our landscape!”

The ever increasing number of people who have come to Grand Isle and to the Lake Champlain basin has physically changed the surrounding water that the community depends on. The lake is still beautiful, but how much longer will people and farm stock be able to drink its water? While the team didn’t consider the myriad of existing water quality regulations, it is an issue that any community, and especially an island community, must address.

Vision: Grand Isle Residents View the Future

As the team visited Grand Isle County, residents shared elements of their vision of the future they want for their community:

• A county-wide community of people that shares common beliefs, needs and purposes yet in which each town and group is still able to proudly proclaim its unique characteristics.
• A practical community that links together along an island chain where people gather to talk, play, learn and carry out civic affairs.
• A community whose strength comes from respecting and drawing upon each other’s differences. A just, negotiating community, built on trust.
• A county of towns where daily life is based on the give and take of people who need to work together to survive and flourish. People having fun together and by themselves through all four seasons.
• A community where people still work hard to make a living from diverse employment opportunities, but with improved incomes.
• A rural countryside that is still highlighted by viable working farms and other agricultural enterprises, with the added vitality of rural and village-scale businesses and as well as some larger businesses.
• A county of towns who work together to deal practically and efficiently with septic demands so as not to “soil your own nest”.
• A county of towns in the center of Lake Champlain who have worked with fellow towns in the basin to keep the lake clean, beautiful and accessible.
• A flotilla of islands organized and ready to rally together to meet its responsibilities as stewards of the landscape, the lake and quality of life.
• Each season, the community hosts numerous visitors who come to explore the unique countryside, meet its residents and be greeted with warm hospitality.

The challenge for the community in the coming months and years will be to work together to create a complete, shared vision and to transform that vision into appropriate actions.

Question One – Economic Development

During the week the team observed many opportunities for Grand Isle to thrive and flourish. However, many of these opportunities were framed by residents as problems or barriers to future prosperity. For example, residential construction was described as sprawl whereas it could be seen as people wanting to join and invest value in the community. Likewise, access and safety problems stemming from the traffic on Route 2 was presented as “skewering the county like a giant shish kebab.” Conversely, it could be seen as “a ‘river of wealth’ running through the community – economically linking Grand Isle to visitors and markets locally and regionally.

The team was told that Islanders can not “feed their kids on a lifestyle.” But it is the combination of “Land, Lake, and Lifestyle” in Grand Isle that provides a triangle of opportunity which can economically sustain the community – if it is strategically managed in accordance with sustainable development principles. These principles are woven throughout, the team’s recommendations.

The team identified three areas of importance to Grand Isle’s on-going prosperity:

• Agriculture;
• Visitors/Tourism;
• and ‘Back to Basics’ Economic Development. Ê

1. Agriculture

Observations: Agriculture is central to Grand Isle’s economic vitality and defining character. In particular, the open landscape of fields and pasture is unique in Vermont and gives Grand Isle a distinctive market opportunity. As such, agriculture will be a vital element of any future strategy to improve quality of life.

Travelling across the island, the team became aware that agriculture is going through a period of change. Farm amalgamation and sub-divisions are trends that are changing the character of farming and the landscape. Some of these changes are creating concern within the community: “Without land use controls farming will sink and no one will want to come here – tourist or not!”

To some, the challenge appears quite daunting. How do we manage sprawl and at the same time protect the ability of landowners to use and develop their assets for future prosperity?

Fortunately, farming has a tradition of innovation in Grand Isle. Bean and quality seed production are examples of profitable products from earlier years. The county should capitalize on this innovative spirit for the future prosperity of both the farming and broader community.

In particular, Grand Isle farmers are uniquely placed to capitalize on a number of emerging markets. There are growing numbers of selective consumers from in Boston, New York and possibly Montreal who seek quality produce. Grand Isle also has a captive market of local residents and tourists who appear to be willing to pay more for quality. For example, the team heard great enthusiasm for the development of a food-buying scheme in Isle la Motte.

Some Grand Isle farmers are already pursuing high quality or ‘added-value’ markets. These include developing regional brands based on the location and method of production, engaging in low intensity or organic farming and improving farm management and efficiency to cut costs.

However, the number of farmers currently pursuing these opportunities is small. Farmers are busy and they work long hours. The opportunities for access to information about new ideas are limited. It will be important to find a way to work together and share this task if Grand Isle is to maintain a vital farming sector and the distinctive agricultural landscape that contributes to countryside tourism.

Recommendations: To build a vibrant and viable farming sector, the team suggests focusing on four key areas: working together; improving efficiency; regional branding and going organic.

Working together:

• Revitalize existing forums for farmers to share expertise, knowledge and ideas. Encourage networking between and within different sectors such as dairy, horticulture or specialty farming.
• Develop a common vision for the future of farming in the county in partnership with the wider community and business interests. Remember to consider how farming can stimulate the county’s economy.
• Use local business organizations to tap the knowledge of existing island residents concerning key farming regulations, planning and finance issues.
• Extend the links between farming and other businesses in the county – retail, hospitality and small producers in order to identify opportunities for local markets and products.
• Ensure that Grand Isle County enjoys its fair share of the recently released state funds for agri-tourism.

Improving efficiency:

• Ensure that existing advice and training concerning management skills and new technology is available throughout the county.
• Identify and raise awareness of possible sources of financing and capital.
• Ensure that farm improvements do not undermine the unique quality of the island landscape.
• Use and re-use existing resources. For example, encourage the restoration of traditional barns for community, cultural or business use.

Regional branding:

• In partnership with regional organizations, develop a brand identity for Grand Isle products based on the county’s unique character and environmental quality.
• Take advantage of Grand Isle’s climate to grow a wider range of high value produce and fruits.
• Further explore the potential of specialty markets such as ostrich and emu farming;
• Encourage the development of vineyards and then link them by establishing a tourist wine trail.
• Add value to existing farm produce. One example is making specialty cheeses or fruit yogurts from local milk. Consider the creation of a shared kitchen or food production and packaging facility – perhaps in a converted barn or at the Alburg Industrial park.
• Continue to celebrate the importance of agriculture to the identity and culture of the county through events such as the Apple Fest.

Going organic:

• Use local knowledge as well as wider networks to increase awareness about organic farming and emerging market opportunities.
• Explore how existing mechanisms such as LandTrust, LandLink or conservation easements could be used creatively to help farmers with the transition from conventional to organic farming.
• Encourage residents and tourists to buy local organic produce. Consider using local organic produce for schools meals.
• Explore potential sources of support for organic or low intensity farming from organizations with an interest in water quality or the preservation of open space.

2. Tourism: The Visitor Sector

Observations:

“People go where theyÕre asked, but they return where they have been made to feel welcome.”

Throughout the Exchange week, the team heard many anecdotes attesting to the fact that the majority of Grand Isle’s tourism customers come from within the region. This does not fit the State of Vermont’s definition of a tourist – someone from more than fifty miles away that stays for at least one day. That is why the team prefers the term ‘visitor’.

Grand Isle County has all the necessary elements for the creation of a sound and sustainable visitor sector. The key will be to develop the visitor sector in a way that provides job opportunities and contributes to the county’s economic vitality while maintaining the area’s key assets – natural, built, agricultural and cultural “environments”.

The state’s tourism strategy could be a major opportunity for the county. State Commissioner Tom Altemus summed it up when he said, “The Islands are a big test case for our strategy.” Test cases often receive funds but only if a community has first developed a plan that includes a vision and related goals and action items.

The team heard a variety of anecdotal information about visitor numbers, trends and places of origin. In order to develop an effective visitor plan, it will be critical to develop a visitor profile based on actual local economic activity rather than depending entirely on state generated data. And as Commissioner Altemus mentioned, the plan should include other types of visitors such as heritage tourists who match well with local resources and attractions.

At times the team found it difficult to determine the lcation of significant points of interest due to a lack of good maps.

One of the strongest impressions that the team had was of the lake itself. It is the defining aspect of Grand Isle’s environment and has been designated the Champlain/Adirondack World Biosphere Reserve by the United Nations. There are very few such reserves in the world, creating an obvious opportunity to attract new visitors. The team was surprised at the limited amount of recreational and commercial use of the lake.

The shortness of the visitor season was brought to the team’s attention. The lack of capital for business development was also mentioned. Many communities have used revolving loan funds to provide loans at low rates on favorable terms for projects that often would not receive funding from conventional sources.

Recommendations:

Early action steps:

• Collect reliable local data about visitors. Consider setting up an ongoing relationship with the University of Vermont’s tourism research faculty or another organization that can help with data collection and analysis. A ‘rapid appraisal’ of the countyÕs visitor profile would be very useful.
• Create a modestly sized, full color brochure and map which points out all of Grand Isle’s places of natural and cultural significance. This would serve as a single, good quality source of information for visitors, hopefully bringing them to more places where they could be ‘courteously relieved of their dollars’.
• Extend the hand of friendship to all visitors Ñ as you have with the Exchange team Ñ and they will return and bring their friends. Consider offering hospitality training to build upon the island’s friendly tradition. This training could be developed through business associations or the university and hosted locally during the slow months.

Other Recommendations:

Develop a network of destinations and products which reinforces Grand Isle’s character under the broad banner of ‘Countryside Tourism.’ Consider capitalizing on the stateÕs tourism priorities Ñ agricultural heritage, natural heritage, cultural heritage, outdoor recreation and Vermont-made. Grand Ilse has opportunities in each of these categories.

Agricultural Heritage. Create brands for Grand Isle farm products. Develop biking and walking trails that link agricultural and other attractions and offer visitors incentives to follow them.

Natural Heritage. Expand recreational and commercial activities on or near Lake Champlain. These might include dinner, charter and natural heritage cruises to marina development, possibly in the vicinity of Alburg.

Cultural Heritage. Explore niche markets such as bagpipe festivals and genealogy to complement existing arts and cultural festivals and events.

Outdoor Recreation. Bikeways, byway trails and state parks are all assets that could be developed further for visitors. Ê

Vermont-Made. Craft holidays with visitors paying for accommodation and tuition is one possibility. Selling Grand Isle products at each other’s facilities is another.Ê

• Involve youth as interpretive guides. Engage local storytellers and perhaps use barns as a performance space.
• Utilize existing local assets to lengthen the visitor season. Agricultural festivals such as the Applefest and other cultural and artistic events that are held during the shoulder season can not only help extend the season but also emphasize Grand Isle’s special character. Think about creating an image for Grand Isle County that might have a visitor say, “There is always something going on in Grand Isle – a play, festival, tasting, art exhibitÉ” There may even be room for four-season visitors, depending on the community consensus for activities such as ice fishing and ice sailing.
• Identify an image for Grand Isle and consistently reinforce it within the county. For example, a common logo could be used for all branding and marketing. Vivid and dramatic entrance signs at all gateways to the county as well as individual islands could also be pursued. These signs would create a strong sense of place, of arrival and of destination.
• Explore the possibility of setting up another welcome center at the southern entrance to the county that is of similar, high-quality to the Alburg Welcome Center.
• Consider setting up a revolving loan fund to be administered by a local government unit, non-profit organization or regional commission. Funding for such initiatives is available from several state and federal sources.
• Address current and projected water quality issues by establishing cross-boundary partnerships, especially with the Lake Champlain Basin program. Grand Isle County might also consider partnering with Essex County, NY who also hosted the Countryside Exchange.

3. ‘Back to Basics’ Economic Development

Observations

While tourism and agriculture provide the clearest opportunities for growth in the county, there is a small but potentially significant base of small businesses not directly related to either sector but worthy of investment.

The manufacturing sector is quite small and firms such as Phoenix Wire, McGuire’s Furniture and Alburg Door and Window are not currently thinking about expanding their operations. While the Chamber of Commerce provides a high quality service to the business community, the team felt that investment opportunities for public and non profit businesses and infrastructure support agencies were underutilized. A key message that the team heard from some state representatives was that the county was not currently considered to be a priority for infrastructure or business development investment.

The Alburg Industrial Park is currently in a period of stagnation and decline. It has only one firm and the park is neither attractive nor of a high enough quality to attract new investors.

Despite these challenges, key opportunities do exist for economic development in the county by developing a strategy to invest in homegrown businesses and attract new, appropriate industry from further afield. Grand Isle has a strategic advantage to attract information-based business because of the fiber optic cabling that currently links education facilities.

Recommendations:

• Convene all small-business proprietors on the island together with business support agencies at the earliest opportunity to begin to work on a strategy for “back to basics” economic development. This would include identification of the existing financial and human resource base. The strategy should focus on three areas – existing economic development, the Alburg Industrial Park and new information technology businesses.

Existing Business Development

• Develop a “one stop shop” approach to provide business support services to industry on the island. This could provide a more united voice to encourage state and federal agencies to make business aid, including new business capital, more accessible.
• Encourage state or federal agencies to develop a more customer friendly approach towards interpretation and navigation of ACT 250 to allow for appropriate business expansion. * Consider mapping the location and activities of existing firms a tool for developing networks of business owners to share experience and skills.
• Conduct regular assessments of the needs of existing businesses, perhaps using quality standards such as ISO 9000 as a framework. These assessments will help determine how growth can be achieved and sustained.
• Reinvent the Alburg Industrial Park as the Alburg Business Center. This would involve developing business incubators with common on-site services. It would be critical to vigorously re-market the Park as the Alburg Business Center, particularly to Canadian businesses seeking a strategic foothold in the USA.. Funding from state and federal agenices should be pursued for this effort.

Information Technology

• Use targeted marketing to attract home based – or even barn based – clean technology industry whose small scale, low pollution impact operations are appropriate to the existing infrastructure. Businesses that are not location dependent in terms of their markets or resource base should also be targeted.
• Make the internet facility that links Grand Isle schools more accessible to other users.
• Provide broad access to the Internet for commercial customers. Convene a meeting soon between county authorities, local telecommunications providers and public authorities to establish a timetable for undertaking this essential infrastructure development work.

Bringing It All Together

One way to think about Grand Isle’s economic situation is to imagine the community’s economy as a barrel with money and goods flowing into the top as well as leaking out the bottom. The community’s economy, the barrel, is linked with the rest of the world through the inflow and outflow of income and goods. And the size of the barrel is determined by the amount of both inflow and outflow.

The basic questions for Grand Isle to answer are: What are your linkages with the rest of the world? What are the ways you can increase the inflow of income? How can you better use your existing resources and businesses to produce more output and associated jobs and income? How can you reduce the leakage of income and goods?

To improve Grand Isle’s economic situation, there are five basic strategies that should be considered.

1. Improve the efficiency of existing firms through the following:

• Management training;
• Business visitation programs, including agriculture;
• Identifying helpful capital sources;
• Technical education for local business owners;
• Workforce education; and
• State-of-the-art business infrastructure.

2. Improve your ability to capture dollars through the following:

• Customer surveys on needs and habits;
• Renewal of commercial areas;
• Improvement of customer service through training;
• Generating more purchases locally by non-local people;
• Promotions and events; and
• Creating functional organizations and/or networks to improve information sharing.

3. Attract new employers through the following:

• Develop industrial, office, or commercial sites and services;
• Develop or enhance facilities to provide transportation, recreation and business services;
• Help provide capital resources;
• Conduct targeted searches for new firms; and
• Form development corporations.

4. Encourage new business formation through the following:

• Form capital groups to invest locally;
• Provide counseling and education for entrepreneurs; and
• Study market potential for new businesses.

5. Increase capital and resources received from other units of government. There are several keys to the successful accomplishment of the above strategies:

• Use local networks and work together for marketing, communication, service pooling and distribution.
• Look to the broader community for hidden expertise, especially among retirees.
• Focus on the assets found in Grand Isle in order to develop a strategy that uses those assets. Too often we map only our needs.
• Champion your business sector and support and encourage its efforts to create ‘sustainable’ growth.

Recognize the fact that providing opportunities for all is the key to the future prosperity of Grand Isle.This will include opportunities for young people to work locally; for an active voluntary sector and for retirees to share knowledge and experience.

Questions Two: Bringing Grand Isle’s Communities Together

Observations

Grand Isle’s five towns are separated by geography, yet geography also binds them together as islands in Lake Champlain. There is, however, no one center that residents look to as the focus of island life. As a result, islanders can feel isolated. Lack of public transport increases this isolation for some.

Grand Isle residents are beginning to realize that they need to come together to enhance their way of life and ensure that all sections of the community are involved in social and cultural activities. Many newcomers are searching for ways to integrate into the existing social fabric and find a sense of community, but are not always sure of how to do this.

Issues such as land use planning and economic development which influence quality of life, have caused differences of opinion within Grand Isle. If these issues are to be successfully addressed, an atmosphere of trust and respect will need to be developed. As people get to know each other better, there will be a new found confidence to make decisions that benefit the community, but not always the individual.

The range of social services and facilities provided by the county and volunteers is quite extensive. However, the team heard comments such as, ” I didn’t know that existed” or ” I didn’t know you did that here.”

The church, schools and emergency services all benefit from an amazing amount of volunteer effort. However, these enthusiastic volunteers wear several hats and say they are suffering from “burn out”. No small community can be vital without a thriving network of volunteers. In the past this was a tradition which was generally accepted. However, with longer working hours and commuting, fewer people offer their time. There is an untapped resource of retirees and second homeowners who may have skills and time on their hands.

All elementary education is completed in Grand Isle County. The team visited Alburg’s elemntary school and talked with many children. This was a memorable experience – the vitality, energy and caring atmosphere was quite special.

The fact that Grand Isle children must leave the county for their high school education was raised on many occasions during the Exchange week, both by parents and children. There was a great deal of discussion about the provision of a traditional high school or middle school, or as a possible alternative, a community-based facility.

Parents and children see the issue of leaving Grand Isle for high school differently. Parents did not want to see their children leave while most children said it would be boring to stay on the island with the same group of friends. They want to leave and broaden their horizons. When the children were asked if they would lose their connection with the county by leaving for high school, one student said that the new school and extended geographical area would become part of her world. Most of the children were also interested in extra curricular activities that the off-island school has to offer.

The young people were also very interested in a place to meet and do things together on Grand Isle. They said that ‘it might be fun for parents to hang out at home but not if you’re sixteen’! Currently there are few facilities or opportunities for youth sport and recreation outside school, particularly for youngsters without transportation.

Recommendations:

• Encourage the state parks to host a summer picnic and craft fair. This would involve residents selling local crafts and food, providing an opportunity for residents to interact with each other and with visitors. If the park manager used local volunteers for such as event, some of them might also assist with park operations.
• Use The Islander newspaper to publicize more “human” stories. This should include photographs that show islanders socializing and simply having fun together.
• Consider setting up an Island Arts Network. Groups of similar artists could join together, pay a small subscription and each choose a day of the week for their own small event. Print a leaflet with a calendar of events on one side and art group details and contact numbers on the other.
• Schools provide ideal locations for lifelong learning opportunities for adults in diverse areas such as arts and crafts, music, drama, aerobics and local history. Many adults also have talents and skills to pass on. A meeting could be held at a local school to brainstorm possible courses as well as gather the names of possible instructors. The courses could be held in different location from year to year.
• Use the new community bus to its fullest, not just during the day but also in the evening for classes and community events.
• Map the county’s services and facilities to show both overlaps and gaps. This information can serve as a baseline to improve the availability of resources for the whole community. Schoolchildren could be involved in this effort.
• Focus on finding new volunteers. Existing volunteers should regularly ask another person to come with them to meetings so that they can serve as an alternate when needed. The Islander could be used to advertise for volunteers – either an insert with a name and telephone number to contact or a returnable questionnaire. A catchy name might attract more attention. For example, GIVE to stand for Grand Isle Volunteer Effort. When seeking new volunteers, consider asking for a small time commitment for their initial involvement.
• Identify opportunities to acknowledge volunteers for their efforts – as a reward and so that they stay involved. An article in the paper or a recognition certificate, perhaps designed by local children, are two possibilities.
• Continue with the use of video conferencing and computer equipment to enhance distance learning opportunities as part of a quality elementary education program.
• The transition to high school off-island needs to be handled carefully and with additional support for those students who might find it more difficult. Consider having local students visit the high schools before the transition. Teachers from the high schools could also visit Grand Isle elementary schools to answer questions. In the longer term, if demographic or other societal factors dictate, the community could reconsider the issue of on-island high school.
• Help youth find a place where they can socialize and engage in recreation and sport activities. In order to find a suitable building and room, it is essential to get the young people involved and ask them what they would like to do and where. Consider setting up an Island Youth Council as found in other Vermont communities. To overcome the problem of lack of transportation, weigh the merits of a mobile youth center.

Question Three – Vision for Planning

Observations

Throughout the Exchange week, the team heard that the county is a special place, one where change has been taking place for centuries. It has a rich history based on its natural, cultural and human resources. The overriding message was that the residents of Grand Isle County share a strong desire to maintain their special “sense of place”.

The rate and pattern of growth and type of development differs from town to town. Discussions tended to focus on the type of development – for example, the growth of second homes or septic permitting systems. As a result, the rules or ‘tools’ used in land use planning were also a main focus of discussion.

There was specific concern and confusion about septic tank permitting and monitoring, including the roles and responsibilities of the towns, region and state. Each town had a different approach to the issue. There was also concern expressed about the cumulative impact of inadequate septic systems on the environmental health of Lake Champlain.

The following quote overheard by the Exchange Team, captures the land use planning challenge facing Grand Isle: “If you don’t plan for the future…someone else will.”

Recommendations

A four step planning process is recommended. It is important to note that this method does not just focus on the “tools” of planning, but rather the development of a broader community based plan that includes tools as one element.

Step 1. Bringing People Together

It is recommended that a facilitated negotiation process be conducted in the county. A facilitated process will bring people together from all communities in order to identify common interests. A facilitator is a neutral skilled professional who can lead such an open and inclusive process. It is suggested that during the next 6 to 12 months a community commitment is made to take the first step and select a facilitator.

Septic Systems: It is recommended that information sessions be organized for all towns, organizations, community businesses and individuals to address legislative framework, roles and responsibilities, implementation, monitoring, cumulative impacts, opportunities and next steps. Grand Isle has an opportunity to set an example for the Lake Champlain basin with its actions concerning septic systems. The meeting should be convened over the next 6 to 12 months.

Step 2 . The Product: A Vision for the Future

The product of the facilitated negotiation will be a vision for the future of Grand Isle County. This will incorporate ideas for the future of each of the five towns and for the county as a whole.

The following are examples of the type of questions that could guide the development of a vision for the county.

• Where is development happening that you want?
• Where is development happening that you don’t want?
• Where is development not happening, but that you want it to?

The facilitator may frame the questions differently but whatever the exact wording they will encourage residents to express their ideas as to what kind of community they want Grand Isle to be.Ê

Step 3. Planning: The Tool Box

Once a vision has been negotiated, look for implementation tools. Use all appropriate tools available such as land use plans and zoning in order to realize the community vision. As part of this step an inventory will need to be undertaken to include the following:

• past development patterns;
• agricultural land, natural resources, residential development, social services, tourism, economic development, transportation and infrastructure;
• growth and economic projections; septic tank capacity; and
• environmental issues such as the health of Lake Champlain.

Step 4. Implementation Plan and Monitoring

It is important to implement the plan in a consistent manner. Communication is key to the successful implementation of a negotiated vision and land use plan. Monitoring is important too so that the vision and plan can be adapted to reflect changes in the community and environment.

• A sampling of the outcomes of this planning process could include:
• Increased communication among stakeholders in the county;
• Better development rather than bigger development;
• Prioritized implementation tasks;
• A shift in focus from on tools such as zoning to planning for the future; and a healthier future for Grand Isle County.

Moving Forward

The questions posed to the Countryside Exchange Team each centered around implementation: How can Grand Isle overcome the barriers that have blocked success in the past and move forward to take advantage of its resources? The following section is a guide for beginning that ‘moving forward’ process.

Observations

In some cases, the desire of some individuals conflicts wit the wishes of the community, organizations and the well being of the land and the lake. In addition, the costs and benefits of maintaining environmental quality are not equally distributed. Some pay more than others. This lack of equity inhibits progress.

The team was told that a great deal of energy is put into fighting state regulations or stopping outside influences – such as the influx of traffic. This implies a focus on defending community interests against outside initiatives and trends rather than taking the initiative and telling others about it, as has happened in the past with a number of agricultural innovations.

The team heard from many people that they want to maintain and enhance Grand Isle’s quality of life. Sustainable development is another term that relates to quality of life. It means that quality of community and quality of landscape are necessary for a quality economy.

Recommendations

Concepts

Take a deep breath before moving forward. Think about the connections between individual initiatives on the island and how to link them. Think about who you should get involved and how. Think of building a vision together for the future.

• Foster a new definition of “home rule.” Change it from home rule byyourself to home rule by the community for the betterment of all. Accepting this new definition will require talking about how to share costs and benefits. Please see the appendix on “negotiating justice” for more details.
• Adopt an attitude of “linking thinking”. To build a better future, you will have to communicate and understand the interests of others. You will need to link. And if you want an interesting landscape, you will need to respect diversity at the same time. Think about cultivating your separate identities into a patchwork of landscapes and culture and then invite others to appreciate and respect it with you. Linking for these purposes will be between:
  • towns and the county
  • the county and the mainland
  • individuals and groups (inn + farmer + restaurant + boat-renter + state park)
  • sectors (agriculture – landscape – tourism – environment)

• Take the lead. The team sees Grand Isle taking the lead! You have done so in the past with a culture of innovation in agriculture. Do not allow others to lead you. But if want to lead, you have to get organized

Action Steps

• Use the coming winter to celebrate your efforts thus far and to get ready for the next season. Come together and talk about what new people should be involved and where you see new opportunities.
• Take an inventory of what you currently have. This might include a landscape map, delineating what is going on and where, including the beautiful places that you wish to protect. Also consider creating a social map that shows community facilities as active individuals and social groups.
• Work towards creating Grand Isle’s vision for the future. This will require talking about the connections between the local economy, landscape and people. A vision provides a crucial foundation for implementation.

Without a vision, there is a tendency to prematurely focus on implementation tools.

If you take the scenic byway instead of the shortcut, you will see results in a period of 6 to12 months. There are a number of useful spin-offs from taking the time to develop a vision that will address of number of barriers that have blocked success in the past. These include:

• Sharing information;
• Developing shared understandings about issues;
• Setting priorities;
• Serving as a basis for negotiation concerning land use
• Mobilizing energetic, committed and motivated volunteers. Action plans that are based on a convincing vision tend to attract funding.

Hire an independent facilitator with the help of UVM and/or Glynwood Center to help you with the visioning process. They will be able to help you create a process that is timely and useful. For example, you may want to ask questions with people on each island and also for the county. Only hire a development specialist once the vision is complete. A facilitator will support your visioning effort. A development specialist serves to support implementation. You will be able to focus this expert more effectively if you have first set priorities through a visioning process.

Once you have developed a common vision, the next step is to translate it into plans and action. A key element of this process is to create a map and/or plan that compares the desired vision to the current landscape map. This plan or map can then be used to guide the selection of appropriate implementation tools.

Conduct strategic action planning based on your social map, which will allow you to see who needs to be involved in order to realize your vision. It is important that key people and organizations in Grand Isle are involved in this process so they are motivated to take on responsibility for various tasks.

Consider the following ideas in order to use scarce resources efficiently:

• Value your volunteers and use the expertise of retired people.
• Develop a mechanism at the county level to involve experts at low cost.
• Make multiple use of existing facilities.
• Involve the media to spread information and tell implementation stories.
• Amplify what works well to achieve your aims – for example, the Land Trust

Conclusions

When you take a deep breath and create a vision, Grand Isle will put itself on the map. Others will then feel welcome to come and enjoy your Land, Lake and Lifestyle.

They will be happy to pay for being part of your quality of life.

Remember to get there, you have a long way to travel, so go slowly.

As West Africans might say, “Our visit was only one step in the beginning of your journey.”

©2002 Glynwood Center