The benefits of economic activity in Williston are leveraged by the Town to achieve the goals of this Comprehensive Plan, while the burdens and impacts are managed to ensure that all people in Williston experience it as a livable place. The negative impacts of concentrated economic activity in Taft Corners are mitigated.
Chapter 4
Economic Development
Introduction
Williston's place in the region as a retail commercial hub, an industrial center, and a host to many service and hospitality establishments shapes not only what it looks like, but also how it functions and funds its services. Williston's economy expresses the development pressures it experiences and provides energy and momentum that can be shaped to meet its goals. Williston's economy also creates evolving challenges and service demands.
Williston has a long history of regulating the "where, what, and how" of economic activity through zoning, and a much shorter history of shaping its public efforts and investments with the same economy in mind. This chapter contains some new goals, objectives, and strategies that will help Williston continue to shape its economy through coordinated investments in infrastructure and programming.
Goals: In 2050, Williston is...
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Livable
...because the negative impacts of its economy are reduced and its benefits enhanced- and shared more broadly with its people. Traffic impacts have been mitigated due to investments in sustainable transportation infrastructure, for both vehicles and people. Public safety and emergency services have grown to efficiently cover new needs. The vibrant and varied commercial activity contributes positively to the built environment, strengthens access to everyday needs, and supports local character by providing a wide, accessible, array of options to work, shop, and socialize.
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Resilient
...because of a thriving and diverse economy. The town has an intentional and healthy mix of large retailers and small local businesses, as well as agricultural, industrial and service operations. Buildings in the core of town – shaped by the town's Form Based Code – can adapt to new tenants, economic shifts, and needs, where their previous Big Box Store spaces were inflexible. The diverse range of businesses and commercial spaces protect us from an over-reliance on any one sector and can respond to changing desires of residents and the needs of the region.
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Equitable
...because it reduces barriers to participation in the economy. It has commercial spaces for a new business owner, access to transportation options that connect to jobs, and widely available internet and cell service. Economic development is shaped by inclusive policies and community support that allow for many pathways to economic participation and success.
Three Things to Know
1
WILLISTON PLAYS A LARGE ROLE IN THE ECONOMY OF CHITTENDEN COUNTY AND THE STATE OF VERMONT
Williston's location in the state and the region, along with easy access to Interstate 89, Routes 2 and 2A, and Burlington International Airport have led to the development of a diverse and vibrant mix of retail, commercial, and industrial development in the Town over the last 50 years. There are nearly 12,000 jobs in Williston, more than there are citizens of the Town.
2
WILLISTON HAS THE HIGHEST VOLUME OF RETAIL SALES OF ANY SINGLE MUNICIPALITY IN VERMONT
In 2021 there were over 450 million dollars in taxable retail and service sales in Williston, 50 million dollars more than the next town, (Colchester) and more than 100 million dollars more than any other municipality in the state.
3
WILLISTON'S ECONOMY IS DEPENDENT ON WORKERS WHO CANNOT AFFORD TO LIVE IN WILLISTON
Most people who work in Williston cannot afford to live in Williston. This is especially true in the retail and service sectors, which are the prime generators of the local option sales tax revenue that keeps municipal taxes relatively low in Williston.
Three Things Public Engagement Told Us
1
WILLISTON'S PEOPLE VALUE THE VIBRANCY AND CONVENIENCE OF WILLISTON'S ECONOMY
Throughout the public engagement process for this plan, people noted that Williston was a convenient place to live because of the goods and services made readily available by its economy.
2
WILLISTON'S PEOPLE VALUE THE REDUCTION IN PROPERTY TAXES THEY ENJOY DUE TO RETAIL ACTIVITY IN TOWN
Economic activity in Williston reduces municipal property taxes and makes the Town a more affordable place to own property.
3
WILLISTON'S PEOPLE WANT TO SEE AN EXPANSION OF OPPORTUNITY FOR SMALL BUSINESSES IN TOWN
When asked about what should change in Williston's economy, people most often said that they wanted to see more opportunities for small, local businesses to play a role.
Figure 1: Map showing the inflow of people who work in Williston but live elsewhere (dark green arrow) and the outflow of people who live in Williston and work elsewhere (light green arrow). From U.S. Census Bureau, Census on the Map.
The map depicted at left shows the inflow of people who work in Williston but live elsewhere (dark green arrow) and the outflow of people who live in Williston and work elsewhere (light green arrow).
Most Willistonians who work do so in a town or city other than Williston, with over 4,000 Willistonians working somewhere other than Williston and only a little more than 800 working within their hometown as of the 2022 US Census American Community Survey. Over 10,000 jobs in Williston are worked by people who commute from somewhere else.1
As compared to the rest of the region and the state, a high proportion of Williston residents who are in the labor market work in higher wage positions outside of Williston. In 2022, there were over 5,000 employed Willistonians, with 866 working in town and the remainder working in another municipality. Roughly 95% of Willistonians who do not work in Williston work elsewhere in Chittenden County or in Washington County. By contrast, a significant number of people who work in Williston come in from surrounding areas and work in low-wage jobs. This impacts the affordability of housing, transportation systems, and other economic factors for the town.
US Census On the Map, 2022 ACS estimates, accessed at https://onthemap.ces.census.gov/
Figure 2: Map showing where people in Williston commute to work.
Jobs in Williston are predominantly in the retail and professional and business services categories, with significant percentages in construction and transportation and warehousing. Of the larger types of jobs represented in Williston (those with at least 1,000 jobs in a category), The greatest decrease from 2000-2020 was in manufacturing (1,115 jobs in 200 and 629 jobs in 2020) and the greatest increase was in transportation and warehousing (594 in 2000 up to 1,053 in 2020).
Table 1: Employment by Sector, 2000-2020 | ||||||||||
|---|---|---|---|---|---|---|---|---|---|---|
Industry<br/>2000 | Establishments<br/>2010 | Establishments<br/>2015 | Establishments<br/>2020 | Establishments<br/>2000 | % Change<br/>2010 | Employment (Number of jobs)<br/>2015 | Employment (Number of jobs)<br/>2020 | Employment (Number of jobs) | Employment (Number of jobs) | % Change |
Natural Resources and Mining | 3 | 5 | 4 | 5 | 66.70% | 17 | 22 | 23 | 30 | 76.50% |
Construction | 75 | 86 | 88 | 80 | 6.70% | 1,178 | 984 | 1,182 | 1,242 | 5.40% |
Manufacturing | 30 | 32 | 31 | 35 | 16.70% | 1,115 | 576 | 1,273 | 629 | -43.60% |
Wholesale Trade | 67 | 88 | 82 | 82 | 22.40% | 852 | 758 | 704 | 842 | -1.20% |
Retail Trade | 96 | 106 | 102 | 98 | 2.10% | 1,596 | 2,299 | 2,147 | 1,832 | 14.80% |
Transportation and Warehousing | 25 | 33 | 34 | 36 | 44% | 594 | 914 | 1,070 | 1,053 | 77.30% |
Information | 15 | 20 | 22 | 20 | 33.30% | 479 | 296 | 302 | 286 | -40.30% |
Financial Activities | 42 | 53 | 55 | 58 | 38.10% | 488 | 515 | 795 | 519 | 6.40% |
Professional and Business Services | 117 | 160 | 206 | 241 | 106.00% | 1,319 | 1,286 | 1,819 | 1,756 | 33.10% |
Education and Health Services | 53 | 50 | 56 | 66 | 24.50% | 834 | 756 | 822 | 1,010 | 21.10% |
Leisure and Hospitality | 23 | 40 | 46 | 55 | 139.10% | 310 | 862 | 886 | 801 | 158.40% |
Other | 64 | 54 | 54 | 59 | -7.80% | 479 | 273 | 378 | 315 | -34.20% |
Government | 20 | 20 | 26 | 25 | 25% | 463 | 1,098 | 1,604 | 1,315 | 184% |
TOTAL | 630 | 747 | 806 | 860 | 36.70% | 9,724 | 10,639 | 13,005 | 11,629 | 19.60% |
While most Willistonians do not rely on jobs in Williston for employment, those who own their homes have their property taxes significantly offset by the non-residential sectors of the town. Both the presence of a large amount of commercial and industrial property value and a vibrant retail and hospitality economy that generates local sales tax revenue contribute to funding of the municipal budget. In FY 2024, 27% of Williston's municipal budget was funded by local option sales tax revenue.
Top Five Tax Receipt Towns in Vermont, 2005 -2024 (Inflation -Adjusted)
Figure 3: Top Five Tax Receipt Towns in Vermont, 2005-2024. Dollar amounts are inflation-adjusted.3
Williston has consistently had the highest taxable retail sales and service volume of any single municipality in Vermont. As shown in the chart above, inflation adjusted figures do show a decrease in sales volume across all of the top five communities for retail and services, likely related to the rise of online shopping over the last 20 years.
Residents value the convenience of having most daily needs met within town. From public input, there is strong interest in shaping a more distinctive and locally rooted economy. In both Taft Corners and Williston Village, there is demand for more unique businesses, restaurants, and public gathering spaces that foster community connection. In Taft Corners, there is more desire for smaller-scale retail, entertainment, and vibrant streetscapes, while in Williston Village, people imagine a walkable village center with neighborhood-serving amenities and a more active public realm.
The Objectives, Strategies, and Actions in this chapter are meant to support this vision, recognizing that it will be enhanced by investment and guidance from the Town, and may not take shape without the Town's participation. Additionally, this plan recognizes that these economic development goals are impacted by housing and affordability, and require the objectives and actions defined in those areas elsewhere in this plan in order to be successful.
Figure 3: Top Five Tax Receipt Towns in Vermont, 2005-2024. Dollar amounts are inflation-adjusted.
Objectives, Strategies and Actions
Objectives
4.A
4.B
Economic development in Williston contributes to its resilience by increasing the diversity of types, scales, and intensities of economic activity in the Town.
4.C
Economic activity in Williston is scaled appropriately in concert with Williston's land use goals, while allowing for flexibility for landowners and businesses.
4.D
A greater proportion of the workforce in Williston is able to live in Williston and benefit from the Town's status as a hub of economic activity in the region.
4.E
The Town's transportation infrastructure supports economic development and resiliency. Specific strategies and actions are in Chapter 10 Transportation.
4.F
The Local Option Sales Tax remains a stable component of Williston's municipal revenue stream, allowing the Town to invest in achieving its Comprehensive plan goals.
Strategies
4.1
Refine emergency services to address the impacts of greater economic activity.
4.1.1
Evaluate the possibility of creating a Williston Police sub-station in Taft Corners to more efficiently respond to incidents there and serve as a hub for social service agency partners.
4.2
Ensure that desired economic activity in Williston is adequately supported by infrastructure, capacity allocation, and services.
4.2.1
Evaluate Williston's current growth and sewer allocation policies to support the Vision, Goals, and Objectives of the Comprehensive Plan, amending these as needed.
4.2.2
Maintain the limits on the geographic area where wastewater disposal is provided to the current boundary of the Sewer Service Area.
4.2.3
Maintain, as a statement of policy, that the 'area served by water and sewer' in Williston is the mapped Sewer Service Area in this Comprehensive Plan and state affirmatively that this boundary is established due to the limitations on wastewater treatment capacity that Williston has pursuant to 24 VSA 4303 42(A).
4.3
Encourage residential development in Taft Corners, which will support small businesses.
4.3.1
Evaluate Williston's Unified Development Bylaw to ensure that it allows a range of housing types from apartment buildings to smaller footprint townhouses, tri-plexes, quad-plexes and other housing types, concentrating the greater density within walking and bicycling distance of retail, restaurants, entertainment and offices.
4.3.2
Maintain allowed density in the form of 4-5 story mixed-use buildings in the Taft Corners Form Based Code District to support mixed-use and mixed-income developments.
4.3.3
Maintain the balance between flexibility in Form-based Code development standards with development requirements like maximum building footprint, limited grading on sloped sites, and maximum building frontage that encourage the creation of smaller-scale commercial spaces.
4.4
Ensure that needed infrastructure is not in conflict with land use and economic development goals.
4.4.1
Evaluate how to handle stormwater treatment collectively in Taft Corners rather than parcel by parcel. Help landowners plan stormwater comprehensively and collaboratively with one another to ensure lands whose highest and best use is mixed-use, and commercial development can be used that way, while stormwater treatment is addressed on lands less suitable for intense mixed use and commercial development.
4.4.2
Evaluate, in collaboration with utility providers, the potential to add utility services and connections to commercial areas in a way that does not undermine the economic productivity of mixed-use and commercial properties. Communicate Williston's plans for shared access 'alleys' in the Taft Corners Form-Based Code street blocks to providers of gas, water, power, and wastewater treatment.
4.5
All existing and future development within the designated Growth Center should be exempted from Act 250 jurisdiction, as per Act 181 (H.687) passed by the Vermont State Legislature in 2024.
4.5.1
Develop an application for Act 250 Tier 1A status for the Growth Center.
4.5.2
Support the effort for all existing Act 250 permits (and their conditions) within the designed Growth Center to be released.
4.6
Build out Taft Corners in a manner that is consistent with the Taft Corners Vision Plan and encourage phased rather than scatter-shot development.
4.6.1
Develop infrastructure (build Trader Lane and/or Wright Avenue, which is also addressed in Chapter 10).
4.6.2
Develop infrastructure in areas where coordinated, focused development is desired (for example on the frontage of Trader Lane and Wright Avenue) in a way that encourages coherent areas of new development rather than scattered development throughout the Growth Center.
4.6.3
Develop focused incentives for new development inside the core of Taft Corners, the 'Step One' Area(s) shown in the Taft Corners Vision Plan.
4.7
Play an active role in the physical development of Williston's most economically productive lands.
4.7.1
Evaluate establishing the position of Economic Development Director to recruit businesses, assist businesses with grant funding opportunities, coordinate with GBIC and administer the TIF district.
4.7.2
Evaluate how to proactively invest in infrastructure, amenities, and redevelopment of distressed and underdeveloped properties in Williston, especially in areas where commercial and residential uses are mixed.
4.7.3
Maintain pursuit of mechanisms for public investment in infrastructure and amenities that are affordable for Town residents. If the 2025 study of Tax Increment Financing (TIF) as a funding option shows that this tool is viable for Williston, pursue the approval of an application for a Tax Increment Financing district with the Vermont Economic Progress Council.
4.7.4
Evaluate how to encourage the adaptive reuse of vacant and underused buildings. Evaluate land use regulations to determine if more incentive or regulatory relief is necessary for adaptive reuse to be viable.