Downtown Bennington Western Gateway Area Wide Assessment

8/20/2019 Downtown Bennington Western Gateway Area Wide Assessment

1/145

Downtown Bennington Western Gateway

Area Wide Assessment

June 2014


2/145

Downtown Bennington Western Gateway Area Wide Assessment

Table of Contents

Introduction.………………….….……….….…………………1

Economic and Demographic Information…………11

Review of Existing Planning Documents…………..21

Recent Developments Within the Area Wide

Assessment District…….……………………………….35

Development Opportunities…………………………….37

Property and Parcel Inventory…………………………51


3/145



-Introduction

The Downtown Bennington Western Gateway Area Wide Assessment is intended to provide a

guide for focusing attention and resources on the important western entryway to Bennington’s

historic downtown district. Bennington has made great efforts to ensure the vitality of its urban

core through investment in infrastructure such as pedestrian amenities, lighting and traffic-calming

installations and by participating in the State of Vermont’s Downtown Program. Bennington

became one of Vermont’s original Designated Downtowns in 2000. The Vermont Downtown

Program follows the National Trust for Historic Preservation’s 4-Point Plan for revitalization of

downtown areas and Bennington has dedicated significant efforts and resources toward this model

The Downtown Bennington Western Gateway area serves as the western approach to Bennington’sDesignated Downtown area. The study area is one of both transition and possible transformation.

A number of properties in the Western Gateway are vacant or underutilized. Several have

participated, or could benefit from participation, in the Brownfields Program administered locally

by the Bennington County Regional Commission (BCRC). BCRC has undertaken this area-wide

planning effort with the following principles in mind:

-To protect the public health and environment.

-To increase the economic vitality of the study area.

-To reflect the community’s vision for redevelopment of the town and the area.

With these principles in mind, the overarching goals of the Downtown Bennington Western

Gateway Area-Wide Plan were developed:

· To inventory the parcels within the identified gateway district and provide basic

information of interest to potential development partners.

· To promote the adaptive reuse of properties and parcels within the Western

Gateway a specific focus on Brownfield properties.

· To devise potential redevelopment scenarios for some of the key properties within

the district.


4/145


Bennington was chartered in 1749 by Benning Wentworth, the governor of New Hampshire.

A village site was planned for its center and was eventually established where Old

Bennington Village is now located. The relatively level ground and abundant water power to

the north and east of Old Bennington soon attracted considerable development. The

downtown and village neighborhoods that surround it remain as important commercial and

residential centers today.

Bennington became an important manufacturing center in the 19th century with mills and

factories constructed in the area that is now downtown and along the Walloomsac River and

Paran Creek. The textile industry developed into a particularly important component of the

town’s economic base. In the meantime, agriculture transformed the landscape as farms

spread through the valleys and hillsides were cleared for pasture.

A network of roads soon connected the villages and outlying areas, and important highways

leading to towns and cities to the west, north, and south were laid out and

improved. Roadways also were established along different alignments up and over the

mountains to the east until the current highway (VT 9), following the Roaring Branch into

Woodford, became the principal route toward Brattleboro and the Connecticut River Valley.

A network of roads soon connected the villages and outlying areas, and important highways

leading to towns and cities to the west, north, and south were laid out and

improved. Roadways also were established along different alignments up and over the

mountains to the east until the current highway (VT 9), following the Roaring Branch into

Woodford, became the principal route toward Brattleboro and the Connecticut River Valley.

The first decades of the 20 th

century saw a number of important developments. An

increasing reliance on automobiles led to a need to improve roads and most of the main

roads through the area were paved by 1940. The first hospital, Putnam Memorial, now

known as Southwestern Vermont Medical Center, was opened in 1918. The stock market

crash idled many local industries in the 1930s, but new industrial enterprises began to take

their place after World War II.

The first decades of the 20th century saw a number of important developments. An increasing

reliance on automobiles led to a need to improve roads and most of the main roads through

the area were paved by 1940. The first hospital, Putnam Memorial, now known asSouthwestern Vermont Medical Center, was opened in 1918. The stock market crash idled

many local industries in the 1930s, but new industrial enterprises began to take their place

after World War II.


5/145


Bennington also began to develop as a center for education, culture, and recreation with the

opening of Bennington College, improved access for tourism, and a growing interest in the arts.

In recent years, the town has made an effort to preserve important historic and natural

resources while encouraging new development that takes advantage of the area’s rich history

and an ever-improving transportation and telecommunications infrastructure. The town is now

home to approximately 16,000 residents (including North Bennington and Old Bennington), a

number that has remained relatively constant since 1980.

This population has dispersed somewhat as new homes have been constructed in rural areas

which are not farmed as extensively as they once were. Agricultural operations are still

important in Bennington, however, especially in the rich valleys in the southern and western

parts of the town. The mountainsides, to the extent that they were once cleared for timber

resources and pasture, have largely reverted to forest and many of these lands have beenconserved to ensure that they remain undeveloped.

-Excerpted from Bennington Town Plan


6/145


7/145


The BCRC’s brownfield program has recognized both the challenges and opportunities

presented by the current economic condition of the region and our local communities. Several

regional and local organizations, the BCRC, and local government officials, have recently joined

together to form an economic development task force and in May 2013 completed the

Bennington Strategic Economic Development Plan. Several key areas of concern that can be

addressed through effective planning, public and private investment, and brownfield

redevelopment were identified:

● The region has experienced a slow pace of economic progress and lacks effective

economic development resources.

● A decline in manufacturing employment in Bennington (26%, as noted above) has ledto higher unemployment, lower wages, and secondary impacts on local businesses.

● Existing businesses seeking to expand locally and new businesses consideringrelocation to the area often find that the resident workforce lacks requisite skills.

● Limited land (new development parcels or vacant land/abandoned buildings with no

environmental constraints) is available for new commercial and industrial development.

● Bennington lacks conveniently located workforce housing that is both affordable and

desirable.

During its ongoing brownfield work, the BCRC has established priorities, consistent with

the Commission’s sustainability objectives, that support work in downtowns and village centers

where infill development and redevelopment is needed to reduce environmental hazards,

revitalize neighborhoods, and when possible, facilitate development of renewable energyresources. To promote the potential for successful outcomes, the availability of public

infrastructure, community support, and reuse potential are important site selection criteria.


8/145



– Area Description

Bennington’s Downtown Western Gateway is the center of residential, commercial, industrial,

and institutional land uses, as well as the site of numerous areas of environmental concern.

The Western Gateway also holds great promise for redevelopment and is a key to revitalization

of the town, and in turn, the entire economic region. The BCRC has mapped all of the

properties within the area that are available for redevelopment (land currently vacant or with

abandoned or significantly underutilized buildings). Nearly all of this development potential can

be classified as “infill,” redevelopment that will complete and connect streets, neighborhoods,

and mixed-use districts that currently are disconnected and blighted by the presence of vacant

or abandoned properties.The Downtown Bennington Western Gateway includes sections of the historic downtown,

urban neighborhoods, commercial and industrial properties and an inventory of vacant,

abandoned or underutilized properties that represent environmental challenges and

redevelopment opportunities. Among the key properties in the Western Gateway are:

● A vacant lot most recently occupied by a hardware store, and an adjacent abandoned food

store, located one block from the downtown’s main crossroads.

● A largely-vacant historic factory building overlooking a scenic natural stream that flowsthrough downtown.

● A former car dealership located two blocks from the center of downtown.

● An abandoned fuel distribution center.● An historic three-story hotel and an adjacent former county court house, now mostly vacant,

located at the center of the downtown.

● A centrally located National Guard building that is soon to be vacated; the Town of Bennington has agreed in principle to acquire this site for public use.

The BCRC and its community partners recognize both the magnitude and the importance of

these revitalization efforts. To maximize the probability of effective outputs and ensure that

outcomes are as beneficial to the efforts as possible, it is critical that environmental

assessments and reuse and redevelopment planning be closely coordinated with the

comprehensive area-wide plan for the Western Gateway. Successful redevelopment in this

area will support Bennington’s economic development efforts by providing sites for new

businesses, a more vibrant and attractive downtown, and centrally located workforce housing.


9/145


Project Area


10/145


Downtown Bennington Western Gateway Area Wide Assessment – Area Detail

The Downtown Bennington Western Gateway Area is denoted in the map below. This section

of the Bennington community includes commercial, industrial and residential properties and

comprises the critical western gateway to Bennington’s historic downtown; a key entry point

from travelers coming from New York, New Jersey, Connecticut and other points west, south

and southwest. Building footprints are for all properties within the Downtown Bennington

Western gateway area are delineated on this map. Also indicated are petroleum impacted sites

and surface parking areas.


11/145


Downtown Bennington Western Gateway Area Wide Assessment – Land Uses

This map shows the range of land uses with the Downtown Bennington Western Gateway. This

Western Gateway area is comprised of a mix of uses including retail, commercial, residential

and governmental. A critical component of any redevelopment of the Western Gateway is the

continuation of diverse land uses which complement and enhance the existing uses within the

area.


12/145


Downtown Bennington Western Gateway Area Wide Assessment – Parcel Map

The following map shows the land parcels within the Downtown Bennington Western Gateway.Numbers are the Town of Bennington tax map identification numbers. Parcels may be

referenced in this report’s Inventory section utilizing the tax map identification numbers.


13/145

Downtown Bennington Western Gateway Area Wide Assessmen


-Existing Economic and Demographic Conditions

8,0338,698

9,98210,628

11,25712,411

13,002

14,586

15,81516,451

15,737

15,764

0

2,000

4,000

6,000

8,000

10,000

12,000

14,000

16,000

18,000

1900 1910 1920 1930 1940 1950 1960 1970 1980 1990 2000 2010

Population Change - Bennington, Vermont - 1900 through 2010

Source 2010 US Census

The population of Bennington increased steadily from 1900 to 1990, and decreased slightly in the early

2000s. Bennington’s Growth Center application (February 2008) projected the town’s population to grow

by approximately 1,500 between 2010 and 2030 (a growth rate of less than 0.5% per year).

Source: 2010 US Census.


14/145


478

452

413

610

592

411

361

423

455

534

529

486

489

328

228

208

175

207

427

418

463

691

730

462

407

396

514

555

548

586

494

389

293

311

280

421

under 5 years

5 to 9 years

10 to 14 years

15 to 19 years

20 to 24 years

25 to 29 years

30 to 34 years

35 to 39 years

40 to 44 years

45 to 49 years

50 to 54 years

55 to 59 years

60 to 64 years

65 to 69 years

70 to 74 years

75 to 79 years

80 to 84 years

85 years and over

Age Distribution - Bennington, Vermont - 2010 Census

Male Female

Source 2010 US Census

Bennington has a median age of 40.8 years old; it is significantly younger than the median age of

Bennington County of 45.1 years old, and Vermont median age of 41.5. The relatively low median

age is probably partly attributable to the presence of a large number of college students in town,

many of whom may have reported Bennington as their primary residence in 2010. Bennington

College and Southern Vermont College each also enroll significantly more women than men,

possibly affecting the male-female ratio in the 20-24 age.


15/145


16/145


Bennington Employment and Average Wage by economic Sector: 2003, 2007 and 2012

Average Wage

Economic Sector

Employment -

2003

Employment -

2007

Employment -

2012 2003 2007

ealth and Social Services—private sector 2,515 2,505 2,389 31,972 39,007 4

ealth and Social Services—government sector 301 301 308 40,643 43,884 3

Manufacturing 1,700 1,780 1,629 36,645 40,704 4

etail Trade 1,550 1,610 1,569 21,857 23,749 2

ducation—private schools and colleges 537 574 542 27,804 32,234 4

ducation—public schools and colleges 695 778 608 32,995 33,538 2

eisure, Hospitality 805 846 815 11,872 13,181 1

rofessional Services 372 444 533 26,317 32,812 2

overnment (not health and social services orducation) 525 362 389 36,295 38,287 3

onstruction 250 287 194 27,887 34,063 3

nformation 264 258 228 30,487 39,270 3

inance, Insurance, Real Estate 266 262 214 36,795 43,675 4

Other Services 294 239 226 17,385 18,833 2

ransportation 148 147 89 27,519 33,600 2

Wholesale Trade 119 126 51 39,734 43,525 5

atural Resources 46 17 4 17,024 17,479 2

Source Vermont Department of

General Employment and Income Data - Bennington, VT

Bennington Bennington County Vermont

Median Family Income

Median income for 2+person

families. Source:2010 US

Census

$50,313 $58,750 $63,482

Average Wage

Average wage across all

economic sectors. Source:

Vermont Department of

Labor, 2011.

$37,370 $37,398 $40,289

Per Capita Income

Aggregate income for

geography divided by total

population. Source: 2010 US

Census.

$22,977 $27,072 $27,036

Total Labor ForceApril 2013. Source Vermont

Department of Labor.

7,920 18,900 347,650

Unemployment Rate April

2013 Source: Vermont

Department of Labor

5.9% 5.5% 4.6%


17/145


.

$117,842

$113,540

$121,4

$60,000

$80,000

$100,000

$120,000

$140,000

$160,000

$180,000

$200,000

2000 2001 2002

S

16

$123,939

$144,318 $164,880

$181,572

$187,666

$187,978

$

2003 2004 2005 2006 2007 2008 200

le Price of Primary HomesBennington, Vermont

59,673

$158,850

$171,234

$154,243

2010 2011 2012


18/145


Existin

Ty

Single Family

Condo/ Town house

Manufactured/ Mobi

Multi Family

$0

Single Family

Condo/ Town house

Mfd/ Mobile home

Multi Family

Existing H

Housing prices, according

from 2011 to 2012 for Si

Existing Housing Stock

g Housing Stock Average and Median Price

e Average

$245,588

$190,253

le home $49,000

$155,026

Source: Real State- Realt

$50,000 $100,000 $150,000 $200,000

$1

$49,000

$155,026

$179,

$139,900

$49,000

$159,90

Median AverageSource: Real St

ousing Stock Average and Media

o data from the Vermont Department of Ta

gle Family Houses, 12.21% for Condominiu

Manufactured Homes.

Median

$179,000

$139,900

$49,000

$159,900

r.com® Homes

$250,000

$245,588

0,253

00

ate- Realtor.com®

n Price

es, increased 7.10%

s, and 172.22% in


19/145


Housing Stock

Bennington is similar to Be

owner-occupied homes, wh

considerably higher. The difewer seasonal homes than

Benningt

Bennington Housing

Statistics

2000

Total Housing Units 6,574

Owner Occupied 3,763

Owner occupied as

percent of all housing

57.2%

Renter Occupied 2,399

Renter occupied as a


36.5%

Vacant (not seasonal,

recreational)

322

Vacant (not

seasonal/rec.) as a


4.9%

for Seasonal,

Recreational, or

Occasional Use

90

Seasonal/recreational

as a percent of all

housing

1.4%

51

0

10

20

30

40

50

60

70

Owned

58 58

nington County and Vermont with regard

le the share of renter-occupied units in Be

crepancy is attributable to the fact that Bither the county or the state.

n Town Bennington County

2010 2000 2010

6,763 19,403 20,922 2

3,738 10,599 11,017 1

55.3% 54.6% 52.7% 5

2,508 4,247 4,453 7

37.1% 21.9% 21.3% 2

384 884 1,158 1

5.7% 4.6% 5.5%

133 3,673 4,294 4

2.0% 18.9% 20.5% 1

14

35

Rented Seasonal/For Sale

or Rent

Benning

Rest of

County

Vermon

37

23

5

19

Perce

homes

rented,

season

sale

to the percentage of

nnington is

nnington has far

Vermont

000 2010

4,382 322,539

9,784 181,407

7.7% 56.2%

,850 75,035

4.1% 23.3%

0,688 15,899

.6% 4.9%

3,060 50,198

4.6% 15.6%

ton

ennington

t

tage of

owned,

nd used

lly or for

r rent


20/145


Household Size and Income

For all family sizes, the Median Family Income in Bennington is lower than Bennington

County and the State of Vermont.


21/145


Housing Affordability

This table notes the Average Fair Market Rent for Bennington as calculated by HUD and the

Median Rent for apartments with the same number of bedrooms. Median rents in

Bennington are slightly higher than the Fair Market Rent at every apartment size.

Bennington Average Fair Market and Median Rents by # of Bedrooms

Bedrooms

Avg. Fair

Market

Median

Rent

Monthly Rent

1BR $770 $784

2BR $930 $983

3BR $1,140 $1,242

4BR $1,322 $1,384

Source: US Census, ACS

2011, HUD (2011)


22/145


Income as a Percentage of Housing Costs

A greater percentage of both home owners and renters pay more than 30% and more than50% of their gross incomes for housing costs in Bennington than in Vermont. While the

homeowner numbers are close (46.1% of homeowners in Bennington pay 30% or more for

housing. In Vermont that total is 45.2%), for renters the discrepancy is greater. 88% of

Bennington renters pay 30% or more of their incomes for their apartments versus 77.3% for

the state as a whole. For both owners and renters a larger share of Bennington residents pay

50% or more for housing than those in the Vermont as a whole.

Home Ownership and Rental Affordability in Bennington and in Vermont –

Those Paying 30% or More Toward Housing Costs

Owner Occupied Housing (2007-2011)

Bennington Vermont

30% or More 31.6% 33.1%

50% or More 14.5% 12.1%

Rental Housing (2007-2011)

Bennington Vermont

30% or More 60.7% 51.9%

50% or More 27.3% 25.4%

Source: HUD (2013)


23/145



-Review of Existing Planning Documents

An important component of the development planning process is an understanding of previous

and existing planning, strategy and implementation efforts. These documents provide

important clues and information regarding the likelihood of success of various strategies and

initiatives, as well as guidance into key tenets the community holds dear. The following

represents a synopsis of key planning efforts undertaken by the Town of Bennington and its

economic development partners over the past several years. A review of this information is

useful in constructing current strategies, goals and actions for the potential development of

underutilized properties within the Downtown Bennington Western Gateway Area Wide

Planning district in an effort to achieve a more robust, sustainable Bennington economy.Lessons may be taken from these past efforts, both with regard to what has been

successful and should be continued, as well as those elements which may not lead to the

desired outcomes.

The planning documents reviewed were:

Bennington Strategic Economic Development Plan (2013)

Bennington Town Plan (2010)

Downtown Market Analysis for Downtown Bennington, Vermont (2006)

LUCA: Land Use and Circulation Analysis for Bennington Downtown (2006)

Strategic Economic Development Plan for the Bennington Region (2004)Downtown Bennington 21

st Century Initiative: Master Plan and Retail Study (2000)

Each of the reports is summarized on the following pages.


24/145


Bennington Strategic Economic Development Plan

Following more than a year’s work with a steering committee, outside consultants, the regional planning

commission some of the area’s largest employers and not-for-profit agencies, in May 2013 the Benningto

Select Board adopted the Bennington Strategic Economic Development Plan. The plan offers a mix of shoterm, mid-range and long-term strategies designed to improve Bennington’s economic situation. Rather

simply identifying needs and crafting potential solutions without concern for the ability of the community

accomplish them, the plan builds upon Bennington’s ample existing assets to create momentum toward,

a culture of, increased economic vitality. When backed by an accountability framework for implementatio

the Bennington Strategic Economic Development Plan is a guide for achieving increased economic prospe

and improved quality of life in the region.

To address challenges faced and to build upon existing assets to create a more vibrant local economy, the

Bennington Strategic Economic Development Plan focuses on three primary goals:

1. To increase job opportunities and the competitiveness and quality of the workforce to meet

the needs of existing and new businesses in Bennington.

2. To develop and maintain critical infrastructure necessary to promote economic vitality.

3. To increase economic activity and to improve the quality of life in Bennington by

focusing on local businesses and existing assets.

The Bennington Strategic Economic Development Plan consists of 40 targeted strategic actions

designed to meet the overall goals of the plan. Given limited resources to implement development activ

each action was created purposefully to address multiple objectives in the plan. Further, in order to prov

structure and focus to the plan, 10 strategic actions were prioritized for immediate action. As the prioriti

strategies are completed, others on the list will be selected and moved into activeimplementation. The 10 prioritized strategic actions are:

1. Establish an implementation and accountability framework for the Bennington Strategic

Economic Development Plan.

2. Create a continuum of workforce development and targeted training opportunities to

ensure local jobs are created and filled by Bennington residents wherever feasible. As an initial st

identify skills required by Bennington employers and make recommendations to public and privat

schools and training providers for curriculum enhancements, new and revised programs by July 1,

2014.

3. Design and implement a comprehensive local internship program for high school students, college students and unemployed and underemployed adults based upon the needs of area

businesses by July 1, 2014.

4. Survey existing, emerging and departed businesses and recruiting professionals to identify

actions that can be taken to help with start-up and retention costs and attracting and

retaining high caliber managers and employees. Recommendations might address barriers

such as space availability, costs of doing business in Bennington, workforce issues,

transportation, availability of financing and community amenities. As part of this effort,

create a process to assist local businesses with recruitment of key employees.


25/145


5. Research growth industries for the next 10 years and identify methods to attract or

incubate selected entities in the Bennington region. Special attention should be given

to critical parts of the value chain of key area industries.

6. Develop a cultural plan designed to improve opportunities for and communication andcooperation among Bennington’s artistic and cultural businesses, resources and

practitioners.

7. Produce a strategy, by July 1, 2014, to develop an adequate supply of quality housing

units at affordability level consistent with the workforce needs of Bennington

businesses.

8. Support the MAU Math Pilot Program to foster increased math confidence and skills in

students in grades 9-12. As appropriate, expand the model to reach more math

students and students in other academic areas.

9. Utilize the Brownfield Opportunity Area (BOA) program and other sources to identify

and map underutilized and vacant properties and develop options to achieve future

development objectives of such sites.

10. Develop a full-service marketing campaign that targets professionals and those in the

25-44 year old demographic who have left the area.

To show immediate movement toward meeting the goals of the Bennington Strategic

Economic Development Plan, a 90-Day Action Agenda was created. This agenda includes a

number of actions which can be undertaken and completed in a short period of time and which will

result in meaningful progress toward enhanced vitality of the local economy.

Ø Establish an implementation and accountability framework for the Bennington

Strategic Economic Development Plan.

ØCreate a blanket of free wi-fi “hot spots” to cover all of downtown Bennington.

Ø Schedule and conduct a Select Board-School Boards meeting to discuss elements of

common concern and to devise a structure for communications.

Ø Develop a framework for Bennington enhancement projects. Possible elements could

include a façade program with a 50/50 match, marketing efforts, downtown property

rental assistance, recreational opportunity development and other community

enhancement projects.

Ø Commence efforts to attract college students to downtown Bennington by addressing

business hours, the mix of businesses which cater to students and the establishment of

regular transportation at night between the colleges and downtown.

Ø Identify a target property and secure a lease for a college store in downtown

Bennington.

Ø Complete the Ninja Trail from Bennington to North Bennington.

Ø Detail specific action steps to be taken to recruit businesses to and expand businesses

in Bennington, drawing from the strategies articulated in the Bennington Strategic

Economic Development Plan.

Ø Support the MAU Math Pilot Program to foster increased math confidence and skills in

students in grades 9-12. As appropriate, expand the model to reach more math

students and students in other academic areas.


26/145


Bennington Town Plan

The Bennington Town Plan was prepared by the Bennington Planning Commission as the frameworkguiding future development based on the town’s unique set of values and assets. The plan stresses

Bennington’s importance as a regional economic center for southwestern Vermont and nearby com-

munities in New York and Massachusetts. The town promotes a diverse and sustainable economy

that will provide good wages and a high quality of life for residents.

The town has numerous resources which allow Bennington to be a competitive location

for new and increased economic development. The plan also contains areas for special attention to

further Bennington as a competitive economic location:

· Increase workforce availability for key industries and create additional workforce develop-

ment resources

· Increase affordable, quality housing for employees across all sectors

· Improve adequacy of rail infrastructure for freight and passenger services

The plan sets forth multiple goals directed at increasing business recruitment and retention through

the following policies:

o Ensure adequate industrially zoned land is available by resisting pressures to convert these

areas to other commercial uses. Locate and reclaim Brownfield sites for reuse as industrial

areas.

o Improve transportation facilities where needed to ensure efficient roadway, railway and airtransportation services are available.

o Ensure availability of reliable local energy from renewable sources and provide alternative

transportation to and within the region.

o Maintain an educated and capable workforce trained in new technologies while ensuring

education facilities and programs are responsive to industries’ needs.

o Ensure the availability of housing, childcare, and related services

o Ensure adequate financial resources are available in conjunction with public and private

business development interests

o Support important community services and recreational and cultural resources thus

enhancing the town’s unique quality of life.

The town emphasizes creating a sustainable local economy which can function with less energy

than is currently being consumed. Development will recognize the need to move away from gas and

oil fueled car/truck transportation while stressing the importance of manufacturing goods using local

resources and the support of economic sectors which function with lower energy inputs.


27/145


Overarching Recommendations for Economic Development:

Ø Support economic activity which is in accordance with the town’s historic character,physical environment, and development pattern of a densely developed town center

surrounded by rural countryside.

Ø Maintain a diverse and sustainable economy which will thrive in changing economic condi-

tions

Ø Reuse existing buildings and vacant commercial/industrial sites

Ø Support workforce development catering to the needs of local employers

Ø Work cooperatively with the larger economic region including New York’s Capital District

and the Berkshires in Massachusetts.

Ø Encourage investment in activities supporting a sustainable local economy, particularly in

the areas of local foods and renewable energy


28/145


Downtown Market Analysis for Downtown Bennington, Vermont

The Downtown Market Analysis for Downtown Bennington, Vermont was completed November 21,2006 for the Better Bennington Corporation by the Real Estate Consulting group at Landvest. The

report meant to provide data to identify and target specific uses for downtown recruitment, while

also lending insight into the future of downtown based on communication with downtown infor-

mants. The report inventories the downtown area focusing on the retail spaces which account for

just over half of all commercially-oriented space in downtown.

The first step taken was to identify the current downtown business environment. The study found

that at first glance the downtown appears attractive, but a closer look reveals a downtown with poor

window displays, signage and facades, all indicators of low-quality retailers. The presence of low

quality retailers is thought to be from either inexperience or lack of capital. Also addressed was the

perceived lack of parking by users, despite studies performed that showed parking, while poorly

signed, was sufficient. It was noted that while parking was sufficient, new commercial development

was unlikely unless additional parking was added.

The report included a comprehensive demographic analysis of the downtown, primary (within 11

miles), and secondary (within 20 miles) markets. Data, current and projected, concluded that the

largest age group of all markets is the aging baby boomers between 55 and 64 years old. Also found

is that the downtown area has a larger percentage of renters (as opposed to home owners) than the

other two markets and that downtown had both a lower income and higher concentration of low-in-

come housing than other markets. The data was significant in showing that the needs of downtown

residents were different than the needs of those living in the outside markets.

An analysis of commercial activity in the downtown area found that both the town of Bennington

and Bennington County showed retail and meal sales to be lower than the state average. Through

this analysis it was found that 64.8% of sales during 2005 came from gas stations, motor vehicle

parts, food and dining, and health and personal service. Areas where commercial establishments

were lacking or sales were less than market demand were found to be electronic and appliance

stores, clothing stores, sporting, hobby, books, music stores, general merchandise, and food service

and drinking places.

Outside of the local, primary, and secondary markets a non-local market was identified based on the

opportunities for tourism due to Bennington’s key geographic location. The tourist market, while not

meant to exclude children, generally is recognized as older adults seeking scenery,

cultural, and historical attractions. The report identified trends in the tourism market which

Bennington had the opportunity to benefit from:

Ø Trip Duration- The trend of taking more trips for a shorter time period. Due to Bennington’s

proximity to major Northeast metropolitan markets it is an optimal destination for a short trip


29/145


30/145


LUCA: Land Use & Circulation Analysis for Bennington Downtown

The Land Use and Circulation Analysis for Bennington Downtown (LUCA) was developed in Mayof 2006 by the Better Bennington Corporation Economic Development Committee and

Downtown Design Committee to better understand the opportunities for development in

Bennington’s downtown area. Through an analysis of downtown and the surrounding area,

the current land uses and infrastructure were identified as enhancing the downtown vision,

detracting from the vision, or having a neutral effect. Through this analysis areas of potential

growth and enhancement were identified for potential investors and presented in a graphical,

map-based format.

Numerous maps included in the document provided information as to what areas needed,

and which areas had the most potential for, future development. Also included were

recommendations for preservation and expansion of five key areas:

Ø Retail Core

Ø Retail Core Expansion

Ø Government Center

Ø Historic Residential Village, and

Ø Public Greenspace

The guiding principles for future development focus on:

Ø Encouraging Retail Use of 1st Floor Spaces

Ø Preserving Historic Structures and Appearance

Ø Improvement of Pedestrian Facilities, and

Ø Enhancing Available Greenspace


31/145


32/145


33/145


Strategic Economic Development Plan for the Bennington Region

The Strategic Economic Development Plan for the Bennington Region was created in 2004 by theBennington County Industrial Corporation and the Bennington County Regional Commission to

better understand the current economic conditions of the Bennington region and what direction

he region was best suited to move. The plan put an emphasis on the collective actions of

individuals, businesses, and institutions working together to sustain the high quality of life desired

by the region. Through a series of studies the plan outlined the most likely strategies for increased

economic development within Bennington County.

The plan included an inventory and assessment of the economic development resources available

to the region. The study concluded that Bennington County was in good condition regarding the

resources available for economic development. Major findings of the study were:

Strengths:

· High quality of life due to high environmental quality and abundance of cultural and recre-

ational resources

· Access to major tourist markets

· Good transportation access

· Proximity to the Capital District of New York

· Adequate supply of moderately-priced industrial sites

Weaknesses:

· Lack of labor force in key industries of materials, specialty electronics, metal, and

publishing/printing

· Absence of regional post-secondary technical school

· Housing issues surrounding availability, quality and affordability

· Limited early stage equity funding for entrepreneurial business

The plan included research which provided the characteristics that make a successful regional

employer. By examining sectors experiencing employment growth and wage increases the

following characteristics were identified:

o Produce high quality goods/services for specialized or niche markets

o Maintain high labor productivity through specialized knowledge or training

o Make continuous improvements to productivity capacity and efficiency through capital

investment

o Understand the regions natural resource endowment to gain competitive edge


34/145


To further understand the current economic conditions of the County, research went into providing a

long term economic development and demographic forecasts. The research found that the increase in jobs was forecasted at 1.6% per year, lower than the 2.0% rate seen from 1990 to 2000. The research

also predicted that the service sector will experience the highest rates of growth.

After an analysis of the above information the plan laid out six strategies for providing a stronger re-

gional economy. The strategies included:

o Strengthening regional collaboration

o Targeting strategic job sectors

o Improving workforce development and training

o Enhancing the readiness of critical infrastructure

o Improving the supply, quality and affordability of housing, and

o Facilitating access to affordable early stage and equity capital


35/145


Downtown Bennington 21st Century Initiative: Master Plan and Retail Study

The Downtown Bennington’s 21st Century Initiative was the culmination of a 10-year effort to bring

together a commonly held vision for downtown Bennington and a road map for achieving the

desired results. The plan was created for the Better Bennington Corporation in February, 2000.

The document described the current downtown, its goals for the future, how to get there and the

resources needed to be successful. The recommendations work toward the desired goal of a

downtown which is economically productive, aesthetically pleasing, and easily accessible as a

destination for residents and visitors alike.

The report included information regarding demographics of Bennington and the surrounding areas,

concluding that there was sufficient spending power to increase retail sales, assuming that retail

provided and served desired, currently absent products and markets. Studies found the threegroups of customers with the most potential buying power include local residents living or working

in the downtown area, people within a one hour drive of Bennington, and tourists coming up from

the New York, Connecticut, and New Jersey areas.

The plan stated that for Bennington’s downtown to be successful it must include a diverse range of

activities and stores including services, restaurants/cafes, and specialty stores while also maintain-

ing its historic buildings and small town character. Some areas which the study found

underrepresented include clothing apparel, gift shops, recreational and outdoor apparel stores,

and specialty stores containing Vermont-specific products. Suggested retail goals included

maximizing 1st

floor space for retail stores while encouraging service and business use on upperfloors or on nearby side streets. The plan included three land use goals for the downtown area:

1. Maintain/enhance diversity of uses

2. Ensure efficient use of downtown land to reinforce retail, enhance pedestrian use, and

promote good urban design

3. Create opportunities for future development while maintaining small town feel

The retail study portion of the plan included an analysis of shoppers to find out the areas they felt

were weak in downtown. The results found there were two common areas of dissatisfaction,

merchandise mix and parking. Although parking was an area of concern expressed by shoppers, a

study performed by Southern Vermont College found adequate parking resources in the

downtown area.

In order to ensure downtown is a clean, attractive, and enjoyable place which keeps customers

coming back and draws in new customers, the plan put an emphasis on the need for high quality

retailers. The plan included a section on ways retailers can make their signs and facades as

attractive as possible, while still maintaining the downtown’s value of historic architecture and

small town character. Also included were recommendations on maintaining attractive lighting

and storefront displays.


36/145


The plan stated that all of these factors determine whether a customer returns or whether new

patrons stop in Bennington or simply pass through on their way to another destination. The plan

recommended hiring a person specifically for retail recruitment, retention, and marketing to

ensure only high quality, appropriate retail outlets are allowed in downtown. By making the

leasing process proactive the downtown would contain a diverse selection of stores and services

which specifically cater to the always changing market demands bringing economic vitality to the

downtown Bennington area.


37/145



-Recent Developments Within the Area Wide Assessment District

Since BCRC began working on the Downtown Bennington Western Gateway Area Wide

Assessment one significant redevelopment has occurred and another is well underway. Both

of these developments are on lands formerly owned by Alcaro Motors.

Dollar General

In September 2013, DG Strategic LLC acquired the vacant parcel (50-50-64) on West Main Street

previously used as the car display lot for Alcaro Motors. This site had been vacant since the closingof Alcaro Motors in 2003. Dollar General received its permits and constructed a new two-story

building consistent with the Town of Bennington’s Design Guidelines for the area. The store

opened for business in February 2014.


38/145


LaFlamme’s Furniture

The former Alcaro Motor site (50-57-25) had long been identified as a key redevelopment opportunity

and priority within Bennington’s downtown. The property, vacant since the closing of Alcaro Motors in

2003, received much attention through BCRC’s Brownfields Program, beginning in 2007, to address

numerous issues with environmental contamination. The site was under an approved Corrective Action

Plan but due to lack of resources of the owner who had acquired the mortgage to the property at

auction following the closure of the Alcaro business progress on clean up had stalled.

In January 2014 a fire tore through the LaFlamme’s Furniture building located on Northside Drive in

Bennington. The property was completely destroyed. While owner Christopher LaFlamme vowed to

rebuild in Bennington, it was later learned that due as a result of site constraints that the existing

building was not subject to at the time of construction a new building on the site could only be

constructed at half the size. In order not to lose business in town that wished to remain the Town of

Bennington, the Vermont Agency of Natural Resources, BCRC and the LaFlammes acted quickly andcooperatively to devise a creative solution.

The Town of Bennington took ownership of the former Alcaro property from Birch Hollow LLC in

exchange for delinquent property taxes due and on May 5, 2014 transferred the property to West

Shore Management, a real estate entity established by the LaFlammes. In exchange, the LaFlammes

agreed to complete the remaining elements in the Corrective Action Plan as part of its renovation

work prior to occupying the building. BCRC assisted the LaFlammes in achieving and understanding of

the clean up requirements and helped facilitate a loan from the State of Vermont’s Brownfield

Assistance Program to help pay for remediation costs. The Town of Bennington also loaned the

LaFLamme’s money from the town’s revolving loan fund to support the clean-up efforts.

Remediation and renovation work is now well underway and sometime in late summer of fall 2014,

Bennington will have a new furniture store on the site of a long vacant, contaminated parcel at the

western gateway to its downtown area. As one additional benefit of this unique and successful

project, the Vermont Agency of Transportation is contemplating the acquisition of the site where

the fire occurred and may look to make long-needed improvements to a crucial intersection along

the town’s Northside Drive commercial corridor.


39/145



-Development Opportunities

A number of properties within the Downtown Bennington Western Gateway Assessment area have

been identified as important current or future redevelopment opportunities. These properties in-

clude:

· Hotel Putnam/Pennysaver Building

Two adjacent and connected historic buildings under the same ownership at the main

downtown intersection known as Bennington’s Four Corners or Putnam Square. In total

the buildings comprise approximately 50,000 square feet. The buildings are both

occupied at the first floor level only. Past redevelopment plans have suggested residential

use for the upper floors of the Putnam Hotel, the return to lodging use or utilizing the

large open space on the second floor of the Pennysaver building as a restaurant or

performance space. The property is now in trust due to the recent passing of the owner.

· National Guard Armory

The Vermont National Guard Armory is a 25,750 Square foot building located in the

parking lot behind the Bennington Town Offices and the Hotel Putnam/Pennysaver

properties. While presently still utilized as an armory, this property may soon become

available. The Town of Bennington is discussing taking ownership of the property should

the National Guard vacate it.

· Bennington Town Highway Garage

The Town of Bennington currently has two highway garages and has acquired land onBowen Road with the idea of consolidating the garages in a single location. When this

happens the downtown highway garage located along Depot Street will become available

for other use. This 5400 square foot building sits adjacent to the Tuttle site.

· Alcaro Motors Building (now under development)

The Alcaro Motors building is located along West Main Street at the western entry to

Bennington’s downtown district. This 6394 square foor property has been vacant since

the car dealership closed in 2003. It has been in BCRC’s Brownfield program since 2007

and has an approved Corrective Action Plan (CAP). The previous owners who acquired

the mortgage from Alcaro Motors at auction did not have the resources to complete the

CAP and were also delinquent in payment of property taxes to the Town of Bennington.To facilitate the redevelopment of this site as noted in the Recent Developments section

of this study, the Town of Bennington acquired the property in exchange for taxes due

and transferred it to a real estate holding company associated with LaFlamme’s Furniture.

The LaFlamme family is presently completing the Corrective Action Plan and preparing

the building for use as a furniture store, slated for opening in late summer or early fall

2014.


40/145


· Alcaro Motors Lot (recently redeveloped)

This one acre parcel was formerly used as the car lot for Alcaro Motors and sits directly

across West Main Street from the Alcaro building. In 2013 the property was acquired by

DG Strategic LLC and a new Dollar General Store was constructed on the site.

· Bennington Brush/Tuttles Lot

BCRC has devoted some time to the property known as the Tuttle Lot. This 0.88 acre acre

vacant parcel in the heart of Bennington’s downtown offers numerous redevelopment

opportunities. The 0.88 acre parcel is under related ownership to the adjacent Bennington

Brush Building and the standalone building commonly referred to as the Green Grocer

building in reference to its prior use. The 0.88 acre parcel has been vacant since the former

H.M. Tuttle Company buildings were demolished in 2005. The Bennington Brush building

is approximately 32,000 square feet in size and presently the VA Clinic and two othertenants. The Green Grocer building was constructed in 2007 along with a 20-car parking

lot and for a very short time housed a deli, grocery store and restaurant. That building has

been vacant since 2008.

The following pages represent some potential redevelopment scenarios for the Tuttle site and the

adjacent properties. This information has been shared with the Town of Bennington with the hopes

that this exercise might spur creative thought regarding prospective developers or users for the parcel.


41/145



42/145



43/145



44/145



45/145



46/145



47/145



48/145



49/145



50/145



51/145



52/145



53/145


Property and Parcel

Inventory


54/145


Property ID Number: 50-50-02

Street Address: 101 River St, Bennington, VT 05201

Common Name: Harvest Christian Ministries

Owner Name/Address: Harvest Christian Ministries/ 945 Main St, Bennington, VT 05201

Land Area: 0.11Acres

Assessed Value: $ 130,900

Building Age: 1990

Building Size: 2242 square feet 1st floor: 1378 SF

2nd floor: 864 SF

Basement: 1008 SF

Street Frontage: 70 feet on Benmont Avenue and 55 feet on River Street

Traffic Volume: AADT = NA River Street

Municipal Water: Present

Municipal Sewer: Present

Electricity and Telecommunications: Electricity to site and broadband internet connectivity at

speeds up to 25mb download/3mb upload available

Zoning District: Mixed Residential

VT DEC Site Inventory: No

Comments:


55/145




Owner Name/Address: Harvest Christian Ministries/945 Main St, Bennington, VT 05201

Land Area: 0.11 Acres


Building Age: Constructed in 1925


2nd floor: 1040 SF

Basement: 1040 SF

Street Frontage: 59.87 feet on River Street

Traffic Volume: AADT = N/A River Street







Comments:


56/145




Owner Name/Address: Strohmaier Henry M & Cecily B/977 Strohmaier Rd, Bennington, VT



Building Age: 1940


2nd floor: 128 SF

Porch: 90 SF

Street Frontage: NA








Comments:


57/145




Owner Name/Address: HSBC Bank, USA National ASSOC

999 NW Grand BLVD, Oklahoma City, OK 78118



Building Age: 1930

Historic Structure: No


Basement: 1080 SF

Finished attic: 432 SF







Zoning District: Mixed Residetial


Comments:


58/145




Owner Name/Address: Long Robert J & M Theresa/115 River St, Bennington, VT 05201



Building Age: Constructed in 1913; addition in 1978


2nd floor: 72 SF

1+2 floor: 1671 SF

Basement: 835 SF









Comments:


59/145




Owner Name/Address: Hohman John F & Susan C/117 River St, Bennington, VT 05201



Building Age: 1962


2nd floor: 462 SF

Basement: 686 SF

Street Frontage: 40 feet on River Street








Comments:


60/145




Owner Name/Address: Pedercini Roger/27 Bridges Rd, Williamstown, MA 01267



Building Age: 1920


1/2 s fr: 1050 SF

Basement: 1398 SF









Comments:


61/145


Property ID Number : 50-50-58


Owner Name/Address: Apollo Industries Inc/105 North End Dr, N Clarendon, VT 05759



Building Age: 1915(bldg2), 1920(bldg1): add in 1920(RS3),1980(SH5),1988(CP5)

Building Size: 4980 square feet bldg1: 1540 SF bldg2: 440 SF

Storage: 3000 SF (open sided)







Zoning District: Central Business

VT DEC Site Inventory: Hazardous Site List Site# = 992634

Priority: SMAC-Site Management Activities Completed

Comments:

-Former lumber yard and fuel oil bulk storage facility


62/145




Common Name: Bennington Station Parking Lot

Owner Name/Address: State of Vermont - leased to Town of Bennington

Photos




63/145


Building Age: N/A

Building Size: N/A

Street Frontage: 310 feet on River Street and 65 feet on Depot Street

Traffic Volume: AADT = 5800 Depot Street







Comments:

-Town of Bennington has lease from the State of Vermont for use of property

-Largest municipal parking lot (182 cars)


64/145



Street Address: 262 Main St, Bennington, VT 05201

Common Name: Alcaro Lot - Now Dollar General

Owner Name/Address: DG Strategic LLC

Photos




65/145


Building Age: 2013

Building Size: 5400 SF

Street Frontage: 240 feet on West Main Street (VT 9)

Traffic Volume: AADT = 6200 Main Street (VT 9)



Electricity and Telecommunications: Electricity to site and broadband internet connectivity at speeds

up to 25mb download/3mb upload available



Comments:

-Former display lot for car dealership

-Recently developed as new Dollar General Store


66/145



Street Address: 120 Depot St, Bennington, VT 05201

Common Name: Aubuchon Plaza

Owner Name/Address: Aubuchon Realty Company Inc/23 West Main St, Westminster, MA

Photos


Current Use: Mixed retail and office including Vermont DMV



67/145


Building Age: 1962, addition in 1979: (ASPH Parking), 1982: (RS1-UTL Frame)

Building Size: Sec1 -1122 square feet 1st floor: 738 SF, 384 SF

Sec2-21783 square feet 1st floor: 21783 SF

Street Frontage: 520 feet on Depot Street and 100 feet on West Main Street (VT 9)

Traffic Volume: AADT = 5800 Depot Street, 6200 Main Street (VT 9)







Comments:

-Former site of gas station

-Former Aubuchon Hardware store; now mixed use – retail, gym, VT DMV, restaurant

-Could factor into redevelopment plans for Tuttle’s lot across Depot Street


68/145




Common Name: Bennington Station Restaurant

Owner Name/Address: Station Realty LLC/PO Box 396, Shaftsbury, VT 05262

Photos :




69/145


Building Age: 1897(bldg1) 1961(bldg2)

Building Size: Sec1- 5092 square feet 1st floor: 5092 SF

Basement: 3656 SF

Sec2- 2092 square feet 1st floor: 2092 SF

Street Frontage: 110 feet on River Street and 290 feet on Depot Street








Comments:

-Former railroad station; currently restaurant with small conference capability


70/145



Street Address: 194 North St, Bennington, VT 05201

Common Name: Rite-Aid Plaza

Owner Name/Address: PJT Realty CO Inc/50 Service Avenue, Warwick RI

Photos


Assessed Value: $ 2,163,200


71/145


Building Age: Constructed in 1964, add in 1997(PA1-ASP Parking)

Building Size: 26632 square feet

Street Frontage: 231.97 feet on Depot Street and 243.68 feet on North Street (US 7)

Traffic Volume: AADT = 5800 Depot Street, 9400 North Street (US 7)







Comments:

-Former A&P grocery store; now retail and medical office space with one vacant space


72/145




Common Name: JC’s Tavern

Owner Name/Address: Carjo Inc/ 135 Depot St, Bennington, VT 05201



Building Age: Constructed in 1918


Basement: 1344 SF

ATT: 166 SF

Street Frontage: 100.67 feet on Depot Street and 128 feet on River Street








Comments:


73/145




Owner Name/Address: J W Properties LLC/ 211 River St, Bennington, VT 05201



Building Age: 1900

Building Size: 9344 square feet









Comments:


74/145




Owner Name/Address: DMC Enterprises LLC/1371 Harwood Hill, Bennington, VT 05201



Building Age: 1920

Building Size: 4932 square feet 1st

floor: 2466 SF 2nd floor: 2466 SF





Electricity and Telecommunications: Electricity to site and broadband internet connectivity at speeds

up to 25mb download/3mb upload available



Comments:


75/145




Owner Name/Address: Athena Estates LLC/PO Box 502, Stratton Mountain, VT 05155

Photos



Building Age: 1892


2nd floor: 3800 SF

3rd floor: 3800 SF

Basement: 3800 SF

Street Frontage: 100 feet on River Street and 55 feet on North Street (US 7)

Traffic Volume: AADT = 9400 North Street (US 7)







Comments:

-Former site of Drysdale Department Store (1920’s)

-Currently Knapps Pets & Hobbies but the store is relocating to a more central downtown location

-Mixed-use potential – upper floor housing?


76/145




Owner Name/Address: Athena Estates LLC/PO Box 502, Stratton Mountain, VT 05155



Building Age: 1920

Building Size: 2123 square feet 1st

floor: 1440 SF 2nd floor: 683 SF

Basement: 1440 SF

Street Frontage: 43 feet on North Street (US 7)

Traffic Volume: AADT = 9400 North Street(US 7)



Electricity and Telecommunications: Electricity to site and broadband internet connectivity

at speeds up to 25mb download/3mb upload available



Comments:


77/145




Common Name: Bennington Brush

Owner Name/Address: Applejack Historic Real Estate LLC/PO Box 1527, Manchester Ctr., VT

05255-1527

Photos

Land Area: 1.5 Acres (now 2.0 acres - See Comments)



78/145


Building Age: 1880(bldg1) 1900(bldg2)

Building Size: 32554 square feet 1st floor: Sec1-26596 SF, 1798 SF

Sec2- 592 SF

Sec3- 3228 SF

Street Frontage: 92 feet on Depot Street and 182 feet on North Street (US 7)

Traffic Volume: AADT = 5800 Depot Street, 9400 North Street (US 7)







Comments:

-Fomer Bennington Brush Manufacturing and later CB Sports retail store

-Former Taylor’s Garage

-Underground gasoline and oil tanks removed

--Lot lines adjusted in 2013 (along with 50-51-51 and 50-51-71)and not yet shown on tax maps;

now 2.0 acres


79/145




Common Name: Tuttle Lot

Owner Name/Address: Applejack Real Estate Partners LLC/PO Box 1527,

Manchester CTR, VT 05255

Photos




80/145


Building Age: N/A

Building Size: N/A

Street Frontage: 151.52 feet on North Street (US 7)








Comments:

-Former site of storage building for H.M. Tuttle Hardware

-Site partially improved for parking for VA Clinic on adjacent lot

-Proposed site of downtown State office building – not pursued by State of Vermont

-Lot lines adjusted in 2013 (along with 50-51-50 and 50-51-71)and not yet shown on tax maps;


81/145




Common Name: Faller’s Music

Owner Name/Address: Faller Bruce I & Wendy/170 North St, Bennington, VT 05201



Building Age: 1896

Building Size: 3912 square feet 1st floor: Sec1- 2400 SF

Sec2- 1512 SF

Basement: 1500 SF









Comments:


82/145




Owner Name/Address: Tenentes Alexander / 168 North St, Bennington, VT 05201



Building Age: 1900

Building Size: 1720 square feet 1st floor: 1456 SF 2nd floor: 264 SF

Basement: 352 SF









Comments:


83/145




Common Name: King’s Shoe Repair

Owner Name/Address: Napolitano Antonio & Rosa /164 North St, Bennington, VT



Building Age: 1900


2nd floor: 1320 SF





Electricity and Telecommunications: Electricity to site and broadband internet connectivity

at speeds up to 25mb download/3mb upload available



Comments:


84/145




Owner Name/Address: Fraternal Order of Eagles/ 144 North St, Bennington, VT 05201



Building Age: 1920

Building Size: 4437 square feet 1st floor: 2987 SF 2nd floor: 1450 SF

Basement: 1537 SF









Comments:


85/145




Owner Name/Address: Regional Affordable Housing/ PO Box 1247, Bennington, VT



Building Age: 1910


2nd floor: 2100 SF

3rd floor: 1512 SF

Basement: 1512 SF






Downtown Bennington Western Gateway Area Wide Assessment

Documents

Transcript of Downtown Bennington Western Gateway Area Wide Assessment