Southeastern Vermont Economic
Development Strategies
FY 2013 Work Plan
Approved: 7/19/2012
1
TABLE OF CONTENTS
History of SeVEDS
3
SeVEDS TOP 30 Accomplishments in FY 2012
4
Officers and Board Terms
5
FY 2013 Work Plan
6-7
FY 2013 Budget
8
APPENDIX MATERIALS
Windham Regional Commission Map showing SeVEDS Region
10
SeVEDS Strategies and Objectives
12-15
US Department of Commerce CEDS Requirements
16-17
Tentative Timeline and Scope for Windham Region CEDS Project
18
NEW Workforce Coordinator position work plan for FY 13
19
NEW Workforce Coordinator job description
20
Priorities for additional funding
21-24
Municipal fundraising schedule
25
2
SEVEDS HISTORY AND OVERVIEW
SeVEDS exists to reverse the Windham Regions economic decline. We envision
developing the Southern Vermont economy to generate long-term growth and
prosperity, improve the regions quality of life and sustain its quality of place.
Southeastern Vermont Economic Development Strategies, or SeVEDS, started in 2007 as a small group of people from
across the region looking to improve broadband and cell service.
After many meetings it became clear that the region’s problem wasn’t lack of broadband, it was lack of economic
development. Understanding we couldn’t go it alone, professional assistance was sought from Fairpoint Communication
and their strategic partner, Vital Economies.
Beginning in 2010, Vital Economies worked with us on beginning to uncover and understand our underlying regional
economic and demographic data and helped us lead a regional asset mapping discussion. This work led to the
development of our initial five year goals and a strategy framework to begin to achieve those goals. These goals and
strategies are primarily focused on the following:
DECREASING POPULATION DECLINE
INCREASING THE NUMBER OF GOOD PAYING JOBS IN THE AREA
IMPROVING THE QUALITY OF THE REGIONAL WORKFORCE
RAISING THE MEDIAN ANNUAL INCOME RELATIVE TO SURROUNDING AREAS
The SeVEDS organization has also begun to develop as an entity. We are incorporated as a non-profit and legally
affiliated with the Brattleboro Development Credit Corporation, a Vermont Regional Development Corporation serving
the Windham Region.
3
SEVEDS TOP 30 FY ’12 ACCOMPLISHMENTS
Organizational
1.
2.
3.
4.
5.
Established first Board of Directors
Created Bylaws
Created an Affiliation Agreement and an agreement
with BDCC to provide staffing for its mission.
SeVEDS board expanded to include Town Manager
Rockingham/Bellows Falls, private business owner
from Dover and Windham Workforce Investment
Board coordinator.
Created Additional Regional Task Forces: Workforce,
Young Professionals, Communications, Innovation
Indexing
Research/Planning
6.
Completed year and a half long phase 1 work with
Vital Economies.
7. Created SeVEDS Strategies and Objectives
Document: 8 goals, 6 objectives and 19 strategies for
improving the Windham Region Economy
8. Completed Objective 5 – Plan for a Post VY Economy
9. Objective 1 – Create Operational and Fiscal
Sustainability Plan for SeVEDS largely completed.
10. Post VY completed Windham County Post-VY
Economic Mitigation and Growth report
11. Three board members attended training in Albany,
NY by the International Economic Development
Council on Economic Development Long Term
Planning and Reporting.
12. Participated in Building a Better Brattleboro “Geek
Group” discussions for bringing high tech jobs to
downtowns
Program Development
13. Drafted Sustainable So Vermont Marketing program
in line with SeVEDS Strategies and Objectives for
inclusion in Windham/Bennington County EDA
Disaster Recovery Application.
14. Organizational work on Objective 2 has begun
including development of ½ time Workforce
Coordinator position
Communication/Outreach
15. Presented findings at 10 different public
meetings/events in the Windham Region
4
16. Multiple meetings with officials from FEMA and
United States Department of Commerce – Economic
Development Agency
17. Public Request for Windham Region to be declared
Special Economic Development Zone
18. Testified to 2 Legislative Committees regarding the
need for the Special Economic Development Zone
19. Testified to Senate Economic Development on
SeVEDS progress
20. Participated and presented at joint Windham,
Bennington & Berkshire County Regional Economic
Development meeting on long term economic
development and funding opportunities
21. Multiple meetings with officials from Vermont State
Colleges regarding proposed joint campus in
downtown Brattleboro
22. Met with Windham County Delegation in Montpelier
to update them on SeVEDS work
23. Created and went live with a website
www.seveds.com
24. Created Facebook page for SeVEDS: AdvanceVT and
Twitter feed: AdvanceVT
25. Created successful Windham County Young
Professionals Group and held two well attended
events in Brattleboro and Wilmington
Fundraising/Grant applications
26. Secured an initial $50,000 appropriation from the
State of Vermont and an additional $50,000
appropriation from the Brattleboro Development
Credit Corporation (BDCC)
27. Submitted a grant application to the United States
Economic Development Administration to create a
Comprehensive Economic Development Strategy for
the Windham Region
28. Secured a second 50,000 investment from the
Vermont Agency of Commerce and Community
Development for FY 13
29. Successfully requested first municipal support from
Town of Brattleboro – 50K challenge grant from
CDBG program income funds
30. Met or exceeded all FY ‘12 goals in Vermont Agency
of Commerce and Community Development
performance contract
ORGANIZATION MAKE UP
OFFICERS 2013
PRESIDENT Lisa Sullivan of Bartleby’s Books Wilmington
VICE PRESIDENT Jenna Pugliese of Stratton Mountain Resort Stratton
TREASURER Drew Richards of The Richards Group Brattleboro
SECRETARY Julia Sorensen of The Brattleboro Retreat Brattleboro
OFFICERS 2012
PRESIDENT Bob Stevens of Steven & Associates Brattleboro
VICE PRESIDENT Lisa Sullivan of Bartleby’s Books Wilmington
TREASURER Drew Richards of The Richards Group Brattleboro
SECRETARY Jenna Pugliese of Stratton Mountain Resort Stratton
BOARD MEMBERS AND TERMS
Stephan Morse
Bill Colvin
Colby Dix
David Alstadt
Patrick Moreland
Martin Langeveld
Jeff Lewis
Bob Stevens
Dan Yates
Julia Sorenson
Scott Murphy
Tim Cullenen
Susan McMahon
Barb Sondag
Drew Richards
Lisa Sullivan
Jenna Pugliese
5
Resides
Newfane
Williamsville, MA
Dover
Brattleboro
Marlboro
Vernon
Brattleboro
Brattleboro
Brattleboro
Guilford
Bennington
Westminster
Putney
Brattleboro
Newfane
Wilmington
Jamaica
Works
Retired
Bennington Regional Commission
Vermont Geeks
Windham Workforce Investment Board
Town of Brattleboro
Strolling of the Heifers
Brattleboro Development and Credit Corp
Stevens and Associates
Brattleboro Savings & Loan
Brattleboro Retreat
Town of Wilmington
Town of Rockingham Village of Bellows Falls
Windham Regional Commission
Town of Brattleboro
Richards Insurance
Bartleby's Books
Stratton Mountain Resort
Term Ends
2013
2013
2013
2013
2013
2014
2014
2014
2014
2014
2014
2014
2015
2015
2015
2015
2015
SEVEDS FY 2013 WORK PLAN
1.
2.
3.
6
SeVEDS will continue to expand and grow its newly formed regional task force efforts. Staffing of these Task Forces is
contracted through Brattleboro Development Credit Corporation. Brief descriptions of the task forces include:
a.
WORKFORCE (meets monthly) INTERIM CHAIR STEPHAN MORSE – Working to Increase the Size and Quality of
the Windham Region Work Force as outlined in SeVEDS Objective 2
b.
WINDHAM REGION YOUNG PROFESSIONALS (meets every other month) CHAIR JENNA PUGLIESE Connecting young professionals, entrepreneurs and workforce across the region
c.
COMMUNICATIONS (meets monthly) CHAIR JULIA SORENSEN - Develop and execute plans to communicate
internally about SeVEDS and externally about the Windham Region
d.
INNOVATION INDEXING (meets monthly) CHAIR PATRICK MORELAND - Creating and monitoring regional
benchmarks using federally and state collected data points to measure progress
e.
POST VY (meeting quarterly)CHAIR STEPHAN MORSE - Monitor SeVEDS progress in achieving a number of
mitigation strategies outlined in the Windham County Post-VY Economic Mitigation and Growth report
f.
DEVELOPMENT (meets monthly) – Advancing VY Mitigation Program
Complete a Comprehensive Economic Development Strategy Document. A CEDS is required by the U.S. Economic
Development Agency to qualify for a number of municipal and non-profit infrastructure and business development projects.
(for example, sewer and water systems, power, business incubators)
a.
BDCC, on behalf of SeVEDS, has applied for an EDA technical planning grant to develop a CEDS. We have
submitted follow up documents requested by EDA and expect a favorable decision – hopefully by July 1 2012.
b.
SeVEDS data and public input developed strategies and research work will feed into this document – because of
the work of SeVEDS, the Windham Region is a little further ahead than many areas embarking on creating a CEDS
c.
The BDCC staff person assigned to SEVEDS is projected to spend at least half of their total time next year with the
consultant(s) hired to develop and write the CEDS.
Add regional workforce capacity and provide funding for the Windham Workforce Investment Board (WWIB)
a.
SeVEDS will invest in both the SeVEDS Workforce Coordinator Position and the WWIB. Priority for funding will be
the SeVEDS Workforce Coordinator.
b.
Working to broaden the scope of its conversation to include more employers and education institutions.
c.
Expect to be a significant voice in expansion of college programming discussions with CCV and VTC.
d.
Working to ensure that the Windham Workforce Investment Board (WWIB – a federally recognized entity and
authorized by Vermont Department of Labor to identify workforce education and training needs and to coordinate
delivery of programs) and SeVEDS proposed half time positions work in tandem. Broadly speaking, the WWIB is
focused on shorter term employer solutions and SeVEDS is working on longer term strategies which will connect all
workforce assets and create sustainable funding for workforce development. SeVEDS does not currently have
sufficient funds to fully fund the WWIB efforts outlined in this work plan. The SeVEDS Workforce Coordinator will
assist in identifying and preparing applications for workforce capacity and WWIB funding.
4.
5.
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Fundraising and Public Outreach
a.
Develop branding tools and consider organizational name change
b.
A municipal fundraising timeline is included and will be executed
c.
A private fundraising timeline will be developed by December 2012.
d.
Create a Development Committee for fundraising
e.
Plan and hold the first Public SeVEDS Annual Meeting in September 2013
f.
Develop and execute plans to communicate with business owners, work force and tourists from outside the
Windham Region
g.
Monitor Southern Vermont Sustainable Marketing project development if project is funded as part of US EDA
disaster grant application.
Create plan for measuring regional growth including identifying appropriate metrics to track.
a.
Innovation Indexing Task Force will provide input
b.
CEDS development will provide further input and guidance
c.
Consult with Colleges on what assistance they can provide in tracking
d.
Update current presentation data by August 1
6.
Develop an action plan for utilizing multi-year VY closure mitigation funding by December 31, 2012
7.
Continue to challenge the state to raise the priority level of a statewide economic development plan
SEVEDS DRAFT FY '13 ORGANIZATIONAL BUDGET
SeVEDS FY '13 Organizational Budget
(Fiscal Year Ending June 30th, 2013)
2013 Budget
2012 Year
End
2012 Budget
ACCD performance contract
50,000.00
50,000.00
50,000.00
BDCC Funding
50,000.00
50,000.00
50,000.00
Windham Region Municipalities
40,000.00
Private Funding
10,000.00
INCOME
20,000.00
Indirect Public Support
EDA Grant
0.00
25,000.00
473.00
0.00
75,000.00
0.00
75,000.00
___________
225,000.00
___________
100,473.00
___________
220,000.00
64,617.98
51,707.68
53,000.00
100,000.00
4,375.91
75,000.00
32,400.00
2,000.00
1,200.00
___________
___________
___________
199,517.98
58,083.59
129,200.00
$0.00
0.00
1,500.00
$500.00
15.00
4,000.00
Insurance
$1,900.00
1,826.25
2,500.00
Office supplies
$1,000.00
0.00
2,500.00
$75.00
40.47
2,000.00
___________
___________
___________
Total Administrative
$3,475.00
1,881.72
12,500.00
Meals and Travel
$4,000.00
645.89
2,000.00
Total Income
EXPENSE
Salaries & Benefits
Contracted w/BDCC
CEDS contractor/staff
WWIB Contribution
Workforce Coordinator
Total Salaries & Benefits
2,500.00
Administrative
Accounting
Legal
Postage
Marketing
Education
Printing and Advertising
Total Marketing
Total Expenses
NET INCOME
$2,500.00
1,921.55
$10,000.00
1,910.26
20,000.00
___________
___________
___________
$16,500.00
4,477.70
22,000.00
219,492.98
___________
64,443.01
___________
163,700.00
5,507.02
36,029.99
56,300.00
Notes
The 2012 projected surplus of $36,029.99 includes a $25,000 EDA Grant match obligation due July 1st, 2012.
8
APPENDIX
9
WRC MAP SHOWING TOWNS INCLUDED IN THE WINDHAM REGION PLANNING
10
SOUTHEASTERN VERMONT ECONOMIC
DEVELOPMENT STRATEGY GROUP
Goals, Objectives and Strategies Outline
Goals:
1. End Population Decline 2009 = 42,605 est.
2. 669 new jobs @$ 43,833 and 446 new jobs @$39,848 (NNE Average Wage)
3. Improvement of 4,464 jobs by $5,000/yr.
4. $69M new wages $141M in new GDP
5. Reach Regional GDP of $2.8B
6. Increase Median Annual Income for Associates/Some College from $26,855 to $32,000
7. Increase Median Annual Income for Bachelor’s Degree from $32,518 to $39,000
8. Improve the Ratio of Net Earned Income to Total Income from .566 to .65
Objective 1. Create Operational and Fiscal Sustainability Plan for SeVEDS by December 2011
1. Create Legal SeVEDS Entity
a. Create Board of Directors – A board of directors was named at the September 22, 2011 Susan McMahon
(Windham Regional Planning Commission), Bill Colvin (Town of Wilmington), Jeff Lewis (Brattleboro
Development Credit Corporation), Patrick Moreland (Town of Brattleboro), Barb Sondag (Town of
Brattleboro), Stephan Morse (Retired), Gregg Noble (Sovernet), Drew Richards (Richards Group), Bob
Stevens (Stevens and Associates), Lisa Sullivan (Bartleby’s Books), Dan Yates (Brattleboro Savings &
Loan), Jenna Pugliese (Stratton Mountain), Julia Sorenson (Brattleboro Retreat), Ex Officio Pat MoultonPowden (Vermont Agency of Commerce and Community Development). Subsequent additions to the
board are: Tim Cullenen (Town of Rockingham), Colby Dix (Vermont Geeks), David Alstadt (Windham
Workforce Investment Board)
b. Incorporate SeVEDS as a Non-Profit - Incorporated as a 501 c(6) September 2011
c. Affiliation Agreement with BDCC – approved and signed December 1, 2011
2. Outline multiyear budget and fundraising needs
a. Hire SeVEDS staff person to provide organizational and funder planning support. – BDCC provides
staffing
b. Prepare 3-year budget – FY 2012 budget approved on November 17th 2011
c. Develop and implement private fundraising campaign
d. Develop and implement public fundraising campaign – Approved July 19th, 2012
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3. Develop Comprehensive Economic Development Strategy for submission to EDA
a. Complete EDA Technical Assistance Grant – completed
b. Create Action teams to identify and support implementation of priorities and projects including VY
closure, work force, redevelopment, and flood – in progress, partially developed
c. Create CEDS plan – funding to create CEDS document will come from TA grant noted in 3a expected
completion of CEDS is Summer 2011
Objective 2: Increase the Size and Quality of the Workforce (1-8)
Update from WIB to SeVEDS – SeVEDS contribution to WIB’s Work Keys program - meeting with benefactor group to
discuss wf needs and discuss expanding Work Keys program and work force coordination capacity. Work is being done to
increase capacity in order to achieve Objective 2. The WIB currently employs a .2 FTE director
4. Develop a Workforce Center of Excellence Collaborative between providers and users of workforce development
services that identifies and connects existing workforce development assets, defines future workforce
requirements and gaps by September 2012
Key Metric: Recommend Preferred Workforce Development Collaborative Plan by December 2012
a.
b.
c.
d.
e.
Map workforce development assets and define gaps to be filled
Build strategic relationships between assets
Define 3 to 5 Career Pathways that will meet the needs of the priority industries
Identify workforce development Best Practices appropriate to the region
Recommend Preferred Workforce Development Collaborative Plan by December 2012
5. Increase 20-44 age group employment by 20% in five years
Key Metric: By January 2012 Define Top 3 – 5 Industry Clusters with the potential for increasing high-value jobs
within the next five years
a. By January 2012 Define Top 3 – 5 Industry Clusters with the potential for increasing high-value jobs
within the next five years
b. Create Action Teams in Q1-2012 around Clusters to identify Strengths (Assets), Weaknesses,
Opportunities, Threats and value chain gaps
c. Prioritize at least 2 Clusters for Opportunity Analysis Research that will Action 3.2.D – define at least 2
Niche Markets per Cluster for implementation by October 2012
d. Develop Immigration Attraction Strategy by April 2012 focused on doubling the percentage of foreign
born population in the region from 3.5% to 7% by 2016
e. Develop a Highly Skilled Professionals recruitment and retention strategy
6. Increase Associate Degrees/Some College and Technical Certificates
Key Metric: 18-24 year old age bracket from 38% (1495 persons) to 47% (1884 persons) for net increase of 389
persons by 2016
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a. 18-24 year old age bracket from 38% (1495 persons) to 47% (1884 persons) for net increase of 389
persons by 2016
b. Identify Industry Sectors with critical skill needs
c. Work with Secondary, Post-Secondary and Vermont State College System and the broader region to
develop education programs to meet industry needs
d. Partner with UMass
7. Identify public and private resources to support a sustainable implementation of workforce development plan
Objective 3: Increase population proportion of 24-44 year-olds from 23% to 28% of total population by 2017 (1)
8. KBE Strategy connecting the SeVEDS region to the NE Next Generation Knowledge Corridor –communication
with Pioneer Valley Planning CEDS creators/ and John Mullin
9. Develop a Livable Communities Strategy by 2014
10. Leverage Tourism and Second Homeowner Assets to attract 1,000 young families
11. Develop a coordinated regional marketing plan to promote SE Vermont as the best place to live, place, and
work. – Southern Vermont Disaster Recovery Grant is start place – funding pending
a. Action Plans for Objective 4 Strategies will be developed during Phase II
Objective 4: Create an Entrepreneurial Environment (1-8)
BDCC Biz plan competition, SBDC biz counseling, growing understanding of need for economic development
planning ex: BiTown, SeVEDS, Resilient Brattleboro
12. Define and implement an Innovation Ecosystem within 3 years
a. In 2012, assess regional innovation and entrepreneurial climate based upon best practice criteria
(Innovation Index): facilities, governance, business services, access to capital, business networks,
culture, R&D capacities, etc.
b. Convene an Action Team to use the Innovation Index for SeVEDS developed in 12.a to address complex
regulatory and other concerns with State and Local jurisdictions. – started, on hold till CEDS
development
c. Assess business needs and set a goal to assist existing businesses and new or potential businesses each
year.
13. Create a Young Professionals Group (YPG) to support and attract 20-44 year old professionals and workers –
Windham Region Young Professionals Group holding quarterly events – started in March 2012
a. By Q4-2011 identify and evaluate strengths and weaknesses of existing young professional networks and
social organizations
13
b. Engage a representative group of existing younger individuals (especially 18-35 yrs. old) in the
community to assess interests and the role of young professions in the region’s economic future
c. As a result of Action 13b recommend a set of activities and actions to be adopted supporting both the
YPG and entrepreneurial climate of the regions, such as: business seminars, speakers, business plan
competitions, investment forums, social events, etc.
14. Create a sustainable start – up funding program by March 2013
a. Define and implement a plan to benchmark and track new businesses looking for funding by December
2012
b. Define and implement a plan to benchmark and track new jobs created by December 2012
c. Create a mentor/investor network plan utilizing especially the services and assets of 44-75 year olds by
December 2012
d. Take advantage of opportunities under the federal crowdfunding bill (if passed)
e. Create marketing plan including social media to package and publicize local funding sources, mentor
networks, incubator spaces, etc. Reach out to UMass/Amherst area via recruitment events, advertising,
etc.
f. Identify Incubator Space
15. Recognize and blend Quality of Place characteristics and concepts into the SEVEDS strategies
a. Establish a group of relevant regional stakeholders to review Quality of Place concepts and index
methodologies to craft a set of appropriate regional metrics
b. Develop and conduct several community presentations describing the role and critical components of
Quality of Place within the SeVEDS strategy
c. Develop internal (within Windham Region) and external (out of Windham Region) marketing plan
16. Facilitate bringing challenged properties in the Windham Region back into purposeful use
a. Aggregate relevant environmental, financial and land record information for qualified interest groups.
b. Aiding qualified individuals and/or groups in purchase and rehab planning consistent with regional,
economic, environmental and town planning.
c. Create a mechanism to facilitate intermediary ownership if there are no other alternatives
d. Identify and work with redevelopment efforts underway
17. Expand Percentage of the Regional Economy coming from the Global Economy by leveraging businesses
w/global connections seeking higher skilled workers in high wage jobs.
a. Create a database of businesses with international relationships
b. Map international, linguistic, cultural, and technical knowledge assets
c. Create a Global Marketing plan that links with International trade marketing tools and programs to
expand markets and attract new business to leverage regional assets
d. Define three (3) Global Niche Markets having value chain gaps that can be filled by regional assets
e. Identify workforce skill gaps that might be filled by international workers coming to the region and
create an worker recruitment plan
f. Identify potential needs of international workers and develop a plan to meet those needs
14
Objective 5: Plan for a Post VY Economy (1-5)
18. Establish a sustained effort to cope with and recover from the closure of Vermont Yankee
a. Build a broad based steering committee to guide planning and action on economic and social impacts.
Created Daniel Yates (Brattleboro Savings & Loan), Martin Langeveld (Strolling of the Heifers), Andrea
Livermore (Building a Better Brattleboro), Art Greenbaum, Barbara Sondag (Town of Brattleboro), Connie
Snow (Windham Housing Trust), Ellen McCulloch-Lovell (Marlboro College), Jeff Lewis (Brattleboro
Development Credit Corporation), Jesse Corum IV (Attorney) Lawrence Campany (Windham Regional
Planning Commission), Mark Richards (Richards Group), Robert Stevens (Stevens and Associates), Robert
Woodworth, Chad Simmons, Robert Oeser, Stephan Morse (retired)
b. Conduct Substantial study of other nuclear plant closings and other plan shutdowns and find major
learning’s - WRPC
c. Establish Site decommissioning, deconstruction, clean up, restoration and reuse planning group:
d. Identify potential impacts from VY closure – completed November 2011. Major categories include Jobs,
GDP declines, Real Estate prices decline, Human Capital, Taxes
e. Identify possible mitigation, barriers and means of overcoming barriers – Completed February 2012
Objective 6: Plan, Track and Participate (1-8)
19. Maintain list of issues and sectors for development of additional objectives and strategies
a. Energy Prices, Broadband and Cell expansion, Disaster preparedness, Transportation Infrastructure,
Railroads, Regional Plan
15
U.S. DEPARTMENT OF COMMERCE - ECONOMIC DEVELOPMENT ADMINISTRATION
COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGIES
CEDS SUMMARY OF REQUIREMENTS
Technical Requirements
Pursuant to 13 C.F.R. § 303.7, a Planning Organization must include the following information in a CEDS submitted to EDA—
1. Background: The CEDS must contain a background of the economic development situation of the region that paints a realistic
picture of the current condition of the region. This background must include a discussion of the economy, population, geography,
workforce development and use, transportation access, resources, environment, and other pertinent information.
2. Analysis of Economic Development Problems and Opportunities: The CEDS must include an in-depth analysis of the economic
development problems and opportunities that identifies strengths and weaknesses in the regional makeup of human and economic
assets, and problems and opportunities posed by external and internal forces affecting the regional economy. This analysis must:
• Incorporate relevant material from other government-sponsored or supported plans and demonstrate consistency with
applicable State and local workforce investment strategies.
• Identify past, present, and projected future economic development investments in the region.
• Identify and analyze economic clusters within the region.
3. CEDS Goals and Objectives - Defining Regional Expectations: The CEDS must contain a section setting forth goals and objectives
necessary to solve the economic problems, or capitalize on the resources, of the region. Any strategic project, program, or activity
identified in the CEDS should work to fulfill these goals and objectives.
• Goals are broad, primary regional expectations.
• Objectives are more specific than goals, clearly measurable, and stated in realistic terms considering what can be
accomplished over the five (5) year time frame of the CEDS.
4. Community and Private Sector Participation: The CEDS must include a section discussing the relationship between the
communities in general and the private sector in the development and implementation of the CEDS. Public and private sector
partnerships are critical to the implementation of the CEDS.
5. Strategic Projects, Programs and Activities: The CEDS must contain a section which identifies regional projects, programs and
activities designed to implement the Goals and Objectives of the CEDS. This section should identify and describe:
16

Suggested Projects:
o All suggested projects, programs and activities and the projected number of jobs to be created as a result.
o Lead organizations responsibilities for execution of the projects.

Vital Projects:
o A prioritization of vital projects, programs, and activities that address the region's greatest needs or that will best
enhance the region's competitiveness, including sources of funding for past and potential future investments.
These can be overarching "themes" for regional economic development success and is expected to include
components.
o Funding sources should not be limited to EDA programs.
COMPREHENSIVE ECONOMIC DEVELOPMENT STRATEGIES
SUMMARY OF REQUIREMENTS, Page 2 of 2
6. CEDS Plan of Action: The plan of action, as described in the CEDS, implements the goals and objectives of the CEDS in a manner
that:
• Promotes economic development and opportunity;
• Fosters effective transportation access;
• Enhances and protects the environment;
• Maximizes effective development and use of the workforce consistent with any applicable State or local workforce
investment strategy;
• Promotes the use of technology in economic development, including access to high-speed telecommunications;
• Balances resources through sound management of physical development; and
• Obtains and utilizes adequate funds and other resources.
The CEDS must also contain a section that discusses the methodology for cooperating and integrating the CEDS with a State's
economic development priorities.
7. Performance Measures: The CEDS must contain a section that lists the performance measures used to evaluate the Planning
Organization's successful development and implementation of the CEDS, including but not limited to the:
• Number of jobs created after implementation of the CEDS;
• Number and types of investments undertaken in the region;
• Number of jobs retained in the region;
• Amount of private sector investment in the region after implementation of the CEDS; and
• Changes in the economic environment of the region.
These are not meant to be the only performance measures for the CEDS. Most Planning Organizations developing a CEDS will benefit
from developing additional quantitative and qualitative measures that
17
TENTATIVE TIMELINE AND SCOPE OF WORK FOR WINDHAM REGION CEDS PROJECT
Date*
RFP issue date:
August 1, 2012
Deadline for proposals:
Notes
on funding EDA decision 2012
September 1, 2012
plus 30 days
October 1, 2012
plus 30 days
Consultant Interviews:
October 15, 2012
plus 2 weeks
Consultant Selection:
October 30, 2012
plus 2 weeks
November 15, 2012
plus 2 weeks
Review by SeVEDS:
Start Date for consultant:
Background Research:
Analysis of Economic Development Problems
and Opportunities:
Status update BDCC, SeVEDS, WRC
January 15, 2012
CEDS Goals and Objectives – Refine and
further develop SeVEDS Goals and
Objectives
Community and Private Sector Participation:
Status update BDCC, SeVEDS, WRC
April 15, 2013
Identify Strategic Regional Projects,
Programs and Activities:
CEDS Plan of Action:
Performance Measures:
Draft Review SeVEDS, BDCC, WRC
May 15, 2013
Draft for comments to EDA
May 22, 2013
Final Presentation BDCC, SeVEDS, WRC:
June 15, 2013
Submit CEDS to EDA
June 30, 2013
* All dates are tentative and based on positive funding decision by US EDA prior to August 1
18
plus 7 months
SEVEDS WORKFORCE COORDINATOR
Calendar year 2013 Work Plan
Major Projects
1.
Develop Workforce Center of Excellence
Objective: Pull together all workforce training and education programs existing in the Windham Region, identifying gaps and
developing strategies and programs to bridge gaps.
FY13–14 Activities: The SWC will: (1) identify and meet with the top 20 Employers in the Windham Region and congregate their
needs (2) Identify and meet with all secondary, post-secondary, Adult Learning and training institutions and congregate their
opportunities. (3) The SEVEDS Workforce Coordinator (SWC) will produce a list of needs, opportunities and training that exist
and opportunities and training that do not exist
2.
Work Closely with Windham Region CEDS project and WWIB Coordinator
Objective: The SWC will be accumulating information critical for the CEDS project and for the WWIB, and vice versa including
business cluster data and analysis and new training program opportunities.
FY13–14 Activities: The SWC will meet jointly with the CEDS project staff and the WWIB coordinator monthly to share learning.
3.
Professional retention and recruitment strategy development and implementation.
Objective: To increase the size and quality of the workforce available in the Windham Region, to retain current professionals.
FY2013–14 Activities: (1) The SWC will participate and collaborate with the Southern Vermont Marketing Project on developing
business and employee recruitment strategies. (This project is being developed in conjunction with four Southern Vermont
Chambers of Commerce and the Vermont Department of Tourism and Marketing.)(2) The SWC will attend all Windham Region
Young Professionals Meetings(3) The SWC will provide staffing support for the SeVEDS Communications Task Force
4.
Southern Vermont Internship Program
Objective: To expand the size and quality of the workforce and increase the 24-44 year old workforce population
FY2013–14 Activities: Working within the WWIB, Windham Region Young Professionals, Employer and Educational network the
SWC will be developing, a draft plan for a Southern Vermont Internship will be created by June 30 2013.
SeVEDS WF/Ed Coordinator
Travel/Mileage
Equipment and Supplies
Marketing
SeVEDS WF/ED Coordinator Total
3
Based on 39 weeks, 3 days per week with per diem +taxes: $200
19
0.6
23400
3000
3000
3000
32400
SEVEDS WORKFORCE COORDINATOR JOB DESCRIPTION
This is a 39 week .6 position. It is possible the length of the time for the position could be extended. The Coordinator is responsible
for managing all workforce activities of the Southeastern Vermont Economic Development Strategies Group including:

Write the Workforce activities report and agenda for each monthly meeting of the SeVEDS Executive Committee.

Work closely with the Windham Workforce Investment Board and with the Consultant for the Windham Region CEDS
project.

Produce marketing and outreach collateral, such as quarterly e-newsletter, brochure, business card, website, and Facebook
page.

Participate in regional groups and meetings to build working relationships with key stakeholders in business and industry,
economic development, education, workforce development, and human services.

Conduct significant outreach to employers, education providers and other stakeholders, via meetings, phone calls, e-mail,
to gather input and develop long term workforce strategies.

Develop a Southern Vermont Internship program proposal by June 30, 2013

Identify and prepare applications for grant funding

Monitor and evaluate grant awards
Position requirements:




Travel throughout Windham region
Strong writing and verbal skills
Knowledge of workforce development programs, policies, funding, and best practices
Commitment and perseverance
Tentative timeline and scope of work for
SeVEDS .5 Workforce project
Date
Notes
Advertise position(s):
August 1, 2012
Interview Applicants:
August 15, 2012
plus 2 weeks
2nd Round Interviews:
September 1, 2012
plus 2 weeks
Hire SeVEDS wf staff :
September 7, 2012
plus 1 week
20
PRIORITY PROGRAMS FOR ADDITIONAL FUNDING
WINDHAM WORKFORCE INVESTMENT BOARD
FY 2013–14 Two Year Work Plan
Major Projects
1.
Manufacturing Skills Development
Background: In FY12, the Windham WIB partnered with the Windham Region Career Center and three local manufacturing
companies to enroll incumbent workers in a six-month, distance-learning curriculum, called ToolingU, designed to enhance their
knowledge and expertise in fields of machining, maintenance, and welding.
Objective: The WIB seeks to expose employers to an industry-recognized training curriculum at a low-risk, low-cost level. The
WIB envisions that employers will: (1) purchase their own license to ToolingU as a way to enhance their skills-building efforts,
and (2) actively recruit and hire job applicants who have been trained on ToolingU.
FY13–14 Activities: The WIB will: (1) support employers in completing a six-month program and sustaining their involvement; (2)
engage an additional 3-5 employers in ToolingU; (3) offer ToolingU, in combination with hands-on training, to unemployed
jobseekers to prepare them for potential jobs with local employers.
WIB budget: Allocate resources to coordinate program delivery and to pay for an instructor to deliver hands-on training.
2.
Job Readiness Assessment
Background: In FY12, the Windham WIB partnered with Vermont Adult Learning, Vermont Department of Labor, and several
local employers to adopt a battery of job readiness assessments, known as WorkKeys, to support hiring and job promotion
decisions.
Objective: The WIB seeks to evaluate WorkKeys as a tool for (1) helping employers select qualified candidates out of an
applicant pool who have requisite “hard” and “soft” skills; (2) helping job seekers assess their strengths and weaknesses,
remediate weaknesses, and be able to validate their readiness to work to employers; and (3) leverage aggregated test scores as
a validation of the region’s skilled workforce, and a tool for economic development professionals to attract new businesses.
FY13–14 Activities: The WIB will engage additional employers in the demonstration phase and, then, launch a region-wide
marketing campaign to encourage additional employers to incorporate WorkKeys in hiring and job promotion decisions; the
WIB also will collaborate with service agencies in programs designed to help job seekers raise their test scores. In addition, the
WIB intends to use WorkKeys to screen for qualified, appropriate candidates for the manufacturing skills development and
career prep programs.
WIB budget: Allocate resources to defray testing costs and region-wide marketing campaign.
3.
Career Prep–Health Care and Social Assistance
Objective: The WIB intends to design and coordinate delivery of a comprehensive career prep course to develop qualified
workers for the health care and social assistance sector.
FY2013–14 Activities: The WIB will collaborate with key employers in the health care and social assistance sector to identify
workforce challenges and critical skill needs for entry-level, career-path jobs. Concurrently, the WIB will coordinate the
21
designing of training curriculum, in conjunction with education and service providers, to comprise: (1) basic skills remediation,
(2) soft skills development, with emphasis on customer service, teamwork, and work discipline (3) career exploration and
counseling, (4) foundational training for preparation to enter sector and/or to enroll in advanced, occupation-specific training,
(5) work experience, e.g. internship, job shadowing, (6) intensive case management, including work supports and job retention
support, and (7) mentorship.
WIB budget: Allocate resources for coordination, employer outreach, program development, and program costs.
4.
Career Fair
Objective: The WIB intends to coordinate a career fair to (1) help employers promote their businesses and identify potential
candidates for current and potential job openings, (2) help job seekers, as well as high school youth, learn about career options,
and (3) provide a platform for education institutions and employment services agencies to promote services to employers and
jobseekers. The career fair also will enable the WIB to engage and support additional employers and job seekers and raise
community awareness of workforce issues and WIB efforts.
FY2013–14 Activities: The WIB, in partnership with Creative Workforce Solutions and Vermont Department of Labor, will
develop and staff the career fair.
WIB Budget: Allocate resources for coordination, outreach, facility costs
5.
Employer Survey/Outreach
Background: In FY12, the Windham WIB conducted a workforce assessment survey of members of three regional chambers of
commerce. The survey inquired about their hiring plans, difficult-to-fill positions and reasons for difficulty, and training and
recruitment efforts.
Objective: The WIB seeks to follow up on the survey and better understand workforce challenges facing employers and help
them resolve those challenges.
FY2013–14: The WIB will conduct a survey on an annual basis and invest staff time to outreach to employers who complete the
survey. This outreach may lead to development of other WIB programs.
WIB Budget: Allocate resources for development of survey and employer outreach.
22
WWIB FY2013–14 BUDGET PROJECTED INCOME SOURCES
Source
FY13
FY14
Total
Vermont Department of Labor
$5,000
$5,000
$10,000
SeVEDS
$625 (FY12 carryover)
n/a
$625
BDCC
$2,000 (FY12 carryover)
n/a
$2,000
United Way of Windham County
$5,000
n/a
$5,000
Thompson Trust
n/a
$5,000
$5,000
Career Fair revenue
$2,500
$6,500
$9,000
EDA grant if allowable
$43,500
$43,500
$87,000
$58,625
$60,000
$118,625
* Projected
Projected Expenses
Item
FY13
FY14
Total
Contractor (coordinator hours)
$34,500
$34,500
$69,000
Projects
$14,763
$16,500
$31,263
Marketing
$2,500
$2,500
$5,000
Equipment/Supplies
$250
$250
$500
Travel
$500
$500
$1,000
Administration
$5,862
$6,000
$11,862
$58,625
$60,000
$118,625
Expense Breakdown
Item
Two-Year Totals
Contractor (coordinator
hours)
Estimated 15–16 hours/week at ~$42–45/hr
Projects
Manufacturing: $8,263 (instructor fees); Job Readiness: $4,000 (testing fees
and room supervisor wages); Career Prep: $15,000 (instructor fees); Fair:
$4000 (facility rental)
Marketing
Job Readiness: $1500; Career Prep: $1500; Career Fair: $3,000; Survey: $1000;
WIB communications: $1,000
Equipment/Supplies
Meeting materials, etc: $500
Travel
Travel throughout region, at $.50 per gallon: $1,000
Administration
Fiscal oversight and reporting at the customary 10% allocation of total budget
23
WWIB COORDINATOR JOB DESCRIPTION
The Coordinator is responsible for managing all activities of the Windham WIB, including:

Identify and prepare applications for grant funding

Monitor and evaluate grant awards

Write the activities report and agenda for each monthly meeting of the WIB Executive Committee.

Prepare quarterly progress reports to funders

Produce marketing and outreach collateral, such as quarterly e-newsletter, brochure, business card, website, and Facebook
page.

Participate in regional groups and meetings to build working relationships with key stakeholders in business and industry,
economic development, education, workforce development, and human services. This includes sitting on the board of
directors of SeVEDS.

Collect and/or analyze labor market information, such as annual employer survey and online job postings.

Conduct outreach to employers and other stakeholders, via WIB-organized meetings, phone calls, e-mail, to gather input
and forge collaboration on WIB projects.

Organize working groups to design WIB projects, and take lead role in coordinating delivery of project (e.g. manufacturing
skills development, job readiness assessment, career prep, career fair).
Position requirements:




24
Travel throughout Windham region
Strong writing and verbal skills
Knowledge of workforce development programs, policies, funding, and best practices
Commitment and perseverance
2013 MUNICIPAL FUNDRAISING PLAN
25
Action
Date
Notes
SeVEDS Communication Task
Force::2 Hour strategy
sessions for outreach
planning
June 7th, 2012
July 5th, 2012
August 23rd, 2012
ongoing
SeVEDS Public Annual
Meeting
mid - September
2012
What we
accomplished
in 2011/12;
high level
financials;
what we are
working on
and
fundraising
pitch
Mailing to all 27
selectboards with recap
from public meeting and
language for Town Meeting
Warnings
October 2012
Follow up visits with
municipalities
October and
November 2012
Goal is 2
towns per
week for a
total of 16 in
person asks
At least 10 Towns pass
funding measures
Tuesday March
5th
$50,000