Frequently Asked Questions

We're the Town's community and economic development committee—more than 30 volunteers and advisors working to strengthen Shelburne's quality of life and fiscal health.

Experience Shelburne was chartered by the Selectboard in January 2025. We're resident volunteers representing a range of interests and perspectives, working alongside Town leadership. We also collaborate with Experience Shelburne Corporation, a nonprofit organization (501(c)(3) application pending) that supports our work.

Shelburne had no vehicle to address community and economic development in a coordinated way. Now we do.

An economic development study recommended this approach, informed by extensive community input. The Town Plan, Shelburne Forward Together, and the Selectboard's strategic priorities all identified the need for proactive community and economic development. We're a small town with limited municipal capacity but remarkable assets. Experience Shelburne is a public-private partnership that bridges this gap—turning shared priorities into visible progress.

To foster collaborative, inclusive, and sustainable development that benefits residents, businesses, and visitors—while preserving and enhancing Shelburne's unique character, community vitality, and environmental integrity for future generations.

The Town Plan, the 2021 Selectboard-commissioned economic development study, Shelburne Forward Together, and current Selectboard strategy—plus direct input from residents, businesses, and community stakeholders.

Our approach is to aim for "sweet spots"—initiatives at the intersection of what benefits residents, visitors, and businesses while advancing fiscal vitality, preserving Shelburne's character, and protecting environmental integrity for future generations. We've engaged over 150 community members through interviews, focus groups, surveys, and open meetings to ensure our work reflects community priorities.

We're driven by both ample opportunity and significant challenge. The challenges side creates a particular moment of urgency: we're facing fiscal headwinds. Municipal costs are outpacing revenues. Being proactive now gives us options that waiting won't.

Town services residents rely on—public safety, public works, recreation—face structural budget pressure. Infrastructure needs are accumulating. At the same time, we have untapped opportunities: 200,000+ visitors already come each year, $30+ million in resident spending leaves town annually, and prime development sites sit idle. As the proverb says, "The best time to plant a tree was 20 years ago. The second best time is now."

Challenges persist and worsen. Budget pressures grow. We react to change instead of shaping it.

Housing pressures will continue limiting who can live here. Local businesses will keep struggling to find workers. Infrastructure needs will accumulate. Historic village businesses and gathering places will face increasing economic headwinds. Being proactive gives us the opportunity to guide inevitable change into smart growth that reflects our values.

We're focused on smart, targeted growth—not transformational change.

Shelburne is fundamentally a residential town with a strong sense of place, a historic village center, and a deep commitment to community life. Economic development here is about supporting local businesses, keeping essential services viable, and maintaining a healthy tax base so residents aren't carrying the entire fiscal burden. Our core mission is about preserving what makes Shelburne special, not changing it. Thoughtful, measured development helps ensure Shelburne remains a livable, vibrant town for the people who already call it home and for those who will make Shelburne home in the future.

Hundreds of thousands of visitors already come to Shelburne Farms, Shelburne Museum, Vermont Teddy Bear, and other local venues each year. Many arrive, visit one destination, and leave. Success for us means they buy one more coffee, stay for one more meal, visit one other local attraction. That has minimal traffic impact, helps local businesses thrive, and increases revenues that benefit the whole community.

An estimated nine million vehicle trips already pass through Shelburne each year. Our goal is to convert some of those pass-throughs into stops—not add more cars. And for those that visit, enhancing the quality of their experience and discovering more of what makes Shelburne special.

Route 7 carries over 25,000 vehicles per day—people already driving through, already adding to congestion. A more walkable, inviting downtown benefits everyone: residents gain places to gather; businesses gain foot traffic; and capturing value from existing traffic doesn't require adding cars. Our strategy is to increase quality of life and experience, not quantity of traffic.

Change is coming regardless. Our job is to make sure it's change that reflects our values and preserves what we cherish.

Regional growth pressures don't stop at our town line. Being proactive gives us the opportunity to guide inevitable change into smart, targeted growth—preserving and enhancing Shelburne's unique character, community vitality, and environmental integrity for future generations. Doing nothing doesn't preserve the status quo; it lets others decide our future for us.

No. It's about smart, targeted growth that increases quality of life—not growth for growth's sake.

Community vitality and economic health reinforce each other. A stronger local economy means more convenient services for residents, more local jobs, a healthier tax base, and preserved gathering places. We aim for "sweet spots" where initiatives benefit residents, visitors, and businesses while advancing fiscal vitality, preserving character, and protecting the environment.

Residents. Every project we pursue is chosen for broad public benefit—not private interests. Our priorities are grounded in the Town Plan, prior town-funded studies, Shelburne Forward Together, direct community input, and selectboard-guided strategy.

We love Shelburne too—that's why we're volunteering our time to preserve what makes it special while addressing real challenges.

The goal isn't to exploit Shelburne or turn it into a tourist attraction. It's to strengthen quality of life for residents, support the local businesses we value, and ensure the town's fiscal health so we can maintain the services and character we cherish. Doing nothing in the face of regional pressures and fiscal challenges doesn't preserve the status quo—it will force service reductions and risks letting others shape our future.

The committee has not taken any position on Forest Blocks. Individual members have publicly expressed divergent views. That's a separate Town matter being addressed by a Selectboard-mandated working group.

Our priorities flow from the Town Plan, the 2021 selectboard-commissioned economic development study, Shelburne Forward Together, Selectboard strategy, direct community input, and further analysis by our large group of volunteers and advisors.

We're 30+ members of the community who have engaged over 150 other community members through interviews, focus groups, surveys, and open meetings. We aim for "sweet spots"—initiatives that benefit multiple stakeholders (residents, visitors, businesses) while advancing fiscal vitality, preserving character, and protecting the environment for future generations.

More than 30 volunteers and advisors—a cross-section of Shelburne: recent residents to generational natives, recent grads to retirees, young families to empty nesters, representing diverse experiences, perspectives, and expertise. The full members of the town committee are appointed by the Selectboard, through the normal committee application and appointment process. See our website for a detailed listing.

We ran a competitive process with nearly two dozen highly-regarded respondents—firms with substantial local, regional, and national market presence—and selected the team best suited to this project's specific needs.

Many local firms responded to our publicly posted RFP and were carefully considered. The evaluation committee, consisting of community representatives with extensive backgrounds and experience in this sector, conducted a thorough process evaluating capabilities, related work, proposed teams, and references. Location and Vermont ties were important factors among many. We ultimately selected OverUnder, a Boston-based firm with deep experience in place-based branding and specific alignment with Shelburne's foundational institutions and community character. The RFP process also introduced us to excellent local firms, and we anticipate future opportunities for collaboration as this work continues.

Through a combination of Town-budgeted dollars and contributions to a restricted account dedicated to community and economic development.

Once our nonprofit's 501(c)(3) application is approved, we plan to pursue additional grants and expand fundraising from supporters—with the goal of reducing the relative share of municipal funding over time. The Town provides administrative oversight for all funds. We maintain clear boundaries between fundraising and municipal decision-making.

All committee members are subject to Shelburne's Ethics and Conflict of Interest Ordinance. Members serving on the Selectboard or other quasi-judicial bodies cannot solicit donations from anyone with a matter pending before that body. Contributions go into a restricted Town account with Town administrative oversight.

Yes. Community input is central to everything we do—including hearing from those with concerns.

We've held focus groups, conducted surveys, and hosted open meetings specifically to hear a range of voices. We continue to seek participation and welcome different perspectives. In addition, our website offers many specific routes to stay informed, offer input, volunteer, and engage.

We've built the organizational foundation, engaged the community, and delivered important early results on key priorities.

Building the Foundation: Established the Town Committee, applied for 501(c)(3) status for the partner nonprofit, recruited 30+ enthusiastic volunteers and advisors, developed unifying brand positioning in partnership with OverUnder/Libretto, launched the experienceshelburne.org website, and created a marketing/communications toolkit.

Engaging the Community: Engaged with more than 150 community members through interviews, focus groups, surveys, and open meetings.

Delivering Early Progress: Secured the future of the Shelburne Farmers Market; championed expansion of Winter Lights in partnership with Shelburne Museum; revived Bay Road District infrastructure, safety, and access efforts to leverage wastewater project synergies; supported Selectboard analysis of O'Brien and other property development opportunities; supported the Unified Zoning Regulations rewrite; and advanced property development discussions on the former Rice Lumber site.

We're working on a three-tier framework: long-term aspirations, 1–3 year priorities, and concrete 2026 projects. Think big, start small, learn fast.

2026 project areas include:

• Seasonal Events and Attractions: Farmers Market+ and a Winter-Season strategy, including Winter Lights/Market/Festivals
• Critical Infrastructure: Shelburne Bay District wastewater, bridge, park, road infrastructure, safety and access; interconnected network of bike and pedestrian pathways
• Smart Targeted Development: Prime property inventory, Town asset inventory, Village Center improvements
• Visitor Strategies and Synergies: Placemaking, signage, parking; restaurant/hospitality recruiting
• Economic Development Planning: Town Plan input, TIF/CHIP funding analysis, organizational sustainability and funding

Attend a session, volunteer, share your perspective, partner with us, or support our work. Visit experienceshelburne.org.

We welcome participation at every level—from attending open meetings to joining a working group to making a financial contribution. When Shelburne thrives, everyone benefits.