Photo’s available on request

Inquiries may be directed to:

Laura Sibilia at 802-384-0233 or by email at lsibilia@brattleborodevelopment.org
Susan McMahon at 802-257-4547 or by email at susan@windhamregional.org
William Colvin at 802-442-0713 x. 1 or by email at bcolvin@bcrcvt.org

FOR RELEASE:
Friday February 22, 2013

Southern Vermont flood recovery officers hired
Summers and Woods will lead revitalization efforts in Windham and Bennington Counties

The Brattleboro Development Credit Corporation has announced the hire of Anthony Summers and Wendy Rea Woods to Southern Vermont’s two federally funded flood recovery officer positions.  The flood recovery officers will work collaboratively to expand the capacity of public officials and economic development organizations to work effectively with businesses and encourage the development of innovative public/private approaches.  High level goals include economic restructuring strategies, village and downtown revitalization and business resiliency in the wake of Tropical Storm Irene.

Summers, of Spokane, WA, recently graduated from Eastern Washington University with a Master of Urban Planning and a Master of Public Administration. While in graduate school, Anthony held an outreach position with Eastern Washington University’s Business Resource Center where he worked with small business owners to develop environmentally responsible business practices. It is Anthony’s interest in working directly with business owners and community members to improve economic conditions in Southern Vermont that drew him to the Flood Recovery Officer position. Anthony looks forward to applying his abilities to assist with identifying immediate and long-term solutions for strengthening the region’s economy.

Woods, of Dorset, VT, has had a career focused in the non-profit sector where she has developed her programming and community outreach skills working with and advocating for women and families.  She was a featured speaker both in national and local media markets on the topics of non-violence, issues pertaining to diversity and women’s rights in the Middle East.   She has coordinated community-wide projects with YWCAs and United Ways in Connecticut and Vermont and identified human and financial resources to achieve social stability and positive economic impact. Her most recent project has been forming a citizens’ committee that serves as liaison between the public, state agencies and a contracted consultant to study the feasibility of passenger rail restoration to Southwestern Vermont.

The positions and project are possible due to an award of $472,000 in disaster recovery funds by the US Department of Commerce’s Economic Development Administration to the Windham Regional Commission (WRC) and the Bennington County Regional Commission (BCRC). This EDA investment supports disaster recovery capacity building for the Southern Vermont region and is funded through the FY 2012 Disaster Relief Opportunity administered through the U.S. Economic Development Administration. Each disaster recovery investment is intended to support a community’s long-term recovery, spur job creation, leverage private investment, and promote disaster resiliency.

Summers and Woods will work collaboratively on the two county project with Summers based at BDCC’s Brattleboro office and Woods based out of the Wilmington Town Offices.  Start dates are the first and second week in March.  They can be best reached via email after their start date at asummers@brattleborodevelopment.com and wwoods@brattleborodevelopment.com.

More information on the project can be obtained at http://windhamregional.org/ or http://www.bcrcvt.com/

About WRC:

In the absence of county government, the Windham Region Commission provides the essential link between local, state and federal government.  A public entity, constituted by law and required to meet statutory obligations, the Windham Region Commission is an important resource to the 27 towns of the Windham Region in Windham, Windsor, and Bennington counties.  Its mission is to assist towns in Southeastern Vermont to provide effective local government and work cooperatively with them to address regional issues.  Towns choose to be members of the WRC.

About BCRC:

The Bennington County Regional Commission was created by the seventeen towns and villages it serves and works with and on behalf of those municipalities to build strong, resilient and sustainable communities, to foster economic prosperity and to promote a high quality of life for residents of the region.

About BDCC:

The Brattleboro Development Credit Corporation is a private, nonprofit economic development organization that serves as a catalyst for industrial and commercial growth throughout Southeastern Vermont. The primary objective of the BDCC is to create and retain a flourishing business community in the Windham Region that supports vibrant fiscal activity, and improves the quality of life of all its residents. BDCC is affiliated with the State of Vermont as the certified Regional Development Corporation (RDC) serving the greater Windham County area.  BDCC is one of 12 RDCs throughout Vermont.  In this capacity, BDCC serves the twenty-seven towns of Athens, Brattleboro, Brookline, Dover, Dummerston, Grafton, Guilford, Halifax, Jamaica, Londonderry, Marlboro, Newfane, Putney, Readsboro, Rockingham, Searsburg, Somerset, Stratton, Townshend, Vernon, Wardsboro, Westminster, Weston, Whitingham, Wilmington, Windham and Winhall.

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Our urgent need for economic development

Monday December 24, 2012

I greeted a Brattleboro acquaintance with the standard haven’t-seen-you-in-awhile question: “How are you doing?” I received a most unexpected response: “Great!”

I couldn’t help but notice her reaction. Nobody ever says, “Great!” so enthusiastically.

Turns out, after months of looking for work — and coming close to losing her house — she’d finally found a job.

“It’s so important to have meaningful work,” I said.

She shook her head: “Oh, this isn’t meaningful work. It’s not in my field. It’s not a dream job. In fact, I can’t believe I’m doing it. But it’s work. Period. And I can keep my home.”

There’s no getting around it. We have a genuine jobs problem here in Southeastern Vermont.

By just about every economic measure, the Windham Region is in decline. A presentation by the Southeastern Vermont Economic Strategies Group (SeVEDS) to the Windham Regional Commission last February laid out the bleak picture. This team — an affiliate of the Brattleboro Development Credit Corporation and made up of individuals from both the public and private sector in Windham County — initially formed to improve broadband and cell service in our area, but soon realized that our problems are much more complex than just bad communications services.

We lag behind New Hampshire, Massachusetts, the U.S. — and Vermont as a whole — in average wages, and ourmedian age is significantly higher. This decline in young workers will most likely lead to the further disappearance of jobs. As companies can’t find well-trained, entry-level workers, they will fill these positions with commuters from outside our area or will leave all together. We’ve also fallen behind in technical skills. At a recent workforce readiness workshop offered by SeVEDS, in conjunction with Vermont Technical College and Community College of Vermont, regional employers sent the message loud and clear: We have to prepare our young workforce better. In addition to providing them with specific technical skills required for jobs in our area, we must more effectively connect these workers with potential jobs.

The percentage of wage-earning residents in our county has also declined. We have a much smaller percentage of these workers here in Windham County, when compared to the rest of the state, and more residents who receive government subsidies or live off investments. So, we have growing sectors at the low and high ends of the economic spectrum, and no growth in between. Our residents tend to be more highly educated when compared to the rest of the region, but this has not translated into higher wages. College graduates earn substantially more in both Cheshire County, New Hampshire, and in Hampshire County, Massachusetts. This is partly because the percentage of residents employed by the private sector has decreased in our area while those employed by the public sector has increased. This seems to imply a lack of economic risk-taking needed to develop an energetic and innovative regional economy.

Risk aversion is completely incongruous with our reputation as an arts incubator. Our cultural offerings are simply marvelous: A thriving circus school, a dynamic youth theater, the Vermont Jazz Center. And on and on. There is so much creative energy here that it feels like the area can barely contain the resulting vibrations. But we can’t sustain all these dynamic organizations if we don’t improve our regional economy.

Growing jobs and business will not hurt our reputation as a funky and imaginative community. And it’s wrong to think that the problem is intractable. I had a good friend tell me recently, “You’re becoming a true Vermonter — you’re dabbling in all sorts of projects.” I felt a certain pride at her observation, but also a deep longing for my region. We shouldn’t simply resign ourselves to cobbling together bits of income, but instead be actively working to bring good-paying jobs to the area.

Thankfully, there’s been a lot of good news coming from SeVEDS lately. Its Workforce Development Committee has recently partnered with the Vermont State Colleges to offer leadership and training events to support regional employers. And this group will soon be steered by a most capable hand: Patricia Moulton Powden. Powden — currently Vermont’s Deputy Secretary for the Agency of Commerce and Community Development — will bring her incomparable and much-needed experience and expertise to our region’s economic development efforts.

This excellent news is set against the backdrop of SeVEDS’ contract with ViTAL Economy Alliance to develop a Windham Region Comprehensive Economic Development Strategy (CEDS) for the 23 towns of Windham County plus Winhall, Weston, Searsburg and Readsboro. There will be public forums in March and May connected with the creation of this CEDS document. Watch for these announcements, and then attend the discussions for two reasons: First, we must all understand and accept the reality of our bleak economic landscape before we can get moving. Secondly, exciting ideas always bubble up when Vermonters put their heads together to solve a wicked problem.

I recently joined the SeVEDS Workforce Development Committee; I’m deeply concerned about the long-term health of our regional economy. I want my children to have the option to stay and work in the area when they’re older, although they will almost certainly make other plans — despite my best intentions and machinations. In the past year, as I’ve watched several friends and acquaintances slip from the middle class, I’ve realized that we must be a both a vibrant arts community and a dynamic economic hub.

We all have a stake in this. Let’s not settle for an economy that barely keeps us afloat. Let’s create one that reflects the tide of creativity and innovation that surges here.

Rebecca Balint writes about history, education and culture. She welcomes your comments at bbalint37@gmail.com. Read her blog at www.reformer802.com/speakerscorner.

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SeVEDS partners with Vermont State Colleges on Leadership and Training Events Brattleboro Flyer – Leadership program

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PRESS RELEASE: December 3, 2012 ViTAL Economy Alliance contracted to develop Windham Region Comprehensive Economic Development Strategy The Brattleboro Development Credit Corporation (BDCC), on behalf of its affiliate the Southeastern Vermont Economic Development Strategies Group (SeVEDS), has signed an agreement with ViTAL Economy Alliance to create a Comprehensive Economic Development Strategy (CEDS) for the Windham Region of Vermont. The Windham Region is defined as the 23 towns in Windham County plus Winhall, Weston, Searsburg and Readsboro.

The Windham Region CEDS will be a strategy document that reflects documented local economic development needs and priorities and will recommend a regional project approach to achieving sustainable economic development. A CEDS is required to qualify for Economic Development Administration assistance under its public works, economic adjustment, and most planning programs and is a prerequisite to designation by EDA as an Economic Development District (EDD). SEVEDS recognizes that the work undertaken in this region over the last several years has built a proper foundation for a successful CEDS process. A CEDS will help the region to further identify its strengths and weaknesses and continue to establish clear priorities for guiding the work of state agencies, municipalities, non-profit organizations and local business as we work in partnership to foster economic development in the region.

The CEDS process for southeastern Vermont will naturally benefit from established social networks around SEVEDS and from the strong history of public engagement initiated by SEVEDS in building a regional economic development brand. The CEDS process is intended to secure specific commitments from stakeholders in adopting strategies which can be executed to achieve the region’s stated economic goals.

• End Population Decline 2009 = 42,605 est.
• 669 new jobs @$ 43,833 and 446 new jobs @$39,848 (NNE Average Wage) • Improvement of 4,464 jobs by $5,000/yr.
• $69M new wages $141M in new GDP
• Reach Regional GDP of $2.8B
• Increase Median Annual Income for Associates/Some College from $26,855 to $32,000
• Increase Median Annual Income for Bachelor’s Degree from $32,518 to $39,000
• Improve the Ratio of Net Earned Income to Total Income from .566 to .65

The CEDS process will include, but is not limited to: coordination with SEVEDS board, committees and outside community groups designed to gather public input and deliver presentations, analyze data and prepare a CEDS document that satisfies the requirements of the Economic Development Administration (EDA). This document will include the following list of critical components:

• Regional Profile:
• Visioning, Goals and Objectives
• A Plan(s) of Action
• Evaluation and Measurement

The Public Engagement process will take place via series of regionally diverse meetings around Southeastern Vermont; four to be help in March 2013 and a follow up four to be held in May 2013. The CEDS will be presented to the public for a 30 day comment period at a public meeting in September of 2013.

About ViTAL Economy Alliance: Founded in 1992, ViTAL Economy (VE) is a virtual resource team comprising successful business, government, education, and nonprofit entrepreneurs to provide best practice expertise to underperforming and remote regional economies. That team is called the VE Alliance. Members of the VE Alliance have guided regional economies in 43 states and three countries to a brighter future using our proven blueprint, the VE Journey. These communities have transformed themselves from declining to sustainable regional economies that are creating billions of dollars in new, sustainable economic growth; developing hundreds of high-performance businesses; and creating thousands of high-wage jobs. For more information, visit www.vitaleconomy.com.

About BDCC and SeVEDS:

BDCC is a private, nonprofit economic development organization that serves as a catalyst for industrial and commercial growth throughout Southeastern Vermont, including Windham County and the towns of Readsboro, Searsburg, and Weston. The primary objective of BDCC is to create and retain a flourishing business community in the Windham Region that supports vibrant fiscal activity, and improves the quality of life of all its residents. BDCC is affiliated with the State of Vermont as the certified Regional Development Corporation (RDC) serving the greater Windham County area. BDCC is one of 12 RDCs throughout Vermont.

SeVEDS is an affiliate of BDCC that grew from a 2008 grass roots effort, initiated by BDCC, to reverse the economic decline of the Windham Region. For more information on SeVEDS visit www.seveds.com .

Inquiries may be directed to Laura Sibilia at (802) 257-7731 or by email at lsibilia@brattleborodevelopment.org

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Jeff Lewis at the SeVEDS Annual Meeting. photo credit Colby Dix

On Thursday September 13th, 2012 SeVEDS held its first Public Annual Meeting at the Bellows Falls Opera House.  Presentations from that meeting are listed below.

Annual Meeting 2012 Lewis and Sondag

SeVEDS FY 13 Workplan PPT Sorensen Sibilia

Atwood FRCOG_Presentation_Sep2012 final

Bob Stevens of Brattleboro was presented with the SoVermont Leadership Award for Excellence in Economic Development.

This award is presented annually in recognition of sustained and effective efforts to mobilize leadership in the development of programs and projects, planning and designing of new and creative economic development activities and deep commitment as a leader and advocate for economic development in Southern Vermont.

Every year SeVEDS looks specifically for an individual or organization who has demonstrated consistent, exemplary performance in the economic development of our region, leading the execution of projects that have significant impact on revitalizing communities, and playing a major role in generating long-term growth and prosperity, improving the regions quality of life and sustaining its quality of place.

This year’s recipient was chosen for the fearlessness and sense of urgency with which they approached a number of significant economic development tasks in 2011 and 12.

Bob Stevens agreed to lead SeVEDS effort through its initial legal organization period; drove the board to start working quickly on actions it could take, and kept the board focused on moving forward after what was the most significant natural disaster our region faced.

In addition, with Craig Miskovich, Drew and Pete Richards and Ben Taggert, Bob is part of a consortium dedicated to bringing back the Brooks House in Brattleboro better than ever, helping to fill a deep economic wound in their downtown.

For these reasons, SeVEDS  awarded Bob the 2012 SoVermont Leadership Award for Excellence in Economic Development

Speaker of the House Shap Smith meets with Windham Region Young Professionals. photo credit Colby Dix

Vermont Speaker of the House Shap Smith met with the Windham Region Young Professionals during the networking reception at Popolos Restaurant.

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Request for Proposals

Comprehensive Economic Development Strategy

Background: The Brattleboro Development Credit Corporation (BDCC), on behalf of its affiliate the Southeastern Vermont Economic Development Strategies Group (SeVEDS), is seeking proposals from qualified professionals that are knowledgeable in research and development, planning and data analysis to create a Comprehensive Economic Development Strategy (CEDS) for the Windham Region of Vermont.  The Windham Region is defined as the 23 towns in Windham County plus Winhall, Weston, Searsburg and Readsboro.

About BDCC and SeVEDS: BDCC is a private, nonprofit economic development organization that serves as a catalyst for industrial and commercial growth throughout Southeastern Vermont, including Windham County and the towns of Readsboro, Searsburg, and Weston. The primary objective of the BDCC is to create and retain a flourishing business community in the Windham Region that supports vibrant fiscal activity, and improves the quality of life of all its residents.

BDCC is affiliated with the State of Vermont as the certified Regional Development Corporation (RDC) serving the greater Windham County area.  BDCC is one of 12 RDCs throughout Vermont.  SeVEDS is an affiliate of BDCC that grew from a 2008 grass roots effort, initiated by BDCC, to reverse the economic decline of the Windham Region.

Purpose:   SEVEDS recognizes that the work undertaken in this region over the last several years has built a proper foundation for a successful CEDS process.  It is expected that a CEDS will help the region to further identify its strengths and weaknesses and establish clear priorities for guiding the work of state agencies, municipalities, non-profit organizations and local business as we work in partnership to foster economic development in the region.   The CEDS process for southeastern Vermont will naturally benefit from established social networks around SEVEDS and from the strong history of public engagement initiated by SEVEDS in building a regional economic development brand.

SEVEDS recognizes a CEDS as a plan and a process, and also expects that research and writing of this CEDS should be done with an eye towards implementation.  Our intent is to secure specific commitments from stakeholders in adopting strategies which can be executed to achieve our stated goals.

• End Population Decline 2009 = 42,605 est.
• 669 new jobs @$ 43,833 and 446 new jobs @$39,848 (NNE Average Wage)
• Improvement of 4,464 jobs by $5,000/yr.
• $69M new wages $141M in new GDP
• Reach Regional GDP of $2.8B
• Increase Median Annual Income for Associates/Some College from $26,855 to $32,000
• Increase Median Annual Income for Bachelor’s Degree from $32,518 to $39,000
• Improve the Ratio of Net Earned Income to Total Income from .566 to .65To End Population decline

Scope of Work: The CEDS effort must include, but is not limited to: coordination with SEVEDS board, committees and outside community groups designed to gather public input and deliver presentations, analyze data and prepare a CEDS document that satisfies the requirements of the Economic Development Administration (EDA). This document must address the following list of critical components.

• Regional Profile: This section will include all current data relevant to the economic, demographic, geographic, workforce, transportation and environmental metrics of the region. The Regional Profile section will also review and provide a clear analysis of the region’s economic clusters paying close attention to the factors that support their successful operation.  Finally, the regional profile should include an in-depth analysis of the economic development problems and opportunities facing the region. This analysis should include recommendations for addressing the problems and strategies for capitalizing on the opportunities.

• Visioning, Goals and Objectives:  The second section of the CEDS should document SEVEDS clearly defined vision and a set of regional goals and objectives for economic development. This section should document the process by which the vision, goals and objectives have arisen from an extensive process of public outreach to stakeholders throughout the region. This should involve public meetings in several of the region’s towns, collaboration with business leaders, public officials and private individuals, this process should gather the wide range of ideas regarding the future development of our region. Along with the overall vision, these ideas will be pared down to a set of cohesive, concrete steps to achieve our goals and address the region’s economic challenges and capitalize on its opportunities.

• A Plan of Action: This component of the CEDS will be an action plan for achieving the Goals and Objectives. These strategies should consist of specific projects and programs that will be carried out by one or more stakeholders in the region. The CEDS will identify the nature and intended goal of the project, an estimated cost of the project, a lead agency and potential partners to implement the project, a projected timeline, potential funding sources, the desired outcome of the effort and, where applicable, an estimate of the number of jobs to be created or retained by the project. This section of the CEDS should also identify and prioritize critical capital development and infrastructure projects proposed by municipal, state, or federal government for the region.

• Evaluation and Measurement:  The final section will evaluate the process of administering the CEDS as well as distinguishing a performance measurement system to measure the strategy’s current and future success. This section will utilize a measurement system, based on outcome, output and efficiency measures, to maintain a high level of transparency and hold all parties accountable towards implementation. This section will also allow the region to benchmark itself among other regions according to specific outcome measurements identified.

Proposed Schedule

• RFP issue date:                                                          August 31, 2012
• Deadline for proposals:                                              October 1, 2012
• Review by SeVEDS:                                                  October 18, 2012
• Consultant Interviews:                                                through November 1, 2012
• Consultant Selection:                                                 November 15, 2012
• Start Date for consultant:                                           November 29, 2012
• End Date:                                                                   June 29, 2013

Submittal Requirements: Responses to this RFP should include a detailed work plan that addresses the overall timeline and milestones necessary to complete the CEDS, identify specific activities that will be accomplished, identify staffing and number of hours that will be devoted to each activity and describe the work product that will be produced.  It should also include a process for communicating with BDCC staff and the SeVEDS board, a public involvement plan, and a timeline for status reports, draft reports and hard copy and electronic delivery of final CEDS document.

Selection Criteria: Responses to this proposal will be evaluated on the following criteria: Qualification and experience of prime consultant and any sub consultants with studies of similar scope and size; demonstrated knowledge of economic development principals and trends; sufficient staff for all required work; history of successful performance on similar projects, proposed cost of the study; and lastly, demonstration of commitment for meeting the project schedule.  An invitation to enter into contract negotiations shall be forwarded to the firm or individuals determined to be qualified and best able to perform the described task.

Responses:  Please submit a sealed written proposal to the mailing address below and also submit an electronic submission to email address.  Materials and documents submitted in response to this RFP become the property of SeVEDS and will not be returned to the bidder.  Responses must be received by mail and in electronic format or delivered in person to:

Laura Sibilia, BDCC, 76 Cotton Mill Hill, Brattleboro, VT 05301

Inquiries may be directed to Laura Sibilia at (802) 257-7731 or by email at lsibilia@brattleborodevelopment.org

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U.S. DEPARTMENT OF COMMERCE – ECONOMIC DEVELOPMENT ADMINISTRATION

COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGIES
CEDS SUMMARY OF REQUIREMENTS
Technical Requirements

Pursuant to 13 C.F.R. § 303.7, a Planning Organization must include the following information in a CEDS submitted to EDA—

1. Background: The CEDS must contain a background of the economic development situation of the region that paints a realistic picture of the current condition of the region. This background must include a discussion of the economy, population, geography, workforce development and use, transportation access, resources, environment, and other pertinent information.

2. Analysis of Economic Development Problems and Opportunities: The CEDS must include an in-depth analysis of the economic development problems and opportunities that identifies strengths and weaknesses in the regional makeup of human and economic assets, and problems and opportunities posed by external and internal forces affecting the regional economy. This analysis must:

• Incorporate relevant material from other government-sponsored or supported plans and demonstrate consistency with applicable State and local workforce investment strategies.

• Identify past, present, and projected future economic development investments in the region.

• Identify and analyze economic clusters within the region.

3. CEDS Goals and Objectives – Defining Regional Expectations: The CEDS must contain a section setting forth goals and objectives necessary to solve the economic problems, or capitalize on the resources, of the region. Any strategic project, program, or activity identified in the CEDS should work to fulfill these goals and objectives.

• Goals are broad, primary regional expectations.

• Objectives are more specific than goals, clearly measurable, and stated in realistic terms considering what can be accomplished over the five (5) year time frame of the CEDS.

4. Community and Private Sector Participation: The CEDS must include a section discussing the relationship between the communities in general and the private sector in the development and implementation of the CEDS. Public and private sector partnerships are critical to the implementation of the CEDS.

5. Strategic Projects, Programs and Activities: The CEDS must contain a section which identifies regional projects, programs and activities designed to implement the Goals and Objectives of the CEDS. This section should identify and describe:

• Suggested Projects:
  • All suggested projects, programs and activities and the projected number of jobs to be created as a result.
  • Lead organizations responsibilities for execution of the projects.
  • Vital Projects:
    • A prioritization of vital projects, programs, and activities that address the region’s greatest needs or that will best enhance the region’s competitiveness, including sources of funding for past and potential future investments. These can be overarching “themes” for regional economic development success and is expected to include components.
    • Funding sources should not be limited to EDA programs.

COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGIES

SUMMARY OF REQUIREMENTS, Page 2 of 2

6. CEDS Plan of Action: The plan of action, as described in the CEDS, implements the goals and objectives of the CEDS in a manner that:

• Promotes economic development and opportunity;

• Fosters effective transportation access;

• Enhances and protects the environment;

• Maximizes effective development and use of the workforce consistent with any applicable State or local workforce investment strategy;

• Promotes the use of technology in economic development, including access to high-speed telecommunications;

• Balances resources through sound management of physical development; and

• Obtains and utilizes adequate funds and other resources.
The CEDS must also contain a section that discusses the methodology for cooperating and integrating the CEDS with a State’s economic development priorities.

7. Performance Measures: The CEDS must contain a section that lists the performance measures used to evaluate the Planning Organization’s successful development and implementation of the CEDS, including but not limited to the:

• Number of jobs created after implementation of the CEDS;

• Number and types of investments undertaken in the region;

• Number of jobs retained in the region;

• Amount of private sector investment in the region after implementation of the CEDS; and

• Changes in the economic environment of the region.

These are not meant to be the only performance measures for the CEDS. Most Planning Organizations developing a CEDS will benefit from developing additional quantitative and qualitative measures that will allow them to evaluate progress toward achieving the goals identified as important in their regions.

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For Immediate Release Monday August 27, 2012

Southeastern Vermont Economic Development Strategies group (SeVEDS) awarded federal planning grant
Plans Windham Region Economic Development Conference September 13

Brattleboro Development Credit Corporation (BDCC) has been notified by the Vermont Federal Delegation that they have been awarded $75,000 in short term planning funds by the US Department of Commerce’s Economic Development Administration. These funds will enable BDCC’s affiliate SeVEDS to undertake the creation of a Comprehensive Economic Development Strategy (CEDS) for Southeastern Vermont.

The Windham Region CEDS will be a strategy document that reflects documented local economic development needs and priorities and will recommend a regional project approach to achieving sustainable economic development. A CEDS is required to qualify for Economic Development Administration assistance under its public works, economic adjustment, and most planning programs and is a prerequisite to designation by EDA as an Economic Development District (EDD).

Lisa Sullivan, recently elected chair of SeVEDS, says the timing of the grant award is helpful.

“SeVEDS is holding its first annual public meeting on September 13th from 4-6 at the Bellows Falls Theater, and a key component of our FY 13 work plan is to make significant progress towards completing the Windham Region CEDS. Now that we have this notification, we’ll be able to talk in more concrete terms about our process time frames and public involvement.”

Municipalities, businesses and non-profits are invited to hear more about SeVEDS, the upcoming CEDS process and how it will impact them on the 13th. Attendees are asked to rsvp for the SeVEDS annual meeting by contacting Laura Sibilia at the Brattleboro Development Credit Corporation (802) 257-7731 or emailing lsibilia@brattleborodevelopment. A networking reception from 6-7 will follow the meeting at Popolos Restaurant, newly reopened in the Bellows Falls Windham Hotel. More information on the federal CEDS program can be found at www.seveds.com

About SeVEDS:

Southeastern Vermont Economic Development Strategies, or SeVEDS, started in 2007 as a small group from across the Windham Region region looking to improve broadband and cell service. After many meetings it became painfully clear that the region’s core problem wasn’t lack of broadband, it was lack of economic development. After a year of working with Fairpoint’s economic development consultants Vital Economies, SeVEDS set preliminary goals and strategies, received matching 50K grants from the Agency of Commerce and Community Development and the Brattleboro Development Credit Corporation, incorporated as a legal non-profit affiliated with BDCC and established its first Board of Directors.

SeVEDS has just completed its first year, and approved a second year work plan. One of the largest goals for FY 2013 is completion of a federally recognized Comprehensive Economic Development Strategy (CEDS) for the region.

About BDCC:

BDCC is a private, nonprofit economic development organization that serves as a catalyst for industrial and commercial growth throughout Southeastern Vermont. The primary objective of the BDCC is to create and retain a flourishing business community in the Windham Region that supports vibrant fiscal activity, and improves the quality of life of all its residents. BDCC is affiliated with the State of Vermont as the certified Regional Development Corporation (RDC) serving the greater Windham County area.  BDCC is one of 12 RDCs throughout Vermont.  In this capacity, BDCC serves the twenty-seven towns of Athens, Brattleboro, Brookline, Dover, Dummerston, Grafton, Guilford, Halifax, Jamaica, Londonderry, Marlboro, Newfane, Putney, Readsboro, Rockingham, Searsburg, Somerset, Stratton, Townshend, Vernon, Wardsboro, Westminster, Weston, Whitingham, Wilmington, Windham and Winhall.

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