to read the current CEDS and review the priority projects.

Transcription

Economic Development Council of Northern Vermont (EDCNV)
Comprehensive Economic Development Strategy
2011-12
Economic Development Council of Northern Vermont
2 North Main Street, Suite 301
St. Albans, VT 05478
P- (802) 524-4546, F- (802) 527-1081
[email protected]
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Table of Contents
SECTION 1. THE CEDS PROCESS .......................................................................................... 5
SECTION 2. THE DISTRICT‘S ECONOMY: Challenges, Strategies– A Plan for Action............17
SECTION 3. COMMUNITY DEVELOPMENT: Challenges, Strategies – A Plan for Action ........57
SECTION 4. NATURAL RESOURCSE: Challenges, Strategies – A Plan for Action .................62
SECTION 5. ACTIVITIES AND ACCOMPLISHMENTS .............................................................67
SECTION 6. CEDS PRIORITY PROJECTS, 2011 ....................................................................82
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Vision Statement
Within the next ten years, the Economic Development Council of Northern Vermont will focus on
projects that build upon the region‘s economic advantages, while promoting its historically
significant clusters in agriculture, forestry, and tourism. EDCNV will foster growth in technologybased industries, information services and international trade to promote higher wages and
expand the District‘s economy, community service and environmental partnerships.
Mission Statement
The Economic Development Council of Northern Vermont (EDCNV) supports vibrant and
sustainable communities through a process of collaboration and as such supports community
and economic development projects initiated by its‘ communities. EDCNV collaborates with
local, regional and state organizations to increase employment and income, diversify the
economy and safeguard the environment of the six counties of Northern Vermont.
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SECTION 1. THE CEDS PROCESS
Overview
The Council‘s District is a vast and diverse mix of 115 communities covering the six county
region of Caledonia, Essex, Franklin, Grand Isle, Lamoille, and Orleans. In order to ensure
representation across the District, the CEDS Committee is comprised of regional planning
commissions, regional development corporations, local and State officials and private citizens
representing all business sectors. This diversity ensures a healthy discussion and a
comprehensive work product.
The CEDS Sub-Committee reviews the project list at the first committee meeting. The purpose
is to review progress on the existing project list and new projects submitted by the Towns
withing the District as outlined in the annual CEDS update.
The CEDS Committee is committted to supporting projects identified by their communities as
high priorities while addressing Challenges and Stategies identified in the five year workplan.
These Challenges and Strategies reflect the diverse needs and resources within the individual
communtiies.
The revisions set forth in this CEDS update capture the significant trends and factors currently
defining the District‘s economy. The Council works closely with State, regional, local and
private partners within the District to anually update the work plan and quarterly to adjust the
plan to evolving economic conditions. The CEDS serves as the foundation for the Council as it
provides assistance to communities. The Council continues to meet its objectives through
community outreach and ongoing efforts to collaborate within the District with regional partners
while seeking new opportunities.
CEDS Committee
The Council‘s Comprehensive Economic Development Strategy (CEDS), in compliance with the
Economic Development Administration Reform Act of 1998, replaced the Council‘s Overall
Economic Development Program (OEDP). The CEDS Committee includes a strong coalition of
public and private leaders in this primarily rural District. The Committee works to establish an
economic development strategy that ―emerges from a continuous planning process that
addresses the economic problems and potential of the area.‖ Furthermore the CEDS
Committee is developing an ongoing strategy that ‖promotes economic development and
opportunity, fosters effective transportation systems, enhances and protects the environment,
and balances resources through sound management of development.‖
The CEDS Committee members represent wide and varied interests reflective of the District‘s
diversity. The CEDS Committee is open to all residents, communities and organizations in the
District. The CEDS Committee is lead by a thirty-three-member group selected from its sixcounty membership.
Please note -Vermont does not have county government.
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The CEDS Committee builds representation already available through the EDCNV Board. Task
Force Committees are formed from the extensive expertise when necessary to increase
community input on specific economic development topics.
CEDS Committee Development

Three sitting members from each of the regional planning commissions for a total of
nine.

Two representatives from each county appointed by the regional planning commissions
for a total of twelve.

The Commissioner of Vermont‘s Department of Economic Development.

An appointed member from the Secretary of the Agency of Commerce

The Chief elected officials or their designee of the four Economic Development Districts
Growth Centers (St. Albans, Morrisville, Newport, and St. Johnsbury).

One member representing agriculture

One member representing technology

One member representing business

One member representing education

One member representing natural resources
CEDS Committee Responsibilities

The CEDS Committee is responsible for the development of the CEDS Five Year Work
Plan

The CEDS Committee is responsible for updating the economic trends and activities of
the District throughout the year and evaluating the CEDS process on an annual basis.

The CEDS defines measurable goals and strategies to achieve the vision of the five-year
Work Plan.

The CEDS Committee ranks and prioritizes projects submitted by the communities using
the Project Rating Criteria outlined on page 12.
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
The CEDS Committee members must approve all CEDS planning and implementation
projects. Decisions are made on a consensus basis.
Subcommittee Development
CEDS Committee members identified the need to form a CEDS Subcommittee (Program Year
2002). The Subcommittee is appointed by the Committee Chair with concurrance of the full
committee. It must represent the six county geographic area of the District.
Subcommittee Responsibilities

Subcommittee members propose changes to the CEDS Process and Procedures and
present proposed changes to the CEDS Committee for input and approval.

The Subcommittee assists in the formation of task forces on topics/subjects identified by
the CEDS Committee. The Subcommittee is charged with the responsibility to insure the
task force Committees are comprised of local leadership and community representatives
that cover the six county geographic area of the District.

Sub-committee members meet a minimum of four times a year, usually before the
regularly scheduled CEDS committee meeting.
In lieu of additional meetings,
information is exchanged through e-mail, mail, telephone conference and fax.

Sub-committee members in addition to rating the Community Projects will assist staff in
reviewing and updating the list of community projects.

Sub-committee Members will review the challenges and strategies in the CEDS and
propose changes for the upcoming rewrite of the five-year work plan.
Staff prepares agendas, processes the changes and maintains communication between
Subcommittee members.
CEDS Committee Meetings
The CEDS Committee acknowledges that the relevance of the CEDS depends on the ongoing
planning process and has provided the following procedures for soliciting input from and
informing the memberships of local, regional, and State agencies. The CEDS Committee
determined that rather than duplicate meetings, the CEDS Committee and Subcommittee
meetings would be held in conjunction with the EDCNV Board meetings. CEDS Committee
membership meetings are held on a quarterly basis and executive committee meetings are held
twice per year and on an ad hoc basis. CEDS meetings are structured to maximize community
and committee involvement and input. The meetings are structured as follows:
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Fall: The CEDS Process
The first meeting of the CEDS Program Year, committee members review proposed changes to
the CEDS Process and the Economic Challenges and Strategies, (Sections II - IV) of the CEDS
document. Changes are then approved are included in the Annual CEDS Update.
Winter: Community Outreach
The second meeting of the CEDS Program Year, committee members review the Project
Request For Proposals (RFP) to be submitted to the Towns and proposed community outreach
initiatives to maximize District-wide involvement and input. The committee also analyzes
preliminary information from the Task Force Committees.
Spring: Project Development
At the third meeting of the CEDS Program Year, the committee reviews and ranks the
submissions from the communities. The projects are evaluated based on the CEDS Process
Criteria. The Subcommittee then submits the annual project list to the full committee to review
and approve for inclusion in the Annual CEDS Update. Also, at this meeting Task Force
Committee reports are evaluated and approved for inclusion in the CEDS Annual Update.
Summer: Year in Review
At the fourth meeting of the CEDS Program Year, the committee reviews the projects and
activities of the past year. These activities are rated using the qualitative and quantitative
process the CEDS Process. The CEDS Committee approval of the CEDS document is based
on the presentation of a draft of the current Program Year with changes/suggestions of the
CEDS Committee. Information included in this draft, is an accumulation of information
gathered, during the Program Year, from the CEDS process as outlined. Also at this final
meeting of the CEDS Program Year recommendations to improve the process are made for the
upcoming Program Year, Fall Meeting.
Agenda and Action Items
Agendas are sent out with information regarding the upcoming meetings and any items that will
require action.
CEDS Speakers
Speakers are invited to the CEDS Committee meetings to discuss the regional economy and/or
to discuss specific CEDS topics.
Requests for Proposals
Request For Proposals (RFP) is sent out in the spring of each year to all 115 towns and villages
in the District (See Attachment A). The mailing is followed up with additional contact to each
town and village.
Subcommittee members follow up on each RFP that has been returned with a project and in
some cases, a presentation is given to the CEDS Committee by the project coordinator. CEDS
projects are then classified based upon the project evaluation process.
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Survey
The CEDS five-year work plan benefited from a comprehensive survey, which was developed
by EDCNV and its regional partners. The EDA funded, Economic Opportunity Study survey
was responsible for the in depth analysis of the District‘s economy. The study evaluated the
District‘s economic progress and identified areas for potential investment to stimulate the
economy. The Council will initiate and/or participate in surveys within the District when
appropriate. The information collected will then be incorporated into the CEDS document.
Community Visioning Workshops
The EDCNV attends strategic planning and/or visioning processes. The Council participates in
meetings and forums throughout the District hosted by local communities and sponsored by
community development agencies. The Development Director participates as an advisor to the
communities by serving on steering committees. CEDS Committee members serve as a
liaisons to the community on various community and economic development committees.
Council members and regional partners participated in the development of the 5 Year Strategic
Plan for the Northeast Kingdom Collaborative . Numerous focus forums were held throughout
the year on the following: Economic Development, Education, Housing, Water/Wastewater
Infrastructure, Telecommunications, Tourism, Arts & Culture, Health & Wellness, Human
Services, Energy & Weatherization, and Community Leadership. Over 500 people participated
in the NEK Collaborative forums on these subject areas. A copy of the NEK Collaborative
Strategic Work Plan and Recommendations from each Focus Forum can be found on the Nek
Collaborative website at www.nekcollaborative.org.
Town and Community Meetings
The Council and CEDS Committee members attend public forums and town and community
meetings throughout the District on a regular basis and collaborate with over 180 local, state
and regional organizations and the 115 District cities/villages/towns to implement the CEDS.
The Council develops close affiliation with partners to enhance its strategy and work program.
Partnerships are developed with area organizations on an as needed basis and by researching
organizations and State agencies with contacts and resources available to communities within
the District.
Regional planning commissions remain very active in the CEDS process, as well as, regional
development corporations, social services, housing, environmental organizations and
community leaders. These partnerships give the Council a broad and in-depth perspective
when assessing the needs of and working in the communities the Council serves.
The CEDS Committee collects information and data from a variety of sources in developing the
CEDS during a given Program Year.
The CEDS data draws primarily on:
 The U.S. Census Bureau
 Vermont Employment and Training‘s Economic-Demographic Profile Series
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

The Center for Rural Studies at the University of Vermont
The Vermont Labor Market Information Profile
Additionally, the Regional Planning Commissions have continued to be an excellent source of
support to the Council, providing technical assistance, data, strategies and projects to the
CEDS. The CEDS Committee will utilize reports, feasibility studies and other sources of
information that become available.

The Council participates in and/or conducts presentations at community forums. As
communities participate in the visioning process goals, strategies and action plans are
established. The information collected is then incorporated into the CEDS.

The Council serves as the economic development representative for several regional
organizations. The Council has also done an in-depth analysis of economic information
on several major projects. The reports and plans for these projects are reviewed by the
CEDS Committee and are resources for the economic analysis.

The Community Business Matching Project of the Department of Community
Development and Applied Economics at the University of Vermont, a computerized
model that identifies appropriate business types of the industrial parks under
development.

The Council provided economic information and analysis for the Rural Area Economic
Partnership strategic plan, which resulted in the USDA REAP Zone Designation for the
three counties of the Northeast Kingdom and continues to support the NEK REAP ZONE
efforts.

The Council organizes community task forces and conducts assessments of community
and economic development issues throughout the District.
CEDS Committee members are responsible for gathering and distributing data and completing
the work plan. The CEDS Committee reviews projects based on the evaluation process as
outlined on page 12 of the CEDS. (Revised during the 2003 annual update by placing greater
emphasis on the communities‘ ability and self-determination rather then rating a project on
external conditions that are outside their ability to impact). This process divides projects into
three levels according to their readiness to proceed based on several criteria that are analyzed
by the CEDS Committee. Only projects in the first level or ―most ready‖ will be considered for
EDA funding.
Projects may be added to the CEDS Project List on a regular basis after advanced review. This
is done in order to maintain the flexibility to respond quickly to sudden economic challenges or
industry shut downs. The Committee can hold an emergency phone conference to address
unexpected but urgent projects that meet EDA eligibility requirements.
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Project Implementation & Selection Process
The CEDS Committee continues with the established protocol that projects can move to priority
status and can be activated when resources, both financial and human capital, are identified
and secured. The project must be listed within the CEDS either as a current submittal or the
ongoing/historic project list.
Project Rating System
The project evaluation criteria are designed to assist the CEDS Committee in making judgments
as to the relative value of various proposed projects. The Criteria is designed to assist the
Committee in determining which communities are in need of technical assistance and
supporting the communities‘ efforts toward a viable economy and sustainable community.
5 Points = High
3 Points = Average
1 Point = Low
Project Evaluation Criteria
The CEDS Committee determined project evaluation criterion should be designed to evaluate
projects on factors communities/project organizers have control over. The project rating should
be focused on the communities/project organizers‘ ability to impact the outcome for a successful
project. These changes were approved by the committee at the September 2002 CEDS
Committee Meeting and were utilized in rating the projects for the subsequent annual updates.
Project specific indicators are the minimum criteria the communities‘ projects must meet.
In addition projects submitted by organizations/entities outside of the District‘s six counties
require approval of the CEDS sub-committee and endorsement from the communities served by
the project. The CEDS sub-committee has the option to reject proposals that are duplicative of
services provided by existing organizations within the District, fail to meet the goals and
objectives of the CEDS or will not be self-sustaining. Projects that do not receive the support of
the CES Sub-committee may be submitted for review to the full CEDS Committee.
1. The Project is clearly defined: (The projects have a commitment from the community and
proposing
organizations and have final plans for the proposed project).
2. The Project is Broad-Based In Nature/Scope (The project has community and organizational
commitment and preliminary plans).
3. The Project is Consistent with the CEDS Vision, Goals and Objectives. (The project meets
the CEDS criteria, but has no organizational commitment and is in the preliminary stages of
planning).
Management Capacity
1. Management/Organizational Project Leader is clearly identified
2. Project Implementation Plan is outlined
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3. Business/Operational Plan is developed
Readiness to Proceed
1. Preliminary Engineer/Design work is completed.
2. Conflicts in funding sources have been identified and/or resolved.
3. Funding cycles are compatible.
Project Impact: Investment Guidelines
1. The project is market based and sustainable.
2. The project is proactive in nature and scope.
3. The project has identified local, state and or private funds.
4. The project has identified multiple participants.
5. The commitment of human resource/talent to project outcomes has been identified.
6. The project maximized return on financial investment
7. The project enhances a previous investment and does not duplicate services
Project Impact - Economic Development
Initiatives may be identified as economic development projects if they are applicable to Small
Business Development, International Trade, District Economic Engines (Manufacturing, Health
and Wellness, Homeland Security, Agriculture, Tourism, and Information Services),
Infrastructure, Workforce Development and if they meet the criteria listed below:
1. The project looks beyond the immediate economic horizon and anticipates economic
changes, and diversifies the local, regional, global economies, regional agriculture or
tourism industries.
2. The project results in the creation of a higher skilled workforce and higher wage jobs.
3. The project creates or enhances links to existing businesses.
4. The project addresses limitations on seasonal employment, out-migration and wages
and stabilizes tourism fluctuations.
5. The project enhances the specialty food industry and/or value-added products.
6. The project results in maintaining the existing agriculture economy within the region.
Project Impact - Community Development
Initiatives may be identified as community development projects if they are applicable to
Downtown Revitalization, Housing, Childcare, Recreation, or Recycling Centers and if they meet
the criteria listed below:
1. The project looks beyond the immediate housing crisis, anticipates economic changes
and diversifies the local and regional housing resources.
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2. The project will result in an environment where housing is supported by higher skilled
and higher waged jobs.
3. The project creates downtown community improvements (streetscapes, gateway
enhancements and aesthetic improvements), senior housing, and affordable childcare
opportunities for the workforce, bike paths, recreation trails and centers and recycling
programs.
Project Impact - Natural Resources
Initiatives may be identified as natural resource projects if they are applicable to Land Use and
Alternative Energy and if they meet the criteria listed below:
1. The project enhances community viability, anticipates positive community, demographic
changes and supports community sustainability and infrastructure.
2. The project provides economic growth while preserving the landscape and diversifying
energy resources.
3. The project addresses the needs of a diverse community.
Monitoring and Evaluation Process
The CEDS evaluation criteria analyzes the effectiveness of the CEDS process over the course
of the previous CEDS Program Year.
The purpose of the annual evaluation is to establish the Council‘s effectiveness, maintain a
consistent, but flexible course of action as established in the five-year Work Plan, and evaluate
goals and activities based on changing economic data within the CEDS Program Year.
The evaluation criteria seeks quantitative and qualitative measurement of activities as identified
in the five-year Work Plan‘s Vision Statement, Goals and Action Plan. The evaluation process
is divided into two sections. Evaluation Process encompasses the effectiveness of the Council
in collaborating with regional partners to establish the needs of the District. This is
accomplished by attending meetings prioritized by the economic needs and priorities of the
District within the program year, and by maintaining communication within the CEDS Committee
and Subcommittees. The Evaluation Process also encompasses project development and
implementation. The development and implementation of projects is the result of effective
communication and collaboration with District partners. Priority, however, is given to projects
with the financial resources and human capital to assure successful implementation.
CEDS ACTION PLAN
The Council conducts the following eight Action Steps in implementing the CEDS:
1. Provide in partnership with the regional planning commissions and regional development
corporations, District-wide economic and community development planning, community
organizations and volunteer efforts as well as businesses organizations.
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2. Expand and design local and regional infrastructures that will retain and create
permanent jobs and increase the income of area residents.
3. Promote environmentally sound and compatible economic and community development
projects by research through comprehensively conducted feasibility studies.
4. Increase micro-enterprise development while promoting sustainable landscapes and
value-added specialty food products.
5. Ensure the success of the small businesses in the District by providing professional
technical assistance and gap financing through three revolving loan funds.
6. Assist the regional planning commissions in coordinating post-disaster relief and
mitigation services to District Communities.
7. Provide technical services, which include grant preparation, project administration, data
collection and dissemination to communities and organizations in the District.
8. Establish a system of continuous improvement through an annual process of
assessment, evaluation and adjustment to the Comprehensive Economic Development
Strategy.
CEDS Committee and Subcommittee Meetings Quality and Attendance
A component contributing to the success of the Council CEDS Committee is the level of
participation by CEDS Committee members. Maintaining a high level of participation and
distribution of CEDS information is vital to the process.
Quantitative Measurement
Percentage of CEDS Committee members in attendance at CEDS Committee and
Subcommittee meetings.
Qualitative Measurement
CEDS Committee provides suggestions for focus and input on future meetings.
Community Partnerships/Participation
Collaboration with community partnerships developed throughout the region is critical to the
success of project development. The meetings attended by staff and board members
throughout the District are a key step of community outreach.
Measure attendance of community and economic development meetings overall during the
course of the CEDS program year
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Effectiveness of meetings attended and their relationship to activities of the work program
and/or to project implementation
Staff Support/Community Support
The ability of the staff to assist communities with technical support is an intrinsic part of project
development and implementation. The demand on community employees and volunteers
inhibits the level of activity within the communities to meet their goals of maintaining a quality
lifestyle for their citizens and their needs. An element in maintaining sustainable communities
within the District is the ability of small businesses to succeed in rural areas with limited
resources.
Measure the number of communities seeking technical assistance with grants, program
management and administration
Number of projects developed and or implemented
Measure the effectiveness of technical assistance provided small businesses by the number of
businesses receiving both technical assistance and financial assistance over the course of the
CEDS Program Year.
Measure the quality of technical service provided to the communities by impact on the five-year
Work Plan
Measure the quality of technical assistance provided to small businesses by number of
businesses receiving assistance
RFP‘s Submitted/Returned
The Council maintains a strong and consistent communication link with communities within the
District. (Maintaining constant contact with the District communities is an ongoing factor for the
Council). The frequency of changing personnel within the communities, the size of the District
and the changing economy are factors that impact this communication link.
The percentage of RFP forms on file for the CEDS Program Year and the number of
communities the Council has met with to discuss issues, concerns and projects development
within the CEDS Program Year
Qualify of projects being developed and/or implemented and their relationship to the CEDS
goals and objectives. These are identified by the active role the District plays in serving its
communities
Project Implementation/Effectiveness
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One of the main objectives in creating a working document such as the CEDS is to implement
the plan with effective and measurable outcomes.
Measure the number of projects developed and/or implemented during the course of the CEDS
program year in correlation to the CEDS five-year Work Plan
Qualatative Measurement
Measure the quality of the projects being implemented by the number of jobs created and/or
retained, the attainment of funding needed for the success of the projects, the achievement of
the projects to stay within budget and to meet their projected timeframe
Information Dissemination Process
The Council, along with the regional planning commissions, collects and disseminates CEDS
Committee information and data to the communities in the District.
CEDS Distribution
The CEDS Document is distributed to the CEDS Committee, Task Force Leaders and the
EDCNV Board and is made available to communities through the regional planning
commissions, regional development corporations and the State of Vermont Economic
Development Department. The CEDS Document is available anyone upon request.
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SECTION 2. THE DISTRICT’S ECONOMY: Challenges, Strategies–
A Plan for Action
Part 1. District Demographic and Economic Overview
The six northern counties of Caledonia, Essex, Franklin, Grand Isle, Lamoille and Orleans that
comprise the Economic Development Council of Northern Vermont‘s District are located in a
prime location to encourage and expand international trade with neighboring Canada. The
entire District is bordered by the Province of Quebec to the north, on the west by New York
State and New Hampshire to the east. Lake Champlain adds aesthetic beauty to the District,
which attracts tourists who develop an appreciation of Vermont‘s unique businesses and high
quality products.
The 2010 U.S. Census identifies New Hampshire as the fastest growing state in New England
with a growth rate of 6.5 %. Rhode Island had the slowest growth rate of just 0.4%. According
to the 2010 U.S. Census, Vermont was 38th in the nation in population growth, with population
increasing only 2.8% in comparison with the national rate of 9.7%. Vermont‘s population is
625,741, remaining 49th in the nation, with only Wyoming having fewer people. This slow
growth rate may be indicative that the Vermont economy has lagged behind the rest of the
country and did not fully receive the benefit of the longest economic expansion in the history of
the United States. An obvious impediment to the District‘s growth includes an aging
transportation network. Other, tangible detriments to growth include restrictive policies under
Act 250 legislation designed to limit sprawl and other cumbersome permitting processes.
Vermont still lags behind the rest of the country in economic growth and did not realize many of
the nationally publicized benefits of the strengthening economy in recent years. The onslaught
of plant closings that began in Summer 2001 has had a devastating effect on the region and
recent plant closing in the Northeast Kingdom in early 2009 have added to this distress. Some
of the major plant closings included: Island Pond‘s Ethan Allen Furniture Plant in August 2001
(125 workers) and the Beecher Falls facility, June of 2009 (268 workers); Fonda Container in St.
Albans, with a loss of 168 jobs in 2005; Lydall in St. Johnsbury laid off 300 workers when it
closed in Spring of 2009. Kennametal in St. Johnsbury has reduced its workforce my more than
100 workers as has many other manufacturers within the District. Historically, since 2001, other
plant closings and reductions include: the Kimberly Clark facility closed in September (63
workers); American Paper Mills in October (100 workers) and Sheftex in November 2001 (80
workers). Metal Flex announced their closing in January 2002 leaving an additional 19 workers
out of work. The loss of employment by Wyeth‘s closing in Rouses Point, NY has been offset
by the purchase of the Georgia, VT Wyeth facility by PBM Nutritionals which is currently under
expansion.
Also, neighboring states, New York and New Hampshire, put the District at a competitive
disadvantage when recruiting and keeping businesses. New York affords substantial tax
incentives for business and industry, and New Hampshire does not have a sales tax or income
tax, while maintaining very low Worker‘s Compensation rates.
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Caledonia County is located in northeastern Vermont, a very rural area of the State
accommodating 45.6 persons per square mile. The northernmost part of this county borders
Orleans and Essex Counties. The western side borders Washington and Lamoille Counties.
The eastern side is bordered by Essex County and by the State of New Hampshire. It is
bordered on the south by Orange County in Vermont. Caledonia County is comprised of 651
square land miles, 7% of the State of Vermont total square land miles of 9,250 and 6.8 square
water miles, 2% of the State‘s total square water miles of 365.7. The County‘s Class 1 through
Class 4 highways consist of 1,057 miles. Class 3 and Class 4 highways comprise 81% of
these.
A 2010 U.S. Census indicates a population of 31,227 for Caledonia County, which is 5% of the
State of Vermont‘s total population of 625,741. The average annual wage for the County in
2008 was $33,145, which is 14% below the State of Vermont‘s average of $38,317. The
County‘s 2009 per capita income of $ 32,701 is 16% below the State average of $39,021.
Population has increased between 2000 and 2010 by just less than 5%. The County‘s
unemployment rate as of March 2011 was 6.9%; compared to the State rate of 5.4% for the
same period. Caledonia County‘s labor force in March 2011 totaled 16,650.
Essex County is located in northeastern Vermont, the most rural area of the State, with only
9.7 persons per square mile. The northernmost part of this County borders the Province of
Quebec in Canada. The western side of the County borders Orleans and Caledonia Counties
and the eastern and southern sides border the State of New Hampshire. Essex County is one
of the most economically depressed areas in the Economic Development Council‘s District
consisting of 665.3 square land miles, 7% of the State‘s total square land miles of 9,250 and 8.5
square water miles, 2% of the State‘s total square water miles of 365.7. The County‘s Class 1
through Class 4 highways consist of 288 miles. Class 3 and Class 4 highways comprise 82% of
these miles. Essex County has experienced the largest decline in jobs since 2003, dropping
15%. The hardest hit sector in the County was in manufacturing.
The 2010 U.S. Census notes a population of 6,306 for Essex County, which is 1% of the State‘s
population of 625,741. Essex County‘s population actually had a net decrease of 2% between
2000 and 2010. The average annual wage for the County in 2008 was $29,455, which is 23%
below the State of Vermont‘s average of $38,317. The County‘s 2009 per capita income of
$23,787 is 39% below the State average of $39,021.
Essex County is one of the most economically depressed areas in the Economic Development
Council‘s District. This lack of growth is due mainly to a stagnant economy in the area and
worker out-migration caused by high unemployment. Lack of employment that provides a
livable wage and manufacturer closings has dramatically exacerbated this problem. The
County‘s unemployment rate as of April 2011 was 8.6%. Essex County‘s labor force in March
2011 totaled 3,300.
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Franklin County is located in northwestern Vermont, with approximately 71.3 persons per
square mile. The northernmost part of this County borders the Province of Quebec in Canada.
Lake Champlain and Grand Isle County borders the western side and the eastern side borders
Orleans and Lamoille Counties. It is bordered on the south by Chittenden County. Franklin
County is rural in nature and is known for its many dairy farms and maple sugaring operations.
Franklin County is comprised of 637.1 square land miles, 7% of the State‘s total square land
miles of 9,250 and 55.6 square water miles, 15% of the State‘s total square water miles of
365.7. The County has 894 miles of Class 1 through Class 4 highways. Class 3 and Class 4
highways comprise 74% of these miles.
According to the 2010 Census, the Franklin County population was 47,746, representing 7.6%
of Vermont‘s total population. The average annual wage for the county in 2008 was $36,119,
which is 6% below the State of Vermont‘s average of $38,317. The unemployment rate for
Franklin County in April 2011 was 5.8%. Franklin County‘s labor force in May of 2009 totaled
26,350. It is estimated that there are 8,000 residents migrate out of Franklin County to other
counties for work.
Grand Isle County is located in northwestern Vermont, with approximately 83.1 persons per
square mile. The Canadian Province of Quebec borders this small group of five islands,
connected by causeways, on the north. Lake Champlain borders the south of this County, New
York borders the west and Franklin County borders the eastern side. Grand Isle County is rural
in nature and is noted for its beauty and seasonal living. Grand Isle County is a second home
for many, but a way of life for most. Grand Isle County is comprised of 82.6 square land miles,
1% of the State‘s total square land miles of 9,250 and 112 square water miles, 31% of the
State‘s total square water miles of 365.7. The County‘s Class 2 through Class 4 highways
consist of 132 miles. Class 3 and Class 4 highways comprise 66% of these miles. There are no
Class 1 highways in Grand Isle County.
According to the 2010 Census, the Grand Isle population was 6,970 residents, representing
1.1% The average annual wage for the County in 2006 was $26,500, which is 26% below the
State of Vermont‘s average of $35,585. The County‘s 2006 per capita income of $33,410 is 5%
below the State average of $35,142, which is a number that seems significantly skewed
considering the drop in Annual Median Wage. The unemployment rate in Grand Isle County as
of April 2011 was 7.1%. Grand Isle County‘s labor force in May 2009 totaled 4,200.
Lamoille County is located in the northern central part of Vermont, with 53 persons per square
mile. The northernmost part of this County borders the Vermont counties of Franklin and
Orleans. Orleans and Caledonia Counties border the western side and the eastern side borders
Franklin and Chittenden Counties. It is bordered on the south by Washington County. Lamoille
County is also rural in nature and the unemployment rate is consistently higher than the State
average. Lamoille County consists of 460.6 square land miles, 5% of the State‘s total square
land miles of 9,250 and 2.9 square water miles, 1% of the State‘s total square water miles of
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365.7. The County‘s Class 1 through Class 4 highways consist of 575 miles. Class 3 and Class
4 highways comprise 83% of these. There are no interstate highways in Lamoille County.
According to the 2010 Census the Lamoille County population was 24,475, representing 3.9%
of Vermont‘s total population. The average annual wage for the County in May 2006 was
$28,773, which is 19% below the State of Vermont‘s average of $35,585. The County‘s 2006
per capita income of $34,590 is 2% below the State average of $35,142. The unemployment
rate for Lamoille County as of April 2011 was 8.1%. Lamoille County‘s labor force in February
2011 was 15,866.
Orleans County is located in northern Vermont, with 37.6 persons per square mile. The
northernmost part of this County borders the Province of Quebec in Canada. Essex County
borders the western side and the eastern side borders Franklin and Lamoille Counties. It is
bordered on the south by Caledonia County. Orleans County is very rural in nature and has
repeatedly suffered from high unemployment rates. It is comprised of 696.9 square land miles,
8% of the State of Vermont total square land miles of 9,250 and 23.5 square water miles, 6% of
the State of Vermont total square water miles of 365.7. The County‘s Class 1 through Class 4
highways consist of 959 miles. Class 3 and Class 4 highways comprise 78% of these miles.
A 2010 U.S. Census reflects a population of 27,231 for Orleans County, which is 4% of the
State‘s total population of 625,741. The average annual wage for the County in 2008 was
$30,195, which is 21% below the State‘s average of $38,317. The County‘s 2009 per capita
income of $32,668 is 16% below the State average of $39,021. Population has increased
between 2000 and 2010 by 3.5%. The unemployment rate in Orleans County as of April 2011
was 9.2%. Orleans County‘s labor force in March 2011 totaled 15,000.
The Economic Opportunity Study (EOS), a 2005 EDA-funded cluster study, indicated that the
District‘s economy is in a precarious position. Primary economic engines for the District are:
manufacturing, health care, homeland security, agriculture, tourism and forestry/wood related
products. The EOS research confirmed that many of the primary sectors in the District are in
decline: family farms are disappearing from the landscape and manufacturing, although still a
significant economic engine, continues to suffer from global market pressures. The remaining
manufacturing jobs pay lower wages then employment opportunities found just south of the
District in Chittenden County. The loss of Rigel Instruments, a manufacturer of high end
mandolins in 2006 was a direct result of international economic pressure.
Traditional indicators, such as low statewide unemployment, also supported the assessment
that Vermont‘s economy was healthy. Yet, this apparent economic growth hides deep
disparities in pockets throughout the State and notably in the labor markets and counties that
comprise the District. In 2000, Vermont‘s economy was characterized as healthy and growing.
However, according to 1997 statistics, Vermont ranked 42nd among state economies, growing at
a rate of 2.9%. Vermont also lags well behind the U.S. economy, which grew at a rate of 4.3%
during the same period.
On a more positive note, the EOS uncovered a shift in the District‘s economy. New and
emerging sectors were identified. A surprising 16.9% of the Districts economy is directly
employed in information/telecommunication services. This percentage does not reflect
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individuals employed in information/telecommunications accounted for in other sectors.
Economic opportunities lie in the resources and planning of CEDS Committee members and
partnerships within the District.
Largest District Employers (employ 150 or greater as of 2009):
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Stowe Mountain Resort – Lamoille County (650)
Northwestern Medical Center – Franklin County (575)
Ethan Allen, Essex County – Closed as of 6/2009 at its peak employed 530
Ethan Allen, Orleans County - Employs 350 down from 400
North Country Health Systems- Orleans County (478)
Copley Hospital – Lamoille County (377)
Northeastern Vermont Regional Hospital – Caledonia County (330)
Columbia Forest Products – Orleans County Employs 110 down from 320
Mylan Technologies – Franklin County (319)
Lydall – St. Johnsbury Closed as of 5/2009 at its peak employed 300
Smugglers‘ Notch Resort – Lamoille County (300)
NSA Industries – Caledonia County (270)
Kennametal – Caledonia County— Employs 150 down from 260
Wyeth Nutritional – Franklin County (250)
Datatrac Information Services – Franklin County (241)
SEI Technology Inc. – Franklin County (236)
Barry Callebaut USA - Franklin County (216)
EHV Weidman Industries – Caledonia County Employs 350 increased from 215
Springer-Miller Systems – Lamoille County (200)
Tivoly – Orleans County (170)
Trapp Family Lodge – Lamoille County (155)
Energizer St. Albans – Franklin County (155)
Rock-Tenn Missisquoi Mill – Franklin County (150)
Catalogue Retail Marketing—Orleans County 150
Lyndon State College –Caledonia County182
Jay Peak—Orleans County; Currently less than 150, but explected to soon double
Business Assistance Partners and District Resources
There are several organizations in Vermont providing free or affordable technical assistance
and still others that will take risk and provide the financial assistance needed to start a new
business or to help expand an existing one. However, EDCNV remains one of the only places
where an entrepreneur can receive both free technical assistance and have access to a loan
program geared to start-up small existing businesses.
EDCNV offers two micro-loan programs as the financing vehicles for business start-up or
expansion. Besides the potential for financing, a micro-loan borrower with EDCNV has access
to technical assistance for the term of the loan at no charge. To date, this combination of a loan
21
with built-in technical assistance has proven a valuable business asset and has assisted many
entrepreneurs successfully cope with their unexpected problems and take the first steps
towards fulfilling their visions and becoming a significant part of the economic picture.
Regional Resources:

Economic Development Council of Northern Vermont (EDCNV) provides technical
assistance for clients in the development of a business plan, quarterly financial reports,
as well as providing technical assistance in marketing, advertising and management and
inventory control. EDCNV develops and submits grant proposals to a wide array of
programs notably, the U.S. Economic Development Administration (EDA) for funds to be
used for economic development projects and feasibility studies. EDCNV manages The
FUND, which provides loans up to $100,000 and two micro-loan business programs,
Northern Vermont Lending Partners and the Micro Business Loan Program, providing
maximum loans of $35,000.

Community Action Programs (CAP) serving the District are: Champlain Valley Office
of Economic Opportunity (CVOEO) serves Franklin and Grand Isle Counties, Central
Vermont Action Committee (CVCAC) serves Lamoille County and Northeast Kingdom
Community Action (NEKCA) serves Caledonia, Essex and Orleans Counties. The CAP
program assists individuals of low to moderate income develop self-employment
opportunities. Through CAP an individual may apply for a Job Start Loan or be referred
to other appropriate revolving loan funds. Loans can be made in any amount up to
$20,000.

Franklin County Industrial Development Corporation (FCIDC) – provides business
loans, markets industrial sites and provides technical assistance through SBDC to area
businesses.
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Grand Isle Development Corporation and Chamber of Commerce – market and
provide technical assistance to area businesses through SBDC.

Lamoille County Planning Commission prepares Community Development Block
Grant applications for public facilities and infrastructure projects.

Lamoille Economic Development Corporation, a regional development corporation,
provides technical and marketing assistance to new and established area industries and
manages the Lamoille County Revolving Loan Fund and the Morristown Development
Fund.
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Northeast Kingdom Community Action Micro Business Development Program
provides technical assistance for start-up businesses, creating marketing and financial
plans and general trouble-shooting for micro-business.
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Northeastern Vermont Development Association (NVDA), a regional development
corporation and planning commission, with offices located in St. Johnsbury and Newport,
is the primary contact for businesses located in the Northeast Kingdom. NVDA is in
touch with and prospecting for in-state and out-of-state clients that will fit the region,
including participating in recruitment efforts in the Province of Quebec. NVDA provides
technical assistance for reviewing business plans and refers businesses to the
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appropriate State agencies for marketing assistance. NVDA develops and submits grant
proposals to the Vermont Community Development Block Grant Program for community
infrastructure projects and development of industrial sites. NVDA has a Rural
Development Intermediary Re-lending Program, which provides loans ranging from
$20,000 to $50,000, (note: NVDA has funded loans for less than $20,000). SBDC is
housed in both NVDA locations in St. Johnsbury and Newport.
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Northern Community Investment Corporation (NCIC) offers Small Business
Administration (SBA) loans, lines of credit, direct loans up to $100,000; bank loans and
SBA fixed asset financing.
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Northwest Regional Planning Commission Broadband Assessment prepares
Community Development Block Grant applications for public facilities and infrastructure
projects.
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Opportunities Credit Union provides working capital, inventory financing, equipment
purchase, vehicle purchase, and debt restructuring and debt consolidation for start up or
expanding businesses.
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St. Johnsbury Area Economic Development Office develops planning and
implementation grant proposals for specific economic development projects. The St.
Johnsbury Area Economic Development Office manages the St. Johnsbury/Lyndon
Revolving Loan Fund. The towns of St. Johnsbury, Lyndon, Barton, Hardwick, Brighton,
Newport and Canaan also have revolving loan funds.
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Senior Corps of Retired Executives (SCORE) has a local Chapter with twenty-two
members who offer free technical assistance and counseling in a wide range of business
areas.
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Small Business Development Center (SBDC) provides assistance to for-profit
businesses to develop business plans for internal use or for loan proposals. The SBDC
also provides management, marketing, financial and production assistance.

Vermont Community Loan Fund (VCLF) provides capital for businesses and non-profit
organizations.
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Women’s Small Business Program –Assists women looking to start their own
business with courses, information and business development.
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Lyndon State College – Is working with the Northeastern Vermont Development
Association and others on a job training program, which is focused on the manufacturing
sector. Lyndon State also serves as the home for the Incubator Without Walls Program,
a business assistance project that helps smaller companies with a variety of issues.
Local Resources:

Alburg Revolving Loan Fund – The fund is available for housing or small business
development. Contact the Town of Alburg.
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Bakersfield Revolving Loan Fund – funding is available to small and medium sized
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businesses for activities that have a direct benefit or provides jobs for low and
moderate-income people in Bakersfield.
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Barton Revolving Loan Fund – funding is available for economic development,
mortgage subsidies, housing rehabilitation and community development projects.
Also, a separate fund is largely committed to businesses that locate in the industrial
park.
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Canaan Revolving Loan Fund – available for eligible projects in Canaan, Norton,
Averill, Warren‘s Gore, Avery‘s Gore, Warner‘s Grant, Lewis, Lemington, Bloomfield
and Brunwick. Eligible projects increase economic activity through creating or
retaining jobs, providing affordable housing, rehabilitating exiting housing and
improving public facilities. Contact Canaan‘s Clerk-Treasurer.
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Enosburg Falls Revolving Loan Fund – loans are available for business projects
within Enosburg Falls.
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Groton Revolving Loan Fund – loans are available for business expansion and for
the purchase of equipment. A business plan is required from applicants.
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Highgate Revolving Loan Fund - The Town of Highgate will consider loan
applications for Community or Economic Development within their community.
Loans exceeding $5000 are required to go before the voters.
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Lamoille County Revolving Loan Fund and Morristown Development Fund –
lend to projects that create jobs and economic opportunity in their geographic areas.
The Hyde Park Revolving Loan Fund, administered by the Town Select board, has a
similar charter.
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Newport Revolving Loan Fund - Homeownership fund for first time homebuyers.
The funds are repaid when the home is sold or changes hands; there are no
payments or interest charges. This program is administered by the Gilman Housing
Trust.
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Richford Economic Advancement Corporation (REAC) – loans are available for
business projects and the purchase of equipment.
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St. Albans Community Development – loans are made on a case-by-case basis,
with no formal eligibility requirements.
Past funding has included building
improvements for downtown businesses. Funding is also available for industrial
development projects and Title I activities as defined in the Housing and Community
Development Act of 1974.
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St. Johnsbury Revolving Loan Fund – provides loans for manufacturing, valueadded producers and service providers. This loan service is for new ventures and
expansions not micro-enterprise.
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Northeastern Vermont Development Association – has a variety of loan options
to meet business needs in the region.
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Part 2. Economic Engines
Economic Engine Overview
The EDA funded Economic Opportunity Study conducted by EDCNV, identified significant
opportunities for the District. One was to encourage the growth of Information Services as a
sector through increased access in telecommunications and the stimulation of international
trade across all sectors through technical assistance, education, market development and
connecting businesses to resources available through, state, federal or local programs.
A. Economic Engine - International Trade
A strategy for international trade will assist District communities and businesses to better
prepare for the economy of the new millennium.
The creation of a Transparent Border,
capitalizes on the effects of NAFTA, Vermont‘s geographic advantage and ensures goods and
services flow freely over a secure border. Working in partnership with the State, the District can
assist its businesses to establish new markets. The goal would be to expand revenue and
increase employment throughout the District. In order to understand the importance of
international trade to the economic growth of rural America, and in this analysis, rural Vermont,
it is critical to look at both the commonly available data as well as that which is only tracked by
those in the trenches with the businesses themselves.
A. International Trade — Strategies and Action Plan
Strategy #
Strategy
Objective/Action
Investment
Guideline *
Increase exports and
international trade throughout
the District
Educate District Businesses‘ in the
importance of international trade and the
opportunities for growth in international
markets. Develop business to business
matching and business travel grant program.
I.A2
Increase trade throughout
the District
Develop Free Trade Zones
I.A3
Connect Vermont economy Collaborate with regional partners throughout the
to regional economic
Northeast of Canada and the United States
sectors
IG2, IG3
I.A4
Assist small business in
developing international
markets
IG2, IG3
I.A1
Develop in-land port with access to
transportation/warehousing for international
shipments
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IG2, IG3
IG 2, IG3
I.A5
Position District as
intermediary International
Trade source
Position Northern Vermont Quebec Trade Coalition
as regional policy leader on trade issues for the
District and provide international trade
marketing and positioning services to
municipalities
IIG2, IG3
I.A6.
Assist Municipalities to
benefit from enhanced
International Trade
relationships.
Deploy programs that will reduce
municipalities ‗ expenses through no-cost
revenue generating mechanisms with
international based companies
IG2, IG3
IA7
Identify areas of
Collaborate with District Communities to
infrastructure investment to complete the EDA International Trade
enhance international
Infrastructure Assessment Grant Project
trade.
IG2, IG3
According to Don Reynolds, President of 21st Century Forecasting, ―The new reality of the 21st
century is driven by the confluence of four forces: Political, Economic, Demographic and
Technological‖. Vermont is unique in that over 95% of its businesses are considered small by
Federal guidelines. The Small Business Administration defines a small business as any
business with less than 500 employees or $5 million in gross revenue per year (as opposed to a
micro-business which employs 10 or less). As a result, Vermont‘s businesses are almost
exclusively ―high-end, highly targeted, niche providers‖ with little or no local competition, and
often no domestic competition. The conceptualization and growth of these businesses is fueled
by a constant influx of ―second career‖ entrepreneurs who are eager to relocate out of New
England‘s southern cities in search of an improved quality of life. This migration brings with it,
the latest in technology and innovation, but often requires an incubation and development
period that is more easily found off the beaten path in rural Vermont. To illustrate this
phenomenon, one needs to only look so far as the number of sectors in Vermont‘s export
economy which gross over $1 million dollars in annual sales. Because of Vermont‘s population
and geographical size, it is often difficult to compare export competitiveness versus other states.
If one were to look at export growth (as a percent change of revenue growth on a year-to-year
basis) however, Vermont has maintained its position at the top of the national list for the past 12
years. Vermont‘s small and medium-sized exporters outpace their next closest rival, Texas, by
more than 40% (125% to 85%, respectively) over the period 1990-2002, growing at a rate of
close to 12% per year. Unfortunately, this group of robust innovators goes largely unnoticed.
Export data is tracked nationally through one primary exporting document – the Shipper‘s
Export Declaration. The Export Declaration is a form that must be filled out by any exporter
whose shipment is valued at more than $2,500. At first glance, this would seem to be a pretty
effective means for tracking the Nation‘s exports, but services, such as education, legal,
architectural, engineering, etc. are not captured by this system, nor are shipments coming from
smaller companies who specialize in providing highly targeted, niche products which are often
not sold in bulk quantities. In Vermont, almost 50% of the State‘s exports go untracked because
they fall outside of the Export Declaration requirements. In the year 2000, Vermont‘s exports
appeared to total about $4.2 billion, based on Federal government data. The 2002 report,
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―Vermont’s Forgotten, Triumphs and Challenges of International Trade in the Green Mountain
State‖ however, paints a dramatically different picture – in 2000, exports of commodities under
$2,500 totaled an additional $1.3 - $1.9 billion. If Vermont‘s thriving service sector economy is
also added in, one might find an additional $1-2 billion on the export side of the equation. At its
most conservative, exports account for more than 36% of Vermont‘s Gross Product of $18
billion. Less than 750 companies statewide are creating all of this volume. These companies
employ more than 25,000 employees (about 8% of Vermont‘s total workforce) and are equally
distributed, geographically, throughout the State.
While speaking at the Emirates International Forum in Dubai, Mr. Reynolds stated that the
American experience is based on what he terms the 70% rule. Simply stated that in the next
ten years 70% of all jobs will be related to international trade, 70% of all jobs will come from
small business (those companies with less then 100 employees), 70% of all participants in the
work force will need some type of job retraining, 70% of all the money spent on health care will
be spent on the last years of life and 70% of the nation‘s wealth will transfer from one
generation to the next as the great World War II generation expires.
Technology increases the velocity of change. Computers now recognize human speech and
software programs convert written text in one language to another. It will not be long until
technology enables the simultaneous audible language translation. Through teleconferencing
executives will be able to sit in their offices at home, in front of a plasma screen with 6—10
individuals displayed upon that screen simultaneously participating in a conference, each
speaking and hearing in their own language. Borders are simply lines on maps and have little
influence on commerce. The United States no longer stands alone in the World, an international
trade strategy is imperative to the economic growth of rural America.
B. Economic Engine - Information Services
Information Services is an emerging economic engine within the region. Research from the
EDA-funded Economic Opportunity Study demonstrated that information services as a sector
made up 16.9% of employment within the District. These statistics do not account for
individuals holding Information Service (IS) or Information Technology (IT) positions within other
sectors. These technology based positions pay higher than median wages. As an opportunity
for new employment initiatives, technology based employment is a strong opportunity for future
job growth. Investments in new infrastructure - both wireless and fiber optic - will enhance these
employment opportunities in the next decade.
C. Economic Engine - Small Business
The importance of entrepreneurs and the small business community to the health of Vermont‘s
economy cannot be over emphasized. Northern Vermont‘s economy is made up of primarily
small businesses. Understanding the needs of small businesses and assisting them to manage
growth is critical to a successful economy. It is a fact that most large successful businesses
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start out as small ones springing from an entrepreneur‘s idea or vision that requires
encouragement, planning assistance and financing in order to survive and prosper.
Rural areas often have difficulty raising the required capital to fuel economic growth. ―Capital
gaps‖ occur when commercial banks cannot and/or will not lend an entrepreneur the amount of
money necessary to fund a new business or venture. Small entrepreneurs are especially
vulnerable to capital gaps because they often do not have equity available to market their ideas.
This is especially damaging to local economies in Vermont, given the fact that 85% of the
businesses in the State have fewer than 20 employees and 1 out of 5 Vermonters derives some
income from self-employment (Vermont Business Development Network).
Economic
development initiatives can no longer afford to concentrate on attracting large employers
because these enterprises are contributing fewer jobs than smaller companies in the State.
Also, large companies are the most vulnerable to global shifts and as a consequence are laying
off people.
In addition, small business growth has been slowed in our region due to an adjustment in the
commercial credit market. Since 1990, many banks have tightened their eligibility requirements
with respect to their commercial lending. This adjustment has negatively affected many small
businesses and caused them to alter their expansion and marketing projects, potential new
hires and fixed asset acquisition. To address this issue, the EDCNV currently operates three
revolving loan funds, two of which are micro-loan programs for small business development
financing under $35,000.
C. Small Business—Strategies and Action Plan
Strategy #
I.C1
I.C2
Strategy
Objective/Action
Investment Guideline *
Create opportunities for small
businesses to grow market
share
Provide technical assistance
to new and expanding
businesses
IG7
Create opportunities for small
businesses seeking to expand
their facilities or employment
base
Provide access to revolving
loan funds
IG7
A healthy, rural economy today requires not only regular investment capital, but also venture
capital. According to the widely accepted product ―life cycle‖ model, innovation occurs in urban
areas first then as the product moves toward mass-marketing and production processes are
standardized, production operations move outward to areas with lower labor costs. This model
of product development posed an increased challenge in the fast paced economy of the 1990‘s.
The ―life cycle‖ of products is becoming shorter. A new product can now reach the maturity
stage (mass marketing) in a few years and become obsolete in under a decade. The lesson for
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rural industrialists is that it is becoming less feasible to depend on the firms, which are no longer
suitable for urban areas. In order to sustain rural development, rural areas must become more
aggressive in product development.
C1. Micro Business
The Small Business Administration (SBA) considers a micro-business to be one having 10 or
less full-time employees and having annual gross sales of $500,000 or less. The observations
from new businesses that employ less than 5 employees and grossing less than $250,000 does
not have past experience to guide them. An owner of a business needs to evaluate how an
expansion could affect their existing business pattern. The EDC Staff actively support their
clients in developing a written plan and exploring all of the ―what ifs‖ that may be encountered.
When completed, the plan will be an operating guide for the business‘ growth as well as a tool
for obtaining financing. Technical Assistance is necessary for small businesses to succeed.
Areas of service include: location, marketing, competition, personnel, financing, expansion and
management.
C1. Micro - Business—Strategies and Action Plan
Strategy #
I.C1.1
I.C1.2
I.C1.3
Strategy
Objective/Action
Support and promote
businesses to grow to
year-round employers
Provide assistance to small businesses that
operate seasonally to enable them to operate
all year.
IG1, IG2
Create opportunities for
micro businesses to grow
market share
Provide technical assistance to new and
expanding businesses
Create opportunities for
Provide access to revolving loan funds
micro businesses seeking
to expand their facilities or
employment base
IG7
IG7
It is extremely important that an entrepreneur understand all aspects of their business and the
risks that they will be taking. There are strengths and weaknesses in every endeavor and
planning will help identify them countering the weaknesses and using the strengths to the best
advantage.
D. Economic Engine - Manufacturing
Franklin County has a strong manufacturing sector boosted by the relocation of one of Ben &
Jerry‘s ice cream plants, the existing Energizer Battery Company and Vermont Precision Tools.
Energizer has increased employment levels by 50 individuals and plans to hire an additional 50.
New technology, lithium batteries, has driven this expansion. The demand by the Department of
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Defense for batteries for night scope vision equipment has driven factory orders to more than
three years out. New employment and workforce training initiatives are underway. The aging
workforce currently employed by Energizer will need to be replenished over the next 5 to 10
years.
Vermont Precision Tools, a Swanton based manufacturer of high-end specialty gage
equipment continues to grow, projecting to add adding twenty-five new jobs over a two-year
period. These expansions are offset by the loss of nearly 200 manufacturing positions with the
closing of Solo Cup in 2006.
The Northeast Kingdom has a rich manufacturing heritage. Manufacturing accounted for 24%
of the jobs in the Northeast Kingdom, compared to a statewide average of 17%. There are
several precision metal industries in the Northeast Kingdom, which include Vermont Tap and
Die, NSA, Tivoly, Vermont Aerospace and Greenfield Industries.
Weidman Systems
International manufactures industrial insulators. Stinehour Press in Lunenburg prints high
quality picture books and catalogues. The manufacturing sector has been hit hard by recent
plant closings and mass layoffs, yet opportunities to grow the sector exist.
Approximately 8% of Lamoille County‘s workforce is employed in manufacturing jobs, with
yearly wages ranging from $18,000-$35,000. The County is working to enhance its limited
transportation systems by creating a bypass for truck traffic and is reviewing plans to address
limited sewer infrastructure to sites that would be suitable for development. Job loss trends,
particularly in apparel and wood products manufacturing, may stabilize, but these sectors are
not expected to grow. Startup and expansion of small businesses continues to drive modest
job growth in miscellaneous manufacturing. Lamoille County‘s manufacturing base is
supported with world renowned manufacturers such as Concept II, Hearthstone and Turtle Fur.
Overall employment is stable due to jobs in the tourism sector, value-added services, and trade
contracting, which have replaced the loss of manufacturing jobs.
D. Manufacturing—Strategies and Action Plan
Strategy #
Strategy
I.D1
I.D2
Objective/Action
Stimulate Sector Growth
Through Enhanced
Manufacturing Processes
Provide Technical
Assistance
Stimulate Sector Growth
Through Increased Capital
Investment
Provide Access to Revolving
Loan Funds
Investment Guideline*
IG1, IG2
IG7
D1. Wood Products Manufacturing
The Northeast Kingdom contributed 36 % of the State‘s 1997 total softwood harvest. Eleven
percent of the State‘s hardwood harvest was derived from Lamoille County, making it the
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second highest contributing county in the State. Essex County had 55 % of its covered
employment in wood manufacturing due in part to the Ethan Allen‘s manufacturing facilities in
Canaan and Island Pond. Ethan Allen also holds a prominent presence in Orleans County with
a plant located in the Village of Orleans. Unfortunately, the plant in Island Pond closed in late
2001, laying off its entire workforce of 125 people. Lyndon Woodworking and Newport Forest
Products are wood products manufacturers located in the Northeast Kingdom. Columbia Forest
Products, a manufacturer of plywood in the City of Newport, has also reduced its workforce,
though recently has begin rehiring some employees. There are several sawmills throughout the
region, many of which are suffering under the difficult economic times we confront. In early
2011, Caledonia Kiln stopped drying lumber because of fuel costs and loss of orders. This will
have a ripple effect that will impact some of the mills in the region.
Maple Mountain Woodworks, LLC (MMW) is a new, start-up business, located in Richford, VT.
A considerable amount of research went into choosing Richford for the plan location.
Some of the deciding factors were:
1) The facility was originally built as a saw mill;
2) The close proximity to Vermont‘s largest dairy counties, Franklin and Orleans, as well
as a market in Addison;
3) Site located within 50 miles of an underutilized supply of pulp wood;
4) Availability of skilled and unskilled labor;
4) Large experienced logging infrastructure;
5) Minimal competition in the market;
6) Low commercial property values.
Richford and the surrounding area have historically had a higher than average unemployment
rate. A combination of lack of industry and distance to available jobs has left both skilled and
unskilled workers looking for employment. MMW will provide 20 jobs in the first year of business
with a plan to employ 30 people the second year.
MMW will purchase any secondary timber (pulp wood) and provide a market by processing it
into a diverse list of products in demand by local residents, farms and businesses. Softwood
and poplar will be processed into wood shavings. Hardwoods will be processed into firewood
and wood pellets, and all other timber and waste wood will be chipped for commercial boiler
fuel. Seasonally, softwood will be debarked and ground into mulch.
Timber will be harvested by local loggers and landowners, delivered to the site, weighed, sorted
and processed. Products will be delivered to customers by truck in bulk. A percentage of wood
shavings will be packaged in 3 cu/ft bags and sold wholesale to local retailers.
Farmers will be able to purchase premium animal bedding at an economical price. Premium
bedding is wood shavings, not sawdust, with moisture content less than 10%. Shaving and
drying are an important part of the manufacturing process and will guarantee consistent quality.
MMW hired all local contractors to complete infrastructure and building renovations, and help
with equipment installation. All newly hired employees live locally or within a 15 mile radius.
31
D1. Manufacturing: Wood Products—Strategies and Action Plan
Strategy #
I.D1.1
I.D1.2
Strategy
Encourage Wood Products
manufacturers to increase
market share.
Objective/Action
Provide Technical Assistance
and
Access to Revolving Loan Funds
IG2 , IG 3, IG-5
Increase Sector growth
Support and encourage sector
through the support of
businesses to acquire Green
enhanced marketing and
precuts wood certification
branding of Vermont‘s quality
seal
IG3
D2. Import/Export Development
Vermont‘s exporters are highly targeted, technology driven companies. For the most part,
Vermont‘s export products are designed to meet the needs of other highly industrialized nations.
Except for some products in the environmental technology sector, Vermont‘s exporters are
competing against the strongest international competitors, such as the Germans, the Italians,
the French and the Japanese. Factors such as purchasing power, regulatory transparency,
cultural and linguistic similarities, and overall levels of technological modernization become
critical reference points in determining which markets Vermont‘s exporters should be pursuing.
Vermont‘s exporters should focus, but not limit, their export business to Canada and Mexico, the
countries of the European Union, The Pacific Rim, Australia and any other English-speaking
nation. These countries, while not representing the entire global market for any one product,
will account for the lion‘s share and therefore, the majority of resources should be spent
addressing the competition as Vermont‘s products are more than capable of competing on
quality and service and sometimes price. Markets such as China, India, and Brazil can be
lucrative for Vermont‘s exporters, especially in business-to-business transactions, but more
often than not, these countries fail to meet some of the high-level factors mentioned above
when it comes to business-to-consumer sales. These populous and over-hyped markets are
not well suited to the average Vermont exporter who is often approaching potential sales in a
reactive instead of proactive manner coupled with an insufficient foundation in the complexities
of international logistics, banking, contracts and culture. It has been shown time and time again
that Vermont exporters thrive in markets with the highest levels of social and technological
modernization despite the presence of the fiercest, in-country competition.
32
D2. Manufacturing: Import/Export—Strategies and Action Plan
Strategy #
I.D2.1
I.D2.2
I.D2.3
I.D2.4
Strategy
Objective/Action
Support/develop process to
connect District businesses to
international markets
Construction of North-Link will allow for
businesses to enter into the
international markets.
IG1, IG2, IG3, IG7
Identify and cultivate
opportunities to connect
existing District businesses to
foreign high-end manufacturers
looking to avoid North American
Trade Tariffs
North-Link will provide District
businesses with the ability to identify
and communicate with foreign
manufacturers.
Assist/develop District
Develop a program that provides
businesses with connections to businesses with information to seek
market data analysis for
international opportunities.
international trade opportunities
Assist/develop resource of
Expand and enhance relationship with
opportunities for District
Quebec organizations to identify areas
Businesses with the Province of of collaboration.
Quebec through a collaboration
of information and networking.
IG1, IG3, IG7
IG2, IG3
IG2, IG3,
Canada represents a potential market for Vermont‘s exporters. Connected by two major
highways, Vermont‘s northern border sits just 60 miles from Canada‘s largest city, Montreal, as
well as one of the world‘s most active ports – the Port of Montreal, which handles more than
1,000,000 containers per year. More than 53% of Vermont‘s small and medium-sized exporters
export to Canada, while 59% of the large exporters have also found this market to the North.
With it‘s internationally acclaimed cultural and ethnic diversity and the importance placed on
international trade development by the government, Canada is a valuable proving ground for
Vermont exporters seeking to enter the global marketplace.
The Northeastern Vermont Development Association (NVDA) is currently working with the city
of Newport and other communities to get a foreign trade zone established in the region. If
approved this will help in expediting orders across borders and greatly reduce tariff costs for
businesses here.
Interstate Highway Connection— Interstate 89 is a divided highway that begins in Concord, NH,
travels north through Vermont and connects to Montreal, Quebec. The divided highway goes
about 5 miles (8 km) into Phillipsburg, Quebec as Route 133, then changes back to a two-lane
road, until Autoroute 35 starts outside of St.Jean, Quebec, and continues to Montreal. The I-89
border crossing is the only instance where an Interstate entering Quebec does not become an
Autoroute upon entry, However, Autoroute 35 will be extended in the next few years, creating a
freeway-to-freeway connection.
33
E. Economic Engine - HealthCare
The District is served by four hospitals: the Northwest Medical Center in St. Albans, the
Northeastern Vermont Regional Hospital in St. Johnsbury, Copley Hospital in Morristown and
the North Country Health Systems in Newport, as well as, multiple home health agencies and
nursing homes. The Vermont Health Department has offices in Morristown, St. Albans, St.
Johnsbury and Newport. These offices provide maternal and child health care services
operating the Women Infant and Children (WIC) clinics and participating in community health
initiatives. The District was previously served by a community resource center in the District,
the Richford PATCH (prevention, assistance, transition and health access) .
A PATCH
provides the area with a network and referral service for multiple public and private agency
services working in health and related fields. There are family planning services in Enosburg
Falls, Hyde Park, Newport, St. Albans and St. Johnsbury. Mousetrap Pediatrics, based in
Franklin County, provides an innovative approach to health care access for children and
teenagers by visiting area schools in Franklin County on a regular basis.
E1. Hospitals and Ancillary Services
The health care industry has become a significant employer in the District. As of September
2004 employment figures were:




Copley Hospital, Morristown (377)
North Country Health Systems, Newport (478)
Northeastern Vermont Regional Hospital, St. Johnsbury (330)
Northwestern Medical Center, St. Albans (575)
Health care leads the District not only as an economic engine, but also as an industry that
drives technological advances within the region. All of the District hospitals are planning to
invest in Photo Archiving Systems (PAS), which is a process for digitizing photos for transmittal
over a virtually private fiber network (VPN).
E2. Health and Wellness
Residents, in many cases, must travel outside the region to Burlington or to Dartmouth in
Hanover New Hampshire to access specialty medical services. There is a health provider
shortage throughout the District for primary care and dentistry. There is a lack of educational
programs in the District to develop a local healthcare workforce. Transportation, including long
distances and lack of public transport, make it difficult for people to access services. Limited
telecommunication infrastructure is a barrier for high quality, up to date health care
34
F. Economic Engine – Homeland Security
F1. Border Security—Strategies and Action Plan
Strategy #
I.F1.1
I.F1.2
Strategy
Objective/Action
Stimulate the sector by providing the Construct North-Link, which
telecommunications infrastructure
will be a virtual private network.
necessary to expand technologically
advanced security related businesses.
Enhance communications between
first responders
Support inoperability
communication enhancement
projects
IG2, IG3 , IG5
IG2, IG3, IG5
The magnitude of Sept 11, 2001 (9/11) has had a detrimental impact on border-states and on
the nation‘s economy. Delays at the Canadian Border, caused by increased security have
increased the cost of goods and services and significantly impeded international growth.
Establishing a Transparent- Border, (as outlined in Section II, Part A. International Trade, an
Economic Engine), security becomes paramount to the attainment of that goal. Vermont‘s
geographic advantage to some of the world‘s largest economic epic centers creates
opportunities for individuals determined to undermine the economic success of the United
States. The increased awareness of Homeland Security on the economy has spurred a new
focus on Border Security and Emergency Services within the District.
F1. Border Security
Vermont has a mitigation program and a State Hazard Mitigation Officer as part of the
Department of Public Safety. The Vermont Emergency Management Program connects people
to Federal Emergency Management Courses, provides grant opportunities to towns and
organizations working on mitigation initiatives and has a model disaster mitigation plan for towns
to use as a template when organizing their own plans. The State of Vermont is considering
using the Emergency 911 database to warn people in certain areas of pending emergencies,
such as floods or prison escapes. The Emergency 911 system will provide the emergency
management personnel with the telephone numbers of people residing, for example,
downstream of a dam that was on the verge of breaking. In the space of a few minutes, the
system could call thousands of telephone numbers and warn people with recorded messages of
the impending emergency nationwide, many communities and regions are able to take
advantage of new financial resources to develop emergency plans, train emergency personal,
acquire basic and advanced equipment and to mitigate, prepare and recover from disasters.
Many towns in the District are currently working to develop emergency preparedness plans.
Communities have identified a designated emergency director/coordinator to lead during a
35
natural or manmade disaster. . The regional planning commissions are working with
communities to address emergency preparedness across all community/town services.
F2. Emergency Services
A high quality emergency service is a vital component of economic development and a
sustainable community. The events of 9/11/01 created a new awareness of how devastatingly a
disaster can impact the economy. Preparedness training is the first component to offset the
loss of human and financial capital in any disaster. The District supports emergency service
provisions, which are primarily led by Vermont Emergency Management and the regional
planning commissions.
The District will also support local initiatives designed to address disaster response and relief
efforts. The District will also support efforts designed to address the threat caused by terrorism.
F2. Emergency Services—Strategies and Action Plan
Strategy
#
I.F2.1
I.F2.2
I.F2.3
Strategy
Objective/Action
Support the implementation projects within
the District for preparedness, mitigation and
recovery projects, including business
continuity planning for businesses and
municipalities
Provide assistance in terms of
business planning and support.
Support disaster mitigation awareness
through workshops for businesses, select
boards and emergency personnel
Work with planning commissions
on Homeland Security issues and
mitigation.
Support the Vermont Emergency Calendar
Project, Hazards Policy Language for
Planning, Terrorism Task Force and the
review of Legislative initiatives to support
emergency services
In conjunction with the regional
planning commissions to hold
workshops and planning seminars
on emergency management.
Public awareness and education through
I.F2.54 public service announcements.
Include announcements in the
Council‘s quarterly newsletter.
Investment
Guideline *
IG5
IG5
IG5
IG5
G. Economic Engine – Agriculture
Agricultural related businesses are a vital source of income for the State of Vermont and a way
of life for many of its residents. The EDCNV District is the most rural area of the State, placing
a major emphasis on the agriculture industry and the revenue streams it provides. Many facets
of agriculture provide jobs and value-added products for the region. EDCNV strives to support
agriculture in a variety of initiatives including but not limited to the development of the St. Albans
Bay Methane Project and the development and ongoing support of the Vermont Food Venture
36
Center.
On May 3, 2002, a new Farm Bill passed by the U. S. House of Representatives replaced the
expired Northeast Dairy Compact. The new Farm Bill is a broader version of the Northeast
Dairy Compact that provides dairy farmers with subsidized payments when the price of fluid milk
drops below a benchmark price of $16.94 per hundredweight. Compensatory payments were
paid to farmers dating back to December 1, 2001 to accommodate any such fluctuations in the
price of milk..
District farmers have expanded beyond the traditional agriculture uses of land seeking
innovative opportunities to use their land as an economic asset. District farmers have turned to
such initiatives as organic production, new crops, (e.g. Llamas and alpaca), and agri-tourism.
District and State Agriculture Partners and Resources



The Vermont Food Venture Center
State of Vermont, Department of Agriculture
The University of Vermont
G1. Vermont Food Venture Center & Vermont Food Producers
Value-added products and specialty foods help diversify the agricultural sector of the District‘s
economy, while allowing local products to evolve and gain value locally, rather than outside the
state. By contributing to the local economy, value-added products also play an important role in
conserving farmland and open spaces.
A new Vermont Food Venture Center is about to open in Hardwick! The facility will replace the
old Center which was located in Franklin County and was in desperate need of major repair.
Jasper Hill Cheese has already agreed to be a core tenant in the building and there is strong
demand for services from the soon-to-open center.
Several companies serve as the core of the value-added economy in Hardwick. These include
Jasper Hill Cheese, High Mowing Seeds, Pete‘s Greens, Vermont Soy, Vermont Coatings,
Vermont Mead and many, many others.
Business development services available to entrepreneurs at the Center include planning,
marketing, management and financing assistance. A revolving loan fund is available for the
financing needs of eligible specialty food companies. These services are provided in
conjunction with EDCNV.
The Vermont Food Venture Center also partners with the University of Vermont‘s Northeast
Center for Food Entrepreneurship (NECFE) and Cornell University to assist specialty food
entrepreneurs with product development and diversification.
37
G1. VFVC and Value Added Food Products—Strategies and Action Plan
Strategy
#
Strategy
Objective/Action
I.G1.1
Diversify Agricultural
Products
Continue working with producers at the Vermont
Food Venture Center who use agriculture
products.
I.G1.2
Expand the Specialty Food Identify funding to expand the Vermont Food
Industry
Venture Center.
I.G1.3
Research new methods of
promoting sustainability in
the Agricultural Field
I.G1.4
Support emerging market
Continue assisting producers in organic farming at
opportunities in low
the Vermont Food Venture Center
intensity or organic farming.
I.G1.5
Work with State Agriculture personnel to assist in
identifying funding sources.
Develop and support value- Continue assisting producers using value-added at
added projects
the Vermont Food Venture Center
Investment Guideline
*
IG1, IG3
IG2, IG3
IG3
IG1, IG3
IG3
G2. Agri-Tourism
Vermont‘s Agri-tourism industry received $750,000 from the federal government in the year
2000 to help farmers increase their land yields. Part of the funding, $250,000, was used to
support programs and office space for a tourism coordinator whose responsibilities included
promoting the state‘s farms as tourist attractions/destinations. The remaining $500,000 was
used to create a loan program for farmers interested in diversifying their farms for tourism. Agritourism includes farming-related businesses that attract visitors, such as bed-and-breakfasts,
pick-your-own operations, farm vacations and farm tours. Adding alternative sources of
revenue to farms can supplement agricultural income and provide family farmers with a share of
the State‘s tourist industry. Eco-tourism plays a significant role in the District‘s economy, as
tourists seek authentic and more challenging experiences such as kayaking, rock-climbing and
wilderness adventures.
G2. Agri-Tourism—Strategies and Action Plan
Strategy #
I.G2.1
Strategy
Promote Agri-tourism
opportunities within the
District
Objective/Action
Work with Regional Marketing Organizations
to increase awareness of Agri-tourism
businesses within the region..
38
Investment
Guideline *
IG3
I.G2.2
1.G3
Support Farmers to identify
Work with farmers to expand to include
opportunities for Agri-Tourism tourism opportunities through technical
assistance and product development and
product development in conjunction with the
VFVC
Preserve District Lakes and
Streams as they are a vital
component of tourism
IG3
utilize bio-technology to address the
problem of phosphorous pollution at its
primary sources
IG2
G3. Farmers Markets/Maple Sugar Houses
Vermont is the leading producer of Maple Sugar products in the United States. There are over
thirty tourist-based maple sugar houses throughout the District. There are Farmers Markets in
St. Johnsbury, Danville, Hardwick, Morristown, Newport, Richford, Enosburg, Fairfield and St.
Albans.
H. Economic Engines - Eco-Tourism
G3. Farmers Markets/Sugar Houses—Strategies and Action Plan
Strategy #
I.G3.1
Strategy
Promote Agri-tourism
District
Objective/Action
Work with Regional Marketing
Organizations to increase
awareness of Agri-tourism
businesses within the region..
IG3
Tourism has been steadily increasing throughout the District. Alpine ski areas are located in
Stowe, Smugglers‘ Notch in Jeffersonville, Jay Peak and Burke. Ice fishing and boating are
popular activities on the lakes throughout the region, as are snowmobiling, cross-county skiing,
hiking and biking. Fall foliage and scenic landscapes continue to attract tourists to the District
each year. Agri-tourism, including farm stays, tours and marketing of agricultural products is a
growing sector in the District, as is the concept of eco-tourism. Local and regional organizations
like the Northeast Kingdom Travel and Tourism Association and the Lake Champlain Islands
Chamber of Commerce are focusing on cultural heritage, local history and natural-based unique
environment has been designated a Champlain/Adirondack World Biosphere Reserve by the
United Nations. There are very few designated World Biosphere Reserves, creating a
marketing opportunity for Grand Isle.
Tourism Partners and District Resources:
The many local Chambers of Commerce and business associations throughout the District are
often called first by a business looking to relocate to the area. Chambers in the District include:
39














Barton Area Chamber of Commerce
Burke Business Association
Franklin County Regional Chamber of Commerce
Hardwick Chamber of Commerce
Island Pond Chamber of Commerce
Jay Peak Area Association
Lake Champlain Islands Chamber of Commerce
Lamoille Valley Chamber of Commerce
Lyndon Area Chamber of Commerce
North Country Chamber of Commerce
Northeast Kingdom Chamber of Commerce
Smugglers Notch Chamber of Commerce
Stowe Area Association
Swanton Chamber of Commerce
The Northeast Kingdom Travel and Tourism Association promote tourism opportunities regionwide. The Vermont Outdoor Guide Association (VOGA) promotes the services of its members
and encourages the responsible marketing of recreational activities, taking into account the
ethical use of natural resources, safety issues and consideration for local and other multiple
uses of outdoor resources. Additionally, Tourism is promoted through these additional
resources:
Recreation Partners and District Resources











Craftsbury Outdoor Center, Craftsbury
Hazen‘s Notch, Montgomery
Highland Lodge, Greensboro
Jay Peak, Jay
Lyndon Outing Club, Lyndon
Smuggler‘s Notch, Jeffersonville
Sterling Ridge Inn, Jeffersonville
Stowe Mountain Resort, Stowe
Sugarmill Farm, Barton
Topnotch, Stowe
Trapp Family Lodge, Stowe
H. Eco Tourism—Strategies and Action Plan
Strategy #
I.H.1
Strategy
Objective/Action
Support entrepreneurs in Work with seasonal businesses to
the Eco Tourism sector expand their business to yeararound, by providing technical
services in business planning
40
IG3
H1. Recreation
Biking, hiking trails and lake recreation are valuable assets found throughout the District. The
Missisquoi Recreational Trail in Franklin County made use of a 26-mile defunct rail bed for all
season recreational use. The Long Trail, utilized for hiking, that runs the length of Vermont
stretches through Northern Vermont. Kingdom Trails in the Burke Region has an extensive all
season trail network. Trails abound in the 12 state parks in the District. The Catamount Trail
runs the length of Vermont and travels through several Lamoille and Orleans County towns.
The Derby/Newport trail, which connects to Canada is another trail asset within the District.
The Vermont Association of Snow Travelers (V.A.S.T) has an extensive system of trails
throughout the State for snowmobiles. Revenue realized from snowmobiling is the second
highest for winter sports, surpassed only be skiing. Canoeing is another sport found throughout
the District on the Connecticut, Barton, Black, Passumpsic and Lamoille Rivers. The
Passumpsic Valley Riverway Project is a twenty-mile water trail from East Burke to Barnet. The
Upper Valley Land Trust is expanding plans for a water trail all along the Connecticut River in
Essex County. The recently completed Lake Champlain Canoe Trail and the Northern Forest
Canoe Trail, a 723-mile historic canoe route, stretching along the northern tier of New York,
Vermont, New Hampshire and Maine, follows a Native American route from Lake Champlain to
the Connecticut River Watershed. Water sports and recreation provide both employment and
business opportunities as well as support the tourism industry.
H1. Recreation- Strategies and Action Plan
Strategy #
I.H1.1
I.H1.2
I.H1.3
Strategy
Objective
Promote and support the
development of natural resources
based on tourism
Work with communities to
identify natural resource
attractions.
Support and promote sports activities
such as hunting and fishing as these
activities play an important role in
conserving public land and contribute
to the District‘s economy.
Market sport activities within
the District in partnership with
the Chambers and tourism
organizations
Support and promote additional bike Increase economic
paths, snowmobile trails and facilities advantages derived from
District-wide
tourism.
41
IG3
IG3
IG3
Part 3. District Infrastructure
Limited Infrastructure Overview
Infrastructure includes systems that support community and economic development, including
but not limited to: water/sewer systems, telecommunication systems, schools, healthcare and
community services.
Rural towns with small populations and limited tax bases have a reduced capacity to develop
and maintain water, sewer and other community infrastructure, including industrial sites. Many
wastewater treatment facilities in the District are reaching the end of their twenty to thirty year
life cycles without sufficient upgrading. Grand Isle County does not have the type of soil
necessary to support substantial infrastructure. Until recently, only the Town of Alburg, in Grand
Isle County was able to support an industrial park. New technologies and permit reform allowed
a private park to be constructed in the Town of Grand Isle for light manufacturing. A persistent
challenge in the District is addressing this lack of infrastructure. This is a noted impediment to
high-density commercial and industrial development in the District‘s growth centers and in many
of the peripheral areas. Most of the growth center communities lack industrial space and
infrastructure to service them. The high cost of constructing infrastructure and industrial parks
in rural areas is often prohibitive without financial support.
A.
Industrial Park/Multi-Tenant Buildings
Since its inception, EDCNV has recognized the critical role infrastructure has played in the
development and growth of the District‘s economy. Within the District, the majority of
development and/or enhancement of public industrial parks has been due to EDCNV‘s technical
assistance in obtaining and administrating Economic Development Administration grants. The
industrial parks have provided companies with new opportunities to start and grow their
business while creating jobs and training options for Vermonters. New companies and job
creation has assisted in sustaining a healthy economy.
In the 1980‘s, EDCNV initiated the construction of incubator buildings within the industrial parks
to provide additional opportunities to small business. The incubator concept was to aid small,
fledgling businesses by sharing equipment and services within the building. It was anticipated
that with this type of assistance companies could grow and develop their business while
maintaining a healthier cash flow allowing them to move to a larger space after a couple of
years. Although the concept worked well in urban areas, it struggled in rural areas like
EDCNV‘s District where small businesses could not move in such a short time span and there
were not many fledgling businesses looking for incubator space to keep the buildings fully
occupied. In the EDCNV District, the buildings soon became ―multi-tenant‖ buildings where
multiple businesses leased space while maintaining an anchor tenant. EDCNV has continued
to support the multi-tenant building concept because of the historic success of uniting small
businesses and/or start-ups with established businesses looking for expansion space. EDCNV
has initiated construction of new buildings where companies are provided space applicable to
42
their specific business needs, allowing them to streamline their systems to increase productivity
while saving money. Rental space is competitive with market rates but companies do not carry
the building expense, leaving revenue available for workforce and capital enhancements.
District industrial parks and multi-tenant buildings have made significant contributions to the
development and retention of small businesses.
A. Industrial Parks/Multi-Tenant Buildings—Strategies and Action Plan
Strategy #
II/A1
II.A2
Strategy
Support the development of
multi-tenant structures in
industrial parks designed for
mix use
Objective/Action
Identify communities that lack
manufacturing space.
IG2, IG6, IG7
Support infrastructure such as Construction of North-Link
fiber optic in multi-tenant
will penetrate the District
facilities
Industrial Parks.
IIG2, IG4, IG5,
B. Water Systems/Sewer Systems
The Economic Development Council of Northern Vermont, through its
partnerships with the regional planning commissions, indexes the regional water
resources and will continue to identify local and regional issues related to water
supply planning, development and implementation.
Regionalizing water systems through interconnections is one possible strategy
that would reduce future water emergencies. This strategy would allow an
adjacent system to back up a failing system during an emergency. One such
project is in development between Alburgh and the Town of Grand Isle.
The central sewer systems in the District, especially the ones that discharge into
rivers and lakes, can be constrained by low water flow conditions in the summer.
Long-term planning should include a review of expanding the capacity of these
systems while increasing the levels of treatment in order to meet quality
standards at the discharge point.
B. Water and Sewer Services—Strategies and Action Plan
Strategy #
Strategy
Objective/Action
43
I.B3
I.B4
Develop, maintain and support Identify and assist
physical infrastructure projects communities that lack
for sewer, water industrial
infrastructure.
sites.
Extend the useful life of
existing water/sewer
infrastructure
IG4, IG6, IG7
Utilize Bio-technology to
reduce phosphorous and
increase BOD
C. Electric Services
In 1990, according to Grant Thorton‘s Manufacturing Business Climate Survey, Vermont ranked
as one of the least competitive states in the nation with respect to energy costs, especially the
cost of electric power (Vermont Business Roundtable, January, 1993, p 31). In 2000, there was
some improvement, but not enough.
To Vermont‘s credit, the Public Service Board has required Vermont utilities to devise demandside management programs to reduce energy usage through conservation. However, many in
the business community, including the Vermont Business Roundtable, have criticized the
utilities for not being more supply-side oriented. In particular, the Vermont Business Roundtable
is concerned that Vermont is not keeping pace with utility companies in other states whose
programs include:
a. Discounted economic development rates and reduced economic recovery rates during
recessions;
b. Community development assistance programs;
c. Financial support for and cooperation with other private and public organizations
involved in economic development; and
d. Site selection data centers for corporate planners (Vermont Business Roundtable,
January 1993, p 31).
The cost of doing business in Vermont continues to have a significant negative impact on the
State‘s ability to attract new investment. Considerations like tax rates, energy costs, labor force
skills and quality of life issues all fit into the equation when a business is determining where to
locate.
Many states in New England have taken steps to deregulate their utility industries in an effort to
promote growth. Despite the attractive economic benefits that retail electric competition can
bring, its implementation requires states to address a plethora of complex issues. One major
issue is the ―stranded costs,‖ i.e., the unrecoverable costs of past investments by utility
companies that do not produce power at competitive rates. These costs may be passed on to
consumers, which may have a significant impact on retaining and attracting new business.
Furthermore, it remains to be seen whether small residential users will benefit from
deregulation. Larger companies that consume large amounts of electricity may benefit the most
from deregulation, while the smaller companies and residential customers may not see any
44
significant savings. This will depend on the dynamics and model of deregulation, which may be
adopted in Vermont. Another concern is that Vermont‘s homegrown hydropower dams and
wood-burning plants are seeing their energy costs climb and may not always be competitive in a
new economic energy environment.
A comprehensive long-term energy plan needs to be adopted by the State. Some aspects of
deregulation will need to be considered as solutions to the crisis, such as new technologies and
public ownership. The goal should be lower rates that will allow established businesses to
become more competitive and to make Vermont a more attractive state in which to do business.
As recently seen in California, deregulation and the increase in competition is not the cure-all
that was once imagined.
C. Electrical Services—Strategies and Action Plan
Strategy #
Strategy
Objective/Action
II.C1
Encourage/support the
development of a long-term
energy plan.
Work with communities to determine
required assistance for energy plans.
IIC.2
Develop and support
affordable and sustainable
alternative energy projects.
Identify successful alternative energy
projects and evaluate the opportunity for
the project in the District.
IG4
IG2, IG3, IG5
D. Telecommunications
There is a potential for a growing economic, cultural, educational and social divide in the United
States between those who have Internet access and those that don‘t. As the business,
education and social activity becomes widespread and ingrained among an increasing number
of Americans, the digital gap becomes more and more apparent to those who lack access in
many rural regions and inner cities.
Vermont has fiber optic cable servicing the outer perimeters of the State, but high-speed
telecommunications access is either non-existent or not highly developed in the rural, small
towns and communities in the State. The District‘s future will rely on evolving homegrown firms
and creating a culture of risk-taking and entrepreneurship. The District can no longer rely solely
on manufacturing, but must move toward a diverse economic model that includes high valueadded sectors, such as producer services and telecommunications. The planning and
economic development entities in the District need to focus less on extractive industries and
branch plant manufacturing and move toward an aggressive telecommunications plan that
builds infrastructure, develops a trained workforce, provides technical assistance, markets the
region and provides finances for new technology-based businesses. Because rural businesses
often lack the resources to grow, the District can create and maintain technology-based
45
business incubators that can provide technical assistance and lower overhead cost, including
affordable broadband access and networking capacity that businesses need to grow.
High-speed telecommunications access is not highly developed throughout much of the District.
A map of telecommunication infrastructure provided by the State of Vermont‘s Agency of
Commerce and Community Development, shows the disparity of connectivity throughout the
District. The map actually overstates available infrastructure, since a town may be mapped as
having broadband, while only a few businesses in that town can actually utilize affordable
connectivity. Many communities throughout the District have taken advantage of the State
Legislature‘s grant program to assist small ISP and WISP to work with communities to resolve
this gap in service. The need for affordable and increased bandwidth still presents a problem
for the majority of the District.
At the same time, a need for training with computers and information technology was cited by
85 % of the respondents in the Northeast Kingdom survey that was conducted by the Northeast
Kingdom Collaborative as part of the REAP Zone designation, in 2000. While wireless
represents an opportunity to solve the connectivity needs of some areas, the hilly terrain and
distance remain a challenge to service providers.
D. Telecommunications—Strategies and Action Plan
Strategy #
II.D1
II.D.2
Strategy
Objective
Develop and support telecommunications
infrastructure such as mid and last mile
solutions.
Collaborate with local internet service
providers to utilize North-Link.
Support development of affordable last mile
solutions in communities with limited
aggregate demand utilizing appropriate
technologies for the geographic region.
North-Link construction will reach
areas that do not meet the aggregate
demand.
Investment
Guideline *
IG1, IG2, IG3,
IG6,
IG1, IG3, IG6
E. Transportation Systems
Transportation Overview
There is a need for a regionally integrated, multi-model transportation system. Rail and airport
services are not adequate. There is no rail service that connects the District east to west or
north to south. County airports do not meet Federal Air and Aviation safety standards for
nighttime and adverse weather flying. Airports are critical factors for businesses relying on ―just
in time‖ delivery. Geography and weather contribute to the District‘s transportation issues.
Mountainous terrain, winter snows and mud season increase hazards for driving and contribute
to road deterioration and the high cost of maintenance. Approximately 50% of the District‘s
46
5000 plus miles of roads are not paved. Public transportation in the District is extremely limited
due to the large, rural geography and low population density. There is a need for more services
to homebound residents. There are an estimated 3,137 mobility impaired residents ages 16
and over in the District. Over 85% of residents surveyed in the Northeast Kingdom, agreed that
there was a need for transportation programs.
E1. Transportation – Highways
The District is connected from north to south by two interstate highways and three railroads and
from east to west by several major highways and two railroads. However, between this
patchwork of transportation lines, several areas do not have convenient access to a major
transportation artery. These areas, especially in the middle and the northeastern parts of the
State, are to some extent, insulated from much of the growth and unfortunately, the
development occurring around them. With the possible exception of Franklin and Grand Isle
Counties, the District is removed from commercial markets. Each of the counties is either
located miles from the State‘s Interstates, or at the northernmost end of the interstates. The
closest commercial air services are in Burlington, which for many communities is at least two
hours away and not less than forty-five minutes away at its closest point from the District border.
Two-lane, winding roads (much of them graveled), a rural location and limited population are
also factors influencing economic growth. There is no interstate connecting the northern
communities east to west in the northern portion of Vermont.
E1. Transportation: Highways—Strategies and Action Plan
Strategy #
II.E1
II.E2
II.E3
Strategy
Objective/Action
Improved east-west highway access
across the District and region, which
would connect Maine, New
Hampshire, New York and Vermont
Support the Atlantica Region al
initiative which recognizes
Vermont‘s strategic location in
terms of world trade,
Additional multi-modal transportation
facilities
Work with St. Albans City
Management on their multi-modal
transportation facility.
Improved transportation systems and Collaborate with regional planning
maintenance to keep pace with
commissions on their
growth, particularly in the Northwest
transportation planning.
District
Investment
Guideline *
IG4, IG7
IG4, IG7
IG4, IG7
E2. Transportation - Airports
There are five airports in the District: Caledonia State Airport in Lyndonville, Franklin County
State Airport in Highgate, John Boylan State Airport in Island Pond, Newport State Airport in
Coventry and the Morristown-Stowe State Airport in Morristown. Although the number of
airports has not changed since 1990, there has been a major initiative to upgrade the existing
47
facilities. In 1997, the Vermont Legislature directed the Vermont Agency of Transportation
(VAOT) to review its aviation funding policies and procedures and identify steps to improve
Vermont‘s ten state-owned airports. The result was a pro-active, improvement-oriented policy
with the following recommendations:
E2. Transportation : Airports—Strategies and Action Plan
Strategy #
II.E.2.1
II.E.2.2
II.E.2.3
Strategy
Objective
Create Vermont Aviation Council to Work with local District legislators in
recommend aviation policy for
developing an effective policy.
Vermont
Develop detailed planning and
Seek funding for the airports for
capital improvement costs for
capital expenditures
airports for upgrades of state
airports so they maintain FAA
standards for flight during inclement
weather and visibility equipment for
night flights
Support the improvement of county Identify available funding sources to
airports to FAA standards to
support improvements to county
accommodate aircraft to fly at night airports.
and during inclement weather
Investment
Guideline *
IG4, IG7
IG4, IG7
IG4, G7
II.E.2.4
Develop an airport classification
system
Work with airport officials to determine to accomplish this.
IG4, IG7
II.E.25
Develop an aviation project
prioritization system
Collaborate with organizations to
determine avenues for completion
IG4, IG7
Develop stronger communication
ties between VAOT, Economic
Development, local economic
development groups and airport
operators to better plan for and
market Vermont‘s airports
Work with all organizations to
determine areas of collaboration and
information.
Establish procedures to revise and
update the Vermont Airport Policy
Plan on a regular basis. The
Vermont Airport Policy Plan
resulted in the identification and
ranking of the projects statewide.
Identify the leading organization for
the establishment.
II.E.2.6
II.E.2.7
IG4, IG7
IG4, IG7
The VAOT report concludes, and the District concurs, that the plan, properly implemented and
funded, will eliminate the current ―worst first‖ approach to airport development and will allow the
airports to maximize their economic impact.
48
E3. Transportation - Public Transport
The Vermont Agency of Transportation, along with the District‘s three regional planning
commissions, developed ongoing regional transportation plans. The CEDS Committee refers to
the Regional Transportation Plan as its guide when developing strategies and implementing
projects. There are several fixed bus routes, State-owned airports and rail lines.
E3. Transportation: Public Transport—Strategies and Action Plan
Strategy #
II.E.3.1
II.E.3.2
Strategy
Support programs that assist
low-income individuals to
acquire their own vehicles in
rural areas.
Objective/Action
Identify funding sources and work
with human services organizations.
IG7
Support and promote rail and
Determine railroads and airports
air infrastructure for freight and that are threatened and seek
passenger use in the District
opportunities to maintain their
viability.
IG4, G7
II.E.3.3
multi-modal transportation
hubs
Work in conjunction with
communities looking at hubs.
IG4, IG7
II.E.3.4
affordable and sustainable
public transportation
Assist organizations providing public
transportation.
IG4, IG7
F. Human Resource Overview
The Vermont Department of Employment and Training publication of the Vermont Economic
Profile Series , (June 2006) documents that Vermont‘s average wage is $33, 276/year. While
this is competitive with a national average wage of $46, 242, this does not take into account for
cost of living factors that impact families‘ disposable incomes, which in turn affects quality of life
issues. The rising cost of housing, taxes and fuel for both transportation and heating, as well
as goods and services, is a force impacting out-migration, which has been commonly noted as
an increasing concern for maintaining a viable workforce within the District and State.
One factor that affects the family income is the minimum wage rate. Legislation is being
proposed to increase the minimum wage to $7.25 as of Jan 1, 2007, with the legislation
connecting the minimum wage to the consumer price index for automatic adjustments in the
cost of living. Raising the minimum wage to $7.25 per hour represents an annual income of
$15,080, in comparison to its current rate of $7.00 per hour or $14,560 /yr. The minimum wage
49
is an important benchmark, as it determines the limit on how low wages can be. The national
average minimum wage was $5.25 per hour in 2005. If Vermont‘s minimum wage continues to
rise significantly above the national minimum wage it could place the State at a economic
disadvantage.
According to the 2005 American Communities Survey Report (ACSR) about 38.2 million people
or 13.3% of the U.S. population had income below the poverty threshold; up from 12.1 % in
2002. Geographically, the following statistics show poverty rates in 2003 around the United
States: 11.3 % in the northeast, 10.2 % in the mid-west, 14.2 % in the south and 12.6 % in the
west.
F1. High Under-employment - Pockets of Distress - Out-Migration
The District historically has held the highest rates of unemployment among the fourteen
counties in the State as well as high unemployment rates well above the national average. The
average unemployment rate for the District in June 2006 was 6.2%, which is 2.25% above the
State‘s average.
The level of under-employment in the District is well above what is officially reported. Many
workers have exhausted their unemployment compensation and are not seeking workforce
training for new occupations. Plant closings in sectors that utilize their skills have discouraged
many workers from seeking new job opportunities. Analysis of the labor force in this CEDS
shows that a large segment of the population dropped out of the labor force, especially males.
In addition, the District‘s female participation in the labor force was shown to lag behind the
State.
Utilizing the county per capita incomes (pci) from the 2000 Census no longer accurately reflects
the actual distress of an area. The 2000 census reports Essex County‘s PCI at $19,214 with
Grand Isle County reporting at $28,307. Per capita incomes in Grand Isle and Essex Counties
are skewed due to a recent influx of residents with incomes well above the State‘s PCI. A review
of the 2000 Census PCI by town, demonstrates the large impact a few individuals can have on a
rural community. In the Town of Granby, 8% of the population reported incomes greater than
$150,000 per year. The remaining 92% were in the bottom tier of incomes levels. The very low
population of Granby demonstrates that a few individuals with high incomes can distort the PCI
for the entire community. Except for a very few communities within Essex County, per capita
incomes were well below the State and National averages.
A review of the 2000 Census statistics for Alburgh and Isle La Motte in Grand Isle County
demonstrates a similar disparity in incomes. These communities are on the lakeshore of Lake
Champlain. Lakeshore property is in high demand and Alburgh has no zoning laws. This has
attracted an influx of individuals looking for homes on Lake Champlain whose incomes are
disproportionate to the majority of residents. The impact is a loss of eligibility for access to grant
programs. As demonstrated by Alburgh‘s loss of area-wide benefit from the Community
Development Block Grant Program in 2003.
50
The lack of adequate income is a critical issue in the District and was identified by 92% of the
population in the survey of Northeast Kingdom residents, conducted by the Northeast East
Kingdom Collaborative as part of the renewed REAP Zone approval, (Rural Enterprise
Assistance Program). Vermont‘s Peace and Justice Center updated its groundbreaking study
on the Vermont‘s cost of living and its impact on Vermont families in 2005. The Study‘s findings
include:




The Federal Poverty Measure severely underestimates the cost of meeting a family‘s
basic needs.
Depending on family size, am affordable wage would range between 52% and 197%
greater than the minimum wage.
A significant percentage of working families do not earn enough to meet their basic
needs due to the increased cost of living.
The inflation-adjusted median wage has not grown in ten years; while aggregated
income has increased, the top 40% of families experienced all of the growth.
According to the 2000 Census, there are approximately 45 towns and villages in the District with
poverty rates that exceed the current Federal Poverty Rate of 13.2%. Twenty (or 44%) of these
towns have poverty rates ranging from 16.5% to 70%. Many rural towns in the District exceed
the poverty rate for the State of Vermont.
According to the 2000 census, the District is greatly impacted by out-migration of its workforce
due to the lack of high skill, high wage employment opportunities. Essex and Orleans Counties
in the Northeast Kingdom have lost overall populations (between 2% and 4%). Grand Isle
County exports 2600 individuals per day or 76% of its workforce. Lamoille County exports 2211
individuals per day or approximately 18% of its workforce, while Franklin County exports
approximately 11,500, or 49%, of its workforce.
Educational institutions are also important employers in the District, particularly in the Northeast
Kingdom where they employ 12% of the Northeast Kingdom‘s workforce. The Vermont
Department of Employment and Training, the Department of Social Welfare and the Department
of Vocational Rehabilitation and Employee Assistance Services are active members of the
Workforce Investment Board. The Community College of Vermont has offices in St. Albans,
Morristown, St. Johnsbury and Newport.
F1.
High Unemployment - Pockets of Distress - Out-Migration - Strategies and Action Plan
Strategy #
II.F1.1
Strategy
Increase high wage, high
skilled employment
opportunities for within the
District
Objective/Action
Work with businesses to expand to yeararound, by providing technical services in
business planning
51
IG3
II.F1.2
Provide infrastructure to
encourage high tech sector
growth
Construct North-Link to provide opportunities in
tech related sectors
IG3
G. Workforce Education and Training
The District residents obtained higher levels of education throughout the 1990‘s. A larger
percentage of the District‘s population achieved some level of a college education in 1990,
compared to 1980. A dramatic increase occurred in individuals obtaining High School Diplomas
or equivalents throughout the 1990‘s. This trend corresponds closely with the trend at the State
level. The greatest percentage gains both in the District and the State, occurred in the one to
three years of college category. However, on average, the District still had the lowest
educational attainment rates in Vermont. Essex County had the lowest rates in the District, far
behind the rest of the State and closely followed by Orleans and Franklin Counties. Regional
workforce investment boards were formed to promote job training. These boards include area
businesses, schools and regional development organizations and regional planning
commissions.
Partners and resources for technical and adult education providers in the District include:



















ABE Resource Center in Morristown
Adult Learning Center in Newport
Bellows Free Academy in St. Albans
The Center for Excellence in St. Johnsbury
The Center for Northern Studies – Wolcott
Cold Hollow Career Center in Enosburg
Community College of Vermont (three branches)
Johnson State College
Green Mountain Technical & Career Center in Hyde Park
Lyndon Institute Technical Center
Lyndon State College in Lyndon
Missisquoi Valley Union in Swanton
North Country Career Center in Newport
Northeast Kingdom Education (NEK) in NEK
Northwest Technical Center – St. Albans
Regional Workforce Investment Boards in the counties of Franklin, Lamoille and
NEK
St. Johnsbury Academy Applied Technologies Center in St. Johnsbury
Sterling College
Vermont Adult Learning Resource Center in St. Albans
The District‘s Workforce Investment Boards and area businesses agree that the lack of
employees with specific skills is one of the greatest barriers to attracting new businesses and
expanding existing businesses. Fifty-six percent of Northeast Kingdom businesses responding
to a survey stated that a trained workforce was the greatest challenge facing their business.
52
The need for more vocational/technical education programs and a need for more adult literacy
programs were identified by 85% of the respondents in the Northeast Kingdom survey.
G. Workforce Education and Training — Strategies and Action Plan
Strategy
#
II.G.1
II.G.2
Strategy
Assist and support workforce
development and adult education
programs
Objective/Action
Provide training to assist individuals to meet
employer needs. Develop projects to reduce
under-unemployment and provide work-force
with higher waged employment
Provide assistance to economic and Assist communities in identifying available
community development efforts in
resources to reduce under/unemployment.
areas that have higher then the State
average of poverty, out-migration and
unemployment levels
H. Education
The lack of skilled employees was identified by businesses surveyed in the Northeast
Kingdom and by businesses in Grand Isle County, as a major barrier for viability and
expansion. The shortage of skilled employees makes it difficult to attract new
businesses to the region. There is a need to network centers devoted to the education
and training of the workforce. The workforce development centers have curriculum and
programs driven by area businesses. In Grand Isle County, many residents expressed a
need for a high school in the County to better connect students and their families to the
community. Currently, students are transported off the islands to schools in both
Vermont and New York, however a recent proposal to create a high school in the Islands
was rejected by voters. Many public schools are in need of technology upgrades and
the resources to provide a better education for students. The District has not been able
to take full advantage of current technology due to a lack of infrastructure and training.
Local education is funded through a statewide property tax. The goal of Act 60, enacted
in 1998 and modified to ACT 68 in 2002, was to equalize the quality of education among
towns throughout the State.
The District is not without resources in Education. Head Start and Success by Six are
early education programs that are found throughout the District. Success by Six is a
State sponsored program that prepares children for kindergarten. Head Start is a
federal program for low-income children up to the age of five and their parents. Many
communities in the District have small libraries that are connected through a statewide
network that provides easy access to books. There are primary and secondary schools
throughout the District. The Vermont Rural Partnership is a network of rural schools,
53
Investment
Guidelines
*
IG3
IG1
primarily in the northeast Kingdom, that are defining ways to develop ―place-based‖
education and to share resources and knowledge through the network. Towns without a
local high school or not located in a union high school district, generally tuition students
to neighboring communities. Technical and adult education providers in the District
include:












Bellows Free Academy - St. Albans
Cold Hollow Career Center
Green Mountain Technical & Career Center in Hyde Park
Lyndon Institute Technical Center
Lyndon State College
Missisquoi Valley Union
North Country Career Center
Northeast Kingdom Education
Northwest Technical Center
Regional Workforce Investment Boards
St. Johnsbury Academy Applied Technologies Center
Vermont Adult Learning
The District has several post-secondary schools including the Community College of
Vermont in St. Albans, Morristown, St. Johnsbury and Newport; Lyndon State College;
Sterling College; Springfield College and Johnson State College. Lyndon State College
also supports an Upward Bound Program to help at-risk secondary students consider
college as an alternative. Vermont Interactive Television has sites in Newport, Canaan,
St. Johnsbury, Lyndonville, Morristown and St. Albans. The University of Vermont
Extension Service provides services in the fields of agriculture, community development,
applied economics, forestry, nutrition and youth development. It has offices located in
Newport, St. Johnsbury, Guildhall, Morristown and St. Albans. There are also several
education services for adults that include Reach Up and Welfare to Work initiatives. The
area Workforce Investment Boards provide adult education and skills training and
connects the area businesses to the community. The Vermont Department of
Corrections has a Restart Program to assist inmates to develop skills for employment.
The Department of Prevention, Assistance, Transition and Health Care (P.A.T.H) works
on education, housing and social service issues.
H. EDUCATION — Strategies and Action Plan
Strategy #
II.H.1
Strategy
Objective
Support and/or create regional Participates and supports the Charlie Carter
workforce development centers Resource Center and the Work Force
and networks for education and Investment Boards.
training
54
Investment
Guideline *
IG1, IG7
II.H.2
II.H.3
Support and collaborate on
Work with the District educational organizations
methods to enhance delivery of to identify areas of needs and programs to meet
education and training
the challenge.
programs in rural areas
Support development of
curriculum and activities,
including mentoring and
leadership programs that
connect youth with their
communities
Participate with organizations whose mission is
to develop programs for youth
IG3
IG7
I. Local Government Leadership
Vermont does not have county government, however on the first Tuesday in March Vermont‘s
annual Town Meeting Day is held. Towns in the District use this day to approve local budgets
and elect municipal officers. Local residents govern their communities through select boards,
planning commissions, school boards and other municipal offices.
The State encourages the development of town plans both financially and with technical
assistance through the regional planning commissions. More than half of the towns in the
District have formal town plans. Many towns have historic buildings that serve as gathering
places and help to preserve a sense of community. Several organizations have leadership
programs, including the University of Vermont, Vermont League of Cities and Towns, Lyndon
State College, Vermont Children‘s Forum, Business and Professional Women‘s Leadership
Center, Department of Social Welfare‘s Reach-Up Program, Vermont Leadership Center, the
Snelling Center for Government‘s (Vermont Leadership Institute). Americorps, the faith
community, civic associations, volunteer fire and emergency services, seniors and other
volunteers, combine community participation and leadership throughout the District.
Community members serving on select boards, planning commissions and school boards are
volunteers. As governance becomes more complex and workloads increase, it becomes
difficult to find people to fill these elected posts. Many of the District‘s towns do not have the
staff to work on economic and community development issues. The members of the select
boards are volunteers and often do not have the time or expertise to research economic issues,
explore grant opportunities or prepare and administer those grants. Larger communities and
cities in the District with adequate staff have an advantage. Rural towns in the Council‘s District
are unable to take advantage of many funding opportunities of their larger counterparts. Among
the resources that rural areas do have is the Economic Development Council of Northern
Vermont and the local development corporations and planning commissions.
55
I . Local Government Leadership — Strategies and Action Plan
Strategy #
II.I.1
Strategy
Objective/Action
Provide towns technical assistance Identify challenges for communities and seek
to identify economic development
resources that will address these challenges.
projects in the area of grant writing,
project management.
Investment
Guideline *
IG5
II.I.2
Support and assist volunteer
networks
Work with communities to deter-mines how
networks can be maximized.
IG7
II.I.3
Support the Rehabilitation of
Historic Community Buildings
Identify Historic Buildings and uses for the
facilities.
IG5
56
SECTION 3. COMMUNITY DEVELOPMENT: Challenges,
Strategies– A Plan for Action
Economic development and the well being of the communities in the District depend on
adequate education, housing, transportation, local government leadership, access to health
care and the vitality of the arts. Affordable, quality housing for all Vermonters is a key to
economically viable communities in the District. A few impediments to sustainable economic
and community development are: isolation (distance from rural communities to services and
employment) and access to affordablehigh-quality healthcare. Vibrant communities are able to
attract private investment, which in turn, supports the development of public buildings and
community programs. Limited financial resources, as well as isolation and long winters means
that the District must work very hard to attract and maintain its community resources.
A. Housing
Preservation of town centers as the focus of community life is essential. There is a need for
adequate, affordable housing for all residents including those with special needs, the elderly,
low wages and working Vermonters. Credit problems, low wages, high interest rates on mobile
homes and lack of savings are barriers to home ownership. Affordable, rental-housing
production over the past fourteen years is approximately half of what was produced in the ten
years between 1976 and 1985. In 1985, the federal government terminated the Section Eight
Construction Substantial Rehabilitation Program as a housing production program. As a result,
housing production dropped rapidly after 1985. Vermont gained half the number of new
affordable units – 1,936 units compared to the previous decade‘s production of more than
4,000.
Many residents require financial assistance in the form of low interest loans and grants for
necessary home repairs. Very few organizations in the District provide such funding. Residents
have difficulty heating their homes, particularly with the current high cost of oil. Because of the
number of older homes in disrepair, the presence of lead paint in the District is still a problem.
Fifty-five children in the Northeast Kingdom alone tested positive for lead paint poisoning in
1999. Homelessness remains a problem. The entire District, over 3,000 square miles, has only
two homeless shelters.
There are several organizations working on housing issues in the District. They include, but are
not limited to, Champlain Housing Trust, Lamoille Housing Partnership, Vermont Housing and
Conservation Board, Gilman Housing and Habitat for Humanity. Homeownership in the country
has risen to 66.8 % and in Vermont the rate is above the national average at 69 %. Vermont is
one of the nation‘s leaders in the use of Low Income Housing Tax Credit. The Vermont Health
Department is beginning a program entitled the Healthy Homes Initiative, which will provide
training and outreach to Vermonters interested in learning more about how to make their homes
healthier and safer. The Lamoille Housing Partnership will provide Healthy-Homes training to
students in elementary schools in Lamoille County.
57
A. Housing—Strategies and Action Plan
Strategy #
III.A.1
Strategy
Objective/Action
Explore the development and
Continue to collaborate with housing
integration of economic
organizations to develop projects.
development and housing projects
in the District
Investment
Guideline *
IG5, IG7
Support programs that create
affordable housing, particularly in
historic settlement patterns, and
preservation of historic structures
Work with District communities to identify
uses for historic structures.
Support individual development
accounts (IDA) and other
programs that assist individuals
with homeownership
Working with local organizations, develop
seminars and workshop to assist in
homeownership.
IG3, IG7
III.A.4
Support training programs that
teach and employ people to
rehabilitate homes in disrepair
Working with local organizations, develop
seminars and workshop to assist in
rehabilitation of homes.
IG7
III.A.5
Support action programs that
expand fuel assistance and
winterization programs
Working with local organizations, in facing
the challenges for these programs.
III.A.2
III.A.3
IG7
IG7
B. Maintaining Village Vitality and Downtowns
Vermont is losing its traditional and historic downtowns and cultural centers due to economic
pressures from larger communities, lack of funds to repair historic buildings and aging village
infrastructure. Fire is a constant threat in historic areas. In January 2000, a fire in downtown St.
Johnsbury destroyed a large historic block of the main business district, damaging several
businesses. Under the Downtown and Village Center Designation Program, downtown and
village centers in the District are undergoing revitalization efforts. This program offers funding
for planning, marketing and revitalization tax credit incentives. Gateway communities such as
Alburg, Island Pond and Burke in the Northeast Kingdom, are opportunities for the District to
enhance community/economic development.
58
B. Maintaining Village Vitality and Downtowns—Strategies and Action Plan
Strategy #
Strategy
Objective/Action
III.B.1
Support the creation of homeless Work with District
shelters and other temporary
organizations in identifying
housing shelters
financial resources.
IG1, IG5
III.B.2
Improvements to sidewalks,
town/village centers, shopping
and other commercial centers
Provide communities with
assistance to address
structure needs.
IG1, IG5
III.B.3
Promote and develop economic
development projects in the
Districts‘ downtown communities
Continue participation on
community economic
development boards to
assist in development
projects.
Support the economic/community Participate in community
based projects that create and
meetings and request input
enhance
from CEDS committee.
Gateway Communities.
III.B.4
IG1, IG5
IG1, IG5
C. Childcare
Adequate, affordable childcare is a challenge for many in the workforce and for those moving
from welfare to work. A need for affordable childcare was identified by eighty-five % of the
respondents in the Northeast Kingdom survey. The Lamoille Valley Business Child Care
Connection (LVBCCC) is a business/childcare collaborative formed to seek planning and
implementation grants to develop childcare resources for families.
C. Childcare—Strategies and Action Plan
Strategy #
III.C.1
Strategy
Support the expansion of
childcare services in the
District
Objective/Action
Work with communities on meeting
the childcare challenges of working
Vermonters.
IG3, IG5
D. Arts and Culture
Northern Vermont has a rich cultural heritage. The beauty of the region has attracted many
artists and crafts people over the years. The District has many museums:


Athenaeum Public Library and Art Gallery – St Johnsbury
Bread and Puppet Museum - Glover
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















Crystal Lake Falls Historical Society - Barton
Enosburg Opera House - Enosburg
Fairbanks Museum and Planetarium – St. Johnsbury
Goodrich Memorial Library - Newport
Haskell Library and Opera House– Derby Line
Helen Day Art Center - Stowe
Hyde Park Opera House – Hyde Park
Mary Bryan Memorial Art Gallery – Jeffersonville
Noyes House Museum - Morrisville
Old Stone House Museum – Brownington
St. Albans Historical Museum – St. Albans
Shores Memorial Museum - Lyndon Center
Sugarmill Farm - Barton
Stowe Ski Museum - Stowe
Tamarack—Craftsbury
Tegu Gallery - Morristown
There are regional arts organizations, including All Arts Council of Franklin County, Northern
Vermont‘s Artist‘s Association, Catamount Arts in the Northeast Kingdom, River Arts of
Morristown in Lamoille County and the Burkelyn Arts Council, which provide arts funding to
towns in Northern Caledonia County.
There are galleries in Jeffersonville, Johnson,
Lyndonville, Newport, St. Albans, St. Johnsbury and Stowe.
D. Arts and Culture—Strategies and Action Plan
Strategy #
Strategy
Objective/Action
Investment
Guideline *
III.D.1
arts and crafts incubator
buildings
Work with communities on developing
facilities to house artisans.
IG3
III.D.2
craft cooperatives in the
District
Identify artisans willing to work on
developing cooperatives.
IG3
III.D.3
Support the improvement of
existing facilities for the
performance and visual arts
Collaborate with communities interest ed in
adding performing arts to their community.
IG3
III.D.4
Increase training and
educational opportunities in
arts and for young adults.
Work with schools to determine if art
curriculum is included.
IG3
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Investment Policy Guidelines
Be market-based and results-driven. An investment will capitalize on a region‘s competitive
strengths and will positively move a regional economic indicator measured on EDA‘s Balanced
Scorecard, such as an increased number of higher-skill higher-wage jobs, increased tax
revenue, or increased private-sector investment.
Have strong organizational leadership. An investment will have strong leadership, relevant
project management experience and a significant commitment of human resources talent to
ensure a projects successful execution.
Advance productivity, innovation and entrepreneurship. An investment will embrace the
principles of entrepreneurship, enhance regional clusters and leverage and link technology
innovators and local universities to the private sector to create the conditions for greater
productivity, innovation and job creation.
Look beyond the immediate economic horizon. Anticipates economic changes and diversify
the local and regional economy. An investment will be part of an overarching, long-term
comprehensive economic development strategy that enhances a region‘s success in achieving
a rising standard of living by supporting existing industry clusters, developing emerging new
clusters or attracting regional economic drivers.
Demonstrates a high degree of commitment by exhibiting:



High levels of local government or non-profit matching funds and private sector leverage.
Clear and unified leadership and support by local elected officials
Strong cooperation between he business sector, relevant regional partners and local,
state and federal governments.
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SECTION 4. NATURAL RESOURCSE: Challenges, Strategies– A
Plan for Action
Natural Resources Overview
The District is rich in natural resources, however, this abundance and diversity needs to be
safeguarded against inappropriate development. Economic development organizations,
communities and other groups should collaborate and develop projects that enhance the
economy and preserve the area‘s natural resources.
Vermont has enacted legislation and adopted rules and regulations to promote ―smart growth.‖
This legislation includes the HUD Consolidated Plan, which gives priority to downtowns and the
Vermont Highway Standards, which provides greater sensitivity to the adjacent environment and
Access Management Criteria, which are used to consider permits for curb cuts on state
highways. The Vermont Downtown Program creates a public/private partnership whose focus is
to protect and enhance the vitality of downtowns. The Interstate Interchange Policy was
initiated to discourage development of land at the interchanges, which will be consistent with
state land use goals. Vermont has many scenic vistas that are protected by this type of
legislation:
A. Scenic Vistas
 The preservation of scenic vistas is an ongoing challenge as the population
increases and the pressure to reside in rural areas rather than the cities, villages and
growth centers continues. Vermont Land Trust, purchases development rights from
farmers in order to preserve open spaces.
 Vermont Housing and Conservation Board, preserves historic buildings, open
spaces, historic properties and affordable housing.
 Nature Conservancy works to preserve important or fragile ecosystems. The South
Hero Land Trust in Grand Isle County was incorporated in 1999 to preserve open
spaces.
 Passumpsic Valley Land Trust and the Peacham Land Trust preserve land in the
Northeast Kingdom.
 Ducks Unlimited and Trout Unlimited are active in stream and wetland protection.
 Champion Lands were purchased by a coalition of public and private entities and will
preserve approximately 133,000 acres of land in Northern Vermont.
 Stowe Land Trust is dedicated to the conservation of scenic, recreational and
productive farm and forestlands for the benefit of the greater Stowe community.
The Solid Waste Act (Act 78) was passed by the Legislature in 1987. The Act is designed to
encourage Vermonters to place a high priority on reducing waste and recycling materials. The
goals of Act 78 include reducing the volume of waste disposed of in Vermont landfills and the
location of environmentally sound disposal facilities. The Act mandates and finances a planning
partnership among municipalities, solid waste districts, regional planning organizations and the
State of Vermont. The plans are developed by the regions and provide a foundation for solid
waste management.
62
Act 250 (1970) requires that a permit be obtained prior to any substantial development, public or
private. To obtain a permit, a developer or land sub-divider must show that the land is suitable
for the proposed project and that it will not have an adverse affect on the surroundings. Among
other things, permit applicants must address the following issues:
1)
2)
3)
4)
5)
6)
Will air and water be polluted?
Is there sufficient water for the proposed project?
Will there be a burden on existing water supplies?
Can roads and other transportation handle the increased traffic?
Can the community provide municipal services?
Will scenic beauty, historic sites, wildlife and irreplaceable natural areas be unduly and
adversely impacted?
Act 200 (1988) added twelve goals to the municipal, regional and state planning framework,
including preservation of historic settlement patterns of compact villages and urban centers
separated by rural countryside. The Land Gains Tax (1973, amended 1987) was enacted to
discourage short-term speculation on land.
A. Scenic Vistas—Strategies and Action Plan
Strategy #
IV.A.1
Strategy
Objective
Promote and participate in smart
growth initiatives and develop
projects that are compatible with
the environment
Identify the meaning of ―smart growth‖
and how or if it affects the environment
through regional partners and the
CEDS Committee..
Investment
Guideline *
IG3
B. Green Wood Products/Certification
Sustainable forestry practices, including Green Certification, which is a growing trend in the
region and in the country. Businesses such as Home Depot and Syntex Homes have pledged
to phase in and eventually buy only green certified wood. The State of New York has had all its
public lands green certified, as have the largest landowners in Maine. Green Certification
enhances the value to wood products and provides the companies and landowners involved
with an increasingly important marketing and public awareness tool. Smartwood, the Forest
Stewardship Council and the Northern Forest Alliance work with businesses and landowners on
a land management plan for Green Certification. http://www.vermontwood.org
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B. Green Wood Products/Certification—Strategies and Action Plan
Strategy #
IV.B.1
Strategy
Support and promote voluntary
involvement in the Green Wood
Certification process for
interested/qualified businesses
within the District.
Objective/Action
Participate and collaborate with
organizations providing training
for Green Wood Certification.
IG3
C. Recycling
Recycling eliminates items from the waste stream and creates employment. There are solid
waste management districts throughout the State. The Agency of Natural Resources provides a
toll free hotline (1-800-932-7100) to answer questions about the ―how, where, and what‖ of
recycling in the State.
C. Recycling—Strategies and Action Plan
Strategy #
IV.C.1
Strategy
Objective/Action
Promote and support the best Develop projects that support
practices for recycling
recycling efforts.
District.
IG2, IG3, IG5
D. Conservation of Natural Resources
Vermont has beautiful natural resources, including the Green Mountains and Lake Champlain.
Conservation organizations within the District work to preserve these special attractions.
D. Conservation of Natural Resources—Strategies and Action Plan
Strategy #
IV.D.1
Strategy
Objective
Promote and support the
best
practices
for
conservation opportunities
within the District.
Identify opportunities for
conservation of land, water/air
standards through regional partners
and the CEDS Committee..
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IG2, IG3, IG5
IV.D.2
IV.D.3
Promote and support best
practices
for
use
of
alternative
energy
to
preserve/conserve
Vermont‘s
natural
resources
Develop and/or support project
that utilize alternative energy to
preserve Vermont‘s Natural
Resources
Protect Vermont's lakes,
rivers, streams and ponds
from pollution caused by
run-off
utilize bio-technology to
address the problem of
phosphorous pollution at its
primary sources
IG2, IG3, IG5
IG2, IG3, IG5
E. Water and Air Quality
Water quality in much of the District is threatened by activities such as manure run-off from
farms, storm water run-off from development, pesticides and acid rain caused by multi-regional
industrial pollutants. This poses not only a threat to the tourism industry, but to the quality of life
of the residents. Outdated dams, water withdrawal and drawdowns threaten water safety, water
quality and habitat. Exotic and intrusive species such as Purple Loostrife, Eurasian Milfoil,
Zebra Mussel and the new threat of Quagog Mussels, crowd out native species, harm water
quality and damage water systems and boats. Air pollution from vehicles and industry, both
inside and outside of Vermont, contribute to acid rain, poor water quality and to the diminished
health of wildlife and human inhabitants.
E. Water and Air Quality—Strategies and Action Plan
Strategy #
IV.E.1
Strategy
Objective
Support compliance with Develop projects that assist
Air and Water Quality
communities to meet Air/Water
Standards
quality standards
IG2, IG3, IG5
IG1: Strategy is market based. The investment maximize the market influx in determining
where industries where locate.
IG2: The strategy is proactive in nature and scope.
advance innovation and increase employment.
The investment would support and
IG3: The strategy looks beyond the immediate economic horizon, anticipates economic
changes and diversifies the local and regional economy. It is part of a long-term regional
strategy, while expanding on industry clusters and developing new, emerging clusters.
IG4: The strategy maximizes the attraction of private sector investment and would not come to
fruition absent financial investment.
IG5: The strategy has a degree of commitment of local political ―capital‖ by elected officials.
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IG6: The strategy results in an environment where higher-skill and higher wage jobs are
created.
IG7: The strategy maximizes return on Taxpayer investments by attracting private capital and
high wage jobs that promote regional prosperity the consumer demand they create. These
investments promote economic self-sufficiency, provide the resources for building safe, healthy
and attractive communities and minimize poverty.
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SECTION 5. ACTIVITIES AND ACCOMPLISHMENTS
EDCNV in accordance with the priority work plan established by the CEDS Committee,
successfully completed the following the work program:
The CEDS Process
1. Requests for Proposals
2009-2010 Requests for Proposals (RFP) were sent out to all 115 towns and villages in the
District. Of the 115 RFP‘s sent, the District received responses which included a total of twenty
projects, before the required timeframe. The overall participation from the onset of the RFP
process continues to increase overall. Projects received approval for addition to the project list
as they met the criteria established by the CEDS Committee.
The Committee decisively supports the concept that projects submitted by local communities
should be recognized and included in the CEDS if they address the Challenges and Strategies
identified in the five-year work plan. The proposed project must also meet two of the three
project indicators listed in the Project Evaluation Section of the CEDS Process.
Information on projects provided by the communities remains sparse. This increases the
difficulty for the sub-committee to apply the rating system. Many of the Northern Vermont
Communities do not maintain professional staff and have limited resources available to them.
The Sub-Committee continues to review the process to inform the communities about the
Request for Projects. The sub-committee had recommended that the scoring process be
included in the RFP to the communities. This provides a more concise understanding of how
their projects will be perceived.
2. Survey‘s
EDCNV is conducting an infrastructure assessment to determine enhancements required to
promote international trace and spur economic development, with a grant from the Economic
Development Administration (EDA). Council staff continues to utilize the Economic Opportunity
Grant also funded by EDA to assist area businesses identify new opportunities, new markets to
increase profit margins and create employment options.
Community Visioning Workshops
Council Members of the EDCNV attend strategic planning and/or visioning processes. Visioning
sessions are held periodically around the District by State/local organizations, and regional
collaborative. They serve as an opportunity to gather input from stakeholders within a defined
geographic area. A synopsis of community challenges are identified and strategies developed
in the process.
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The Economy - Economic Engines
A. International Trade
EDCNV members have worked to establish ties to Quebec and to foster business connections
with businesses and communities within the District and Province of Quebec. EDCNV will
continue to work on an information exchange to assess mutual infrastructure enhancement
needs. Mutually beneficial economic development opportunities that have been identified by the
two regions are transportation enhancements and international trade, as well as, tourism
events to be advertised jointly.
B. Information Services
Northern Enterprises and Staff developed North-Link, an EDA funded, fiber-optic network for the
enhancement of telecommunications within the District and adjacent counties North-Link and
NEK North-Link are designed to meet the unmet Internet needs of rural areas and to be globally
competitive through affordable, high-speed Intranet.
C. Small Business Development
1. Revolving Loan Funds
The three revolving loan funds that were managed by the Council: (1) The Housing and Urban
Development Micro Business Loan Program, (2) The Small Business Administration funded
Northern Vermont Lending Partners . The Fund, an EDA supported revolving loan fund for
businesses, provided one loan. In addition there are several communities, and other
organizations that offer RLF‘s within the District.
2. Technical Assistance
EDCNV members and regional partners provide technical assistance to borrowers to assist
them with all aspects of financial management to support the success of their businesses.
Areas of technical assistance include reviews, are: business plan development, inventory
control, cash flow analysis, seasonally adjusted income, procurement processes.
3. International Trade
The International Trade Program initiatives represent a wholistic view of the Northern Vermont
economy and the various local, regional and international factors that influence it. By carefully
selecting key targets within this economy and locating the proper incentives, EDCNV will focus
on implementing meaningful, progressive and long-lasting changes.
The Northern Vermont-Quebec Trade Coalition
The NVQTC (Northern Vermont-Quebec Trade Coalition) initiative began in 2005 when EDCNV
received a grant from the Economic Development Administration to develop a partnership with
our Quebec counterparts for economic development initiatives throughout the District and the
Quebec border region. The cluster studies completed by the partners, independently of each
other, identified several areas of commonality: diversified agriculture, defense/homeland
security, transportation and manufacturing. The information obtained in the initial studies are
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being utilized to compile a bi-lingual database that is interactive for members through the
organizations‘ websites. Through this coalition, businesses will be able to increase profit
margins, expand markets and create new job opportunities. The EDA–funded, Economic
Opportunity Study, completed in 2005 continues to provide direction developing strategic plans
to meet District needs.
EDCNV/Nuvac Environmental Partnership
The EDCNV/Nuvac Science de la Vie, Inc. partnership is a direct result of the NVQTC program.
In order to demonstrate the power of international trade, EDCNV realized that there was no
better way than to bring a cross-border partnership to bear on one of Vermont's largest
problems - phosphorous pollution. Through the NVQTC, EDCNV identified Nuvac's biotechnology as a way to reduce costs for municipalities, improve herd health and increased milk
production for Vermont's farming community and deliver dramatic environmental improvements,
all at a sustainable cost. The Nuvac project will also work with municipalities to extend the life of
water/sewer infrastructure Through the development of a multi-tiered Statewide program
focusing on the agricultural, municipal and food production sectors, EDCNV and Nuvac are
committed to creating a cross-border entity that demonstrates the importance of working with
our regional neighbors and the positive economic and environmental benefits that can result
from such activity.
EDCNV International Infrastructure Assessment Project
By using the EDCNV/Nuvac partnership as an entree with the District's municipalities, EDCNV
is beginning to lay the foundation for more progressive and encompassing economic change. A
portion of money saved by the municipalities through the use of the Nuvac technology is
planned to be channeled toward international business recruitment and development of
business incentive packages; first, however, a comprehensive infrastructure assessment
needed to be carried out in order to pinpoint areas of both need and potential. EDCNV's
International Infrastructure Assessment has been completed and will act as a guide for
international economic development within the District and which resources need to be updated,
it will also use new technologies to enable it to function as a marketing device for the
municipalities to showcase their resources to businesses looking to locate in Vermont.
D. Manufacturing
1. Enosburg Agri-Park
EDCNV, in collaboration with the Village of Enosburg and the Village Economic Development
Committee completed the EDA-funded Agricultural Industrial Park. No further activity has
taken place since the first lot was sold to an existing diary co-op business seeking expansion
space. There are strong leads for a cluster of food-related businesses seeking to share
resources for refrigeration storage space. The Village of Enosburg is seeking to amend its ACT
250 purpose to expand the use of the park to include additional uses such as warehousing,
lumber and possibly day care to support the area workforce. In 2001, the Council prepared and
administered an
69
EDA grant in the amount of $675,000 to expand the water and sewer lines into the Enosburg
Industrial Agricultural Park and upgrade the electric substation. Total project costs were
$1,200,000. The project is expected to retain 75 jobs and create additional employment. The
Council members and regional partners will continue to provide technical assistance for
Enosburg as they seek businesses to locate in the Industrial Park.
2. St. Johnsbury/Lyndon Industrial Park
The completion of the St. Johnsbury/Lyndon Industrial Park expansion shifted the emphasis to
the job creation goals. The EDA-funded Park expansion created approximately eight lots, one of
which was divided into two small lots. Five lots are sold, one is under deposit, and one houses
the Charles Carter Business Resource Center leaving one small lot and one average size lot.
Total jobs created at this time are 144 with a deposit on a lot that would bring the total to 154
jobs.
St. Johnsbury/Lyndon Lots Purchased:
 Radiant Alternative Heating Systems Company constructed a building and employs
14
 Construction Site Surveying Company - employees increased to 6
 Kroll Associates - increased to 28 in the NEK. These jobs were headed to Boston.
 Little Dipper Doodle –24 hour Day Care (workforce enhancement) increased to 16
employees
 Fred’s Propane—expansion of a Newport business 1 lot
 Tool Warehouse Distribution – increased employees to 8
3. The Charles E. Carter Business Resource Center
Charles Carter Business Resource Center - Approximately 10 direct jobs (on-site) and another
ten out in the field from the various companies have been created. Three businesses outgrew
the Center and have expanded to new locations within the Park.
Current Businesses in the Business Resource Center Include:
 Murphy‘s Cell-Tec, an insulation company that employs 20 persons
 American Commerical Equipment, a cleaning service that employs 4 person
 River Garden Kitchens, which is a salad dressing maker and employs 2 persons
 Black River Produce, a distribution company for agricultural products, employs 2 at the
Centera and several others in various locations around the state.
 Bosch Tool, which uses the facility as a storage, as does two towns from the region.
One exciting development at the Center is the creation of a manufacturing training facility which
is run by Lyndon State College. This program is designed to meet the training needs of the
manufacutring companies in and around the park.
Essentially, the Business Resource Center is comprised of three elements: Workforce training
under the Center For Excellence, a warehousing and distribution center for small businesses
and incubator space for small business start up companies. EDA funding leveraged an
additional $668,000 Community Development Block Grant for the project.
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4. FCIDC Multi Tenant Facility
EDCNV was instrumental in developing the allocation of space in the Franklin County Industrial
Development Corporation‘s (FCIDC) Multi-tenant Facility. The Franklin-Grand Isle Workforce
Investment Board (WIB) currently occupies the facility and has 40 individuals representing
education, businesses, local and state agencies. The WIB‘s mission is to create a consortium
of educational institutions, business partners, and local and state agencies. The WIB fosters
workforce development that meets the needs of all stakeholders to provide pathways and
access to high quality jobs so local residents are able to secure meaningful employment. The
WIB has just completed a strategic planning process that includes goals for the next ten years.
5. Alburgh Business Park
The Alburgh Business Park Board continues to develop a marketing strategy to identify
businesses they would like to attract to the Region.
E. Healthcare
District Hospitals: Northwestern, Copley, Northeastern, and North Country
The Council developed an outreach program with the major medical resources within the District
in support of community development programs and satellite clinics. EDCNV recognizes
healthcare as a major economic engine for the region and will continue to promote economic
cluster opportunities within the healthcare industry.
Health Care Provider Training
Through the Council‘s activities with North-Link, the District is developing telecommunications
infrastructure designed to assist healthcare personnel in the operation and deployment of new
and emerging technologies.
Satellite Clinics
EDCNV actively promotes increased telecommunication infrastructure to enhance health care
services in rural communities. The Council continues to support the establishment of satellite
clinics in remote communities through its membership in the local and regional partnerships
where it continues to be a priority.
Community Development Projects
The Council continues its ongoing support to assist District communities in the development of
Health and Wellness Projects.
 IROC (Northeast Kingdom) Opened – Spring 2004
 Champlain Parent Child Center, So Hero—Construction 2008
 CREW (Lamoille County) - Opened Spring 2004.
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F. Homeland Security
Emergency Services and First Responders
Northern Enterprises, a not-for-profit corporation, with support from EDCNV, developed NorthLink, a telecommunications infrastructure project. North-Link will provide emergency services
access to increase communication capacity, which will allow better coverage for emergency
personnel in the rural areas of Vermont. The existing communications network currently under
serves this sector.
Eco Park Development
Burlington Intervale Eco-Park
EDCNV staff participated in the development of the Burlington Intervale Eco-Park. They
continue to provide technical assistance to the Intervale in food and agriculture development.
Work in this area is intended to insure that the Intervale development and the VFVC expansion
project are complimentary rather than competitive.
Intervale Foundation
EDCNV staff has contracted with them to provide business technical assistance to farmers. This
will assist them in operating their farms as a business, while maintaining farming as a way of
life. Client farms include ones in Grand Isle, Orleans and Caledonia Counties.
Alburgh Action Eco Business Park
Council staff continues to support the Alburg community in their research to develop the existing
business park.
G. Agriculture
Agricultural related businesses are a vital source of income for the State of Vermont and a way
of life for many of its residents. The EDCNV District is the most rural area of the State, placing
a major emphasis on the agriculture industry and the revenue streams it provides. Many facets
of agriculture provide jobs and value-added products for the region. EDCNV strives to support
agriculture in a variety of initiatives including but not limited to the development of the St. Albans
Bay Methane Project and the development and ongoing support of the Vermont Food Venture
Center.
On May 3, 2002, a new Farm Bill passed by the U. S. House of Representatives replaced the
expired Northeast Dairy Compact. The new Farm Bill is a broader version of the Northeast
Dairy Compact that provides dairy farmers with subsidized payments when the price of fluid milk
drops below a benchmark price of $16.94 per hundredweight. Compensatory payments were
paid to farmers dating back to December 1, 2001 to accommodate any such fluctuations in the
price of milk.
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District farmers have expanded beyond the traditional agriculture uses of land seeking
innovative opportunities to use their land as an economic asset. District farmers have turned to
such initiatives as organic production, new crops, (e.g. Llamas and alpaca), and agri-tourism.
District and State Agriculture Partners and Resources

The Vermont Food Venture Center

State of Vermont, Department of Agriculture

The University of Vermont
The Vermont Food Venture Center (VFVC)
Relocation and expansion of the Vermont Food Venture Center to Hardwick is nearing fruition.
Funding for construction and equipment has been obtained from a number of sources and
construction will start in July 2010. The Economic Development Administration (EDA) awarded
an American Reinvestment and Recover Act grant of $1.5 million for the project, the Vermont
Community Development Program awarded $650,000, USDA $500,000 and HUD Economic
Development Initiative grants totaling $450,000 were received. Senator Patrick Leahy‘s ongoing support for the project was essential in obtaining project funding.
Roughly 30 companies produced at VFVC during 2009 and a significant number of individuals
received start-up assistance.
Vermont Institute for Artisan Cheese (VIAC)
VFVC is provides consulting services in a limited capacity to VIAC.
Vermont Agricultural Products
VFVC members increased use of Vermont agricultural products in their production process is
ongoing. Some of the local commodities used include maple syrup, peppers, rhubarb, tomatoes,
garlic, honey, berries, apples, milk, cheese and locally grown herbs. VFVC continues to
increase the market share for Vermont products, which supports EDCNV‘s ongoing goal to
diversify and sustain the State‘s agricultural base.
Recipe to Market & Selling Skills
VFVC staff continues to deliver the curriculum for ―Recipe to Market & Selling Skills,‖ the oneday workshop on starting a food business in Vermont. The program was offered in Montpelier,
Greensboro, Shelburne Farms, and Randolph over the past 18 months.
Product Safety System Development
VFVC working under contract with The Department of Agriculture for the State of
Massachusetts‘ not-for-profit, is developing a food safety documentation system for growers of
salad greens. Systems such as this are being required by larger retail stores and many small
growers lack the expertise to develop these protocols. Results can be found on the ―Tipsheets
and Guides‖ page at www.buylocalfood.org.
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Technical Assistance
Technical assistance was provided to an additional 110+ individuals and companies that did not
actually process at the VFVC. Much of the assistance was in the area of product analysis for
food safety. Types of companies assisted were:

Individuals Exploring Start-ups - These individuals did not start companies after
determining that they could not meet their financial goals.

Continuing Business Development - These businesses are completing their
business analysis and will move into production this year or the following year.

Businesses Developed out of the Region- Businesses based elsewhere and
required assistance
Staff hosted and provided information on kitchen incubators as a tool for economic development
for multiple state agencies around the country.
Food Science Resources
A cornerstone in the work of VFVC is its collaboration with the Department of Nutrition and Food
Science at the University of Vermont and the University of Cornell‘s Experiment Station. VFVC
staff continues to test and review food products for safe processing techniques. The Food and
Lodging Program of the Vermont Health Department refers many food-processing licensees to
the VFVC for review. This partnership provides Vermonters with easy access to world-class
food science resources.
Food Science Training
VFVC‘s Director has taught 10 ServSafe food safety training seminars around the State of
Vermont for producers to stay current on food safety practices and work with companies around
Vermont to improve their food safety practices.
H. Tourism
Geo-Tourism
EDCNV supported the work of UVM project coordinator on the development of its NEK GeoTourism Program. Geo-tourism is defined as tourism that sustains or enhances the character
of a place - its environment, culture, aesthetics, heritage, and the well being of its residents.
Objectives include: assist private sector businesses and local communities gain national and
international visibility, to create jobs and to increase revenues as a region.
The Geo-tourism project concept developed by UVM Extension and National Geographic from
an idea into an action oriented project led by a local coalition of 20 organizations. With
assistance from the Geo-tourism Alliance, the project has been propelled from the abstract to
the applied, generating tangible results for those involved. Activities include collaborative
meetings, outreach events, and the nomination of Geotourism destinations to be highlighted on
a Map Guide produced by the National Geographic Society in Washington, DC.
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The Map Guide conveys information of interest to tourists, local residents, and local businesses,
shaping visitor behavior and spending in ways that enhance NEK residents‘ quality of life. In
addition to the Map Guide, other Geo-tourism program initiatives are: a Geo-tourism website
development, a Geo-tourism Business Network, a Geo-tourism Heroes program, periodic
newsletters for visitors to the region, a series of educational workshops for local communities
and businesses, and a patch program, travelers earn as incentives for participating in various
activities throughout the North East Kingdom.
The Economy – Workforce Training
1. Center For Excellence
The Center for Excellence, located in the Charles E. Carter Business Resource Center (BRC),
has been greatly assisted by the Northeast Kingdom Work Force Investment Board (NEKWIB).
This brings a cohesiveness to the training programs already developed and allows area
businesses direct input to the training needs within the Districts Northeast counties: Caledonia,
Essex and Orleans. The Center for Excellence has created an opportunity to bring all workforce
training programs together to better serve the region without duplication. New development for
2006 were parent teacher conferences offered by King George School, a private school located
in Sutton, VT. State Agencies, including the Dept of Economic Services and the Vermont Dept.
of Labor, offer job training to area citizens of low to moderate incomes at the Center. Home
Ownership training is available throughout the District
The Gilman Housing Homebuyer Education has increased its assistance to low income
individuals for home ownership training scheduling several training sessions in 2009-2010.
SBDC continues to utilize the center for potential new business owners. Catamount Health
Program offers workshops at the Center which educates business owners on low cost health
care programs available to area employers to offer their employees and their families. Vermont
Manufacturing Assistance Center provides training for area manufacturers with a final
graduation ceremony at the Center. Also, VMAC provides whole day sessions for recruitment
for local manufacturing companies. The Council continues to work closely with NVDA and its
regional partners to develop training programs identified for area businesses.
Construction of the Charles E. Carter Business Resource Center completed in 2004 was a
collaborative project of the Economic Development Council of Northern Vermont (EDCNV) and
NVDA. EDCNV administered and managed the Economic Development Administration (EDA)
$1,000,000 grant. The project entailed the construction of the Business Resource Center in the
St. Johnsbury/Lyndon Industrial Park. EDA funding leveraged an additional $668,000
Community Development Block Grant for the project. The Business Resource Center is
comprised of three elements: Workforce training under the Center For Excellence, a
warehousing and distribution center for small businesses and incubator space for small
business start up companies.
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Additionally, businesses within the St. Johnsbury/Lyndon Industrial Park were having difficulty
maintaining a qualified workforce due to lack of high quality, affordable day care services. One
lot in the park was sold to a private daycare that provides 24 hour service and has
approximately 12 employees. The daycare provides services to more than 80 children per day.
2. VT Department of Employment and Training
EDCNV developed communication links with the State of Vermont Department of Employment
and Training to utilize existing workforce training programs and resources in meeting CEDS
objectives. The collaboration with VT DET was instrumental in providing outreach to District
businesses.
Workforce Investment Board (WIB)
Franklin County Workforce Investment Board (FGIWIB)
EDCNV was instrumental in developing/allocating space for the WIB in Franklin County
Industrial Development Corporation‘s (FCIDC) multi-tenant facility. The two county WIB Board
currently has 40 individuals representing education, businesses, local and state agencies. The
WIB‘s mission is to create a consortium with educational institutions, business partners and
local and state agencies. The WIB fosters workforce development that meets the needs of all
stakeholders to provide pathways and access to high quality jobs so local residents are able to
secure meaningful employment. The WIB has just completed a strategic planning process that
includes goals for the next ten years. The Economic Development Director serves as an
economic development representative for the WIB.
Grand Isle Workforce Training Initiatives by Regional Development Corporation
 Classes and computer skills, e-bay, digital photography taught at NetSource of Vermont
in Grand Isle with support from Franklin/Grand Isle WIB.
 Grant proposal submitted to purchase a mobile classroom for computer classes that
could be offered throughout the Island‘s
The Northeast Kingdom WIB
EDCNV continues to participate with the NEK WIB in implementing the action plan through its
efforts with the Center For Excellence in collaboration with NVDA.
Human Resources Investment Council
EDCNV developed and maintained a communication link with the HRIC to determine workforce
training initiatives at the State of Vermont to reduce duplication of programs and resources in
meeting the CEDS objectives.
EDCNV Grant Administration
 Assisted the Towns of Alburgh, Concord, Hardwick, Johnson, Newport, Norton,
St. Albans, St. Johnsbury, Swanton, Waterville and Wolcott on community
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wireless and public infrastructure grants/projects.
Educated District communities on the importance of cross-border regions and
international trade.
Administered EDA-Funded Northern Vermont Quebec Trade Coalition and
International Trade Infrastructure Assessment Grant.
Administered the AOT Enhancement Grant for the Alburg Gateway to New
England Project
North-Link Fiber Optic Network Grants
Prepared Grants
 NEK Connector Grants for Electrical and Telecommunication Redundancy
 Newport Watershed Enhancement Grant
 Sudden and Severe Technical Assessment Grant for the Northeast Kingdom
 Sudden and Severe Implementation Grant for St. Johnsbury Industrial Park
 VFVC Expansion Grants for the Town of Hardwick
 Environmental Water Quality Implementation Grant UVM Applied Economics
Grant
 Newport Municipal Projects—Downtown Revitalization—Gateway to Canada
The Economy - Infrastructure
Telecommunications
EDCNV has collaborated with the VT Telecom Authority and the State of Vermont, Department
of Economic Development in reviewing the potential for implementing the ―last mile‖ solution
within the District. The State of Vermont allocated funds for five wireless pilot projects that
would provide last mile access to residents/businesses within a community. The programs
success was instrumental in the renewed grants by the Legislature this year.
North-Link
The North-Link project began construction in August of 2007 and completed 54 miles in
February of 2008. North-Link will design and install a fiber optic network (minimum 144 strand)
utilizing existing fiber where available and financially feasible for the EDCNV District. The
design will include a ring style architecture that will provide reliable service with no more than
15% of the total network constructed of lateral spurs off of the ring.
The project provides a vital avenue for expansion and enhancement of economic development
in such areas as health care, law enforcement, education, homeland security, business
development, government, etc. by providing rural areas with affordable high speed internet
access. There is limited affordable broadband in the six-county District of Northern Vermont as
current providers are unable to meet the demands of the high capital investment due to limited
user per mile ratio. With the economy shifting to a more globally competitive market place,
businesses in rural areas are virtually locked out of the internationally market place.
77
Northeast Kingdom North-Link
The Economic Development Council has completed the construction and is in the process of
closing the NEK North-Link Grant. The $1,000,000 EDA grant to Northern Enterprises, which
support Northeastern Vermont Development Association‘s (NVDA) objective is to enhance
broadband services throughout the Northeast Kingdom. EDA approved redistributing funds
originally targeted for the acquisition of the Ethan Allen Furniture Plant in Island Pond. NEK
North-Link will add additional coverage and link to the main backbone created by North-Link.
The total enhancement cost was $1,240,000.
Vermont Electric Cooperative
EDCNV members and regional partners supported the Vermont Electric Company‘s initiative to
obtain a $11.2 million EDA grant to improve electricity reliability and telecommunications access
in the Northeast Kingdom. Funds will be used to upgrade 5.2 miles of transmission line and 26
miles of distribution line. These routes will connect customers in the Northeast Kingdom to
Vermont‘s power system and provide redundancy to customers in COOS County, New
Hampshire. This EDA award will help make this area of the district much more attractive to new
businesses – and improve business condition and opportunities for existing enterprises. Further
benefits include increased border security and improved services in northern New Hampshire.
Community Development
A. Housing
Champlain Trust Advisory Committee
Council members and regional partners continue ongoing participation with Champlain Trust
Housing Corporation‘s Advisory Committee, whose mission is to promote affordable housing
projects and issues.
Franklin/Grand Isle (FGI) United Way – Community Partnership
Council participated in meetings and discussions directed toward the ongoing housing
shortage. The Advisory Committee has undertaken a project to meet with all communities
within the region. The purpose is to bring awareness to communities of zoning regulations that
could be altered to increase housing inventories while maintaining the character of the
communities.
B. Maintaining Village Vitality and Downtowns
Alburgh Action Group
Council staff continues as an advisor and member of the Alburgh Action Group Steering
Committee. The Alburg Action Group organized a community forum held in 2002. Action steps
identified by the Committee include the development of the Alburgh Gateway to New England
Streetscape Project. The project selected a design engineer and design plans were underway
in the Spring of 2008.
78
South Street Expansion Project
Council met with community members of South Hero and the Lake Champlain Islands Chamber
of Commerce to discuss funding opportunities for the expansion of South Street and public
infrastructure. The expansion of South Street includes room for the bike way and is decoupled
from the docks. This is an important economic infrastructure undertaking that will increase
tourist traffic throughout the Island‘s as it connects the Burlington waterfront with the Islands by
Ferry.
Alburgh Gateway Project
Alburgh Business Park Committee continues to develop a marketing strategy to attract
businesses to the Region. EDCNV participated in an advisory capacity to the community and is
currently undertaking a marketing/historic downtown technical assistance grant through EDA.
Enosburg Village Redevelopment
Champlain Trust Housing in conjunction with State, Federal and Local partners has successfully
rebuilt the Village core after a devastating fire a few years ago. The fire burned out many
historic facilities and displaced residents and business owners. The new village core design
was respectful of the historic surroundings. Area businesses are relocating back to the Village
core after more than a year of interrupted service. The retail block is completely occupied and
renovation of apartments is underway in the space above the Merchants Bank.
Newport Downtown Designation
The City of Newport hired staff to assist in receiving a Downtown Designation through the
Vermont Downtown Program. This has been an important accomplishment towards the
recruitment of businesses to the downtown.
St. Albans Strategic Master Plan for Streetscape Initiatives
The City of St. Albans, in collaboration with VTrans and the State of Vermont Agency of
Transportation, completed a strategic master plan for streetscape improvements to attract
businesses and tourism into the downtown.
St. Albans Downtown Streetscape and Lighting Improvements
The City of St. Albans implemented the streetscape and lighting improvements identified in the
Strategic Master Plan as part of its broader downtown revitalization efforts.
St. Albans Leader Evaporator Affordable Housing Project
With assistance from the EPA and Community Development Block Grant funds, the City of St.
Albans, succesfully refurbished the Leader Evaporator building into affordable housing units.
79
Natural Resources
1. Ecological Economy
Council supports the development of ecological economies, building on research and
information from the Building and Ecological Economy Conference. To support the
ecological economy the District and its partners are working to clean Lake Champlain.
Two initiatives developed by the Grand Isle‘s Regional Development Corporation are:
 Work with Northern Lake Advisory Committee on water quality issues in
the northern lake
 Partner with Lake Champlain Regional Chamber on an economic impact
study for Lake Champlain
EDCNV/Nuvac Environmental Partnership
EDCNV identified Nuvac's bio-technology as a way to reduce costs for municipalities, improve
herd health and increased milk production for Vermont's farming community and deliver
dramatic environmental improvements, all at a sustainable cost. The environmental partnership
will provide a solution to bear on one of Vermont's largest problems - phosphorous pollution.
Test trials have been completed at an Alburgh Farm and a new trial is underway in Highgate. St.
Albans City has completed its trial.
St. Johnsbury Utility Infrastructure
EDCNV supported water/sewer and combined sewer elimination projects for the Town of St.
Johnsbury. USDA funding has enabled St. Johnsbury to begin to address multiple problems
areas within the local utility infrastructure.
2. Bio-Mass Research
Council continued to support the efforts of the regional development corporations and
regional planning commissions in the development of alternative energy projects, such
as:
 Wind Power Projects throughout the District
 St. Albans Methane Gas Feasibility Study
 Town of Highgate Municipal Gas Company
 Lamoille County Wood Fire Electrical Energy Generation Plant
 Co-generation is utilized at the Ethan Allen Plant in Beecher Falls
 Bio-Methane Farm in development in Swanton
3. Recreational Trails
The Council supported the regional planning commissions work on recreation, most
notably the development of rail trails for recreation and tourist promotion activities.
 Alburgh Multi Use Trail
 Island Line
 Lamoille Valley Rail Trail
 Franklin County Rail Trail
 So. Hero, South Street Enhancement Project
80
Lake Champlain Island Chamber of Commerce received approval for the Route 2 Scenic Byway application in the 2006 CEDS year. The Designation created funding opportunities that
develop resources to enhance the 2009 Quadricentennial of Samuel D. Champlain‘s discovery
of the Champlain Basin. The By-way Designation resulted in a 2007 grant award to erect 8 Byway signs and construct 3 information plazas on the site of current plazas in South Hero, Grand
Isle and Isle La Motte
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SECTION 6. CEDS PRIORITY PROJECTS, 2011
Caledonia County:
Town of Canaan – Economic Development
Rated 104
Develop an energy park that provides low cost electricity to its tenants, as an incentive to locate
in Northern Vermont. A 300-acre parcel adjacent to the Ethan Allen Facility and with access to
Vermont Route 253 will be donated for the project. The property is currently zoned
industrial/commercial development. Phase one will include development of 6 lots with the
construction of 2500 linear feet of main roadway. Water, sewer, natural gas and electrical lines
will be constructed to run parallel to the road to serve each lot. A private developer will
construct a power plant to convert natural gas to electricity. Several potential customers are
interested. Total project cost - $5,800,000. Land donation - $300,000. Potential for 100+ jobs.
Town of Hardwick- Economic Development Agricultural
Rated 65
Construct and Improve 5 on-farm composting facilities in Northern Vermont to compost food
scraps and other materials. These facilities will help reduce farm expenses, capture nutrients
and other critical farm resources. As well as promote a green growth industry. The estimated
cost is $425,000 with $375 requested from Federal funds $25,000 from Local and $25,000 InKind. It is estimated that this project will retain 7-10 jobs
Town of Hardwick- Economic Development Agricultural
Rated 72
The Center For an Agricultural Economy is developing Atkins Fields Center for sustainable and
food systems. This is a 15.27-acre site that is located in the village of Hardwick. The project will
provide infrastructure and services to support the many food and agricultural ventures in the
community. It will accelerate the creation of agricultural based business and increase
employment opportunities in the area. The estimated Project cost is $2.5 million with $113,000
received from Vermont Housing Conservation, $48,000 from private funds and $2,340,000
sought from Grant Funds.
Town of St. Johnsbury- Economic Development Infrastructure
Rated 76
St. Johnsbury is seeking funds to repair the US-2 Portland Street Bridge which is in serious
disrepair. Repairs to include replacing rotted steel rocker bearings, fix and reseal cracked piers,
replace leaking expansion joint, replace treads, railing, landing and repair foundations on stair
tower, clean and paint structural steel, and replace closed expansion joint. The town of St.
Johnsbury has committed approximately $100,000 towards the repair of the worst bearings and
piers. The State of Vermont Agency of Transportation Structures Program has committed
$150,000. The overall cost of this Project is $1,896,000 with a request for 1,000,000 of EDA
Funds. The estimated time frame for completion is 1 Construction season.
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Essex County:
Town of Norton- Ag/Tourism Community Enhancement
Rated 42
Norton is seeking funds to capture those going through the area as well as attract new visitors
that have not yet learned about the eco-tourism experience that waits in Northern Essex
County. Norton is the primary port of entry to the Burke Ski Resort in the winter and Quebec
travelers heading to the Maine cost in the summer, as well as the year round primary port for
shoppers that are heading to NH. Norton is looking for funds in the amount of $10,000 for new
signage, welcome kiosks, an improved website, new visitor parking area, and expanded
opportunity for local businesses.
Franklin County
Town of Fairfax- Economic Development Infrastructure
Rated 53
Fairfax is seeking funds to expand the wastewater treatment plant that is currently at its
designed capacity. The water treatment plant is unable to allow any new customers because of
this. The Town has completed a feasibility study for the expansion and is seeking $1.5 million in
funds, which includes engineering, permitting, and construction.
Economic Development- Infrastructure
Rated 37
The Town of Fairfax is looking to provide a backup water supply for the town well. Currently and
for the last several years Fairfax has been under a water moratorium. The current worry is that if
the well were to become contaminated that water would have to be trucked in until a new well
could be drilled and piped into the existing water supply, which would be a very costly endeavor.
Fairfax has been offered several locations that could be used as a backup well source that is
located within the town limits. The Estimated cost of this project is $2 Million.
City of St. Albans-Community Development
Rated 70
The City of St. Albans is currently working with a consultant on the development of the
downtown core. The plan is to develop a multi-story structure with 2 to 3 decks for parking
below, 1 story for commercial and 1 story to be used for office space. With help from the NRPC,
the city has conducted Phase I and Phase II ESA. Further testing is underway and a CAP will
be completed by August 2009. It is estimated that this will be a Multimillion-dollar project and will
create an estimated 200+ jobs.
City of St. Albans -Economic Development- Infrastructure
Rated 101
The City of St. Albans is about to hire a design engineer to develop plans for the downtown ADA
compliant streetscapes and improvements including pedestrian scale lighting and traffic
signalization with LED bulbs, street trees installed with best stormwater management practices,
and street amenities. Phase I will included Main Street from Hudson Street to Fairfield Street.
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Project will continue in phases throughout the designated downtown area. This project has
$380,000 earmarked as well as $20,000 from the Urban and Community Forestry committed for
trees. In addition they have secured $50,000 for stormwater management at tree installation
sites from the Vermont Center for Clean and Clear. The total estimated cost for this project is
$1 million with $500,000 being sought from Federal funds and state funds.
City of St. Albans -Economic Development – Industrial Development Rated 97
The City of St. Albans worked with the Northwest Regional Planning Commission to do Phase I,
Phase II, Corrective Action Feasibility Investigation and Corrective Action Plan for the vacant
Fonda property on Lower Welden Street in order to demolish the structures and begin
remediation of contaminations to prepare the site for a proposed redevelopment project.
Demolition and remediation is anticipated for Summer 2010. Federal funds of $600,000 are in
hand. The proposed re-use will create up to 25 new jobs on site and has the potential to create
numerous new jobs throughout the City.
City of St. Albans – Community Development – Recreation
Rated 98
The City of St. Albans has hired an engineer to design and construct a second pervious
concrete sidewalk in Taylor Park. There will be an 18‖ gravel base and under drain and an new
handicapped access ramp into the park. Fall 2010 construction is planned. The City has
secured $125,000 in federal and state grants for the project.
City of St. Albans – Economic Development – Infrastructure
Rated 64
Realignment of Lemnah, Allen, Catherine and Federal Streets into a singular street/pedestrian
transportation corridor. Construction of a new Federal Street collector road parallel to Main
Street. South terminus will be a new roadway extension to connect to the St. Albans Highway
Access road. North terminus will be the junction of Upper/Lower Newton Street and Route 7
(Main Street). Total project cost - $7,000,000.
City of St. Albans – Economic Development – Community Development
Rated 74
The City of St. Albans will develop a multiple, intermodal transfer transportation center located
in the City center along the Federal Street corridor between the New England Central Railroad
offices and the existing Amtrak Station. The proposed center will service Green Mountain
Transit Authority commuters between Franklin and Chittenden Counties, provide commuter rail
service to Chittenden County, and provide an anchor the Missisquoi Valley Rail Trail among
other transportation related uses. Total cost will be approximately $7,500,000.
84
Town of St. Albans - Economic Development
Rated 57
St. Albans Town is seeking funding to build an approved, permitted, and engineered 9-lot
subdivision adjacent to the current industrial park on 93 acres of land that the Franklin County
Industrial Development Corp. and the St. Albans Town have jointly purchased. The building of
this infrastructure is crucial as the current Industrial park is to capacity, and without expansion
there will be limited opportunity for industrial growth in the Interstate 89 corridor. This industrial
subdivision is expected to serve the regions development needs for approximately the next 15
years. The estimated cost to build the required infrastructure is estimated at $2.1 million, and no
funds have currently been acquired. The town estimates that 250 jobs will be created and
retained.
Grand Isle County
Town of North Hero – Economic Development
Rated 81
The Town of North Hero plans to construct a water tower 20 feet in diameter and 100 feet high
for water storage and purification facility to balance flow and supply of municipal water system
which will allow for expansion and provide fire protection. The project is essential for future
growth as current system is near capacity. Engineering is complete. Total project cost $1,100,000.
Town of South Hero -Community Development
Rated 59
The Town of South Hero has initiated conceptual planning for a town Municipal Building. The
conceptualization is to construct a ―green building‖ to house Town Offices and various local
safety services including fire, rescue, Sheriff‘s Department as well as to provide some
community space. Total cost - $2,000,000. Total jobs created or retain – 9
Lamoille County
Town of Johnson- Economic Development- Industrial Development
Rated 42
Reclassify class II wetlands, address floodplain issues, test soils for septic suitability, and
extend water and sewer lines to the Lower Talc Mill parcel to prepare it for commercial /light
industrial development. The Town and Village jointly own the property. Project estimated cost is
$1.1 Million.
Town of Johnson -Economic Development-Infrastructure
Rated 42
The Town of Johnson is seeking funding to revitalize Main Street by improving pedestrian and
bicycle infrastructure, expand parking availability, calming motorized traffic, and enhancing Main
Street streetscapes with trees, streetlights, as well as benches, bike racks, and information
kiosks. Estimated project cost is $3.2 Million, seeking $2.78 in Federal funds and $73,000 from
state.
85
Town of Johnson -Economic Development- Infrastructure
Rated 75
Design and construct a non-motorized path to connect Lamoille Valley Rail Trail to the Village
Center. The Town obtained Transportation Enhancement funding to study the feasibility of
developing the trail and de and to develop construction estimates for the trail. Total project $17,500- Grant- $14,000, Town match - $3,500.
Town of Johnson – Economic Development
Rated 60
The Town of Johnson plans to design and construct develop a commercial/light industrial park
on a parcel of land on Route 15. They have an option agreement to purchase the property,
have completed an initial site assessment and have developed a conceptual layout and
construction estimate. Work performed to date was funded by a USDA RBEG grant and Town
funds. Total project cost - $990,675.
Town of Morrisville - Economic Development-Infrastructure
Rated 78
Funding is being sought for the repair of the Bridge Street Bridge on RT 100 located in the
Village, which is over 50 years old and is a designated historic structure that is in serious
disrepair and at this time and requires immediate attention. This is a major North/South
connector and is critical to local commerce, as it is a major truck route for the area as well as
insuring the safety of travelers through Northern Vermont. Estimated total cost is $5 million.
Seeking $4 million from Federal funds, $200,000 from State and $200,000 from Local. It is
unknown at this time the number of jobs retained or created.
Orleans County
City of Newport-Economic Development- Infrastructure
Rated 94
Newport is proposing to replace the existing timber bulkhead, associated fill and to add a
10‘x70‘ float and gangway structure for tour vessel docking in Pomerleau Park on the shore of
Lake Memphremagog. The existing bulkhead has voids and is losing fill due to the poor
condition. There are significant areas of freshwater rot along the timber piles causing the
bulkhead to lean. The horizontal supporting members are in poor condition due to rot and many
have failed. In the areas of failure, the associated stone and fill has passed through the
bulkhead and rest out-shore of the existing bulkhead. The replacement of the bulkhead will
serve to improve shoreline erosion protection. The control of shoreline erosion is important for
protecting the publicly used land of Pomerleau Park and for protecting water quality in Lake
Memphremagog. The new bulkhead will be constructed in, as close to the existing footprint and
the new float and gangway are consistent with local shoreline zoning ordinances. Also the new
float and gangway have the potential to increase recreation and tourism in the area, as there is
already a business interested in using the new facilities for lake charters. All the engineering has
been completed for this project and is shovel ready. The estimated cost is $600,000 with no
match, seeking 100% Funding.
86

to read the current CEDS and review the priority projects.

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