FY 2020 Proposed Budget Budget Work Session Follow-up

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1 Subject: AED- Additional Partnership Information FY 2020 Proposed Budget Budget Work Session Follow-up 4/12/2019 The following attachments provide additional information about the Clarendon Alliance, the Columbia Pike Revitalization Organization, and the Lee Highway Alliance. The partnerships presented at the work session on 3/14/2019. ****************************************************************************************************

March 29, 2019 Clarendon Alliance Strategic Plan and FY 2020 Budget The Alliance has respectfully requested $95,000 in funding, in order to fully execute this strategic plan.

We look forward to working constructively to bridge any gaps and will strive to continue to serve the community, to the best of our abilities.

2 March 29, 2019 Clarendon Alliance Strategic Plan and FY 2020 Budget The Alliance has respectfully requested $95,000 in funding, in order to fully execute this strategic plan. However, we appreciate the Manager s proposal of $80k and realize the current budget environment may make it hard to realize our full request. We look forward to working constructively to bridge any gaps and will strive to continue to serve the community, to the best of our abilities. GOALS AND OBJECTIVES The Alliance s goals and objectives for FY 2020 (and the remaining months of FY 2019) are fourfold: 1. Manage Organizational Change 2. Establish the Alliance s Place in the Neighborhood 3. Grow the Alliance s Membership 4. Host Community Events 1. Manage Organizational Change The Board of Directors recently hired a new Executive Director, Elizabeth Crocker, who is tasked with evaluating and administering the Clarendon Alliance s program services in the areas of marketing/branding, improving community relations, physical enhancements, and other designated areas. She will administer the organization, manage events and programs, and serve as its primary liaison to the business community and government. She has spent her first two months meeting with many residents, business owners, county officials, and community partners and she will continue to make that a focus. Her primary goal is to be a change agent for the alliance and build relationships that allow Clarendon to thrive. The Board and ED will engage in strategic planning sessions in May, utilizing data and feedback from stakeholders and members of the Clarendon community. 2. Establish the Alliance s Place in the Neighborhood The Alliance has been following the same basic work plan for many years now, despite changes in the Clarendon and broader Arlington economic environment. The first step in transforming the Alliance s relationship with and service to Clarendon is understanding and establishing its unique attributes and its role in the metro area. Clarendon is not Rosslyn or Ballston, our neighbors to the east and west. Clarendon lacks their office and hotel density, but has its own advantages in retail diversity, nightlife, and proximity to residential neighborhoods. Neither is it Lee Highway nor Columbia Pike, the two other areas served by partnership organizations. Clarendon is a single neighborhood that one can cross on foot in less than ten minutes. An enhanced understanding of the neighborhood in hand, the Alliance will work to determine how it adds value to businesses, residents, workers, and shoppers in Clarendon. The Alliance will be careful not to duplicate amenities that exist, nor to offer services better suited to other neighborhoods. The Alliance will collaborate with other private entities and/or the County government where such collaboration provides scale and cost savings. Through focused activity, the Alliance will develop a brand that the neighborhood understands and values. The Alliance will have to undergo

3 qualitative and quantitative studies, and compile and analyze data, in order to develop a more robust community and membership profile for the Clarendon Alliance. 3. Grow the Alliance s Membership As a 501(c)6, the Alliance s strength and success is inextricably tied to the breadth of its membership across the Clarendon community, and to the membership s depth of engagement with the Alliance. The Alliance will use the results of the neighborhood survey to build a membership value model. This model will deliver membership value for businesses, property owners, and residents of Clarendon and surrounding communities. The Alliance will then market membership aggressively. The draft budget is deliberately conservative in accounting for dues from membership, as we have not yet undertaken the neighborhood survey or member marketing efforts. While the Alliance is a membership organization, many of the ways that it delivers value to its members: place making, support for local businesses, and events, also yield benefits to the general public. These positive externalities from public events are part and parcel of the Alliance s mission as a partnership organization. This dichotomy of member and public benefits is the primary basis for the Alliance s request for public funding from Arlington County. 4. Host Community Events The primary manner by which the Alliance engages the broader community is through public events. Clarendon Day in September remains a big hit with the community, drawing local residents and visitors from outside the neighborhood for entertainment, food, community building, and commerce. The many art-themed booths at the festival provide a vehicle for promoting Arlington s creative economy. The food and beverage booths have increasingly featured Arlington-based restaurants and breweries. Through all the transition, the Alliance Board is committed to maintaining the Clarendon Day programming, with a hope to expand it in the future. The Alliance s sponsorship of the Arlington Festival of the Arts in the spring is another vehicle for promoting creative economy and community cohesion. The new Executive Director will also maximize her expertise in special events to investigate new event opportunities, including partnerships with local businesses. PERFORMANCE EVALUATION The Alliance will evaluate the success of its work plan according to these measures: 1. Manage Organizational Change: The Alliance has hired a new executive director and successfully on boarded her. She is developing on this work plan, executing the expanded plan of action, and providing visible staff support to the Board of Directors. 2. Establish the Alliance s Place in the Neighborhood: The Alliance has conducted its survey and has reportable data, qualitative and quantitative. The Alliance has a membership development plan grounded in those data, and alternative plans for outreach based on responses to the baseline plan. 3. Grow the Alliance s Membership: The Alliance s membership roles and revenue from membership are growing year-on-year. The Alliance is seeing membership growth in all categories. The Alliance is investing any above budget revenue from membership in activities to grow membership further, rather than using it to plug general needs. 4. Host Community Events: Profit/loss from Clarendon Day and other community events is positive, or where negative, it is part of a budgeted strategy to use the event as a loss-leader tied to specific outcomes to generate positive P&L elsewhere. New and exciting events are energizing the community. CONCLUSION The Clarendon Alliance is poised for change, with a new Board President and a new Executive Director now at the helm. These changes present significant opportunity for both introspection and growth. The Alliance hopes to capitalize on this new energy to develop on its previous work and to chart a new path forward for the organization and for Clarendon.

4 Clarendon Alliance FY 20 Draft Budget Draft FY 20 Budget Income Revenue from Grants Arlington County Partnership Grant Income 60, Arlington County Matching Grants 35,000 Total Revenue from Grants 95, Revenue from Dues Property Owner / Broker Membership Dues 2, Business Membership Dues 1, Residential Membership Dues - Total Revenue from Dues 4, Revenue from Events Sponsorships/Contract Income 17, Participant Income 60, Advance Ticket Sales Day of Event Ticket Income 30, Sales of Product Income - Total Revenue from Events 107, Interest Income Miscellaneous Income - Total Income 206,500 Expenses General Administrative Expenses Accounting & Bookkeeping 8, CA Insurance 2, CA Computer Tech Assistance Non-Event Temp/Contract Help 1, CA Organizational Memberships Corp Admin/Permits/Taxes Miscellaneous Administrative Expense - Total General Administrative Expenses 11, Bank & Merchant Charges Bank Fees PayPal Fees 1, QBO & QBO Merchant Fees 250 Total Bank & Merchant Charges 2, Occupancy Costs Office Rent 12, Storage Rent Mailbox Rent Parking 1, Electricity Miscellaneous Occupancy Expense - Total Occupancy Costs 14, Office Operations Furniture, Fixtures & Equipment 2, Telephone 1, Domain Names & Hosting Software purchases & subscriptions 1, Office supplies Postage & Shipping Printing & Copying Meals and Entertainment Dues & Subscriptions Uncategorized Office Expense - Total Office Operations 6,600 Page 1 of 2

5 Clarendon Alliance FY 20 Draft Budget Draft FY 20 Budget Event & Program Expenses Advertising Advertising Design 2, Advertising Production 5, Miscellaneous Advertising Expense Total Advertising 7, Contract Staff Entertainers & Performers 7, Other Contract Staff 4, Total Contract Staff 12, Equipment rental & Incidentals Sound 2, Staging, Tents, Tables, Chairs & Fencing 25, Power 6, Kids Rentals 4, Misc Event Equipment & Supplies 1, Total Equipment rental & Incidentals 38, Event Insurance Event Liability 2, Liquor Liability 2, Weather Insurance Total Event Insurance 5, Food/Beer/Wine Service Beer/Wine Equipment Rental Beer/Wine Consumables Beer/Wine Direct Expense 1, State Permit Fees Total Food Beer Wine Service 1, Arlington County Fees Police Fees 20, Permit & License Fees 5, Trash and Cleanup Fees 2, Total Arlington County Fees 27, Event Partner Fees Miscellaneous Event Expenses 1, Total Event & Program Expenses 92, Payroll Expenses Wages 72, Employer Taxes 6, Payroll Processing Fees 1,100 Total Payroll Expenses 79,100 Total Expenses 206,150 Net Operating Income 350 Page 2 of 2

6 Clarendon Alliance FY 20 Draft Budget Income Revenue from Grants 1000 G&A 1500 Membership & Services 1600 Website & Social Media Development 1700 Planning & Research 2000 Clarendon Day 2200 Holiday Lighting 2400 Arlington Festival of Arts 2600 Other Events TBD Draft FY 20 Budget Arlington County Partnership Grant Income 12,000 9,000 6,000 3,000 21,000 3,000 3,000 3,000 60, Arlington County Matching Grants 7,000 5,250 3,500 1,750 12,250 1,750 1,750 1,750 35,000 Total Revenue from Grants 19,000 14,250 9,500 4,750 33,250 4,750 4,750 4,750 95, Revenue from Dues Property Owner / Broker Membership Dues 2,500 2, Business Membership Dues 1,500 1, Residential Membership Dues - - Total Revenue from Dues - 4, , Revenue from Events Sponsorships/Contract Income 15,000 2,500 17, Participant Income 60,000 60, Advance Ticket Sales Day of Event Ticket Income 30,000 30, Sales of Product Income - - Total Revenue from Events ,000-2, , Interest Income Miscellaneous Income - Total Income 19,000 18,250 9,500 4, ,250 4,750 7,250 4, ,500 Expenses General Administrative Expenses Accounting & Bookkeeping 8,000 8, CA Insurance 2,300 2, CA Computer Tech Assistance Non-Event Temp/Contract Help 1,000 1, CA Organizational Memberships Corp Admin/Permits/Taxes Miscellaneous Administrative Expense - - Total General Administrative Expenses 11, , Bank & Merchant Charges Bank Fees PayPal Fees , QBO & QBO Merchant Fees Total Bank & Merchant Charges , , Occupancy Costs Office Rent 12,500 12, Storage Rent Mailbox Rent Parking 1,500 1, Electricity Miscellaneous Occupancy Expense - - Total Occupancy Costs 14, , Office Operations Furniture, Fixtures & Equipment - 2,000 2, Telephone 1,200 1, Domain Names & Hosting Software purchases & subscriptions , Office supplies Postage & Shipping Printing & Copying Meals and Entertainment Dues & Subscriptions Uncategorized Office Expense - Total Office Operations 2, , , , Event & Program Expenses Advertising Advertising Design 1,000 1,000 2, Advertising Production 500 4,500 5, Miscellaneous Advertising Expense Total Advertising - 1, , , Contract Staff Entertainers & Performers 7,500 7, Other Contract Staff 2,500 2,000 4, Total Contract Staff ,000 2, , Equipment rental & Incidentals Sound 2,500 2, Staging, Tents, Tables, Chairs & Fencing 25,000 25, Power 6,000 6, Kids Rentals 4,000 4, Misc Event Equipment & Supplies 1, , Total Equipment rental & Incidentals , , Event Insurance Event Liability 2,500 2, Liquor Liability 2,500 2, Weather Insurance Total Event Insurance 5,000 5, Food/Beer/Wine Service Beer/Wine Equipment Rental Beer/Wine Consumables - -

7 73530 Beer/Wine Direct Expense 1,000 1, State Permit Fees Total Food Beer Wine Service , , Arlington County Fees Police Fees 20,000 20, Permit & License Fees - 5,000 5, Trash and Cleanup Fees 2,000 2, Total Arlington County Fees , , Event Partner Fees Miscellaneous Event Expenses 1,000 1, Total Event & Program Expenses - 1, ,550 2, , Payroll Expenses Wages 14,400 10,800 7,200 3,600 25,200 3,600 3,600 3,600 72, Employer Taxes 1, , , Payroll Processing Fees ,100 Total Payroll Expenses 15,820 11,865 7,910 3,955 27,685 3,955 3,955 3,955 79,100 Total Expenses 45,370 13,965 9,060 4, ,585 7,955 4,105 3, ,150 Net Operating Income (26,370) 4, ,665 (3,205) 3, Net Income (26,370) 4, ,665 (3,205) 3,

FY2020 Budget Addendum Summary March 29, 2019 VISION & MISSION: The Columbia Pike Revitalization Organization (CPRO) is a coalition of businesses, civic associations, property owners, and the

8 FY2020 Budget Addendum Summary March 29, 2019 VISION & MISSION: The Columbia Pike Revitalization Organization (CPRO) is a coalition of businesses, civic associations, property owners, and the Arlington County Government. Our Vision: Columbia Pike Arlington s oldest and newest main street, where authentic diverse neighborhoods connect to the world. Our Mission: To champion and connect business and community along Columbia Pike. CPRO inspires, supports and provides direction for a wide variety of initiatives that aim to improve and revitalize Columbia Pike and its adjacent neighborhoods. CPRO strives to keep area residents and businesses informed and engaged by hosting a variety of community events and Farmers Markets; promoting Columbia Pike as a great place to live, operate a business, or develop properties; and encouraging planning that will lead to smart growth. CPRO works to achieve the vision of a vibrant and pedestrian-friendly urban corridor. PRIMARY STRATEGIES: CPRO is continuing to follow through on implementing the Strategic Plan approved by the CPRO Board in November 2016, and by the County Manager, in The plan sets 5 primary strategies (Additional details provided on Page 3): Improving the Pike experience through place-making Sustaining & enhancing community engagement and advocacy 1 Marketing and communicating the Pike s assets Strengthening CPRO s infrastructure Catalyzing new development FY ACCOMPLISHMENTS: In these years, CPRO sought and received additional funding to assist with implementation of the strategic plan. This funding produced: Increased Movie Nights by 50% Established West End Activation Committee and special events/programs Established Arlington Mill Farmer s Market Initiated Annual Pike Progress Luncheon Establishment of a Property Owner s meeting Created a uniform brand identity and installed banners to unify the Pike Committed $50k of initially approved grant to fund an additional County DES FTE, providing 7 day/week Clean & Safe services Partnered with county departments (Cultural Affairs, Library, Arlington Transportation Partners, Bike Arlington, Parks & Rec, etc.) to support and augment County programming Special Projects: Lions Club Christmas Tree Sales, Little Free Libraries, Holiday Sign Decorating, Pike President s Breakfast, Lipski Installation Support Converted 2 employees to FTEs and added a part-time administrative position, to support new efforts. Redesign of weekly newsletter to increase engagement Launch efforts to recreate CPRO website and develop new online resources such as business directories, interactive maps, and other guides. Annually hosting over 110 events, with over 15,000 total attendees. 1 Italics edits/additions to 2016 publication

BUDGETED INCOME BREAKDOWN ($544,075): SIGNIFICANT BUDGET & PROGRAMMING CHANGES: Other Funding* 35% Requested County Funding 65% CPRO is requesting the same funding approved in FY2018 in FY2019,

Markets Special Events Complete Analysis and Initiation of CP Commercial Market Study Recommendations * Other Funding - $189,075 comes from Events, Sponsorships, Vendors, Grants, Donations, and

9 BUDGETED INCOME BREAKDOWN ($544,075): SIGNIFICANT BUDGET & PROGRAMMING CHANGES: Other Funding* 35% Requested County Funding 65% CPRO is requesting the same funding approved in FY2018 in FY2019, therefore, with No Additional County Funding: Further Enhance West Activation Placemaking Programming: o Paws on the Pike o 6 Additional Arlington Mill Farmer s Markets o 7 Arlington Mill Farmer s Markets Special Events Complete Analysis and Initiation of CP Commercial Market Study Recommendations * Other Funding - $189,075 comes from Events, Sponsorships, Vendors, Grants, Donations, and Membership. Requested county funding - $355,000. Initiate and Complete CPRO Website re-design and public resource development (i.e. business directories, guides, maps, etc.) INITIAL PERFORMANCE MEASURES 2 : Performance Measure Past Current Actual FY2020 Estimate enewsletter Opens 20% 24% 25% enewsletter Clicks 10% 20% 20% Facebook Followers 2,277 3,154 3,500 Twitter Followers 2,167 2,553 2,750 Major Event Attendance (Blues Festival, Movies Nights, Fall Fest) 11,000 13,000 14,000 New Events Attendance (Paws on the Pike, Pike Progress Luncheon) Number of Farmers Markets PLACE-MAKING & COMMUNITY BUILDING PROGRAMS & EVENTS (Examples): 2 These are preliminary measures. Moving forward we will use best practices to identify, track, and report on other applicable performance measures. FY2020 Budget Addendum Summary Page 2

and new CPRO initiatives in each of the Strategic Plan

10 OVERALL PROGRAMMING (Additional Details): The below image charts and summarizes the division of existing and new CPRO initiatives in each of the Strategic Plan s 5 strategic areas. FY2020 Budget Addendum Summary Page 3

11 Lee Highway Alliance FY 2020 Budget & Strategic Plan Executive Summary March 26, 2019 The Lee Highway Alliance (LHA) is pleased to submit a FY 2020 Strategic Plan based on a very lean and efficient budget of $130,400. LHA s budget request from the County is for a $95,000 grant with the remaining $35,400 to be raised by LHA. A request for a modest increase only $10,000 over the FY 2019 County grant is necessitated by the added demands of the recently launched Lee Highway Planning Study. Over the next few years, LHA will increasingly provide office space to Arlington County for the Study, handle a higher volume of inquiries and requests from stakeholders along the corridor, and host numerous educational forums, focus groups and events. The requested increase in funding will be used for additional consultant time to support the added demand. In addition, LHA will continue to leverage thousands of hours in volunteer time in 2018 LHA leveraged over 1600 hours of volunteer time. If approved, the $95,000 County grant will support LHA s Strategic Plan by allowing: LHA to coordinate with the County on the Lee Highway Planning Study by: Providing the leadership of the Community Forum and Working Groups; Coordinating with a multi-department staff team; Participating in numerous meetings, forums and focus groups; and Hosting numerous meetings at its offices on Lee Highway, including a regular design studio with CPHD staff. LHA to educate stakeholders and advocate for sound policy through data driven information by: Developing and hosting Educational Forums on topics that directly relate to the replanning of Lee Highway. Some of those topics might include HCDs, TDRs, storm water management and resiliency; Developing a joint project with an Arlington educator to raise grant money and bring children in as visionary stakeholders in the Lee Corridor revitalization process; and Using its Guiding Principles as a tool to monitor and evaluate private sector development plans that impact the corridor through community meetings. LHA to further stakeholder engagement by: Meeting with and presenting to civic associations and the Civic Federation, the Chamber and the business community, the Arlington Neighborhood Villages, Alliance for Housing Solutions, BIDs, Alliances, and other groups; Providing information on LHA s events and activities through a constantly updated Calendar of Events and through a monthly EBLAST; Training and continuing to grow and update a user-friendly and informative LHA web site; and

12 Improving LHA s active social media and local media presence. LHA to coordinate with stakeholders and the County on housing & day care Issues by: Working with County Housing and Planning staff on Phase 2 of the Housing Conservation District (HCD) Policy Framework; Working County Staff and Plan Lee Highway to improve the TDR policy; Coordinating with affordable housing groups and aging in place groups to promote housing choice for all ages and incomes; and Encouraging the growth of day care opportunities in the Lee Corridor. LHA to support corridor businesses and jobs by: Engaging Lee Highway businesses in Plan Lee Highway to improve economic vitality and help to reduce problems the businesses face; Expanding the Shop Lee, Shop Local Campaign with corridor businesses through events; Working with Virginia Tech to utilize the Legacy Business label to promote the corridor; Analyzing scaling up pop ups to promote entrepreneurial activities; and Encouraging mixed-use environments that retain the old/charm, attract the new/vitality and futuristic businesses, resulting in enhanced employment, revenue, and associated tax base through Plan Lee Highway. LHA to mature and develop as an organization of sound finances and active committees by: Leveraging thousands of hours of volunteer time and to efficiently develop the Board s positions on issues; Developing LHA s internal financial framework and ensure on time tax filings and well-organized information for a potential future audit; and Developing an Events and Fundraising Committee strategy that makes LHA fully sustainable by identifying funding resources including corporate grants and sponsorships. Thank you to the County Board and to Arlington County staff for the ongoing support of LHA and for consideration of the FY 2020 budget request. We look forward to continuing this partnership as the Plan Lee Highway effort moves forward.

Director s Office/ Operations Group. Convention & Visitors Service

Director s Office/ Operations Group. Convention & Visitors Service Victor Hoskins, Director 1100 NORTH GLEBE RD., SUITE 1500, ARLINGTON, VA 22201 703-228-0808 aed@arlingtonva.us Our Mission: To continue to develop Arlington County as an economically vital, competitive,