City of Manassas Park Marketing TOD Strategic Communications/ Marketing Plan

Transcription

1 Strategic Communications/ Marketing Plan June 2009

2 Strategic Communications/ Marketing Plan June 2009 This report takes into account the particular instructions and requirements of our client. It is not intended for and should not be relied upon by any third party and no responsibility is undertaken to any third party 155 Avenue of the Americas, New York NY Tel Fax Job number

3 Contents Page Executive Summary 1 Overview 1 2 Situation Analysis Lack of clear or consistent messaging about the City The need for stronger definition, or brand, of Manassas Park The challenge of marketing a community in transition during economic volatile times 5 3 Communications/Marketing Plan Goals 6 4 Stakeholder Analysis Observations 8 5 Market Development Messaging Platform 9 6 Work Program Business Outreach Public Information Program Marketing Outreach Media/Public Relations Place-Making 24 STRATEGY\FINAL COMMUNICATIONSMARKETING PLAN DOC

4 Tables Table 1 Summary of Recommended Strategies Table 2 Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis Table 3 Stakeholder Analysis Table 4 Market Development Messaging Platform Table 5 Business Outreach Table 6 Public Information Program Table 7 Short-Term Marketing Strategies (0-2 years) Table 8 Medium-Term Marketing Strategies (2-3 years) Table 9 Media/Public Relations Strategies (0-2 years) Table 10 Short-Term Place-Making Strategies (0-3 years) Table 11 Medium-Term Place-Making Strategies (3-5 years) Table 12 Long-Term Place-Making Strategies (4-8 years) Table 13 Racial Demographics Table 14 Growth in Racial and Ethnic Groups, Table 15 Median Incomes Figures Figure 1 Manassas Park's Communications Environment Pictures Picture 1 Comparison of Downtown Palatine, IL between 2002 and 2009 Picture 2 1/4 and 1/2 mile walking radii (5- and 10-minutes) from Palatine METRA Station, 2009 Picture 3 Caton Center, MA Comparison between 1999 and 2009 Picture 4 1/4 and 1/2 mile walking radii (5- and 10-minutes) from Canton Center Station Picture 5 Walkway from train station to residential development Picture 6 Mixed Use Retail and Residential Appendices Appendix A Strategic Communications/ Marketing Plan Appendices STRATEGY\FINAL COMMUNICATIONSMARKETING PLAN DOC

5 Executive Summary As part of the Transportation for Livable Communities grant from the Metropolitan Washington Council of Governments, Arup and PRR have developed a marketing and communications strategy to market the potential of transit-oriented development (TOD) in the City of Manassas Park. To understand the existing conditions, a brand and materials audit was performed, along with a strengths, weaknesses, opportunities, and threats workshop that included key city staff and stakeholders. Benchmarking studies of other, similar suburban towns that have successfully implemented TOD were conducted, as well as executive interviews with developers and City decision makers. Using this information, along with our experience working with other jurisdictions across the country, we developed a messaging platform and, most importantly, a strategic marketing and communications plan for the City of Manassas Park to use a framework for implementing a marketing and communications campaign to attract potential developers. The strategic marketing and communications plan provides a sound foundation for the City to articulate its pivotal role and to lead a broader effort to develop brand potential around its development opportunities. The marketing plan incorporates strategies for business outreach, a public information program, marketing outreach, media/public relations, and place-making. Due to the comprehensiveness of the plan, we have provided a prioritized list of the key strategies that can take be undertaken by the City immediately and that, based on our experience, should provide the City with the greatest impact given its limited resources. This list should be reviewed by the City decision makers and compared to the more comprehensive plan in the following pages to ensure that they are comfortable with this approach. Additionally, we have provided an order of magnitude budget and staffing estimate in the work plan section of this plan for your use in effectively implementing these strategies. The recommended strategies include: Table 1 Summary of Recommended Strategies Overarching Strategy Item/Strategy Description Order of Magnitude Cost Estimate and Description for Consultants Internal briefings Train staff and elected officials on messaging $5,600 platform and marketing strategies Community leader Brief and recruit community leaders to reinforce City No consultant time Business Outreach briefings of Manassas Park s brand and messaging platform Public Information Program Business briefings Explore feasibility of forming a new Manassas Park Business Association or Business Improvement District (BID) Greater Manassas Chamber of Commerce board briefing Web page update Content for City of Manassas Park Web site that includes updated information about design options and preferred design option Fact sheets Updated fact sheet with design options included, as well as justification for revitalization and summary of planning process Briefing folders Collateral material to be used for briefings; this can be utilized from the Developer Kit $6,500 (Organize and facilitate meetings with business owners on behalf of the City) No consultant time No consultant time No consultant time

6 Marketing Developer kit Developer Kit will include information on the City of Manassas Park s TOD opportunities. It can be mailed to developers or presented during meetings. The Kit can include the following materials, using the current theme: The Answer is the City of Manassas Park: o Brochure & map of Manassas Park and its TOD development opportunities o Information on available incentives available for TOD development (local and state) o Area Business Report o Case studies (success stories from investors o that have developed in Manassas Park) FAQ (frequently asked questions) document with answers that underscore primary messaging. Contact information for the economic development staff advertise one-on-one consultations about available development opportunities Flyers/posters Posters and flyers promoting Manassas Park s TOD development opportunities that can be posted or handed out at local Chamber events, community centers, City and County buildings, etc. Sketch/walking tours Sketch walks for prospective investors and developers to view TOD opportunities Open house Invite prospective investors and developers to attend an afterhours Open House at a local restaurant to meet and mingle with city council representatives, realtors, area business owners to learn more about the development potential in the City of Manassas Park. Event can take place at one of the new retail businesses in the City Center. Developer kits will be on-site during events. Quarterly blast Target messages and embedded images in an HTML format sent directly to developers via blast that lists the available parcels. Contents would include location map, acreage, zoning, available incentives, owner information, value, and comprehensive plan information to promote upcoming events and highlight recent accomplishments. $9,000 (Develop brochure, area business report, case studies, FAQ. Includes PDF of kit) No Consultant time No Consultant time No Consultant time $4,800 (Develop copy and images for four newsletter articles)

7 Media Relations Place-making Partnership matrix/begin partnership discussions Partner matrix details current partnerships established and potential partnerships to be explored in the short-term. Potential partnerships can be further developed, including economic development, regional development, tourism, private developers, realtors, media, and NGOs. Enhance brand A cohesive brand, logo, and tagline should be further enhanced to serve as one voice for all the City of Manassas Park s marketing and communications outreach to developers, potential businesses, residents, and visitors. You already have a theme that works but a more integrated brand and logo should be considered. Develop list of media likely to cover development Angles developed around special topics to attract potential developers and investors, Name and contact information for reporters that cover business, construction, commercial real estate, and local government news Local media pitching Placement of stories about Manassas Park and its development potential in local news papers including Manassas Journal Messenger. Connectivity Review and revise existing street regulations to include bike lanes and sidewalks whenever streets are rehabilitated. Identify streets where bike lanes can be added relatively easily by reducing the travel lane width (which can help to calm traffic) or removing on-street parking lanes. Further refine urban design guidelines to ensure that they support connecting the different neighborhoods and uses throughout the City. Unified signage program An integrated signage program defines place and directs travelers to destinations. When executed with a distinctive design standards, the signage program can help bring a community together geographically with cues that show people where they are and how places are connected. $2,800 (Develop partnership list with contact information) $6,000-$10,000 (Consultant time to enhance brand, logo and tagline) $2,500 $5,000-$10,000 (Varies based on level of pitching needed) No consultant time necessary at this stage Costs TBD

8 1 Overview The City of Manassas Park ( City ) is on its way to being much more than a bedroom community. With a population of approximately 14,000 and a size only a bit more than two square miles, it may be the second smallest city in Virginia but it is already seasoned in ways of growth. The city population increased more than 50 percent during the 1990s, with it continuing as the newest and fastest growing city in Northern Virginia from 2000 and Since its incorporation, Manassas Park has preserved its rich history while adding new businesses, services, amenities, a LEED certified school and state-of-the-art police and fire station. Located next to the Virginia Railway Express (VRE) commuter rail station in the center of the City, Manassas Park is a city in transition looking to attract potential investors to develop the remaining vacant parcels and redevelop existing industrial parcels around the new City Center. Manassas Park s close proximity to Washington, DC, easy access to Route 28 and Interstate 66, transit access (VRE commuter rail service to Washington, DC and OMNI Ride bus service), and proximity to two major airports (Dulles International Airport and Ronald Reagan Washington National Airport provides numerous opportunities for commercial, residential, and retail development in the City Center. The 2009 market development program for Manassas Park is committed to integrating mixed-use, transit-oriented development (TOD) into the fabric of the city. To achieve this goal, the city is challenged to reach potential business tenants, investors, and developers with clear and convincing messages about the unique value that can be attained through a partnership with the City of Manassas Park. In 2008, the City of Manassas Park worked with the Metropolitan Washington Council of Government (COG) to formalize a vision for the remaining areas around the VRE station and the main corridor through the center of the city. To further their vision to attract potential investors and developers to develop and redevelop available parcels of land, Manassas Park received a grant from the COG Transportation/Land-Use Connections (TLC) program to select Arup and its partner PRR, a local communications consulting firm, to assist Manassas Park with the development of a strategic marketing plan. The plan has been created to help the City target potential developers and look for redevelopment opportunities that integrate transportation and land use planning. The Arup team conducted a brand and materials audit, which is a review of existing marketing materials. We also undertook a SWOT (strengths, weaknesses, opportunities and threats) analysis during a planning workshop with City staff and its stakeholders on May 21, The objective of the SWOT analysis was to learn and organize overall priorities and vital elements that Manassas Park would like to see in the strategic marketing plan. The team completed executive interviews with local developers and the Mayor of Manassas Park. In addition, a benchmarking study was conducted to identify best practices and strategies that other small, suburban municipalities have used to successfully attract TOD investment surrounding commuter rail stations and their lessons learned for the City of Manassas Park. The findings from these four activities as well as the team s combined experience in marketing to potential developers and working on TOD projects are reflected in our recommendations throughout each section of this report. A full report of the executive interviews and benchmarking study is located in Appendix A of this report. Successful implementation of this plan will enable the City of Manassas Park to transform vacant and underutilized land into a vibrant center of shopping, restaurants, new housing, and services, creating a new destination for commuters and residents and serving as a model for surrounding jurisdictions to use to create livable communities throughout the area. Recent public and private investments provide an opportunity for revitalization of the City of Manassas Park. Manassas Park has played a central role in shepherding the revitalization of its community to achieve the city vision, as defined in the Comprehensive Plan, found below: Page 1

9 Manassas Park will be an attractive community with many tree-lined streets, a citywide system of sidewalks and parks, and a revitalized, well maintained neighborhood. Transportation services will be safe, convenient, and diverse, including a high capacity road system and commuter rail service. Diverse and vibrant shopping and employment areas will be convenient to neighborhoods, yet residential areas will be protected from industrial uses. The city will be socially unified and will retain its small town character, with a strong new downtown fostered by the new City Center. High quality city services such as schools and public safety will be funded from a wide range of sources, including businesses, residents, and state and federal grants. The city will maintain strong regional ties to its neighboring jurisdictions, while maintaining a strong sense of identity and pride in its local community. This aspiration requires the City of Manassas Park to consider its desired profile with potential development and community building partners. Page 2

10 2 Situation Analysis In order to determine Manassas Park s marketing position, the project team: Conducted a materials and brand audit of communications pieces currently produced by the City of Manassas Park. Conducted interviews with stakeholders and developers. Conducted a workshop with City officials and representatives of the development community. Conducted interviews about TOD transformations with planning staff in towns with similarities with Manassas Park. A summary of the interviews with stakeholders, developers, and towns with TOD are included in Appendix A of this plan. One of the workshop activities was an analysis of its internal strengths and weaknesses, as well as its external opportunities and threats. This exercise known as a SWOT Inventory is a strategic planning method used to identify the internal and external factors that are favorable and unfavorable to achieving an organization s objective. These factors are used as foundation for potential strategies that answer the following questions: How can we capitalize on our strengths? How can we improve our weaknesses? How can we benefit from each opportunity? How can we mitigate each threat? The following table summarizes strengths, weaknesses, opportunities and threats for the City of Manassas Park as defined by workshop participants. Page 3

11 Table 2 Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis STRENGTHS Location (just 30 minutes from D.C.) Proximity to major transportation corridors, rail and bus line Welcoming to people of diverse ethnic backgrounds and incomes Historic sites Strong parks program with activities for all age groups and interests Higher average per capita income Low crime rate Third most popular VRE station in the state City is easy to do business with for developers City development strategy provides plan of action for place making New LEED certified school and state-of-the-art fire and police station OPPORTUNITIES TOD (near the VRE) A more hospitable environment for development Vacant land is available for mixed-use development that is an area, not just a building or two. Surrounding land owned by city and (seemingly) supportive developers Improve pedestrian and bike connectivity between neighborhoods and across Manassas Drive Develop a sense of place a downtown for the City of Manassas Park City has strong interest in attracting employers and businesses Flexible space is available for a variety of potential uses WEAKNESSES Lack of defined geography or center city. Lack of strong brand Misimpressions (not aware of changes in the last 10 years) o For some, the city still seen as a rundown, low income community with crime o For some, not seen as a transportation hub No well established sense of place A city in transition Tax base is heavily weighted to residents and therefore, is difficult to increase available funds for major projects Traffic congestion makes it difficult to travel within the area (e.g. I-28/I- 66). Budget and staff limitations Currently people travel through and around City of Manassas Park to get to City of Manassas Lack of connectivity between City Center Development and VRE station. Most visible parts of Manassas Park are the most run-down (e.g. old shopping mall). Strip development Lack of existing amenities for new businesses or employees THREATS Potential for backlash to changes in community character Concerns about how change will impact equity Financing/costs in weak economy is impediment to development, retail, and services Infrastructure costs due to growth Economic competition with City of Manassas and nearby jurisdictions VRE not able to increase service frequencies or implement bidirectional service. Page 4

12 The information gathered by the consultant team indicates that the City is faced with three key brand and organizational strategy challenges: 2.1 Lack of clear or consistent messaging about the City The team s audit of the City s brand (current theme) and materials indicates Manassas Park does not yet have a place brand identity or consistent messaging that is in line with the strategic vision for the city. Some progress has been made recently. The City developed a set of marketing materials for several Chamber of Commerce events centered on the theme The Answer is the City of Manassas Park. The materials consist of four different posters designed to attract potential visitors, retail businesses, visitors, residents, and commuters to Manassas Park. The posters feature photos of diverse, young professionals, families, and a business owner, incorporating the new City Center development as a backdrop image with the city crest, Web site address (cityofmanassaspark.us) and telephone number. The theme, The Answer is, describes the many opportunities that exist within Manassas Park while evoking a sense of shared community and strong business potential. Key messages include: Manassas Park is the perfect solution for where you can go to work and stay to play. Our city makes getting things done easily and efficiently a point of pride and something you can count on. The City of Manassas Park is where your life can have perfect balance. Quick commutes and great amenities round out the reasons so many people are asking about Manassas Park. City leadership is strong and responsive, meaning more opportunity for you. We are an established city that welcomes new faces, new ideas, and new businesses. In addition, Clark Reality in Arlington, Virginia developed a series of print advertising materials using similar messages to promote the retail opportunities that exist in the City Center in Manassas Park. Currently, there are no materials designed to target potential developers and investors outside the Strategic Action Plan developed by Ayers Saint Gross. 2.2 The need for stronger definition, or brand, of Manassas Park Place branding can enhance the development of a region or a place to attract developers, employers and businesses, and residents with one clear voice or message and provide a clear call to action applied to all communications about Manassas Park. The City of Manassas Park lacks clear marketing definitions or physical definitions. Is the City of Manassas Park a bedroom community or an emerging activity center? Where is the City Center or central point of Manassas Park? What are the defining characteristics of Manassas Park? What makes Manassas Park unique? The City of Manassas Park is forging into uncharted territory, as it seeks to develop a brand that attracts future investors, and is challenged to articulate its value proposition in a credible and memorable manner. 2.3 The challenge of marketing a community in transition during economic volatile times The City of Manassas Park has challenged itself to market the future potential of Manassas Park during a period of economic volatility. There is strong and visible evidence of its development potential, with the completion of its City Center transit-oriented mixed-use community near the VRE, but financing for future development has slowed during the current economic downturn. In its efforts to attract developers and investors, the city has in its planning, infrastructure development and quality of life amenities in a way that clearly demonstrates its competitive advantages. Page 5

13 3 Communications/Marketing Plan Goals The following goals for the marketing/communications plan were identified and prioritized by City staff and stakeholders during the SWOT planning workshop. These goals include the following: Build on-going credibility of the City of Manassas Park s development vision, externally and internally; Expand marketing reach of the City of Manassas Park; Establish foundation for brand identity and consistent messages; Strengthen partnerships with the diverse interests who have a stake in the City of Manassas Park, including current residents, business groups, business owners, environmental interests, media, and community organizations; Cultivate and maintain momentum and support for the development vision of City of Manassas Park. Page 6

14 4 Stakeholder Analysis There are many diverse individuals and groups who may be considered stakeholders, from residents to the City Council, smart growth advocates, local businesses, and future businesses. Each play a critical role in moving the city closer to its development vision, and each has different information needs and interests. Table 3 Stakeholder Analysis Stakeholder Group Primary Interests Outreach Tools Suggested Messaging City Elected Officials Urban legacy Briefings Consistency with Comp Plan Public benefit Engagement in community Diligent outreach we are working Management of controversy building vision with all stakeholders City budget impacts Regular updates We are leveraging your investment City Agencies Consistency of proposal with department missions Relationship to public facilities City budget impacts Impact on workload Manassas Park Economic Development Authority Promoting economic development in the City of Manassas Park Residents Quality of life Taxes Value of government services Businesses Tax burden Business climate Cohesive voice of advocacy Neighborhood tours Regular updates Engagement in community building vision Brochures/Fact sheets Briefings Engagement in community building vision Community educational forums One-on-one/ coffee hours Participation in local events Community briefings/meetings Regular updates Brochures/Fact sheets Direct mail Coalition building Briefings Participation in events (business breakfast) Incentives E-newsletters Page 7 Demonstrated public benefit We are working with all stakeholders We will honor their interests We are leveraging your investment We are doing all of our homework We are leveraging your investment Demonstrated public benefit Changes will offer major economic opportunities for residents We will make Manassas Park a great place to do business and development projects Progressive leadership These changes will occur over 20+ years We will work with you to ensure a smooth transition Your voice is important and will be listened to Changes offer major economic opportunity for residents We will work with you to develop creative solutions that with make the city a great place to do business Connectedness

15 Future Businesses Quality/style of development Cost of doing business Predictable permitting process Developers Quality/style of development Return on investment Predictable permitting process for the city Community leaders Urban legacy Public benefit Relationship to constituent interests 4.1 Observations Direct mail Regular updates Real estate media Real estate partnerships (joint PR/Ad campaigns) Advertising campaigns (print and transit ads) Trade press Briefings /tours Real estate media Trade press Briefings /tours Incentives campaign (direct mail or s) Area business report, brochures/posters with emphasis on TOD Interviews and briefings E-newsletters s and phone calls A great kind of new neighborhood Desirable location Progressive city leadership Untapped market potential Desirable location Progressive city leadership We work with you to develop creative solutions to make Manassas Park a great place to live, visit and work Our door is always open City officials, developers, and residents have significantly different needs when it comes to new business and new development in the City of Manassas Park. One of the challenges within the market development strategy will be to develop a messaging platform that creates common ground among these key stakeholders. Potential new businesses and future developers, even more than other stakeholder groups, can be reached through targeted media. However, all other audiences are best reached through a combination of high touch person-to-person communications, as well as the full array of electronic, print, and internet media. While businesses and developers have a clear need to see bottom line information about the economic value of any potential investment in the City of Manassas Park, other stakeholders will be more moved by emotional messages related to quality of life and urban legacy. Page 8

16 5 Market Development Messaging Platform The Market Development Messaging Platform shown in Table 4 presents a proposed framework for key messages that can be used to describe the City s role in promoting economic and TOD in Manassas Park. These proposed messages are based primarily on the input provided at the workshop with City officials and development community representatives. They are designed to support the proposed goals of the Market Development plan. The Messaging Platform is structured as a one page matrix, with the following elements: Personality: This section of the matrix forms a basis for a proposed brand personality for the City of Manassas Park. Informed by input from our stakeholders, it expresses a point of difference from competing jurisdictions, as well as the way in which the City of Manassas Park chooses to do business. Elevator Speech : The elevator speech is a brief statement intended as a tool to allow all communicators to use consistent messaging to describe the City of Manassas Park in less than one minute. Primary Messages: Three primary messages are proposed to describe how the City of Manassas Park approaches it s economic and TOD mission. They express a value proposition to potential development partners for the City. Supporting Messages: Each primary message is supported by a series of proof points that provide tangible evidence of the truth of that message. These proof points will obviously change, as the City is able to demonstrate even more success in each of these areas in the future. The platform is designed to be a one page tool to facilitate consistent messaging about Manassas Park in the City s communications and to provide spokespersons with information that is easy to access as they discuss the City s role in economic development and TOD. Whether speaking to a potential partner, or participating in a media interview, those speaking on behalf of the City as well as the business community and other stakeholders, will be able to use this tool to quickly, effectively, and consistently make the case for the value of an economic partnership with the City of Manassas Park. These messages should be reviewed and expanded on by City staff for use and implementation in the outreach tactics outlined in the proposed work program. Page 9

17 Table 4 Market Development Messaging Platform Personality Elevator Speech Resourceful, authentic, optimistic, and energetic The City of Manassas Park is mobilizing its leadership, resources and vision to forge partnerships to make Manassas Park a great little city healthy and prosperous with a strong social and civic fabric. We must all come together City staff, businesses, residents, and community builders to make City of Manassas Park a great place to live, work, and do business. The City of Manassas Park works to leverage economic and social benefits throughout our community by bringing resources together. Proof Points: Since XXXX, the City of Manassas Park has leveraged XXX in reinvestments by bringing together various funding partners. (Info to come from the City this can assist in the benchmarking process) Manassas Park has preserved its rich history while adding new businesses, services, amenities, a LEED certified school and state-of-the-art police and fire station. Manassas Park contains a diverse and well maintained network of public parks and open space areas that meet a variety of recreational needs of the citizens. Manassas Park is a commuter destination for over 22,000 VRE riders per month. Parking at the VRE station is at capacity. Primary Messages The City connects people to achieve a common vision for City of Manassas Park to support growing prosperity for its businesses and residents. Supporting Messages Proof Points: The new City Center is Manassas Park s first live/work, transit-oriented, mixed-use community. Manassas Park is minutes away from some of our area s largest employers such as Micron Technology, George Mason University, Lockheed Martin, BAE Systems, and the FBI. Manassas Park is a secret jewel in the process of being polished up and a cool place to come and discover. Manassas Park s government strives to provide the highest quality of public services to its residents through a government structure that is responsive to the needs of its citizens. Affordable commercial and housing real estate offer a diverse range of options for residents and business owners. Our central strategy is to create a healthier and more prosperous community by strengthening families, schools, and businesses in City of Manassas Park. Proof Points: Manassas Park s history, cultural diversity, and exemplary school system are assets especially for families looking to relocate to a town with a rich culture, tolerant atmosphere and good schools. Manassas Park s plan to improve community walkability and bikeability by increasing connectivity, safety and the attractiveness of pedestrian amenities demonstrates the city s commitment to attaining an outstanding quality of life for its citizens. Manassas Park s business-friendly administration works efficiently to make doing business with the City of Manassas Park as easy as possible. Page 10

18 6 Work Program This Communications/Marketing Plan is the first phase of a market development program, which will provide a sound foundation for the City of Manassas Park to articulate its pivotal role and to lead a broader effort to develop brand potential around your development opportunities. Subsequent implementation, will work toward building community ownership of the City of Manassas Park brand. The following graphic represents the cycle of brand development, which will be iterative and adaptive. Figure 1 Manassas Park's Communications Environment Page 11

19 Objectives Establish City staff as a leading advocate and catalyst for revitalization of Manassas Park. Build enthusiasm among investors and developers for Manassas Park s potential. Cultivate support for City of Manassas Park brand and redevelopment strategy among key stakeholder audiences. Strategies Develop common messaging about Manassas Park for use by the City, the business community, and other stakeholders. Build buzz and excitement among the communities and stakeholders. Create broader public awareness of public benefits of City of Manassas Park. Cultivate champions. 6.1 Business Outreach Attracting developers and investors to Manassas Park requires an ability to articulate a common vision for Manassas Park. A cadre of city officials, staff, and community leaders fluent in the City of Manassas Park s brand and vision can serve as boosters to communicate to developers, investors, and business owners that Manassas Park is committed to being the city of choice for their investment resources and entrepreneurial energy. The Arup team has a wealth of experience working with City staff to bring together local government, community leaders, businesses, and association groups to promote a shared vision around TOD. The proposed recommendations for business outreach are based on the teams past successes with similar jurisdictions and the input from the workshop with City officials and development community representatives as well as the executive interview conducted with Mayor Jones that conveyed the need for a more business friendly climate and outreach to businesses. Table 5 Business Outreach Item/Status Staff Time/ Consultant Resources Internal briefings 5-10 hours of City staff time $5,600 (Consultant time to coordinate and facilitate meeting) Community leader 5-10 hours of City staff time briefings $5,600 (Consultant time to facilitate meeting) Business briefings 5-10 hours of City staff time $6,500 (Consultant time to facilitate meetings) Description Train staff and elected officials on messaging platform and marketing strategies Brief and recruit community leaders to reinforce City of Manassas Park s brand and messaging platform Explore feasibility of forming a new Manassas Park Business Association or Business Improvement District (BID) Greater Manassas Chamber of Commerce board briefing Page 12

20 6.2 Public Information Program Marketing the City of Manassas Park requires providing easy accessibility to the information people need and want to know if they are to build, work, live, or play in Manassas Park. Well-crafted, concise, and visually interesting materials will facilitate outreach to residents and potential investors interested in developing or starting a business in Manassas Park and ensure consistency in delivering messages about the vision for the future of the city. The public information program will provide information that is accessible and easy to understand for residents and other stakeholders who must ultimately be called upon to support the revitalization of Manassas Park. The public information program will play a central role in achieving the key objectives of this plan, to build enthusiasm for Manassas Park s potential, and to cultivate support for the City of Manassas Park brand and redevelopment strategy among key stakeholders. Based on the brand and materials audit, there is currently a need for a stronger definition, or brand, for Manassas Park to inform a public information and marketing campaign. Manassas Park has many strengths and opportunities, such as the City s low crime rate, business friendly climate, accessible and progressive leadership, quality infrastructure and schools. One concern raised in the stakeholder workshop is that people harbor misperceptions about Manassas Park. The City has much to offer and has accomplished much in terms of its revitalization. A strong public information program and marketing campaign can help to clarify these misperceptions. The insight gathered from the brand audit and planning workshop is influenced in the enclosed recommendations. Table 6 Public Information Program Item/Status Staff Time/ Consultant Resources Description Print pieces Briefing folder Minimal City staff time Collateral material to be used for briefings Fact sheets Minimal City staff time Updated fact sheet with design options included, as well as justification for revitalization and summary of planning process Updated project Minimal City staff time Project summary content that can be used to develop collateral materials summary and web-based content Electronic Web page update Minimal City staff time Content for City of Manassas Park Web site that includes updated information about design options and preferred design option E-newsletter & Redevelopment Newsletter Minimal City staff time City of Manassas Park generated documents Presentation Materials Power point template Minimal City staff time Presentation that can be used during briefings with individuals or groups Speakers kit Minimal City staff time Power point presentation, fact sheet, 11 x17 images or graphics Displays Informational kiosk Minimal City staff time $5,000 (Consultant time to develop kiosk) To be used at Manassas Park community centers, community fairs, Chamber events, and other public gathering places Page 13

21 6.3 Marketing Outreach There are several potential market development opportunities for the City of Manassas Park to engage in to not only reach developers, but potential businesses, and residents. An integrated marketing campaign will make the City more visible. An integrated marketing strategy will evolve over time, but initially, it can be implemented to increase the visibility of the City and attract developers. The marketing strategy can also serve as a model for surrounding jurisdictions to use to create livable communities throughout the area. The Village of Palatine benchmarking study illustrates the importance of aggressive outreach in communicating development opportunities and conveying the Village s enthusiasm for achieving quality TOD. The need for a city to be visible and consistent in marketing development opportunities was also underscored by the interviews we conducted with developers during the development of this plan. There are many opportunities that exist within the City that should immediately be positioned and leveraged in a strategic marketing initiative. Manassas Park has vacant parcels and underutilized land that needs to be developed. There is a newly developed mixed-use City Center near the VRE station with available residential and retail space, as well as new office space near City Hall, making Manassas Park an ideal destination for commuters from others areas in the region. The city also has a streamlined development process and fast permitting. Manassas Park is fortunate to be located within a state that has established a sophisticated state-level economic authority. There is great potential to benefit from these resources by strengthening existing partnerships and relationships and building new ones. This document explores several private and public partnerships as a starting point for discussion. It is recommended that these partnerships be further developed by the city leadership, staff, and the Manassas Park Economic Development Authority. Many of the proposed marketing strategies, especially the short-term actions in the table below can be undertaken by the City of Manassas Park to partner with businesses, developers, real estate companies, and other public agencies. Mid-term to long-term actions require a moderate level of staff planning, consultant support, and possibly require more intensive funding and planning. Page 14

22 Table 7 Short-Term Marketing Strategies (0-2 years) Item/Status Staff Time/ Consultant Resources Marketing Materials Developer kit 10 hours of City staff time for approval of materials $9,000 (Consultant time to develop entire kit) Brochure 5 hours of City staff time for approval of materials $4,500 (Consultant time does not include printing) Area business report Minimal City staff time $2,500 (Consultant time includes images and text in a PDF) Description Developer Kit will include information on the City of Manassas Park s TOD opportunities. It can be mailed to developers or presented during meetings. The Kit can include the following materials, using the current theme: The Answer is the City of Manassas Park: o Brochure & map of Manassas Park and its TOD development opportunities o Information on available incentives available for TOD development (local and state) o Area Business Report o Case studies (success stories from investors that have developed in Manassas Park) o FAQ document with answers that underscore primary messaging. o Contact information for the economic development staff advertise one-on-one consultations about available development opportunities Three-fold brochure with images, photos, and messaging that captures the brand theme The Answer is the City of Manassas Park, and promotes development opportunities. Similar to Fairfax County s Area Business Report (available at an Annual Business Report for the City of Manassas Park can be used as a sell sheet for developers. This can be made available on the City s Web site and included in the Developer Kit. Maps Minimal City staff time Various maps of Manassas Park showcasing development opportunities. This can be made available on the City s Web site and included in the Developer Kit. Pull maps from Brochure or Area Business Report Flyers/posters Minimal City staff time Posters and flyers promoting Manassas Park s TOD development opportunities that can be posted or handed out at local Chamber events, community centers, City and County buildings, etc. Displays/Events/Promotions Open house hours of City staff time to plan and attend Sketch/walking tours Quarterly presentations Invite prospective investors and developers to attend an afterhours Open House at a local restaurant to meet and mingle with city council representatives, realtors, area business owners to learn more about the development potential in the City of Manassas Park. Event can take place at one of the new retail businesses in the City Center. Developer Tool Kits will be on-site during events. Minimal City staff time Sketch Walks for prospective investors and developers to view TOD opportunities. Minimal City staff time Invite potential developers to City Hall, public meetings. Marketing materials will be on-site during these meetings to promote TOD opportunities. Page 15

23 Community events hours of City staff time to plan and attend events Public/Private Partnerships Partner matrix hours of City staff time to set up meetings with potential partners and coordinate partnerships $2,800 (Consultant time to develop partnership list with contact information) Ensure that the City of Manassas Park has presence at all community events and that materials promoting TOD opportunities are on-site for these events. Partner Matrix details current partnerships established and potential partnerships to be explored in the short-term. Potential partnerships can be further developed. Possible Partnerships can include: Economic Development, Regional Development: Potomac and Rappahannock Transportation Commission (PRTC): Referenced in the Comp Plan as an organization to help promote dialogue on matters of mutual interest for resolution of local issues. Northern Virginia Regional Commission: Referenced in the Comprehensive Plan as an organization to help promote dialogue on matters of mutual interest for resolution of local issues. Metropolitan Washington Council of Governments: In addition to funding this project, referenced in the Comprehensive Plan as an organization to help promote dialogue on matters of mutual interest for resolution of local issues. Manassas Park Economic Development Authority: Lead role in plan implementation. Virginia Economic Development Partnership: Established in 1995 by the Virginia General Assembly to cultivate new business investment, foster international trade growth, and encourage expansion of Virginia businesses. The VEDP offers site selection services and could be a partner to market sites for development and recruitment of employers to Manassas Park. Prince William County Department of Economic Development: Assists businesses in their location and expansion needs, including site selection assistance and general information resource on county policies. Could be a partner to market sites for development and recruitment of employers to Manassas Park. Tourism: Prince William County/Manassas Convention and Visitors Bureau. Civil War Trails Tours Program (existing partnership, led by city s Parks and Recreation Department, in partnership with Prince William County and the City of Manassas). Private Developers/Realtors: Create an inventory of development opportunities, including zoning and FAR regulations that can be included in developer took kits. Larry Doll: Private land owner and developer with development potential. Clark Reality Capitol: City is currently working with Clark Reality to market City Center. Further joint marketing opportunities to attract developers should be explored. Bowman Development Advisors (Andrew Vinisky, formerly with Clark). Page 16

24 Direct Marketing Campaign Quarterly blast Quarterly direct mail postcard Minimal City staff time $4,800 Consultant time 5-10 hours of City staff time $6,000 (Consultant time (does not include printing or mailing costs) Betty Kay Allen is a Northern Virginia developer and commercial Realtor. Media: Partnerships with media organizations like Clear Channel can help leverage visibility through added-value opportunities including: in-kind advertising, article placements, and guest columns, etc. NGOs: Associations for Commercial Developers/Realtors: o NAIOP (Commercial Real Estate Development Association) is the nation s leading trade association for developers, owners, investors and asset managers in industrial, office and mixed-use commercial real estate. NAIOP Northern Virginia chapter one of the largest NAIOP chapters. o Virginia Economic Developers Association (VEDA) has been increasing the effectiveness of those who practice economic, industrial, and community development in Virginia. Members include developers, contractors, realtors, etc. Using the current theme: The Answer is the City of Manassas Park, a direct marketing campaign can directly reach potential investors and developers. There are two ways to do this: Blast ( to current and potential developers) Direct Mailer (mail to current and prospective developers and businesses) Target messages and embedded images in an HTML format sent directly to developers via blast that lists the available parcels. Contents would include location map, acreage, zoning, available incentives, owner information, value, and comprehensive plan information to promote upcoming events and highlight recent accomplishments. Suggestions for building a developer contact database include: o Consult with the Virginia Economic Development Partnership staff members and other state and regional agencies for available state and regional resources. o Washington Business Journal Book of Lists which provides listings and complete contact information for top companies in their fields, including commercial real estate developers. Information available online at: o International Economic Development Council (IEDC) List Rental Program makes lists of IEDC members, affiliates, and prospects available for purchase. Information available at Similar to direct campaign, the City can develop a simple postcard direct mail piece that incorporates images and messages consistent with your theme to attract developers. The direct mail piece can also be used to invite potential developers and investors to attend the open house. Page 17

25 Advertising Campaign Print advertising 5-10 hours of City staff time $5,000 (Consultant time to develop ads (costs to place ads not included) Web advertising Minimal City staff time $1,500 (Consultant time to develop Web banner ads (does not include placement costs. This can range from $5-10,000) Outdoor ads Minimal City staff time $4,500 (Consultant time to develop ads; does not include placement costs) Site selection web sites Develop joint print advertising campaign with surrounding jurisdictions or real estate companies to attract developers to the City of Manassas Park. Print ad campaign includes the development of co-branded print advertisements placed in regional media outlets and trade magazines. Such outlets might include: Urban Land Institute magazine, American Planning Association magazine, Urban Land or Site Selection Magazine, Northern Virginia Magazine, Virginia Business Magazine, Commercial Property News, etc. Daily/weekly regional and local newspapers might include: Washington Business Journal, The Washington Times, The Washington Post, Connection Newspapers, Manassas Journal Messenger, etc.) A joint campaign can help maximize your resources and reach. Print ads should incorporate messaging that sells potential TOD opportunities and showcases the parcels available. Web banner ads can be developed promoting the City of Manassas Park s development opportunities and placed in newspaper and trade media Web sites, such as Web sites and trade media Web sites like: Washington.bizjournals.com, AllBuisness.com, siteselection.com, etc. Similar to the print advertising campaign, an outdoor advertising campaign can target messages to potential developers, businesses and residents. Partnerships with regional outdoor media companies like Clear Channel Communications and Lamar can be further explored. Advertisements will incorporate current brand theme: The Answer is the City of Manassas Park Minimal City staff time List available development sites and retail space on online property listing services such as: o VirginiaScan: Virginia Economic Development Partnership s online site selection search tool, o Prince William County Department of Economic Development online site selection search tool: o There are numerous Web-based site selection resources that may be appropriate for Manassas Park s marketing efforts. Below is a list of possible resources to explore based on the needs of specific projects and sites: NAIOP (Commercial Real Estate Development Association) maintains a list of property listing services at IEDC Economic Development Resource Guide for Site Selection provides information on site selection trends and Web-based resources: Page 18

26 Table 8 Medium-Term Marketing Strategies (2-3 years) Item/Status Description Website Enhancements to Support Marketing Initiative Revise 5-15 hours of City staff time Visible brand relative to marketing campaign (The Answer Is) on City of messaging and Manassas Park s Web site homepage. content on City s Revise Web site content to demonstrate consistency with proposed key web site messages. Easily accessible information surrounding development opportunities on homepage or economic development tab. Map listing development opportunities Enhance Current Brand Enhance overall brand (includes developing logo and tagline) 5-10 hours of City staff time $6,000-10,000 (Consultant time to develop interactive map (includes content and back end coordination with City Web developer) 5-10 hours of City staff time $6,500 (Consultant time to develop new logo) Best of lists 5-10 hours of City staff time $2,000 (Consultant time to work with City and publications to prepare forms and submittals for notices) Emphasize available incentives for business owners and developers An interactive map that can be made available on the City of Manassas Park s Web site that details the available vacant parcels to be developed and the existing industrial parcels to be redeveloped. Enhance brand and develop logo and tagline to serve as one voice for all the City of Manassas Park s marketing and communications outreach to developers, potential businesses, residents, and visitors. You already have a theme that works but a more integrated brand and logo should be considered. Get City of Manassas Park listed on MSN, Sperling, Kiplinger or Money Magazine Best Cities Best Places to Live, lists or local lists like the Washington Business Journal and relocation Web sites like MyDreamLocale.com to raise visibility of Manassas Park and put Manassas Park on the map for businesses and residents that are looking to relocate. Earning a spot on these prestigious lists will generate the interest of potential developers. Market analysis Costs TBD A market analysis of commercial development opportunities can be conducted to further support Manassas Park s long term vision. The market analysis will consist of: o o o o Understanding market forces affecting the area Test the economic potential and market support Conduct stakeholder interviews to gather information from a crosssection of residents, property owners, retailers, businesses, real estate brokers, developers, and city staff to gather a range of market barriers and potentials. The study team will conduct the market analysis and provide a final report and recommendations for implementation. Page 19

27 Traffic analysis Costs TBD Conduct a citywide traffic analysis to demonstrate market potential based on traffic counts on main access routes to/from Manassas Park. This information can be difficult and costly to access. Results should be included in site-specific marketing materials. Possible grant money needed to conduct this type of analysis. Good partnership opportunity. This could be expanded to include origins and destinations, to understand where people are going and how they are getting there. Page 20

28 6.4 Media/Public Relations Utilizing the media is essential to making Manassas Park more visible among the development and business community. By establishing relationships with regional media, Manassas Park can generate news coverage about its development potential while increasing favorable coverage around new programs or services that the City of Manassas Park is offering or the regional benefits to potential businesses and residents that are considering relocating. The City is in the very early stages of reaching developers through proactive media outreach, such as engaging the media to report on the development opportunities. Targeting specific media like real estate, construction, and business media will increase the likelihood of reaching potential developers. Targeted outreach to general consumer media, like local TV and Radio will reach consumers and potential businesses. Both audiences should be considered in your outreach efforts, with greater focus on reaching developers. The table below provides potential media outreach tactics that the City of Manassas Park can use to drive awareness of the available TOD development opportunities that exist in Manassas Park. Many of these tactics are currently being used by similar jurisdictions locally and across the country which can be further explored. Page 21

29 Table 9 Media/Public Relations Strategies (0-2 years) Item/Status Description Media Activities Determine most 5-10 hours of City staff time FAQ document with answers that underscores primary messaging. likely queries $2,000 (Consultant time to Key messaging document develop materials) Media training hours of City staff time (training broken up into 2 day sessions at 5 hours per session) $10,000 (Consultant time to develop training manual, prep agenda, facilitate workshop at the City) List of third party interviewees with quotes City Council press protocols and message training In-house training for select Manassas Park staff and City Council members to frame and discuss the City of Manassas Park revitalization when speaking to media. Minimal City staff time Quotes attesting to the need for revitalization and/or merits of Manassas Park s external supporters. Minimal City staff time Consultant costs can be folded into media training In-house training for Council members. Protocol includes how and when to direct press inquiries to Manassas Park staff. Press events Ongoing City staff time necessary Host press event with city officials, local businesses, and residents to attract regional media to tour the City Center and cover stories featuring Manassas Park. Editorial Outreach Business and real estate media Key Media Cultivation Develop list of media likely to cover development Ongoing City staff time necessary (5 hours a month depending on news to share with media) $5,000-$10,000 (Consultant time depending on amount of pitching needed Specific messaging will be developed to reflect interests and priorities of each publication and lead reporter. Includes outreach to regional and trade real estate, commercial development, business media in surrounding communities including Washington, Northern Virginia, and Maryland. Publications can include monthly magazines, daily and weekly newspapers and the online versions of each outlet. Feature article placement about City of Manassas Park in OnSite, Greater Washington s Real Estate Quarterly (supplement to the Washington Business Journal) or Virginia Business Magazine. Article will highlight TOD development potential. No City staff time required Angles developed around special topics to attract potential developers and investors, Name and contact information for reporters that cover business, construction, commercial real estate, and local government news, Page 22

30 Develop general regional media distribution list Local media pitching Enhance press room on City of Manassas Park web site No City staff time required $2,500 (Consultant time to develop combined media list (trade and regional media outlets) Ongoing City staff time necessary (5 hours a month depending on news to share with media) $5,000-$10,000 (Consultant time depending on amount of pitching needed) 5-10 hours City staff time $2,000 (Consultant time to develop materials) Includes consumer media including daily,-weekly newspapers, radio and TV media throughout region that cover Manassas Park. Placement of stories about Manassas Park and its development potential in local news papers including Manassas Journal Messenger. More visible press page (post mastheads of press coverage) on the City of Manassas Park Web site that features articles resulting from media campaign. Page 23

31 6.5 Place-Making Place-making strategies create focal points and destinations for communities. In the words of pioneer place maker and People for Public Spaces founder Fred Kent, we need the kind of places where people feel a strong stake in their communities and a commitment to making things better. Simply put, Place-making capitalizes on a local community's assets, inspiration, and potential, ultimately creating good public spaces that promote people's health, happiness, and well being. Manassas Park is blessed with numerous special places at its parks and historic sites where people can engage in activities of personal interest, but it does not yet have a civic gathering spot that defines the soul of the city. Place-making is not an overnight phenomenon; and authentic places evolve overtime, reflecting the character of the people and enterprises that interact in a public places. The table below provides a menu of potential actions that can help evolve a sense of place for the City of Manassas Park. The recommendations are not intended to be prescriptive, but are offered to create the types of places to which people are drawn, in the spirit of what progressive developer Tony Goldman calls, laying out the silhouette of a vision to allow all stakeholders to add to the vision. Communities such as the Lowertown neighborhood in St. Paul, Minnesota and Crossroads in Washington State have made successful use of place-making strategies to create a strong sense of community identity. These strategies create a personality and provide residents and visitors with experiences that draw them to the place time and time again. Place-making activities can be led by the City although some strategies could utilize external assistance on a consulting basis, such as creating a unified signage program. The table separates out no-cost/low cost actions that could be implemented immediately or by 2010 as short-term actions. Many of these actions can be undertaken in partnership with businesses, developers and other public agencies. Medium-term actions require a moderate level of planning and capital investment, while long-term actions will require more intensive funding and planning. Several of the long-term recommendations are included in the Manassas Park Strategic Plan, and are highlighted here because of their relevance to a placemaking program for the city. Page 24

32 Table 10 Short-Term Place-Making Strategies (0-3 years) Item/Status Description Casual seasonal farmers market Cities and neighborhoods around the country have benefited by providing space that can be used by local growers to sell their seasonal, local produce, and local crafts. The market can be located in any open space, even something similar to the City Hall parking lot, or near the VRE station. Studies have shown these markets provide direct and tangible benefits to local economies and city revenues. One study showed that 60 percent of those who shop at farmers markets also visit other local retail the same day. This initiative is potentially something that could be organized by a local non- profit or business association. Public markets have often become the heart a community, providing a social and civic common ground. A public market can support the City of Manassas Park brand as a place where the entrepreneurial spirit can thrive in an environmentally sustainable and vibrant environment. Market underutilized storefront or industrial/warehouse space to local artists and crafts people Artists are often characterized as urban pioneers who bring character and vibrancy to communities. They are the leading edge of what author Richard Florida has called creative class settlers. Subject to an inventory of local artists and/or crafts people, the City of Manassas Park could coordinate with local property owners to launch a small campaign to invite artists and crafts people to consider Manassas Park as a site for affordable studio space. Once critical mass is achieved, it is possible for the City of Manassas Park or private sector interests to initiate seasonal tours (immediately prior to the winter holidays or around Mother s Day) to draw visitors to Manassas Park. Third Place anchor tenants Place-making strategies have often included targeting anchor tenants called third places, by urbanist Ray Oldenburg. These include businesses such as cafés, bookstores, or other unique businesses that can be developed to serve as informal gathering places for residents and employees. As retail or service anchors, these places can feed customers to other nearby businesses, reinforcing the concept of Manassas Park as a welcoming and vibrant community. Connectivity Review and revise existing street regulations to include bike lanes and sidewalks whenever streets are rehabilitated. Identify streets where bike lanes can be added relatively easily by reducing the travel lane width (which can help to calm traffic) or removing on-street parking lanes. Further refine urban design guidelines to ensure that they support connecting the different neighborhoods and uses throughout the City. Incentives and zoning enhancements Conduct an audit of incentives and zoning enhancements offered by neighboring and competing jurisdictions. This could include density bonuses, parking requirement waivers, property tax abatements, tax increment financing, and public-private partnerships. Manassas Park should determine where there are opportunities to offer incentives to set itself apart and attract the development to achieve its long-term vision for development of the city center. Page 25

33 Table 11 Medium-Term Place-Making Strategies (3-5 years) Item/Status Description Unified signage program An integrated signage program defines place and directs travelers to destinations. When executed with a distinctive design standards, the signage program can help bring a community together geographically with cues that show people where they are and how places are connected. Public art program Public arts programs can be very informal or highly structured. Public art could also include contests to create new and innovative (but still useable) urban infrastructure bike racks, bus shelters, benches, etc. that meet urban design guidelines, but also show an artistic flair. Some include contributions by children or local residents working under the guidance of professional artists. More than almost any other investment, public art demonstrates a city s commitment to quality places. Community produce gardens As density increases in Manassas Park, the concept of community gardens, where apartment and condominium residents can grow their own vegetables on small plots, can offer multiple benefits including: o Healthy and sustainable produce o Human scale quality of life amenities o Stronger sense of community for residents At the City of Seattle s P-Patch Program, neighborhood plots have become mini-parks that produce food and art. This action supports a sense of community for residents as well as the community value of sustainability. Transit enhancements Work with PRTC to identify what is necessary to develop a bus route that connects the City with the Vienna WMATA station. Work with VRE to understand their parameters for creating bi-directional service. Festivals Festivals could be oriented to history, music, art or other areas of special interest. This is recommended as a mid-range strategy, as they would require staffing and corporate sponsorship. Festivals can be a major draw for visitors and revenue to a community, as well as add cache to a town s image. Page 26

34 Table 12 Long-Term Place-Making Strategies (4-8 years) Item/Status Description Development of public square The City of Manassas Park Strategic Plan envisions a civic square that can serve as a community gathering place. This concept can catapult the City of Manassas Park s civic brand. Connectivity program The City of Manassas Park s Strategic Action Plan defines a street grid which increases opportunities for walking and biking, as routes are more direct than the typical circuitous suburban street pattern. The streets (and sufficiently sized sidewalks) are connected to the VRE station and the city center. This can help increase ridership on VRE, as well as increase the propensity of local residents to walk to the city center and its restaurants and retail. Arts center Many communities have created arts centers which allow for the shared use of equipment and display or performance space. While capital intensive and requiring of significant community support, such a project can provide an important economic benefit to Manassas Park, and be a draw to creative class residents desired by the city. Page 27

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36 Appendix A Strategic Communications/ Marketing Plan Appendices

37 A1 City of Manassas Park Demographic Profile This demographic profile is based on information from the City of Manassas Park Comprehensive Plan (2007), Census 2000, and data from state resources such as the Virginia Employment Commission profiles. Because of its affordable commercial and housing real estate, the area has become increasingly diverse and its population is projected to continue to grow. The population of Manassas Park was 10,290 in This is a 52.8 percent increase from the 1990 population level of 6,734. The population of Manassas Park is projected to grow to 12,784 (24.2 percent) by 2010 and to 15,171 (18.7 percent) by According to Census 2000 data, approximately 73 percent of the population of Manassas Park is white, non-hispanic, 11 percent is African American, and 4 percent is Asian. Eight percent of the population is some other race and 3 percent is two or more races. Approximately 15 percent of the population is Hispanic. 2 As shown in the following table, the size of the minority population is similar to that of the County and State, but Manassas Park has a larger Hispanic population than does the County (10 percent) and State (5 percent). Table 13 Racial Demographics Manassas Prince William Park County Virginia Total % Total % Total % Total: 10, , ,078, White 7, % 193, % 5,120, % Black or African American 1, % 52, % 1,390, % American Indian and Alaska Native % 1, % 21, % Asian % 10, % 261, % Native Hawaiian and Other Pacific Islander 7 0.1% % 3, % Other % 12, % 138, % Two or more races % 10, % 143, % Hispanic 1,544 15% 24,338 10% 329,540 5% Source: Census 2000, SF1 Tables P7, P8 Manassas Park, like much of the Washington Metropolitan area, has experienced significant growth in many racial and ethnic groups between 1990 and Virginia Employment Commission. (2009, May 30). Manassas Park City Community Profile. Retrieved June 2, 2009, from Virginia Employment Commission: 2 The term Hispanic is used by the U.S Census Bureau for anyone who is of Hispanic origin, regardless of race. Page A1 Draft 2 June 17, 2009

38 Table 14 Growth in Racial and Ethnic Groups, Total % Total % White 5, , Black or African American , American Indian and Alaska Native Asian Native Hawaiian and Other Pacific Islander Other Two or more races Not reported Hispanic , Source: City of Manassas Park Comprehensive Plan The median household in Manassas Park in 2007 was $63,681. This is lower than the median income of Prince William County ($86,294), but higher than the median income of the State of Virginia ($59,575). The following table provides information on median incomes for other Northern Virginia jurisdictions. Table 15 Median Incomes Northern Virginia Jurisdictions 2007 Median Incomes Manassas Park $63,681 Manassas $73,853 Alexandria $78,767 Fairfax City $88,968 Falls Church $105,456 Prince William County $86,294 Arlington County $92,345 Fairfax County $104,984 Source: Virginia Employment Commission Page A2 Draft 2 June 17, 2009

39 A2 Case Studies on TOD Marketing Strategies in Suburban Municipalities A benchmarking study was conducted to identify strategies that small, suburban municipalities have used to successfully attract transit-oriented development (TOD) investment around commuter rail stations and what could be implemented by the City of Manassas Park. To this end, a survey of ten questions was created to understand the planning framework, process, incentives and other marketing strategies used to attract and secure developers. Several suburban cities, towns and villages that have considered TOD development to varying degrees were contacted for the survey. Two of the four municipalities interviewed have successfully implemented TOD projects. These are Palatine, Illinois and Canton, Massachusetts and their completed survey responses are included in this document. In general, it was found that a proactive city council with a clear vision, community consensus, and a local developer who is personally invested in the area are a few elements that have been shown to create successful TOD around a suburban commuter rail station. The Village of Palatine established a TIF district and a community-developed downtown land use guide, which clearly indicated the type of development the village was looking to attract. After sending fliers and issuing a request for proposal (RFP) to local developers, a streamlined development process and flexible zoning regulations allowed for quick turnaround time and early success with their initial residential development on village-owned surface parking lots. The success of this development was all that was needed to spur a series of retail, residential and office development within 1/4 to 1/2 miles of the train station. In Canton, MA, the Canton Center Economic Opportunity District bylaw allowed for increased densities, mixing land uses, and encouraging shared parking in the downtown Canton area. They attribute their success in creating residential and retail mixed use development around their commuter rail station to finding a local developer- a Canton resident who understood the history of the town, was personally invested in beatifying the town and seeing it grow, and actively engaged local community groups. Other municipalities contacted were not as far along in their TOD development process. In New Jersey, both Netcong and Red Bank were given Transit Village designation by the state to create an overlay zoning district that would encourage TOD. Netcong updated their Master Plan, developers were made aware of the Transit Village designation, and an RFP was issued for a mix of commercial and residential development on old light industrial sites. While an initial plan was chosen, current market conditions have put the project on hold, and the developer and the city council are now discussing the mix of rental and ownership properties that could be sustained on the site. The Borough of Red Bank did not have a marketing strategy or underlying planning framework. Instead, there had been a high level of redevelopment in a nearby shopping district that slowly extended towards the train station. Both new development and redevelopment of blighted areas led to new office, retail and residential uses. Some assembly of private property was required. The benchmarking studies of Palatine and Canton, along with some information we received from other towns that were queried, indicate that the more successful developments for suburban TOD are undertaken by developers who are local and have ties to the community. In the case of Manassas Park, the local developers include Clark Realty (developer of City Center), Terra, Centex, and individual developers such as Larry Doll, among others. These firms and individuals are already engaged with the City of Manassas Park, understand what it has to offer, and are committed to supporting the City over its long-term development. Additionally, prematurely identifying and contacting firms that are not involved in the DC region, are unfamiliar with Manassas Park, and/or unable to value suburban TOD in this economic climate, could negatively impact future attempts by the City to reach out to those developers. As the suburban TOD market evolves, the economic climate eases, and the City undertakes some of the steps outlined in the marketing/communications plan, potential developers could become more apparent. Page A3 Draft 2 June 17, 2009

40 Municipality: Village of Palatine, IL. Miles from CBD (Chicago): 30 miles Project: TOD around Palatine METRA Commuter Rail station Contact: Mike Jacobs (Planning and Zoning Department) 1. What type of transit is the TOD centered around? (existing bus/rail, potential future rail stop, etc) What are the frequencies of service and number of riders? METRA commuter rail line. Inbound to Chicago o Weekday: min AM peak hours, hourly off-peak until midnight o Saturday: Hourly from 6AM to Noon, every 2 hours from 12:30 to 6:30PM o Sunday: Every 2 hours from 9AM to 9PM Outbound to Palatine o Weekday: min PM peak, hourly off-peak until midnight. o Saturday: Every 2 hours from 9AM to 1PM, Hourly from 1PM to 7:30PM o Sunday: Every 2 hours from 11AM to 1AM 2. What is the mix of uses planned/developed around the station? How large is the development area? Was this project the first TOD development in the area? (maybe- what type of development) 1,000 condo units with ground floor retail was the first project, built on village-owned surface parking lots. Since then infill development continues including office space (Gateway center) and commercial use (Durty Nelly s pub & music venue) both share 1 parking deck due to different peak hours 3. What planning framework was in place (zoning, streamlined process, etc) to facilitate TOD development? In 1994, after an extensive planning process, the Downtown Palatine Revitalization Plan was created and approved by Village Council. The plan laid out an economic development strategy to attract businesses and residents to Downtown Palatine In 2000 the Village established a Downtown TIF district. They then hired a consultant, The Lakota Group ( who led a community design project with village residents and planners. The output was a Downtown Land Use Guide, which specifies densities, land uses, etc for the area. Since the surface parking lots were already village-owned, there were no issues with land acquisition or consolidation. In this way the community was in agreement with any development that fit the detailed land use guide. Page A4 Draft 2 June 17, 2009

41 2004 Updated Downtown Land Use Guide: Planned Development zone is very flexible- it has no underlying density or parking requirements, so if the village liked a proposal and it fit with land use guide, it was approved 4. Who are the developers and/or investors involved, and how did you find them (RFQ, etc)? The Village advertised the TIF district to developers and issued an RFP for the village-owned land. Developers were mostly large, local residential developers including Toll Brothers. Many developers took on more than one project 5. What concerns or hesitation did developers or investors have in starting the development process at this site (planning process, zoning regulation, etc)? None- Palatine is generally known as development friendly, with a streamlined planning approval process 2000 was also a good time for development 6. What incentives were provided to the developer(s) and who provided them (fed/state/local gov)*? TIF helped to offset development costs Planned development zoning enabled higher densities Encouraged developers to share parking structures to reduce parking development 7. Did you market the site to developers/investors? If so, what marketing strategies were used? What marketing materials did you use to attract developers? Can you share these materials? Sent fliers to developers to make them aware of the new TIF district Ad slogan Is Palatine on track for the future? Early successes encouraged more development. Land use guide updated in No need for further marketing, as several smaller infill projects followed the success of the first major development on Village-owned land. 8. Were developers interested in any intangible qualities of the site (aesthetics, sustainability, healthy communities, etc? If so, what qualities Location developers realized the property value benefits of proximity to the rail station as well as the proximity of Palatine to other amenities (shopping, race course, golf course, forest preserves, Arlington Heights, etc) 9. Any tips or lessons learned for other cities looking to market a redevelopment project to developers or investors? Need a proactive city council with a vision for the area, who sticks to what they say, and has the ability to act quickly without getting hung up in extended processes. Page A5 Draft 2 June 17, 2009

42 10. Are there a high number of vacancies in the development (trying to get at if the project has been successful - are residential units fully sold or rented, is retail in the building?) If there are vacancy issues, what do you think the reason is? The first development on village-owned land is almost completely sold, with only 8 units remaining across the 20 acres of development. Retail units are mostly occupied, primarily by smaller scale local owners rather than major retailers Because of the housing market, the newest residential development is currently about 1/3 occupied DOWNTOWN PALATINE, 2002 DOWNTOWN PALATINE, 2009 Picture 1 Comparison of Downtown Palatine, IL between 2002 and 2009 Page A6 Draft 2 June 17, 2009

43 Picture 2 1/4 and 1/2 mile walking radii (5- and 10-minutes) from Palatine METRA Station, 2009 Page A7 Draft 2 June 17, 2009

44 1. Town Square Park 2. Palatine Train Station Page A8 Draft 2 June 17, 2009

45 3. Office and Commercial: Gateway Center and Durty Nelly s Page A9 Draft 2 June 17, 2009

46 4. Residential: The Groves of Palatine Page A10 Draft 2 June 17, 2009

47 5. Residential: The Brownstones Page A11 Draft 2 June 17, 2009

48 6. Residential / Retail: The Providence 7. Residential: Palatine Station Page A12 Draft 2 June 17, 2009

49 Municipality: Town of Canton, MA. Miles from CBD (Boston): 30 miles Project: Development around Canton Center Station Contact: Gene Manning, Economic Development Chair Phone: What type of transit is the TOD centered around? (existing bus/rail, potential future rail stop, etc) What are the frequencies of service and number of riders? Canton Center commuter rail station (1 of 2 stations in the town. Express stops only) Weekday Inbound to Boston: minutes from 6AM to 11AM and 4:30PM to 7PM. Stops once at 2:30PM. Weekday Outbound: 5:30 AM, 7:30AM. Hourly from 8-10AM and 2-4PM, every minutes from 4-8PM, 9:30PM, 11:30PM. No stops on weekend- stops at Canton Junction with 90 minute 2 hour headways 2. What is the mix of uses planned/developed around the station? How large is the development area? Was this project the first TOD development in the area? (maybe- what type of development) 5 residential developments completed since dwelling units, some with ground floor retail, within a 5-minute walk from the station The first 2 developments were 3- and 4-story buildings with ground floor retail- one was a renovation of existing structure 3. What planning framework was in place (zoning, streamlined process, etc) to facilitate TOD development? In 2000, adopted the Canton Center Economic Opportunity District Bylaw. o Encouraged TOD and created overlay zone: o Increased allowable densities to one unit per 2000 square feet unit and 3000 square feet of commercial development per 10,000 square feet of land area o Allowed mixing residential and commercial uses in an area once zoned for industrial. o It also allows shared parking for two or more uses that can demonstrate different peak demand. Board of Selectmen, with the developer, hosted visioning sessions to agree on what type of development, amenities, etc. they wanted to see in the area 4. Who are the developers and/or investors involved, and how did you find them (RFQ, etc)? Local residential developer, John Marini Management Co., approached Town of Canton with the proposal and took the project through the full approvals and community outreach process. John has lived in the Town for 40 years and was personally invested in improving the area around the station that had previously been ignored 5. What concerns or hesitation did developers or investors have in starting the development process at this site (planning process, zoning Page A13 Draft 2 June 17, 2009

50 regulation, etc)? None, because he had gone through the process with the Town many times 6. What incentives were provided to the developer(s) and who provided them (fed/state/local gov)*? None that the Town was aware of- the developer knew the market for residential, and the housing market was strong in 2000, so he was even willing to include amenities such as a town clock at the plaza in front of the train station, a park, and monument of Paul Revere 7. Did you market the site to developers/investors? If so, what marketing strategies were used? What marketing materials did you use to attract developers? Can you share these materials? The developer approached the Town, so no marketing was needed. To gain public approval, canton has a proactive Board of Selectmen who helped create a vision, engage the public and build consensus. The plan also needed approval from the Zoning Board of Appeals (ZBA), Planning Department, Fire Department Was a joint effort between the developer and the community 8. Were developers interested in any intangible qualities of the site (aesthetics, sustainability, healthy communities, etc? If so, what qualities Civic pride on the part of the developer, as a local resident Both the developer and the Town were interested in creating a gateway into the community 9. Any tips or lessons learned for other cities looking to market a redevelopment project to developers or investors? Find a local developer who understands the history and legacy of the community and is invested in it. This lead to tasteful development that fit the character of the neighborhood Assemble interested community groups that are willing to work with the developer to convey community needs and gain consensus on the development plan 10. Are there a high number of vacancies in the development (trying to get at if the project has been successful - are residential units fully sold or rented, is retail in the building?) If there are vacancy issues, what do you think the reason is? The retail uses are at about 80% occupancy, currently most of the condos are occupied Page A14 Draft 2 June 17, 2009

51 Canton Center Station, 1998 Canton Center Station, 2009 Picture 3 Caton Center, MA Comparison between 1999 and 2009 Page A15 Draft 2 June 17, 2009

52 Picture 4 1/4 and 1/2 mile walking radii (5- and 10-minutes) from Canton Center Station Page A16 Draft 2 June 17, 2009

53 Picture 5 Walkway from train station to residential development Picture 6 Mixed Use Retail and Residential Page A17 Draft 2 June 17, 2009