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(03/21/19 10:38am)
Last Thursday, I turned 21. Being in Vermont, I decided to celebrate the occasion not by throwing a Busch-fueled dorm room pregame, but with a local, authentic drinking experience: a craft brewery tour.
When I looked for places to visit, though, I found a lack of guidance. The Vermont Brewers Association puts out a map of the state’s 60 breweries, but it was sparse in detail. Online beer reviews were too technical and somewhat snobby. Even our very own Middlebury Campus had never published a guide.
As the Local section of The Campus, we took it upon ourselves to fill this void. So here it is, a rundown of local breweries from your average Middlebury Junior.
Red Clover Ale
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My first stop of the day was Red Clover Ale located in Brandon, a half-hour drive along Route 7. It’s a recent addition to the brewery scene here in Addison County, started in November 2018 by three brothers-in-law.
At first glance, the space looks more like a trendy café than a brewery. Everything was in a single spacious room — including the brewing and fermentation tanks, cordoned off from the rest with only a small swinging door. The décor was simple, two long wooden tables flanked by beer barrels that doubled as tables. Metal stools, patterned aluminum ceiling and exposed bulbs hanging on cables completed the look. Perfect for Instagram.
And the beer? Clean, balanced and surprisingly accessible. Their hoppiest drink of the day, the Fly Agaric, a double IPA, had all the flavor and complexity you would want without an overpowering bitterness that you might expect in such a hop-forward beer.
“They’re not in your face,” explained Riker Wikoff, one of the owners of the brewery. He offered me another beer, this time a German Kolsch he called Edelweiss: with a much a lighter feel and a crisp finish, it felt almost like drinking a clean lager. “I don’t like to get slammed on super ABV beers. I like to be able to enjoy more than one,” he added.
When Riker and his other co-founders created the tasting room, they envisioned a space for people to linger and socialize, building a light-filled room with soft music playing in the background and a stack of board games on a foosball table by the corner. They also brewed beers that reflected that concept, with most drinks clocking in at less than 6 percent ABV.
It’s a recipe that seems to be working so far. As I was about to leave, a man walked up to the bar, ordered a glass, took a seat by the long tables and opened a book and began reading.
Hot Takes: A fancy café with beer, not coffee. Chill with friends, play games, even read. Just don’t forget to bring your own food.
Foley Brothers
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I headed to Foley Brothers next, a more established player in Vermont located just a few minutes away from Red Clover Ale. It was slightly off the beaten path, down a windy road with more potholes than I could count.
Alyssa Zollman, the weeknight tasting room manager greeted me as I walked into the 18th century farmhouse-turned-brewery. She led me through an Irish/pirate themed main tasting room to a smaller room in the back usually used for wine tastings (Foley Brothers also owns a vineyard) but that acts as the winter tap room. “It’s easier to heat,” she explained.
One of the first beers I tried was Pieces of Eight, a double IPA made with eight different hops. With every sip I took, I tasted a different flavor — fruitiness, earthiness, citrus — the whole spectrum. It ended with a strong but balanced bitterness, a trait many of its beers shared. I could see why the brewery had won several accolades over the years, with its flagship brew, the Prospect, ranked alongside some of the top beers in Vermont.
The secret to their success? “Pride and quality,” said Paul Babick, the brewery cellarman. “Nobody takes more pride in the beers than the brothers do,” he emphasized.
There’s something in the water in Brandon. With two phenomenal breweries with totally different personalities, you could spend the day at Foley Brothers trying their IPAs, then grab a bite to eat at one of Brandon’s many local eateries and go over to Red Clover for some afternoon drinks and a round of boardgames.
Hot Takes: If you love IPAs, go to Foley Brothers. If you’re willing to tolerate a small space and the bumpy ride, you’ll be rewarded with phenomenal beer.
Drop-In
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While Brandon is great, you don’t have to drive half an hour for a quality beer experience. Just down the road from Hannaford sits Drop-In brewery, a student favorite. It’s an eclectic place with a diverse range of beers on tap — from consistent hits like Sunshine & Hoppiness to occasional brews like Czech Your Ego.
Drop-In is also home to the American Brewers Guild, a brewing school run by Steve Parkes, owner and cofounder. “The brewery’s almost like a hobby for Steve,” explained Spencer Norland, who was working the tap that day.
The room really did feel like a hobby. A collection of what seemed like items from a British teenager’s dorm room covered the walls from floor to ceiling: soccer jerseys, band posters, even a random assortment of signs. “I’ve heard that the theme of this place is ‘get this crap out of the house,’” joked the man sitting next to me by the bar.
It’s the same creative, free-spiritedness at the source of its flavorful beers, a taste that’s worth the trip even if the brewery were a long drive away.
Pro-tip: If you don’t have a car, you can take the ACTR Route 7 bus to get there. But before you board at ADK, ask the driver to drop you off in front of Drop-In (pun not intended). While it’s not an official stop, they often accommodate deviations of less than half a mile. If not, it’s only about a five-minute walk from either the stop before at Hannaford, or the stop after at Rosie’s.
Here’s another tip: If you don’t know what to order, many of these places will let you have a taste before you commit to a pint. Take advantage of it – it’ll save us all the embarrassment of pretending to know the difference between a piney IPA and a resinous ale.
Hot Takes: For times you want proper beer without committing to a half-hour drive. Also great for first-timers: it’s close to home, and its educational roots shine through with the most detailed drink menu I’ve seen and a helpful staff.
Otter Creek
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As I pulled into the parking lot of Otter Creek, I was immediately hit with a scent of hops. They were coming from the towers jutting out of the brewery, housing the tanks that make up the industrial brewing operation. Only a few minutes from campus on Exchange Street, the craft brewery is one of the largest in the New England area, capable of producing more than 120 barrels at a time.
“We’ve got freshness and consistency,” said Robbie Leeds, the cellar supervisor, as he showed me the machinery. The high-tech operation spoke to the quality of one of the institutions that put Vermont craft beers on the map. Its flagship beer, the Free Flow IPA, with its iconic image of an orange van is distributed across the region.
The beer at the tap room was also great, from the Tiny Mountain Ale, a crisp, low-ABV drink to its chocolate stout, a heavy 11 percent dark beer with a hint of bourbon at the end.
With so many different drinks to choose from, some of them exclusive to the tap-room, it’s a worth a visit. But don’t plan on making new friends, with the music cranked up high and waiters bringing your drinks to the table, it’s lost a little bit of the personal touch of a local brewery.
Hot Takes: Friends from out of town? Picky drinker? Take them to Otter Creek. A recognizable brand, unparalleled variety of beer, and solid food options make OCB another great choice.
Hired Hand
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My last destination was Hired Hand, a tap-room in Vergennes. By the time I arrived, I was exhausted from two days of drinking and driving (Not at the same time, of course).
But the bustling energy of the taproom quickly sobered me up. The room was packed, and waitresses shuffled around delivering plates of food. I wedged myself between a couple and a group of friends sitting at the bar.
The space was rustic but stylish. Instead of levers, the taps behind the bar was made of old equipment from Ian’s family farm: wrenches, springs, handles.
But the food is what really separates Hired Hand from all the other breweries in the area. Head chef and owner Ian Huizenga runs both the brewery and the restaurant downstairs, Bar Antidote. They focus on hyper local ingredients, with much of it coming from within a few miles in Addison County. The result is an authentic farm-to-table style with a creative menu.
For Huizenga, making his own beer was a project that grew out his love for cooking with local ingredients. “We want this to be for the community,” he said as he listed the different farms from which he sourced his hops and other ingredients.
Currently, Hired Hand collaborates with Bobcat Brewery in Bristol to brew custom beers, but will start its own operations on-premise in June.
Hot Takes: Perfect for a date or a nice meal away from town. Come for the beer but stay for the food.
My review isn’t comprehensive by any means. This is just the beginning to exploring all of what Vermont has to offer.
But one thing’s for sure: Busch isn’t gonna cut it anymore. So if you’re turning 21, grab a sober friend, pack your ID and hit the road. 55 breweries to go.
Bonus: Vermont Cider Company (Woodchuck Cider)
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For all you non-beer-drinkers out there, there’s still plenty of alcohol to go around.
I decided to take a slight detour from my round up of local breweries to check out the Vermont Cider Company. Located just a mile or so past Otter Creek on Exchange Street, the maker of the familiar Woodchuck cider is another behemoth (at least for Vermont standards), producing enough cans daily to distribute to more than 40 states and a few countries abroad.
Alisa Bunin, the company’s Marketing Manager, greeted me by the door and led me towards the taproom. Woodchuck merchandise: shirts, cups, bottle openers, filled the room. At the back was a bar, with two rows of ciders on tap.
I tried the Amber first. A classic: it was the drink that converted hoards of beer drinkers to the cider world with its delicate sweetness and a slight tart finish.
Bunin offered me another glass, this time the Lil’ Dry from Woodchuck’s 802 collection. “It’s a love letter to our home state of Vermont,” she said. Sourced entirely from orchards around Vermont, the local apples laid a foundation for an elegant brew with a pale gold complexion. I cusped the glass in my hands and brought it up for a taste – warming the drink to bring out the flavors, as Bunin had explained. Dry and almost champagne-like, a sure hit.
Hot Takes: For non-beer-drinkers and beer-drinkers alike, go to see the source of cider goodness.
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(01/24/19 11:01am)
As the college continues its process of workforce planning and prepares to review its compensation policies, issues surrounding staff compensation garner renewed attention.
For years, members of the college community have called for changes to the staff pay structure, particularly around low-wage positions. They remain concerned over the ability of staff to afford the costs of living in and around Middlebury, and the inability of departments that rely on these positions to fill job openings.
Staff pay follows a multi-tiered scale organized under two wage structures. Structure A applies to most staff positions, while structure B applies to jobs with competitive market conditions and comes with higher hourly wages.
Both contain four career bands: administrator, management, specialist, and operations. These bands are then divided into levels based on the amount of responsibilities associated with the job. At each level, staff can be paid within a certain range, broken up into three with minimum and maximum values shown for every third.
Jobs are categorized into one of these levels and compensated accordingly. For example, a floor crew custodian is paid at an Operations Level 2 (OP2) rate, with a minimum of $11.00 per hour in the lower third and a maximum of $15.58 per hour in the upper third.
Approximately 15 percent of staff, including custodians and dining hall servers, are paid at the OP1 and OP2 levels, the lowest of the bands. As the costs of living increases, many of these employees are finding it increasingly difficult to work at the college.
“I do think that the pay is low. I really do,” said a member of the custodial team. “It’s not keeping up with the cost of living, so a lot of people here work two jobs. It’s tough. Really tough,” he said.
All employees quoted in this article wished to remain anonymous for fear of retribution.
In a report published last year, the National Low Income Housing Coalition showed that a resident of Addison County would have had to earn an average of at least $19.63 per hour or work close to two full-time jobs at minimum wage to afford rent and utilities. The county is now the fifth most expensive in the state of Vermont.
[pullquote speaker="" photo="" align="center" background="on" border="all" shadow="on"]Nobody wants to come here, and when they do come here, they don’t stay.[/pullquote]
The experiences of staff members reflect the figure. “With rent and food, it’s hard to live here on the pay,” a second custodian said.
In response to these concerns, the administration has often cited generous benefits packages the college provides to full-time employees. With good insurance, retirement plans and even subsidized education for children, working at the college remains an attractive option compared to similar jobs in town. It’s a benefit that many members see as a critical part of their livelihoods.
“My friends in construction, they’re getting paid more. But they don’t have good insurance,” said a member of the facilities staff. “Several years ago, I had a medical issue, and that was a big deal.”
Others say that benefits are not enough. Staff earning close to minimum wage may be working from paycheck to paycheck — where money today means the difference between paying the phone bill or not.
“Your first year, you get five weeks time off. The health insurance is top-notch. But if you’re making 12 or 13 bucks an hour, what good does time off do?” asked a second member of the facilities department.
“[Time off] is useless because you can’t afford to go anywhere,” said the first custodian. “Might as well work.”
The level of pay is not only affecting the living conditions of staff, but also contributes to a shortage in certain departments on campus. Managers have struggled to fill open slots, with nine openings left unfilled in custodial positions.
It is a jarring change for college staff used to getting the help they need in order to fulfill the various demands of the expansive campus. A third employee in facilities recounted his first few years working at the college a decade ago, when custodial positions would be highly sought after.
“We would put out a help-wanted ad for floor crew and there will be 10, 12 job applicants,” he said. “You had to beg to get an interview here. And now you can’t drag ‘em in here,” the first custodial worker said.“Nobody wants to come here, and when they do come here, they don’t stay.”
Staff members speak of friends who have chosen to work in similar jobs in the state, foregoing better benefits for a slightly higher base pay. Listings for custodial positions in school districts around Burlington or Essex can start at $15 per hour with benefits, attracting people who in years past may have chosen to work at the college. Even jobs closer to home, including crew positions at Dunkin’ Donuts and cashier positions at the Natural Foods Co-op are paying wages close to what the college offers — around $12 per hour.
Broader trends outside of the college’s control have also exacerbated the issue. Low unemployment rates across the United States have led to a tight labor market where employers struggle to fill entry-level positions. At the end of last year, the unemployment rate in Addison County stood at 2.3 percent, one of the lowest since the Department of Labor began recording the data in Vermont.
Even when departments are able to hire, however, staff turnover remains an issue. Employees are discouraged by a perception that the administration fails to adequately reward good performance — a 2017 staff survey revealed that only 27 percent of faculty and staff were satisfied with the college’s recognition and awards programs.
Over the past five years, pay raises have hovered around two percent across the board, with few opportunities for merit-based rewards in lower-wage positions.
“I came in at the entry level, and now I’m at the top of the wage band. But it’s much harder for people to do that now,” said the first facilities employee, who has worked at the college for 25 years.
The first custodial worker shared the same sentiment. “If you screw off and I work hard, we get the same raise,” he said.
The administration, for its part, has responded to these concerns by launching a review of performance management processes, hoping to wrap up by the fall of 2020.
Still, many remain unconvinced that conditions will improve. “This used to be a great place to work. It still is, it still is," said the first custodial worker. "But it’s too bad."
For full staff issue coverage, click here.
(11/01/18 9:57am)
For 21 years, Dave Donahue has worked to bridge the town-gown divide. As chief of staff for President Patton and the director of community relations, he has been the college’s voice in the local community, discussing construction projects at selectboard meetings, fielding questions from residents in town and leading community organizations.
On Nov. 2, he will step down from his role in the administration to take a position as senior vice president and chief of staff at the Ultimate Medical Academy in Tampa Bay, Florida. There, he will be working with a school largely based online and with a student population of 15,000, many of whom come from backgrounds vastly different from those of Middlebury students.
Donahue admitted that his decision to leave took other adminstrators by surprise, given his long tenure at the college. He began his life at Middlebury in 1987, playing football and lacrosse as a recruited athlete. An East Coast native, he fell in love with the idea of attending an academically rigorous school surrounded by Vermont’s natural beauty.
After graduation, Donahue worked in consulting for five years at Accenture’s government and educational division, flying from city to city on a weekly basis. But when his role moved him further away from education, he looked for a way back.
“I wanted to work with education systems. But I was pretty removed by that time,” Donahue explained.
That’s when he reached out to his alma mater. After speaking with Ann Hanson, the current dean of Ross Commons and the dean of student affairs at the time, he was convinced that he wanted to be at a school again. In the summer of 1997, he accepted a position as the assistant dean of students.
What began as a junior role in the student affairs office turned into a decade-long association with the college, moving across various administrative roles until settling into his current job ten years ago as the chief of staff for the president and director of community relations.
[pullquote speaker="Nick Artim" photo="" align="center" background="on" border="all" shadow="on"]He’s always been a top notch professional. We’re gonna hate to see him leave, because he’s been such a good person to work with.[/pullquote]
It was a tenure marked by community, both within the college and beyond. One of his earliest memories was of advising the inter-house council, a committee holding social houses responsible for infractions — a role that challenged the new administrator.
“I felt like I was drinking from the firehose back then,” he said, laughing. “But I was fortunate to have Ann Hanson and Matt Longman who were really good mentors to me.”
Later as director of community relations, he facilitated the college’s contributions to some of Middlebury’s most ambitious and contentious projects, from the Cross Street Bridge construction to the relocation of the town offices. Along the way, his professional and personal circles broadened to encompass members of the local community. He became a trusted liaison, playing a vital role in strengthening the relationship between the town and the college.
“He’s just one of these people with high integrity. We knew we could trust him, often as the main contact to the college,” said Nick Artim, a member of the town selectboard who has worked with Donahue for the past nine years.
Still, his role has not come without challenges. Between 2013 and 2015, Donahue helped move forward a project to relocate the decrepit town offices from their site across Twilight Hall to their current location next to Ilsley public library. The college spent more than five million dollars on the plan, acquiring ownership of the land that once held the offices and building a public park on the property.
In town meetings and forums leading up to the construction, residents engaged in heated debates, as some protested the college’s increasing reach into town and others griped at what they saw as an unnecessary expenditure. Even in the thick of these tensions, Donahue remained a professional arbitrator, always ready with a knowledgeable perspective and willing to have a conversation in his easy-going way.
"He’s always been a top notch professional. We’re gonna hate to see him leave, because he’s been such a good person to work with,” Artim said.
As for Donahue, whose Middlebury career centered around connecting the town and the college, he’s proud to leave the community with a physical space to do just that.
“It’s great to see to see the park get used in the summer for movies and music, and to see people just hang out, to see kids playing in it. It’s a community asset,” he said.
Even outside of his official capacity, Donahue has been proactively involved in the community, helping to launch the Maple Run in 2009 and, until recently, chairing the Addison County Chamber of Commerce. He has also served on the board of the Better Middlebury Partnership, volunteered on the Cornwall school board, and coached the high school lacrosse team.
“I show up, and not show up representing the college’s agenda necessarily, but show up and say, ‘Hey, how do we make this place a better place to live, work, and play?’” he explained. “In the end, that’s going to be good for the college.”
Intentional or not, Donahue’s presence around town has made him an effective and authentic spokesperson for the college. He has gone to great lengths to engage with residents, even those who see the college as a tax-evading, inconsiderate neighbor. He spoke of one particular encounter with a town resident.
“We sat down for coffee. I ended up coaching his daughter in a sport, we ended up spending time on the sidelines,” he said. “And in the end, while he wishes the college would do more, I think he has come to a different understanding of what we do.”
These conversations made him one of the most visible members of the Middlebury community. With his active involvement came the fear that his departure might leave a gap in the relationship between the college and the town. But Donahue is confident that the relationship he helped to build will only continue to strengthen.
“We’re in a time now where there’s a lot of people not named Dave Donahue who have an interest in town,” he said. “Number one is Laurie Patton, who loves small town engagement, loves the dynamic of a small town, loves community organizations from the town hall theater to the Sheldon museum, to the Middlebury community center.”
Town residents and leaders share the optimism, recognizing the role he played in bringing the two communities closer together and leaving them with a better relationship going forward.
“He had brought others in, even before he decided to leave,” explained Rob Carter, president of the Addison County Chamber of Commerce. “It won’t be Dave, and his particular personality, the knowledge he has from his experience at the college, but I think there’s going to be a good handoff of responsibility.”
As Donahue leaves the college, he wants students to share the love for community that he held. The college’s responsibility to work for a better town extends beyond the administration — students, he said, must also learn about the lives people lead past the secluded hills of campus.
“I would challenge students, whether it’s volunteering with an organization, or just maybe exploring with a friend five miles further down that road you’ve never been before,” Donahue said.
This same appreciation for community that has helped him succeed at Middlebury is what has made his decision to leave that much harder. “The relationships I’ve built with the people here at the school but also in town,” he said. “that’s the part that I’m gonna miss.”
(09/20/18 9:59am)
On the patio of Otter Creek Bakery, a group of students pet an elderly couple’s golden retriever. Inside, a mother with a stroller walks up to the counter, greeting staff like old friends.
For over 32 years, owners Ben and Sarah Wood have been building a beloved neighborhood institution, churning out pastries, sandwiches and cakes for the Middlebury community. Now they are preparing to take a step back, putting the bakery up for sale.
The couple’s decision marks the latest change in a town whose landscape has dramatically shifted over the past year, including the closure of Carol’s, the Lobby and other retail businesses, like Ben Franklin. The bakery appeared, for a moment at least, to be the next victim of a difficult economic environment.
But unlike many of the businesses, Otter Creek is neither struggling nor shutting down. Through the financial crisis in 2008 to the disruptive construction of a rail bridge in downtown Middlebury, Ben and Sarah have weathered multiple storms over the years, unfazed by the problems that seemed to cripple their neighbors.
In fact, this summer brought one of the most profitable seasons in recent memory, with language school students and community members alike flocking to their store even in the sweltering heat.
Wood is optimistic that the shop’s growth will continue in the close-knit community that is Middlebury.
“People do want to shop locally,” she said. “They do want to know who’s behind the counter.”
At the same time, she recognized the need to be careful not to invite unsustainable competition, refusing to crowd the limited market with offerings similar to those of other stores in town
“We don’t make bagels and doughnuts, it’s too small of a population,” Wood explained, referring to Middlebury Bagel and Deli. She attributes part of her success to the niche she and her husband were able to build. It’s led them to focus their attention on a few items they know how to make well, like their famed chocolate cake and their unique sandwiches.
The Woods’ love for food has deep roots. For years, they spent summers training at a French bistro in Nantucket, learning the basics of cooking and baking. In the winters, they travelled to various cities to find off-season work. One of those places was Vermont, where they also fell in love with the land.
By the time they left the Nantucket bistro in 1986, Ben had more than a decade of experience with French cooking, and Sarah in baking. Between the two of them, they had also accumulated a restaurant’s worth of industrial kitchen supplies, from an oven to sets of copper pots, pans and knives. When they saw that the café on Frog Hollow Alley was up for rent in Middlebury, they jumped at the opportunity. They’ve stayed ever since.
For years, Sarah would come into the store before sunrise, and work until 8 a.m. “Baker’s hours,” Ben joked. He would take over to prepare for the lunch rush, building off his early menus from the bistro.
“I do the sweet, and he does the savory,” Sarah said.
Their dynamic has helped them succeed, appealing to a wide range of customers without stepping on each other’s toes.
They hope to find a buyer with similar skills and strong determination, able to handle the numerous dimensions of the business.
Until they do, they have no intention of shuttering its doors.
“We’re not in a hurry, so we want to make sure it’s the right match,” she said. “Or we’re not doing it. I’ll wait five years if I have to.”
The new owners will inherit a daunting responsibility. To the Middlebury community, Otter Creek is much more than just a pastry shop. Its food is often present for life’s most important milestones, a staple at weddings and birthday parties.
The bakery is also an important link between the town and the college. Located on 14 College Street, it is one of the few places where the two often-divided communities interact. For the business, that has also meant a diverse set of customers and a steady stream of new faces.
“With the college, there’s a lot of diversity that you don’t have in other towns — people with different ideas, from all walks of life,” Sarah said.
Ben and Sarah Wood even hoped that the college would buy their store. They reached out to the administration, proposing to move the admissions office to the bakery.
“The admissions office up there is kinda sterile,” she said. “Visitors could just hang out here, and you can have a cappuccino, croissant, see the town. It’s the threshold to Middlebury.”
But with little interest from the school, they are still searching. In the meantime, they continue to work at the store as they did for decades, with the same passion and quality. Though, at the end of the day, they remain committed to selling.
“The bakery’s sort of like our first child,” Sarah said. “It’s ready to get booted out of the nest and grow up.”
(09/13/18 10:00am)
The former home of Carol’s Hungry Mind Café, 24 Merchants Row, is bustling with activity again. After weeks of preparation, Jennifer Stocker and Adam Shafer opened The Daily Grind, a new coffee shop
Inside, the space is fresh but familiar. Students type away on laptops, friends chat about work, and the lone visitor sips on his coffee. Behind them, a clean row of photos line the once crowded wall. The sleek renovations add new life to the friendly, casual feel of a neighborhood café.
For the couple, who also own Shafer’s Market & Deli and the Foundation Salon & Spa downtown, opening The Daily Grind was a dream come true. “I’ve always wanted that space,” Stocker said. She explained that Shafer started working at Carol’s as a baker 12 years ago.
The couple hopes to expand the store beyond coffee, building a tapas food menu and an entertainment space in the basement.
They want to attract a different audience to the shop with poetry readings, karaoke nights and music. It is also part of a plan to make the business profitable, something that Carol’s struggled to do.
“You can’t sustain a business on coffee alone,” Stocker said. “I’ve contemplated putting in a bar downstairs.”
In the meantime, she wants the town to know that a new shop has opened. “People are still getting used to it being back open— daily and consistently,” she said. “Every day is a little bit busier than the last.”
But as business grows, Stocker may soon encounter many of the same obstacles that Carol’s faced. The rail bridge’s construction is a major deterrent for visitors, decreasing foot traffic and obstructing parking spots. Customers who linger for hours, paying only for a cup of coffee may continue to present a challenge. Still, Stocker remains unconcerned, dedicated to bringing in patrons.
“If I know someone’s around the corner, I’ll go stand in the middle of a parking spot,” she said. “[Or] I’ll give them my spot.”
Stocker’s vision is a hopeful, yet nostalgic one. “Ten or twelve years ago, I used to want to go to Carol’s all the time,” Stocker said. “I want to get back to the warm, inviting, friendly face in town.”
(05/09/18 11:35pm)
Over the past year, the legal use of marijuana has been attracting more and more attention in Vermont. Just last month, PhytoCare, a cannabis company from Waterbury, opened the state’s fifth licensed medical marijuana dispensary in Bennington.
The dispensary is capitalizing on the interest in cannabis as a treatment option for a variety of medical conditions. Owners of PhytoCare expected about 20 registered patients at opening day, but demand swelled, and 86 people had already registered, according to the VTDigger.
With more interest, laws governing the legal use of marijuana continue to evolve. But the changes have been accompanied by some confusion. What’s legal and what’s not? Where can you buy weed? Can’t you just smoke already?
It’s high time that The Campus bring together all the recent news and laws to give a snapshot of marijuana regulation, production and consumption in the state today.
(Almost) Legal
Signed into law in January, Bill H.511 is the most significant victory for the legalization movement so far, allowing recreational marijuana use for adults over the age of 21. It will go into effect on July 1, meaning that possession today is still illegal. And there will be limits.
Compared to the laws of other states that have legalized recreational use, Vermont’s is one of the strictest. The bill removes penalties for possessing up to one ounce of marijuana. But buying or selling in the state remains illegal. Instead, people can grow up to two mature and four immature plants at home.
There are also provisions in the bill that increase criminal penalties for those who sell to minors.
Medical Use Continues to Rise
Since 2004, when the first medical marijuana law passed the legislature, the number of patients has grown every year to reach around 5,000 today, according to data from the Vermont Marijuana Registry. Every patient is required to register with one of five licensed dispensaries, and is only permitted to purchase treatments from that facility. The highly regulated system leaves little room for loopholes often associated with medical use.
Because H.511 doesn’t allow for the establishment of a full-fledged recreational marketplace, these dispensaries maintain a monopoly over the commercial production and sale of marijuana in Vermont. That means if any changes happen, they are likely to be the first to profit, writes VPR.
The new dispensary in Bennington, for example, is now hoping to create a cultivation facility nearby. And if the plan goes forward, owning infrastructure that can grow plants on a large scale would position them well to take advantage of any opportunities that may soon come up in the recreational space.
Meanwhile, new state laws are continuing to facilitate medical marijuana. Last June, Act 65 went into effect, authorizing existing dispensaries to open one additional branch each, as well as to allow for a sixth license when the number of patients reaches 7,000. Due to this law, several dispensaries are looking at new locations, including Middlebury, in which to build additional branches.
The Push to Tax and Regulate
According to a 2015 report by Rand Corporation, people in Vermont collectively spend about $165 million every year on marijuana. For the state, the figure represents a significant potential source of tax revenue.
Supporters of legalization are itching to take the system to the next stage— implementing a full tax and regulate structure that states like Colorado have. In fact, two weeks ago, lawmakers in the Vermont House brought up a bill hoping to do exactly that. The bill faced fierce resistance from both Democrats and Republicans, which, with the legislative session ending in a few weeks, would leave little time to flesh out specific details. As a result, the house voted 106 to 28 against the plan.
Still, many lawmakers are hesitant to vote for full legalization. Governor Phil Scott has repeatedly said that he would only consider new bills when his marijuana advisory commission comes back with recommendations on addressing safety concerns.
In particular, police are concerned about the difficulty of issuing marijuana-related DUIs, since there are no breathalyzers for the drug. A proposal in the Vermont Senate Judiciary Committee would have authorized the use of roadside saliva testing, but that was also rejected last week. Without a clear threshold to determine influence, lawmakers felt that the test was unreasonable.
H.511 will remain the standard for the near future.
Still Prohibited at the College
Despite the shifts in the state, Middlebury’s policies have not changed. The general council sent a notice to the school community in response to Vermont’s legalization reiterating this message, highlighting federal law and student health as main concerns.
Because the drug is still prohibited on the federal level, any easing of Middlebury rules would jeopardize its access to federal funds. With more than $22 million of federal financial aid money at stake, it’s unlikely that the school will consider easing its guidelines.
(04/26/18 1:00am)
MIDDLEBURY — Standing between the exposed brick walls and raw wooden beams of his office, Evan Deutsch ’12.5 began describing his path from graduation to where he now works, at a design agency he co-founded with fellow Middlebury alum Jon Portman ’13 four years ago. His story— turning down a consulting job in Boston to work for the College’s Center for Creativity, Innovation and Social Entrepreneurship before starting his own company—typified the independent, purpose-driven spirit so entrenched in Vermont culture. And over 2,100 Middlebury alumni share this same spirit, living and working in the state today.
Vermont seems to have it all. The landscape is captivating, with snow-peaked mountains rising behind stretches of gentle, rolling hills. For the most part, the people are friendly, down to earth. The pace of life appears manageable, far from the rat-race of New York City or Los Angeles.
But more and more people are leaving, looking for opportunities in bigger cities in different states. Over the past several years, an average of only 35 students from each of Middlebury’s graduating classes have stayed.
For most, the choice is simple. Vermont has few opportunities and high costs of living. Large cities, while expensive, bring jobs that pay more and provide clearer possibilities for the future.
And because the decision to stay in Vermont can be difficult, it attracts a certain type of person— community minded, with a strong sense of purpose. More than 500 Middlebury graduates in Vermont surveyed by the CCI work in the education industry, from teachers in rural towns to administrators in more urban districts. Even business owners are mission-driven, running companies that contribute to the community in addition to increasing their profits.
When Oxbow, Deutsch’s design agency, began to grow, he directed the company towards fulfilling an agenda of positive social impact. “Okay, we’re founding this business, it’s becoming successful,” he said. “How can we use this as a force for good, that amplifies our impact more than as individuals?”
Other alums say the same. “The amazing thing about doing business in Vermont is that social responsibility is part of the genetic code of the way businesses operate. That’s just not the case in other states,” said Benjy Adler ’03.5, founder and owner of The Skinny Pancake franchise.
Principles, like the commitment to local food, are not secondary to Adler’s business. Instead, he sees them as essential to making his restaurant successful. “The rest of the country looks to Vermont on how we are pushing the envelope,” he said. “To be here and to work on local food means that we are at the center of innovation.”
But for all the excitement surrounding Vermont and its culture of authenticity, there are still challenges. Business owners are often deterred by the perception of high taxes and high regulations.
“The community is amazing, but then when it comes down to filing your taxes, you feel like you’re getting screwed a little bit,” said Deutsch. “But it’s a trade-off. We can be in Delaware and not have the community that we have.”
Others struggle with high costs of living, and the lack of job mobility and opportunity. With few high-paying positions in Vermont, even people who may not have thought of becoming entrepreneurs find that Vermont forces them to be creative.
“Looking back on it, I’ve opted to create my own job more often than not. A lot of that is due to my personality, but there are also fewer job options,” said Chris Howell ’04, founder of a local food tour company. “It was tough making it work in the beginning— I held other jobs ranging from produce delivery driver to supporting developmentally disabled teens.”
Students, perceiving these difficulties, increasingly move away from Vermont, contributing to an outward migration of college graduates and exacerbating the trends of an aging population and stagnant workforce.
To make matters worse, many Vermonters now leave the state after high school. Despite the opportunity of going to schools like UVM, the Vermont State Colleges or Middlebury, over 45% of high school graduates leave the state— and many don’t return. While most states depend on their colleges and universities to increase the number of young workers they can attract and retain, Vermont has to invest in other measures.
“We have to try to encourage young people to become part of our community,” explains Jim Douglas ’72, the former governor of Vermont. Since his time in office, various agencies in the state government have regularly developed incentives to increase the workforce. The current administration, for example, will soon begin a program called “Stay to Stay”, setting up vacation weekends that include visits with businesses and realtors.
Colleges, including Middlebury, are also hoping to show students that there are opportunities in Vermont. “Too many students think that there’s no jobs. But there are,” said Peggy Burns, director of the CCI. “We want to facilitate a path for students to make informed decisions, and I think that Middlebury graduates can contribute to a more vibrant and robust culture here.”
At the end of the day, Vermont provides an opportunity unlike any other for those willing to stay.
As Adler explained, “The cold honest truth is, Vermont needs good people. That’s not a reason for anyone to choose to stay here, but the companies that are hiring are hungry. There’s a shortage, and I certainly appreciate it every time someone chooses to stay in Vermont.”
(04/05/18 1:38am)
MIDDLEBURY — Earlier this month, the Vermont House of Representatives passed a bill changing the relationship between small breweries and distributors in the state. The bill now goes to the Senate, which is set to vote in the coming weeks. If ratified, the new law would give brewers more flexibility to leave contracts, a move that reflects their growing prominence.
Relationships between breweries and distributors are crucial to the beer industry. Small to midsize producers such as Drop-In and Otter Creek in Middlebury rely on agreements with large distributors to market, transport and place their products. At the same time, distributors benefit from the strength of local brands in growing and diversifying their businesses, which mostly consists of highlighting multinational brands such as Anheuser Busch and Molson Coors.
Under the current system, however, brewers have little negotiating power over these agreements. Existing franchise laws make it effectively impossible for brewers to leave contracts— a vestige of the 1970s when Vermont was populated by many small distributors and few large beer companies. At the time, mom and pop wholesalers feared that powerful brands could pull their beer at any time with little financial repercussion. In response, the legislature drafted laws requiring brands to prove in court “good cause” to leave a contract. Even then, wholesalers would have 120 days to fix their problems, at which point both parties had to remain in the agreement.
Today, the landscape for breweries in Vermont has dramatically shifted. There are 51 small breweries and only four distributors. While their relationships are mostly amicable, brewers recognize the imbalance in negotiating power if problems were to ever appear.
“The wholesalers dwarf the little breweries,” explained Steve Parkes of Drop-In Brewery. “If we were to become unhappy for whatever reason, with the laws existing as they did, we would be unable to take our brand back [from the distributor].”
The proposed bill addresses these concerns. Breweries producing less than 50,000 barrels annually or contributing to less than three percent of a distributor’s franchise value would be required to draft contracts laying out the terms of termination. Only four Vermont breweries produce more than this amount: Long Trail, Otter Creek, Harpoon and Mad Hat. Moves to increase the scope of the law were quickly dismissed since doing so would tip the balance too far towards the brands, reintroducing the fears of the early wholesalers.
“It’s essentially just allowing us to leave a contract if it’s not working for us,” described Avery Schwenk, president of the Vermont Brewers Association, to the VTDigger.
But some are concerned that the changes jeopardize a dynamic that has proven to be successful over the past several decades. The craft beer industry in Vermont leads the country, producing around 17.4 gallons of beer per adult resident, according to the Vermont Brewers Association. Its total economic output is estimated to be around $376.7 million, higher than the state’s maple syrup industry or its ski resorts. This explosive growth was fueled in part by the ability of small brewers to use the extensive distribution networks established by large wholesalers.
“We reach all corners of the state. We’re able to penetrate that market much more deeply than individual brewers can,” said Todd Bouton, General Manager at Farrell Distributing, one of the state’s four major distributors.
Companies like Farrell pay a significant share of marketing and logistics costs, as well as absorb unanticipated expenses such as spoiled beer. Because of these substantial investments, distributing craft beer take years to turn profitable. If the changes go through, they may be less likely to accept these early costs, leading to fewer or weaker investments in new craft brewers.
Nevertheless, both parties are hopeful that the bill will not substantially alter their business operations. They’re convinced that longstanding relationships between the layers will continue, with little visible change for consumers.
(03/15/18 12:00am)
BURLINGTON — Ben Cohen, co-founder of Ben and Jerry’s ice-cream, was arrested in Burlington last Tuesday for violating the city’s noise ordinances. He and two other activists were protesting the proposal to bring F-35 fighter jets to Burlington International Airport. From speakers attached to the back of a pickup truck, they played sounds simulating the noise-level of a jet flying above.
Their objective? To demonstrate the disruption that the planes will cause in the community.
For more than five years, residents around the airport have been bracing for the arrival of 18 new F-35s. The jet is touted as one of the most technologically advanced systems ever designed, commissioned to replace the aging F-16s. But such ambitions have led to significant cost overruns, delays, safety concerns and a myriad of other issues. In Vermont, critics have zoned in on another key concern: noise. Four times louder than the old jets, the F-35s will displace a large population of South Burlington residents living near the airport.
According to federal regulations, the Federal Aviation Administration (FAA) has the authority to initiate voluntary buyout programs in areas where the noise average exceeds 65 decibels. At this level, people are at risk of hearing loss, and children are at risk of suffering from developmental issues. The FAA has already bought and demolished over 200 homes in the vicinity of Burlington Airport. It plans to do more.
“I felt like it [our house] was being taken away from us by people that couldn’t give a shit, really. They didn’t care,” said Carmine Sargent, a local resident of 45 years, in an interview with the VTDigger.
Critics argue that politicians and businesses are using the FAA to advance their own agendas. They claim that the Burlington government, instead of supporting non-destructive efforts to mitigate noise, are demolishing low-income neighborhoods to expand the airport.
“They want a hotel on their own property. They want restaurants. There was an idea for a spa over there,” a local resident said of Burlington’s officials. “It does not meet the reality and the needs of this area. And at the same time, you’ve destroyed a great neighborhood.”
Officials resist the accusations. In a community meeting last February, Richard Doucette, the FAA’s New England Environmental Program manager, talked to residents about the viability of different noise protection efforts that don’t involve buyouts.
“Theoretically, there are measures, and if [noise barriers] were found to be more effective, we would have built more. But we haven’t built any since I’ve been with the FAA in New England,” Doucette said, stressing the limited options they have at protecting residents from noise.
Many critics have also suggested alternatives to the F-35. In a letter to voters, lawmakers from Chittenden County cited Air Force statements from 2010 assuring residents that the Vermont Air National Guard will maintain a presence regardless of the status of the F-35.
“[The National Guard] could fly another fighter aircraft, or a military transport, or drones, or perform cyber security missions,” the lawmakers wrote in their letter.
But it’s unlikely that officials will reconsider the arrival of the 18 jets. The Vermont Guard is built around its fighter squadron, making the jets a crucial part of their missions overseas. Currently, they are preparing for a major deployment in 2019. As part of the efforts, 41 airmen are training in facilities around the country to fly and maintain the F-35s.
“There is no alternative mission being planned for the Vermont Air National Guard,” said Maj. Gen. Steven Cray in a press conference last Friday.
The state’s congressional delegation is also unanimous in its support for the F-35. In fact, Senator Patrick Leahy has faced controversy over his role in bringing the jets to Vermont, pressuring the Air Force to abandon their preferred locations. In a statement to the VTDigger, he denied these allegations.
Much of the support for the F-35 jets stems from the economic benefits that the airport and its military use brings to the city. In an interview with VPR, Lt. Col. Daniel Finnegan of the F-35 integration office, said that the Guard has already spent $83 million preparing the base, and will be doing more. In addition to the one-time integration efforts, the airport receives millions in annual funding from the FAA thanks to its nature as a dual-purpose civilian and military airport. Many supplementary jobs, like the Guard’s Aircraft Rescue and Firefighting force (which spends about $2 million dollars annually), exist thanks to the jets.
Their support is shared by many in the business community. The Greater Burlington Industrial Corporation (GBIC), a non-profit promoting economic interests in the region, has advocated in favor of the jets.
“The airport is our number one, two and three economic stimulators,” said Ernie Pomerleau of the GBIC in an interview with the VTDigger. “Anything I can do to strengthen the economic viability of Burlington, Vermont, I’m in.”
In addition to the direct jobs that the Guard’s forces provide, improvements to Burlington Airport are part of a larger plan by lawmakers and business leaders to revitalize the aerospace industry in the state. There are companies across New England and Quebec that they hope to attract to Vermont. GE Aviation, which landed a $1 billion contract to manufacture F-35 engines in 2016, for example, runs a plant in Rutland.
Still, to the residents losing their houses, such arguments appear dismissive, and the officials’ response even patronizing.
“For me, this is my home,” a local resident said. “A lot of people don’t get this. Well, if you grow up in a home, and you’ve been there for 30, 40, 80 years, you get attached to your home. You have memories there.”
(03/01/18 12:51am)
MIDDLEBURY — Lindsey Fuentes-George, a Middlebury human services worker, is entering the race for one of two available spots on the town select-board. She is running against two experienced candidates, incumbent Farhad Khan and former selectboard-member Gary Baker.
The Middlebury Selectboard is a governing group of seven members elected for three-year terms on staggered election cycles. Members volunteer to identify and prioritize town issues, while day-to-day management of the town is delegated to the town manager and her professional staff. Together, the town manager’s office and select-board lead the Middlebury community.
The next election will take place on March 6.
In announcing her candidacy in a letter to the Addison Independent, Fuentes-George cited her desire to provide a voice for underrepresented people in the community. Before coming to Middlebury, she worked for an agency that supported survivors of domestic violence. Now, as an employee of the Counseling Service of Addison County, she works with adults with cognitive disabilities. She hopes that her experiences with society’s marginalized will help the select-board become better attuned to the diverse needs of the community.
“I’d like to do so [advocate for residents] while bearing in mind that, for many reasons, residents are not always able to engage equally in this process. I hope to be cognizant of, and accessible to, a wide range of people in the Middlebury community,” she explained to The Campus.
Fuentes-George moved to Middlebury seven years ago with her husband, Kemi Fuentes-George, a political science professor at the college. They have three young children, two of whom attend Mary Hogan Elementary school. Fuentes-George’s desire to run for a board position was shaped by personal experiences with diversity and ties to the local community. In particular, raising multiracial children in a predominantly white area and being brought up by a multi-racial, single mom on welfare, have both contributed to her own lens on Middlebury.
In addition to advocating for a more receptive local government, she discussed the importance of creating a vision for the community which would help guide the policy-making process.
“A lot of people my age and younger are looking for family-friendly communities like Middlebury. Things like open space, amenities (such as Ilsley Public Library and our wonderful recreation department), bike-friendliness, and trail access, are all assets that draw people to our town. Lack of affordable housing, transportation difficulties, and limited internet options all detract.”
Because she has never run for public office before, she recognized some of the challenges she faces. “I am largely unknown compared to the other candidates,” she said.
Her competitors have vast resumes to their names. Baker has served in various public committees over the past decade, from the Planning Commission to the Health and Public Safety Panel. Both Khan and Baker have served on the select-board before.
Despite her lack of policy experience, she offers the promise of a fresh voice on the board, telling The Campus, “I’m hoping that people will be excited about the possibility of someone new.”
As for her thoughts on the construction of the train tunnel—the biggest issue currently facing the town—she is optimistic. Like the other two candidates, she wants to see the project move forward, citing the potential benefits it could bring to the community. While she acknowledged the problems facing downtown businesses, including the closing of Carol’s Café, she described future opportunities stemming from increased land space.
“As much as this project has been a challenge, I think it has the potential to be a huge asset for the town, making the downtown area even more inviting. I think our priority now is to find creative ways to mitigate the impact to our businesses,” she said.
She’s looking forward to the election next week, where she hopes that her priorities of advocating for the concerns of all Middlebury residents will be shared by voters.
“I hope to remain aware, always, of who is not in the room. We are stronger as a community when everyone is heard.”
(01/25/18 12:19am)
MONTPELIER — State legislators are discussing a proposal that would provide free tuition to members of the Vermont National Guard. Supporters of the bill are hoping that the measure will increase enlistment and attract more working-age people to the state.
Vermont is one of few states in the country without full tuition benefits for their guard members. Currently, guard members can apply for interest-free loans and scholarships provided by the Vermont Student Assistance Corporation (VSAC). About 2 percent of guard members take advantage of this program, tapping into state funds of about $250,000. But many say that the fund is not enough, and are concerned that the limited assistance is pushing recruits to enroll in the National Guard of neighboring states over that of Vermont.
“You’re willing to serve, you want to serve, but if you’re looking at New Hampshire or Massachusetts or any of the surrounding states, you’re like, ‘I can stay in Vermont and maybe get some money, or I can just drive an hour south and be fully covered,” explained VT’s education services officer, Capt. Brian Williams, in an interview with the Burlington Free Press.
With a declining population, Vermont is already experiencing recruitment difficulties in its National Guard. In a testimony to the Vermont House of Representatives, Maj. Gen. Steven Cray, adjutant general described the challenges.
“In the last year alone, the Vermont Army National Guard under recruited by 50 soldiers and the Air National Guard under recruited by 60 airmen leaving 350+ vacancies across the ranks of the Vermont National Guard,” Cray said in the statement. The solution, he said, was to provide education as an incentive, a strategy used successfully by all other states in New England.
The newly proposed bill is designed to expand the current system, adding $640,000 to the budget, for a total of $890,000 in state funding to VSAC. Based on historical data from other states, officials with the national guard estimate that about 195 to 235 members would utilize the tuition benefits. In order to reap the benefits of this bill, officers would need to be accepted into University of Vermont’s (UVM) State Agricultural College, or another Vermont State College, and commit to serving two years. If members opt for a private institution, they only receive a reimbursement equivalent to UVM’s tuition.
The bill is popular. In Vermont, a state with one of the lowest birth- rates and highest outbound migration rates, measures to attract and keep the working population are viewed as important investments. Republican Governor
Phil Scott underscored
the issue in his annual State of the State address. “These are the men and women who bravely serve our country and communities,” he said. “They have valuable skills that benefit our employers and economy. They can help us grow our workforce, and put kids back in our schools.”
Democratic legislators including Representative Helen Head of South Burlington, chair of the House Committee on General, Housing, and Military Affairs, have also advocated for its passage.
“Given the committee’s receptivity to it this year, I suspect an even stronger bill will get our support,” she told the Burlington Free Press. Independent US Sen. Bernie Sanders has also thrown his support behind the measure.
Nevertheless, the bill’s passage is far from certain. Despite the enthusiasm from both sides of the aisle last year, the proposed bill failed due in large part to a lack of clarity on where the money would come from. Vermont continues to experience a tight budget and with Governor Scott’s aversion to new taxes, raising revenue to fund this measure is difficult. Until the new budget is ratified in the coming weeks, the status of the bill will remain unresolved.