Williston's land use regulations and other municipal policies actively support public art, public and private community gathering spaces – known as third places – and inclusive features in community design. Williston has identified, evaluated, and fixed local policies that inhibit the growth of the creative economy.
Chapter 2
Arts And Social Infrastructure
Introduction
Defining "social infrastructure" involves intangible elements of vibrancy, a sense of community, connection to place, and mutual support of all members. The Town's role in facilitating social infrastructure does not come top-down but, rather, from providing the space and materials for activity, exchange, and care. The foundations are laid by good planning and design, as well as substantial public input. In particular, the needs and interests of the community's most vulnerable members should be prioritized: when we focus on the needs of people on the margins, we create better places for everyone and generate a more inclusive community. For example, having places to sit along a path or trail benefits elders and people with mobility challenges, and provides a spontaneous climbing structure for a young child, a seat for a nursing mother, or a spot for conversation between friends.
The moment-by-moment use of community spaces is not scripted or enforced; rather, a diversity of physical elements are incorporated to enhance existing or create new places to gather. Physical elements could range from providing a water-bottle filling station at a playing field to free Wi-Fi at a meeting space; shade trees and a comfortable bench along a sidewalk to landscaping or pocket park elements separating a busy road from a sidewalk cafe. These elements must adapt seasonally so that indoor community spaces can stretch outward in warm weather (porches, patios, pavilions, rooftops) and outdoor community spaces can support year-round activities (e.g. small shelters/information/first aid kit booths near trailheads; expanded bike and pedestrian infrastructure such as 'sharrows' on some Town roads and filling sidewalk gaps).
The best "third spaces" are usually free, anyone can go there and be there. There is no requirement to spend money – no ticket for entry or purchase to be able to be present. There is also a role for the privately-owned, publicly accessible spaces that contribute to social interaction, leisure, recreation, and the arts. These include spaces such as cafes, theaters, galleries, yoga studios, family entertainment, restaurants, and more.
Goals: In 2050, Williston is...
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Livable
...because people do not have to go far to experience the fullness and richness of life. A vibrant arts community is supported by accessible spaces. We are a tightly knit community, more connected to one another, and more stable in the face of a rapidly changing social environment.
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Resilient
...because of a thriving arts community. These connections and friendships become the critical support networks Vermonters and Willistonians rely on when we are confronted with challenges. Performance spaces become mutual aid hubs, social connections are leveraged during crises to meet individual and community needs, and artistic expression is a powerful tool for coping with change.
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Equitable
...because there are indoor and outdoor spaces for people to come together. Where underrepresented populations experience higher levels of social isolation and its impacts, the support of Social Infrastructure and the Arts is even more critical.
Three Things to Know
1
COMMUNITY ORGANIZATIONS AND LOCAL BUSINESSES ARE CRITICAL TO OUR INDIVIDUAL AND COLLECTIVE HEALTH AND WELLBEING.
Numerous local non-profits, grassroots organizations, faith-based and religious organizations and other non-municipal groups provide opportunities for community members to create relationships, participate, and give back to the Williston community.
2
ARTS AND CULTURE ACTIVITIES HAVE A QUANTIFIABLE ECONOMIC IMPACT IN OUR REGION.
In the greater Burlington Area, event-related spending by arts and culture audiences total $31.5 million and total industry expenditures (FY2022) by organizations was nearly $62 million.
3
WILLISTON'S PEOPLE ARE NOT IMMUNE FROM THE NATIONWIDE SOCIAL ISOLATION AND LONELINESS EPIDEMIC.
A shrinking household size and aging population means more people are physically and socially isolated. Most households are only accessible by personal vehicle, and some are not able to safely walk or bike to access necessities or parks.
Three Things Public Engagement Told Us
1
WILLISTON'S PEOPLE VALUE LOCAL BUSINESSES, BALANCED BUSINESS DEVELOPMENT, AND EQUITY IN THE LOCAL ECONOMY
When asked about the economy, people would like to see more unique small businesses and shops, public gathering spaces, and restaurants and cafes in both Taft Corners and the Village. These types of businesses often support the arts, or are run by or for the art industry. A challenge is the high rent for commercial space, which can often prevent small organizations and businesses from forming or locating in Williston.
2
WILLISTON'S PEOPLE SAY COMMUNITY IS THE SECOND-BEST THING ABOUT WILLISTON AND COMMUNITY AND EVENT SPACE IS THE SECOND BIGGEST NEED.
People said the first best thing was the Town's convenient location, and the first biggest need is more sidewalks and multiuse paths. There were many positive comments about the Library, its many offerings, and need for more facility space.
3
WILLISTON'S PEOPLE SAY THAT IT LACKS PUBLIC ART, PUBLIC EVENT SPACES, AND PUBLIC-PRIVATE BRANDING AND WAYFINDING.
Taft Corners is an economic driver for the community, and yet to date, it does not have a public park or public art. The Village is the civic center of the community, and yet it lacks the branding and placemaking elements that typically define Vermont village centers (light posts and banners, signage, benches, and public artwork). Indoor and outdoor meeting and event spaces are limited and in high demand.
Public Art is an Economic Driver
The arts are an important dimension of the economic vitality of a place. As of 2019, 32% of Vermont's creative jobs are within Chittenden County (9,793 out of 30,404). "Creative people, businesses, events and activities thrive when communities offer the infrastructure and resources to support them: work and performance spaces, committees and funds, plans and policies, public spaces and gathering places." – CreateVT Action Plan1
Specialty Foods are Vermont's fastest growing creative industry, with 53% growth between 2010 and 2018 (compared to 7% in the U.S. overall). Williston has a wide range of food and beverage production: From international corporations like Keurig/Dr Pepper and Food Science to regional companies such as Burlington Beer and Goodwater Brewery, down to smaller-scale, home-made products sold at roadside stands and farmer's markets.
Performing Arts is the only other of Vermont's creative segments that beats the national average, with 23% growth compared to 5% for the U.S. overall. Growth rates for Vermont's other segments lag behind the rest of the U.S., and Design is shrinking. Source: Mt. Auburn Associates, 2019.
The "arts" is broadly defined. The creative sector includes the visual artists, theater, and musicians, but also stretches beyond these to include writers, artisan crafters, bakers and brewers, architects, graphic designers, librarians, and media producers. Further, the creative sector is not only the people and businesses, but also the venues and institutions that host them, as well as the funders and champions to support them.
Vermont Creative Network (2021). Create VT: Action Plan for Vermont’s Creative Sector. https://www.vermontartscouncil.org/vermont-creative-network/action-plan/
Public art is one component of raising the profile of the creativity of a community. Art can be incorporated into infrastructure and everyday items like painted utility boxes, unique bike racks and bench shapes, light posts, and signs. Similarly, community investment in the arts can be part of a public process of engagement, participation in governance, cultural outreach, and conscious inclusion.
Street murals, planters, and painted utility boxes can blend with traffic-calming features to reduce injuries associated with motor vehicles. It creates highly visible pedestrian and bicycle crossings that slow cars down and improve pedestrian feelings of safety2. Art projects foster connection and build community ownership of the project. They can be low-cost, low-risk projects that engage residents, fuel cross-sector collaboration, and contribute to placemaking.
Bloomberg Philanthropies (2022). Asphalt Art Safety Study: Historical Crash Analysis and Observational Behavior Assessment at Asphalt Art Sites. Prepared by Sam Schwartz with support by Street Plans. https://assets.bbhub.io/dotorg/sites/43/2022/04/Asphalt-Art-Safety-Study.pdf
Third Spaces are Important Places
A "third place" or "third space" (as coined by sociologist Ray Oldenburg) is a social space separate from home (first place) and work (second place), serving as a neutral ground for informal, public interaction and community building, fostering connections and a sense of belonging.3 Third spaces can also be used to facilitate community-based action and improve civic engagement as they serve as gathering places where residents can discuss local issues and participate in community activities.
Reducing barriers to participation and access, like cost for entry, can improve equitable access to engagement. However, the location of these spaces could still be a barrier to entry. If the predominant mode of travel to access a free art event is by car, it limits those who can participate. If a park or community garden is located in an affluent neighborhood, it may unintentionally generate perceived exclusivity among non-residents who feel "out of place"4. Local policies that prohibit certain uses of third spaces, reinforced by signage, can also erode feelings of belonging and perceived/actual ability to occupy, socialize, and participate in these spaces. When designing, formalizing, and/or maintaining these spaces, consider how the built environment, community beliefs/norms, and local policies impact participation.
Roy Oldenburg. The Great Good Place. 1991. https://www.pps.org/article/roldenburg
Int J Environ Res Public Health. 2022 Dec 31. Examining Psychosocial and Economic Barriers to Green Space Access for Racialized Individuals and Families: A Narrative Literature Review of the Evidence to Date Tila Robinson, Noelle Robertson, Ffion Curtis, Natalie Darko, Ceri R Jones. https://pmc.ncbi.nlm.nih.gov/articles/PMC9819928/
Social Health is Public Health
Beyond increasing the risk of anxiety and depression, social isolation and loneliness can increase the risk of heart disease, stroke, and dementia by 29%, 32%, and 50%, respectively. Poor social connection can increase risk of premature death by more than 60% (See Our Epidemic of Loneliness and Isolation (hhs.gov))5. In response, the US Surgeon General's Advisory proposes strengthening social infrastructure by designing environments and programs that promote connection, investing in institutions that bring people together, enacting pro-connection public policies (e.g., accessible public transportation, paid family leave), mobilizing the health sector, reforming digital environments to promote meaningful connection with others, assess the causes and consequences of social disconnection in communities, and cultivate a culture of connection among community members.
A key community health priority identified in the Chittenden County Community Health Needs Assessment 6 was mental health and wellbeing, especially among youth and caregivers. Respondents noted few opportunities to connect to cultural resources, social isolation, and difficulty maintaining and nurturing relationships. They identified the creation of community cultural institutions where folks can interact with shared cultural identity resources and the creation of common gathering areas where residents can connect over community meals and conversation as potential actions. Creating third spaces that facilitate connection, and conversations can break down social siloes.
The social health and wellbeing of our youth is also at critical levels. 25% of Champlain Valley School District (CVSD) high school students reported feeling sad or hopeless. 35% felt nervous, anxious, or on edge most of the time/always.7 A greater percentage of female, BIPOC, and LGBTQ students reported feelings of sadness, hopelessness, and anxiety. Similarly, fewer female (61% vs. 69% male), BIPOC (56% vs. 66% WnH), and LGBTQ (50% vs. 72% HetCis) students reported feeling like they matter to people in their community. This indicates a need for improved social infrastructure for youth, especially female, BIPOC, and LGBTQ individuals. Consider how third spaces could be designed/better designed in a way that is inclusive and engage these groups.
US Surgeon General (2023). https://www.hhs.gov/sites/default/files/surgeon-general-social-connection-advisory.pdf
UVM Health (2022). 2022 Community Health Needs Assessment for Chittenden and Grand Isle Counties, Vermont. https://d2ubrtwy6ww54e.cloudfront.net/www.uvmhealth.org/assets/2022-06/uvmmc-chna-june-2022-report.pdf?VersionId=mwcU0SPdQvf_To.6N_cEiQ8VYGTDcM1i
Vermont Department of Health (2021). Vermont Youth Risk Behavior Survey – Champlain Valley School District.
The COVID-19 Pandemic
On March 13, 2020, Governor Phil Scott issued an Executive Order declaring a State of Emergency in Vermont in response to the COVID-19 pandemic. What began nationally as a "two weeks to slow the spread" turned into an unprecedented 2+ years of disruption to all facets of daily life. "Stay home, stay safe" with order to recreate within a short radius to your home. For some, a stay-at-home order was a breath of fresh air if you had flexibility to work remotely or your homes location provided quick and convenient access to outdoor space. For others, staying at home was not possible due to working an essential job like public health or retail. For some, staying-at-home mean little to no access to outdoors, recreation, or safe social distancing.
Public spaces and neighborhood layouts that allow for safe social interaction during times of adversity are critical to our collective and individual health and well being. This chapter, as well as many other chapters, address land use and community design to strengthen social interaction.
Objectives, Strategies and Actions
Objectives
2.A
2.B
Williston creates and enhances public indoor and outdoor spaces to provide a greater quantity and diversity of indoor and outdoor public gathering spaces that are available to all people in Williston for active and passive social interaction.
2.C
A 'uniquely Williston' identity is developed, promulgated, and strengthened because Williston programmatically supports and participates in public-private partnerships that enhance the local and creative industries.
Strategies
2.1
Enhance existing and create new intergenerational, public "third places" such as public facilities, buildings, parks, and multimodal transportation spaces that are functional and interactive for children, the elderly, and people with disabilities. The third place refers to the social surroundings that are separate from the two usual social environments of home and workplace.
2.1.1
Evaluate the existence of and need for "third places" by conducting periodic assessments to ensure these facilities are adequate in number, diverse in their offerings, equitably distributed throughout town, provide a mix of formal and informal gatherings, and passive and active social interaction.
2.1.2
Evaluate Williston's facilities using NRPA Park Metrics or other industry-accepted standard to provide amenities in existing and new public spaces to provide relaxation and play for all ages.
2.1.3
Prioritize new and enhanced public "third places" in capital planning for recreation facilities schedule.
2.1.4
Develop an operational practice of pursuing grant opportunities and support local fundraising efforts such as a "Friends Group" to add amenities to existing parks and public spaces, aiming to secure $10,000 annually.
2.1.5
Maintain requirements for sidewalks on both sides of the street in new neighborhoods and on new streets as a community-building as well as a transportation initiative.
2.2
Integrate beauty and character into the design of public spaces and multimodal transportation infrastructure in a manner that facilitates social interaction, especially among the populations most at risk for social isolation.
2.2.1
Evaluate existing and proposed public space for the presence of or ability to accommodate street furniture (e.g., movable seating, fountains, sculptures, signage), lighting, accessibility by multiple modes of transportation, prioritizing proximity to essential services and homes.
2.2.2
Support the integration of art and character into infrastructure and everyday life such as painted utility boxes, unique crosswalk designs and colors, light post banners, etc.
2.2.3
Evaluate how to choose street furniture and infrastructure elements that have design and character that is 'uniquely Williston' can create community identity and avoid the anonymity of the modern-day aesthetic.
2.3
Ensure that outdoor seating and pocket parks are accessible throughout town.
2.3.1
Evaluate existing spaces through observational audits, public surveys or focus groups. Map areas of town where access to pocket parks and outdoor seating is limited or not available in areas of high resident and visitor traffic.
2.3.2
Evaluate potential new locations through a community-led process and equitably prioritize the highest need areas during implementation.
2.3.3
Fund integration of outdoor seating and pocket parks in the capital planning program and operating budget for maintenance of these facilities.
2.3.4
Evaluate design elements in creation of public space, along multiuse paths and sidewalks that encourage people to slow down and take respite, such as comfortable seating, shade, warmth and shielding from traffic.
2.4
Provide indoor and outdoor spaces to foster social engagement during winter months.
2.4.1
Evaluate existing public outdoor spaces in Williston to determine opportunities to enhance them for winter use through shelter, lighting, warmth, winter activities, or other improvements.
2.4.2
Develop a Winter Engagement Plan using the AARP Winter Placemaking Toolkit, Winter Cities Toolkit, or similar.
2.4.3
Evaluate how the Town could engage in winter placemaking including opportunities and funding sources.
2.4.4
Evaluate bicycle and pedestrian facilities by conducting an AARP Bike Audit, Walk Audit, or other similar multimodal safety audit.
2.5
Support arts and creative enterprises through library and recreation programming.
2.5.1
Promote the offerings in Williston's "Library of Things." In FY 2024, the Library of Things represented less than 1% of all library loans.
2.5.2
Develop an expanded Library of Things to include fine arts, creative art supplies, hardware, and other creative resources.
2.5.3
Evaluate community feedback and needs on existing programming and desires for additional programming.
2.5.4
Support recreation and library staffing and resource needs to make expanded arts and creative programming enterprise programming available.
2.6
Develop a 'Uniquely Williston' identity and branding package
2.6.1
Develop a Williston Branding Package to establish a cohesive design that is utilized by all municipal departments and programming, as well as available for use by non-municipal groups, organizations, and businesses.
2.6.2
Implement the branding package in all print and online municipal publications, a wayfinding signage package, gateway welcome signs, and street-light banners in the Village and Taft Corners.
2.7
Evaluate and explore new land use regulations to support social interaction and the creative sector.
2.7.1
Evaluate Williston's zoning bylaws and other rules that govern new development and use of existing sites and structures to determine if there are any barriers to the arts and creative sector industries that can be reduced or eliminated.
2.7.2
Develop design standards for privately owned public spaces that enhance social interaction. Integrate these standards into revised requirements for "private open areas" in the Taft Corners Form-Based Code and "neighborhood space" in other zoning districts.
2.7.3
Develop design standards for private outdoor spaces that meet the needs of children and the elderly. Integrate these standards into revised requirements for "private open areas" in the Taft Corners Form-Based Code and "neighborhood space" in other zoning districts.
2.7.4
Explore development standards to require public art in new developments. Consider metrics such as a percentage of landscaping or construction cost to either fund the design and installation of art in the development or an offsite fund or installation.
2.7.5
Evaluate how to require indoor and/or outdoor common spaces in new residential and mixed-use development in a manner that does not hinder affordability and energy goals of this town plan.
2.8
Support public art.
2.8.1
Develop a town policy and support public art installations through inclusion of art in public sites and buildings, grant funding, private fundraising, and community-led or public-private partnerships.
2.9
Evaluate town policies for the use of municipal property and temporary events.
2.9.1
Evaluate and streamline the Temporary Events ordinance in a manner that is supportive of the creative sector, small organizations, and marginalized groups.
2.9.2
Evaluate and improve all town policies for the use of public spaces (buildings, parking lots, parks, right-of-way, or over-the-street banners, etc.) in a manner that encourages use and participation, especially by small organizations and marginalized groups.
2.9.3
Develop an improved public spaces reservation and/or rental program to increase use and access to public spaces.
2.9.4
Prioritize the use of public spaces for charitable or publicly accessible events and programs over private or for-profit events.
2.9.5
Develop partnerships with community organizations to cultivate the regular use of town properties for programs and activities such as farmers and artisan markets, music series, and gallery openings.
2.10
Facilitate the coordination and visibility of Williston's arts and creative economy by developing Public-Private Partnerships.
2.10.1
Evaluate local policies that inhibit the growth of the creative economy and evaluate new or revised policies for their impact on the creative economy.
2.10.2
Develop relationships to coordinate with the VT Arts Council and Vermont Creative Network (VCN) Zone Agent when executing actions within this chapter.
2.10.3
Support the participation of elected officials and community leaders in the Vermont Creative Network.
2.11
Support the creation of an independent Williston Arts and Business Association (WABA).
2.11.1
Support the creation of an independent local arts and business association by connecting community arts and business stakeholders representing local, regional, and national businesses with a presence in Williston from all sectors including arts, manufacturing, agriculture, forestry, and food service.
2.11.2
Evaluate how to provide long-term support for WABA and its private and nonprofit entities once it is established, with the Town as a member and key stakeholder.