1. 2. 3. i. ii. - Winchester · 2017-12-07 · 10:45 SWOT Analysis of the Commercial District 11:30 Roundtable Discussions 12 PM Lunch-Report on Group Discussions 12:30 Transformation

AGENDA OLD TOWN DEVELOPMENT BOARD MEETING

City Hall, Council Chambers December 7, 2017

1. Call to order

2. Approval of November Minutes 3. Officers’ Reports

• Chairperson’s Report i. Expenditures

ii. VMS Report iii. January Election

• Vice Chairperson’s Report

4. Standing Committee Reports • Design Committee – Holiday Decorations • Economic Vitality - Greatness Program • Organization - Tourism Task Force • Promotions

i. Traipse App ii. Farmers Market Committee

5. Downtown Manager Updates

• 2018 Special Events i. Event Calendar

ii. Task Orders • Other

6. Old Business 7. New Business

• 2018 Special Events Calendar • FY19 Budget Recommendation

8. Public Comments

• First Night Winchester • Other

9. Adjournment– The next OTDB meeting be January 4, 2017 at 5:30 p.m. City Hall Council Chambers.

DRAFT Minutes

OLD TOWN DEVELOPMENT BOARD MEETING Brewbaker’s Meeting Room, 168 N. Loudoun Street

November 2, 2017 3:10 P.M.

Attendees: Scott Dawson (Chair), David Cavallaro, Charlie Fish, Elizabeth Minor, Greeley Myers, Andrea Smith, Drew Van Laeken. Downtown Manager Jennifer Bell. Absent: Dan Kalber, Kimberly Sowers (Notes taken by Sarah Acuff Chapman)

Call to Order

• Updated Board Member List distributed to members for their board binders. Approval of Minutes

• Approval of September meeting minutes – Unanimously approved. • Approval of October meeting minutes – Unanimously approved.

Officers’ Reports • Chairperson’s Report – Scott Dawson

o Expenditures Report – reviewed October expenditures – No questions. o Election of Vice Chair – Scott Dawson reviewed the election process per the OTDB By-laws. Need an

election to fill the Vice Chair vacancy. Floor opened for nominations. David Cavallaro nominated Drew Van Laeken for vice-chair. Liz Minor seconded. Nominations closed.

A Roll Call Vote was taken and Drew Van Laeken was elected vice-chair, the votes being recorded as shown below:

Member Vote Scott Dawson Aye David Cavallaro Aye Charlie Fish Aye Elizabeth Minor Aye Greeley Myers Aye Andrea Smith Aye Drew Van Laeken Aye

Standing Committee Reports

• Design – Liz Minor o Holiday decorations. Will have to make 80 bows for the big bells. 35 are done.

• Economic Vitality o Greatness 3.0 – David Cavallaro

• Pleased to have more members this year than last. Growing every year and hope to receive funding again.

• Jennifer shared that at the last committee meeting, tasked with reaching out to all the restaurants in the program regarding preference for rack card, table tent card, or some other option. Majority preferred table tent card. David suggested a different taller trifold design. Scott suggested using the current ones for now until new ones are designed.

• Charlie shared that the radio ads will change after the first of the year. • Organization – no one right now. • Promotion – Drew Van Laeken

o Traipse update. There was confusion over Traipse staff visit to Winchester and lack of advance communication about the visit. Drew reported that he had reached out to Tim Youmans who agreed to meet with Allison from Traipse regarding Winchester History. Drew posted a link on OTW Merchant Facebook page to encourage more businesses to participate, an email was sent as well. He went to OTWBA meeting and handed out applications. Still need to do a real launch. Talked about

maybe during downtown parade or chocolate escape. Need to get people engaged. Drew concerned about weather in February for major roll out. Traipse post cards distributed to board members.

Downtown Manager’s Updates • Holly Jolly cards need to be distributed. Still have several thousand. Volunteers distributed during

Spooktacular. Need volunteer help to get to businesses, cafes, hotels, etc. Let Jennifer know if can help. • Collecting list of promotions from downtown businesses for Plaid Friday, Shop Small Saturday, and Holly

Jolly. Shop Small Win Big promotion by businesses. • Window Contest. Ask for windows to be decorated by Thanksgiving. OTDB members and others vote.

Will promote the winners. Let Jennifer know if you would like to be a judge. Theme is Peace. • Parking Elf. The program was briefly explained. Now with the app there is no real way to tell if an expired

meter was paid through the app. Jennifer suggested not continuing the elf program this year. Andrea Smith moved to cancel the parking elf program temporarily. Seconded. Discussion about need to replace goodwill gesture with something. Several suggestions given regarding parking validation. Suggestion to hand out Holly Jolly cards and candy canes before the holiday parade. Motion approved unanimously 7/0. Andrea Smith moved to use the $25 for parking elf program to purchase candy canes that we will hand out with Holly Jolly cards at the parade and tree lighting as a gesture of goodwill. Seconded. Discussion. Scott volunteered to distribute. Jennifer said bags will be prepared for easy distribution. Will let the city know and have name badges for volunteers so police know why someone is going around the barricades. Motion approved unanimously 7/0.

Old Business – None. New Business

• 2018 Meeting Schedule reviewed. Some dates do not work with first Thursdays. Apple Blossom. Meeting could move from May 3 to May 10. 4th of July is a Wednesday. Could meet on July 5 or 12. 12th may be better with schedules. November chosen for retreat because need budget recommendation by December. Could schedule retreat for a different time. Motion to approve the schedule as presented. Liz Minor so moved. Seconded. Question about how retreat venue is chosen. Location, budget, rotation. David offered the hotel for next year if want to go back. Motion approved unanimously 7/0.

• FY19 Budget Worksheet Discussion. Goal is to have a formal board recommendation to council at the December meeting. Jennifer will send a draft a week in advance of the December meeting. Budget for a few items not guaranteed; grants, Greatness Program. Members requested a few minutes to review budget. Jennifer explained where the budget funds come from. Questions include new graphic design allocation, app fee, and Taylor Pavilion expenses, outgoing member gift. Jennifer provided an explanation for each question.

Public Comments • Bonnie Landy shared that she met with Brad about the app and business promotions. Next OTWBA

meeting November 14th at Highland Food Pantry.

Meeting concluded at 4:02 p.m. The next OTDB meeting will be Thursday, December 7, 2017 at 5:30 p.m. City Hall Council Chambers.

November 2017 Expenditures

Professional Services/Special Events (31-66) BudgetedNovember

Expenditures Current BalanceMonthly Retainer - November Balance $200.00Monthly Retainer - December $6,866.67W-30-17 Event Expenses $4,105.33W-31-17 Event Expenses $3,703.52W-32-17 Event Expenses $1,350.47W-33-17R Event Expenses $2,722.06W-34-17 Event Expenses $2,692.84Oktoberfest Facebook Boost $5.00W-35-17 Event Expenses $2,514.40

FYTD Account Total $200,000.00 $24,160.29 $92,390.83

Professional Services/Other (31-70) BudgetedNovember

Expenditures Current BalanceWeb Content Management for October $275.00

FYTD Account Total $13,525.00 $275.00 $9,911.99

Printing (35-01) BudgetedNovember

Expenditures Current BalanceHoliday Bus Ad $229.00


Local Media (36-01) BudgetedNovember

Expenditures Current BalancePROMOTIONS - WINC Radio Ads October $750.00PROMOTIONS - Video Ad Screenvision - Nov. $760.00OTW Holiday Ad - NV Daily $75.00

FYTD Account Total $16,775.00 $1,585.00 $13,240.00

Postal Services (52-10) BudgetedNovember

Expenditures Current BalanceCity Hall Postage - October $2.03

FYTD Account Total $400.00 $2.03 $385.20

Mileage and Transportation (55-10) BudgetedNovember

Expenditures Current BalanceFarmers Market - VAFMA Conference Roanoke Mileage $190.46


Travel/Meals, Lodging, Registration Fees (55-40) BudgetedNovember

Expenditures Current BalanceOTDB Retreat Venue Fees $300.35Farmers Market - VAFMA Conference Roanoke Meals $54.00


Membership & Dues (58-10) BudgetedNovember

Expenditures Current BalanceFarmers Market - 2018 VAFMA Membership $50.00Farmers Market - 2018 Artisan Trail Membership $60.00


Misc. Charges (58-72) BudgetedNovember

Expenditures Current BalanceTAYLOR - Water/Sewer October $169.90


Other Operating Supplies (60-14) BudgetedNovember

Expenditures Current BalanceDowntown Decorations - Ribbon Return -$13.68Downtown Decorations - Ribbon for Bells $650.00


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Winchester Old Town Development Board Retreat Thursday, November 2, 2017 10 AM – 3 PM OTDW Board Room, 301 West Main Street, Winchester, Virginia

Attendees Winchester Old Town Development Board (OTDB): Scott Dawson (Chair), Charlie Fish, Drew Van Laeken, David Cavallaro, Dan Kalber, Elizabeth Minor, Greeley Myers, and Andrea Smith City of Winchester Staff: Development Services Director Shawn Hershberger, Downtown Manager Jennifer Bell, and Sarah Acuff Chapman Virginia Main Street Staff (VMS): Kyle Meyer

Purpose The OTDB gathered together on a Thursday morning to work plan priority projects for 2018 and into the next few years. Kyle Meyer, Community Development Administrator for the VMS Program, facilitated the meeting by leading discussion and activities to build consensus among the board and volunteers. This document records the outcome of the retreat and provides organizational focus and a general work plan for the board to develop further. As a reminder, why is it important to have a work plan?

1. Helps define your organization 2. Gives you direction and tools to measure your success 3. Clarifies roles 4. Provides a financial road map and helps allocate scarce resources – both time and money 5. Gives credibility and focus to funders and volunteers 6. Helps define what you are NOT going to do 7. It’s a great team-building exercise that develops ownership

Agenda

10 AM Main Street Introduction 10:45 SWOT Analysis of the Commercial District 11:30 Roundtable Discussions 12 PM Lunch-Report on Group Discussions 12:30 Transformation Strategy Alignment 1:30 Selection of project for 2018 and next steps 2:45 Break 3 Formal OTDB Meeting

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What is Virginia Main Street? - Brief The National Main Street Center’s (NMSC) Main Street Approach™ provides a proven framework to spark a renewal of downtown commerce as well as improve the way a district looks. Each of the Main Street Four Points uses strategies to increase commercial activity, preserve unique and historic assets and enhance the attractiveness of real estate. The comprehensive approach is based on the fundamentals of real estate economics and it gives communities an effective kit of tools to address the complex and changing issues that face the downtown business environment. The Main Street Approach

TM requires focus on economic impact in communities, creating potential significant

positive change on Main Street by stressing broad community engagement to secure support for a Main Street vision and monitoring tangible, quantifiable outcomes to better tell the local story to funders and key stakeholders. The Main Street Approach consists of Three Tightly-integrated Components:

1. Identifying Community Vision (Inputs) a. Community Vision: What do people want? b. Market Research: What can the market support?

2. Developing and Implementing Transformation Strategies a. Guide the direction of the revitalization initiative b. Bring about substantive transformation c. Reflective of community vision d. Based on a solid understanding of the district’s economic opportunities e. Implemented through the Four Point framework f. Measureable g. Re-evaluated every 2-5 years

3. Measuring Impacts (Outputs) a. Quantitative Outcomes b. Qualitative Outcomes

The Four Points - Communities tailor their own individual strategies, working in each of the four interconnected areas.

Organization - Establishing consensus and cooperation by building effective partnerships among all downtown stakeholders

Economic Vitality - Strengthening downtown’s existing economic assets and fulfilling its broadest market potential

Design - Enhancing the unique visual quality of downtown by addressing all design elements to create an appealing environment

Promotion - Creating and marketing a positive image based on the unique attributes of the downtown district

Guiding Principles - Downtown revitalization efforts using the Main Street Approach™ incorporate eight guiding principles.

1. Comprehensive 2. Incremental 3. Public-private partnerships 4. Built on existing assets 5. Action-oriented 6. Attitude change 7. Quality 8. Self-help

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National Main Street Communities Criteria for Recognition – The Main Street program accreditation process evaluates local Main Street programs according to 10 performance standards and provides national recognition to those that meet these standards. The national accreditation program strives to:

Provide local and national visibility to local Main Street programs that understand and fully utilize the Main Street Four-Point Approach® and eight Main Street principles and that continue to evolve organizationally to meet new challenges;

Provide national standards for performance for local Main Street programs; and Provide realistic goals and a tangible incentive for local Main Street programs that do not yet meet the

criteria for national recognition.

Receiving National Main Street Program status is a prestigious designation. While every designated local Main Street program can work toward accreditation, not every Main Street program receives it. Main Street coordinating programs, like VMS, evaluate their local programs every year and submit their eligible programs to the National Main Street Center. The 10 criteria for recognition as a National Main Street Community are as follows:

1. Broad-based community support for the commercial district revitalization process, with strong support from both the public and private sectors

2. Vision and mission statements relevant to community conditions and to the local Main Street program's organizational stage

3. Comprehensive Main Street work plan 4. Historic preservation ethic 5. Active board of directors and committees 6. Adequate operating budget 7. Paid, professional program manager 8. Program of ongoing training for staff and volunteers 9. Reporting of key statistics 10. Current member of the National Main Street Network

Community Vision and Market Awareness During the Main Street overview, the board discussed its community vision and market position. Identifying a community vision for success on Main Street is rooted in a solid understanding of the market realities of the district and is informed by broad community engagement. The vision is a formal statement that describes what the community wants downtown to be in the future and establishes the ultimate target toward which all organizational efforts are directed. It answers the question “what do people want?” A market position statement identifies a district’s current niche based on the primary customer segment served, or on a primary set of good s and services offered. It’s a concrete and compelling vision of a fully functioning marketplace. It distinguished the district’s competitive advantage against other commercial district destinations within the trade area. Defining a market position statement requires market information; however, there is often an abundance of insightful market knowledge already in the minds of downtown business owners and community residents. That wisdom was explored during this work planning to collect the information necessary to identify the districts primary customer and products. The participants broke into groups of three to discuss and agree on the top five answers, then went round robin around the room to capture the answers on a flip chart.

Vision - What would downtown be like if you had the power to make it anyway you wanted? Imagine your ideal downtown Winchester. Now imagine that you are describing your ideal downtown to a visitor or new resident. What is the most important to share? What would be some of the major changes that would take place between now and your future downtown?

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Progressive Energetic/Fresh More Storefronts, less office in 1

st floor space

Intelligent Profitable – Great place to invest The “IT” place – “Be There” buzz Competition can be good for business (esp. restaurants) Food Festival – Taste of Old Town (Food & Beverage) Volunteer involvement – community involvement Old Town Ambassadors Rework Old Town Development Board – strong committees with volunteers

Market Position – The Winchester Economic Development Analysis and Master Plan was competed in March 28, 2011 and is an analysis of economic development market opportunities and a master plan for action to seize those opportunities. It examines the City as a whole, but gives special focus to six key “catalyst” sites that offer particular opportunities for economic development and revitalization. The vision documented in the plan parallels the interests of OTDB. A notable recommendation is to develop mixed-use neighborhood centers and corridors that combine housing (for young and old households), retail, and office/employment uses, integrated within a compact, walkable area that will create the kind of urban amenity environment sought by the “creative class” and “empty nest” demographic sectors. The market analysis reveals the need to target two segments, the young (Millennials/Generation Z) and the aging (Babyboomers). The other market opportunity includes tourists, particularly those interested in Civil War history and Patsy Cline. This would embody the “heritage tourist”, who in the United States tend to be a bit older wealthier, and have more formal education, see The Economic Impact of Heritage Tourism in Virginia (Virginia Commonwealth University’s Center for Urban and Regional Analysis, 2017). This opportunity parallels the results of the City study and embodies Babyboomers. Recommendation - Keep OTDW’s vision and mission current and relevant by reviewing each statement every few years. The vision is a formal statement that describes what the community wants downtown to be in the future and establishes the ultimate target toward which all organizational efforts are directed. The mission statement communicates the nonprofit's purpose, what groups it serves, and how it plans to do so. A vision and mission development worksheet is attached. Recommendation – Craft a OTDW market position statement by completing the attached brief exercise. Use the statement on the website and print materials to proactively market and recruit business to the district.

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S.W.O.T Analysis Activity Thinking comprehensively across the Main Street Four Point Approach, the goal of this activity was to identify key downtown issues that would guide project planning later in the retreat. Through facilitated discussion participants considered the strengths, weaknesses, opportunities and threats of the downtown and Main Street program that could foster or impede revitalization progress.

Roundtable Discussions Using the World Café methodology, a simple, effective, and flexible formal for hosting group dialogue, the board explored five questions related to priorities within the district. Each question was written on flip chart paper and placed, with a marker, on five individual tables. Participants were free to walk about the room answering the questions at their leisure and order. Any following groups were able to read over the ideas and add to as led. Answers and comments were reviewed together. Participants were able to listen together for patterns and insights, as well as share collective discoveries. Here are the results:

1. What role should special events have in Old Town Winchester Consistently market/promote

o Major role in drawing people/attract (+1) Bring foot-traffic, hope for return visits (+1) Old Town is the event

o Draw people to the businesses Exposure and marketing for businesses (+2)

o Build vibrancy

Strengths Weaknesses Opportunities Threats

Unique Pedestrian

LocationSUNDAYS - little to do Community engagement City Council

Free Entertainment

(Splash Pad…)

Cigarette butts on mall

and Sunday a.m.

OTDB-more diverse skill-

sets, positions on the

board

Political Swings

Low vacancyNot always best use of 1st

floor space

Committees, task forces,

volunteer opportunities so

others can serve OTW

Assumption OTW does

not continue to need

resources

Properties turnover for

new owners

Need partnerships to use

events to drive tourism

Opportunities for

partnership

Council gatekeeper of

board members without

OTDB input

PPL live in OTWWeather impacts

numbers in OTWVolunteer arm of OTDB

Protests/Political

Action/Vigils

Demand for updated

apartments

Updated apartments hard

to findJail workers Winchester Towers Lot

Healthy regional economyVagrancy on mall - feeling

of safety

NW Works and other

sources of help

Good mix of promotion

and eventsGovernment based OTDB

limits of govt. to get

sponsors and host events

with alcohol

http://www.theworldcafe.com/

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Promote us as a location people want to be (+2) Major role more diversified, using our community differences and culture (i.e. Shenandoah University,

public schools, children based, free mid-day) (+2) More diversity of events – LGBTQ (+1), flower home and garden show, farm-to-table event, ethnic events

(+1), bring people down to shop with business – not spend $ at the event Free flowing only

2. What is the future of the Greatness Program? Year-round marketing (+2) Move some funds outside of Winchester – Loudoun maybe?

o Less restrictive marketing campaign Better engagement with participants Improved requirements to use business best practices* (ex. report how many patrons attend during extra

hours)

3. How can we grow the Farmers Market? Location? Engage the farmers in planning/organizing Larger vendor mix? (i.e. crafts and arts) Need more vendors! More variety Afternoon times More community involvement Pumpkins/Christmas ties Bring it out on to the mall more, have it spill out Promotion on Facebook and social media, signage Interactive Connect w/ the youth

4. What should the role of Art be in Old Town Winchester?

Build vibrancy Beautify the Old Town Attract the Creative Class Integrate university arts programs even more Sell prints of Artscape Banners? More exhibits and emphasis on art (+1)

o Art day or weekend event Get Boys & Girls Clubs involved Juried Art show It should be the “3

rd Arm” of Old Town - shopping, restaurants, and art

Involve children’s art programs

5. What are the needs for Boscawen Street (Loudoun Street intersection)? Remove vehicle traffic Allows for pedestrian extension

o Outdoor dining & shopping o Improves value to property owners o Removes safety concerns

A mixed use street – design to be multimodal and easily closed for extended periods - bollards (+1) Stamped concrete from Indian Alley to Cameron Fix the Square Safety (+1) Stronger signage I wouldn’t close it. The feeling that it is difficult to maneuver down here is bad enough w/out removing an

entire street

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More signage on Loudoun Street (like on Charlottesville downtown mall) Make it pedestrian!!! (+2)

Putting the Refresh to Work in Downtown Winchester The group was asked to identify two strategic priorities or Transformation Strategies. These strategies are statements of economic direction that guides the revitalization initiative to bring about substantive transformation. They generally fall into one of two groups: strategies that build on the presence of a customer group or strategies that build on the presence of a concentration of a type of product, service, or businesses. Using the previous vision and market information, two Transformation Strategies were identified as a starting point, which can be evaluated further and explored to refine. The following are the two identified:

1. Strengthen downtown through a millennial-based economy 2. Strengthen downtown through a tourism/visitor-based economy

Further details about these strategies can be found in NMSC Catalyst Briefs, a number of “off the shelf” strategies that have proven effective in many communities that you may find resonate with your own work. These Catalyst Strategies provide a road-map for how to get started and can be found in the accompanying resource documents. Recommendation – Develop further market research into these two strategies so the board is fully informed to guide the organizational goals for a fully realized downtown vision. Conduct or glean from the City’s Department of Economic Development a market study to develop of list of businesses that can be supported by the market and design retention and attraction activities to fill those opportunities. Further define the two customer bases, visitor and Millennials. Who are they? What do they like to do? Where would they likely shop? Resources like ESRI’s Tapestry Segmentation Reference Guide can provide details about what factors, i.e. demographics, buyer habits, characterize such groups.

Project Brainstorm using the Transformation Strategy Dashboard The participants were asked to take ten minutes to record in groups of three specific, measurable projects that their Main Street program should work on in the coming year to three years that work across the Four Points and support the transformation strategies. The ideas were recorded on a Transformation Strategy Dashboard worksheet. In round robin style, the groups then share their ideas, which were recorded on the flip chart to be processed, organized and developed further. In a democratic process, each member prioritized projects by using the colored dot stickers, green = now, yellow = soon, red = later. The proposed projects are in order of most votes and priority projects bolded in black. Volunteers committed to head up the priority projects and names are indicated to the side of each.

1. Transformation Strategy: Strengthen downtown through a millennial-based economy

Organization

Existing activities:

SU Discount Program Partner with BBBS(Mission based activities)

New activities:

Tap into community organizations to bring children and parents here (Bands, choirs, little league etc.) Total=7 (6Now, Soon, 1Later) – Chef Dan, Greely, Drew, Liz

Volunteer organization with a mission Total=7 (3Now, 4Soon, Later)

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Bring back Arts Task Force – develop art public policy Total=7 (1Now, 4Soon, 2Later)

Promotion


Craft beer based events-Hop Blossom, Oktoberfest, Rally in the Alley, AB Wine Fest Apps/Social Media/pay by cell/Uber Street Performers/Buskers Traipse

New activities:

Hashtag contest (#OldTownWinchester) Total=7 (7Now, Soon, Later) - Charlie E-sport events-actual games played with others (EVENT) Total=7 (2Now, 2Soon, 3Later)

Design


Outdoor seating/dining Walkability Green Circle

New activities:

Wifi on Walking Mall (alternative to Comcast – fiber access) Total=7 (7Now, Soon, Later) - Scott

Foot traffic on mall wayfinding/bike traffic trail clarity Total=7 (7Now, Soon, Later) - Scott Boscawen Street (To close or not to close…) Total=7 (5Now, Soon, 2Later) Bike Racks (paint) Total=6 (2Now, 4Soon, Later)

Economic Vitality


Experiential retail -Yoga Studio,Escape Room, Wine tastings at Murphys, Bright Box, WAM SBDC resources Greatness Program -shopping hour emphasis

New activities:

Add to Farmers Market-additional signage, more social media, more live stream videos Total=6 (6Now, Soon, Later) – Charlie, Drew

Experience based businesses organize more community activities (How can we help experience based retail?) [Attract businesses?] Total=7 (4Now, 3Soon, Later)

Encourage property owners to develop underutilized upper floor property Total=7 (1Now, 2Soon, 4Later)

Recruit a consumables business for millennials Total=7 (Now, 5Soon, 2Later) Makers Space Total=6 (1Now, 3Soon, 2Later)

2. Transformation Strategy: Strengthen downtown through a tourism/visitor-based economy

Organization


OTDB rep. on Tourism Board Bring back Arts Task Force

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New activities:

Partner with Tourism Total=5 (5Now, Soon, Later) – Greely, Andrea, David Partner with Shen. Valley Battlefields - Civil War groups and others Total=5 (1Now, 4Soon,

Later)

Promotion


Apples, Breweries, Agri-tourism, Celebration Farmers Market

New activities:

Events attracting diverse audience – LGBTQ,… Total=6 (3Now, 3Soon, Later) Work with tour bus companies to bring groups to OTW esp. Civil War Total=6 (3Now, 3Soon,

Later)

Design


Walkability/Splash Pad/bathrooms More bathroom facilities (Braddock Garage open with attendant) Welcome Center open during events Way-finding improvements

New activities:

Economic Vitality Existing activities:

Microbreweries/Spirits Trail

New activities:

Council Tour Bus Parking Allowances Total=6 (5Now, 1Soon, Later) – Liz, David Downtown “Cidery”? Total=7 (Now, 5Soon, 2Later)

Recommendation – Use these project ideas to complete the Winchester Transformation Strategy Work Plan document included with the resources. Follow the sections Next Steps and Conclusions for further guidance. Set a firm deadline for completion, based on expectations set with City partners.

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Next Steps In order to ensure a successful start and completion of these projects, it is pertinent to answer the following questions:

1. Can it be completed in ____ months? 2. Is it within the goals of the mission/vision statements? 3. Is it important? 4. Will it have measurable results and what are they?

The group must start with the highest priority and determine how many of the projects can realistically be done in the coming year or two. Then, a “project sheet” will need to be completed for each project that made the final cut (see National Trust Main Street Center Complete Work Plan document). Set a goal to complete all projects sheets at upcoming committee meetings. It is encouraged to space these projects throughout the year to avoid member burnout. Each project will have:

1. An objective 2. Expected results for the project 3. Specific tasks to complete the project 4. A start date for each task 5. An end date for each task 6. Responsible individual/party 7. A budget for each task

Conclusion

Set a deadline for the completion of the work plan After completion of work plan, Chairman or designated individual will “package” a draft to be presented to

the board for their approval. The board and executive director will need to look for duplication between committees, and possibly call a

meeting to review all four committee work plans before final approval to discuss ways committees can work together to get additional feedback from more stakeholders.

Use the work plan tool; make sure you bring final approved copies to all future committee and board meetings; and when setting future meeting agendas be sure to list time to discuss work plan progress. This will help your committee stay on track and meet deadlines.

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Works Cited

City of Winchester Economic Development Analysis & Master Plan, March 2011 The Economic Impact of Heritage Tourism in Virginia (CURA, 2017)

Attached Resources

Winchester Transformation strategy work plan template Main Street Presentation Main Street FAQ Benefits of Main Street Why is downtown important Developing a Vision-Mission Statement Market Position Brief Exercise Catalyst Brief: Millennials Catalyst Brief: Tourists and Tourism Winchester Transformation Strategy Brainstorm

Online Resource – National Main Street Center Membership, www.mainstreet.org

Main Street Board Member Handbook Main Street Volunteer Handbook (downloadable)

For more information, resources, and organizational development contact: Kyle H. Meyer Community Development Administrator Virginia Main Street Department of Housing & Community Development Main Street Centre, 600 East Main Street, Suite 300 Richmond, VA 23219 Phone: (804) 371-7078 - Fax: (804) 371-7093 Email: [email protected] Website: www.dhcd.virginia.gov/mainstreet Blog: http://dhcdvms.wordpress.com/ National Trust Main Street Center 53 West Jackson Boulevard, Suite 350 Chicago, IL 60604 Phone: (312) 939-5547, ext. 37234 Fax: (312) 939-5651 Website: www.mainstreet.org

http://www.mainstreet.org/

mailto:[email protected]

http://www.dhcd.virginia.gov/mainstreet

http://dhcdvms.wordpress.com/

http://www.mainstreet.org/

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Winchester Old Town Development Board Retreat Thursday, November 2, 2017 10 AM – 3 PM OTDW Board Room, 301 West Main Street, Winchester, Virginia

10:00 Main Street Introduction

Introductions – name and roll with the organization

Benefits & Responsibilities

Transformation Strategies

10:45 SWOT Analysis of the Commercial District

Vision activity (10 minutes)

Assess strengths, weaknesses, opportunities, and threats to Winchester’s Main Street district and effectiveness attracting Millennials and visitors/customers.

11:30 Roundtable Discussions (In order of priority)

1. What is the future of the Greatness Program? 2. What role should Special Events have in OTW? 3. How can we grow the farmers market? 4. What should the role of Art be in OTW? 5. What are the needs for Boscawen Street (Loudoun St. intersection)?

12:00 Lunch- Report on Group Discussions 12:30 Transformation Strategy Alignment

Brief overview of current projects.

Which current projects support our strategies; which do not; and what projects could we add for better alignment of the Transformation Strategies?

1:30 Selection of projects for 2018 and next steps

Choose top projects with most interest.

Divide projects into work groups.

Work groups form and outline next steps such as setting a first meeting date and recruiting committee members to attend.

2:45 Break 3:00 Formal OTDB Business Meeting

St. Paddy’s Celtic Fest………………………………………………………March 10

KidzFest .................................................................................................... May 19

Classic Movie Night .................................................................................. June 9

Friday Night Live ..................................................................................... June 15

Sundays at the Taylor ............................................................................. June 17

Rockin’ Independence Eve ........................................................................ July 3

Classic Movie Night ................................................................................. July 14

Friday Night Live ...................................................................................... July 20

Sundays at the Taylor .............................................................................. July 22

Classic Movie Night .............................................................................August 11

Friday Night Live ..................................................................................August 17

Sundays at the Taylor ......................................................................... August 19

Sundays at the Taylor ................................................................... September 16

Oktoberfest ................................................................................. October 12 – 13

Family Movie Night on the Mall ....................................... Thursdays June – July

Old Town Winchester

Special Events Contract Calendar of Events 2018

Old Town Winchester FY19 Budget WorksheetJuly 1, 2018 - June 30, 2019

Budget Category FY-19 ProposedProfessional Services

5000 Website/Social Media Mgmt 450 Website hosting fee 900 SESAC music license

1200 OTW App and App Maintenance1600 Graphic Design

Printing & Binding6,000 Guide(10,000-$2917)(15,000-$4170)(24,000-$5,400)

250 Holiday Postcards 250 Promotional cards (Choc. Escape) 370 poster printing (2 sets of 75)350 Stakeholder AB Postcards

Local Media500 Holiday Newspaper ads 804 VA Travel Guide 120 Clearbrook Welcome Center Rack Rental900 Winchester Frederick County Visitor Guide 400 Facebook Post Boosts

Copier Charge900 City Hall Copier charges ($862)

Postal Services 80 City Hall Postage and other charges

375 AB Postcards

Telecommunications 640 Verizon Office Cell Phone Plan 110 Domain Renewals

General Liability 1100 VML Insurance ($1,020)

Equipment Rental 250 Restrooms for Christmas Parade

Building Rental400 Visitor Center Duratran

Mileage and Transportation 500 Expense for VA Main Street Conferences 400 Expense for National Main Street Conference


Budget Category FY-19 ProposedConvention Education

500 Expense for VA Main Street Conferences 100 Admin. Professionals Day300 Retreat Lunch etc.

1000 National Conference (Registration & Lodging)

VA Commission of Arts10,000 Matching requirement for $5000 grant funds

Downtown Improvement Repayment50000 Mall Project Debt Service - Fixed Cost

Dues & Assoc. Membership350 Main Streets 110 Farmers Market Membership & Artisan Trail

Office Supplies355 Pens, paper, sign holders, etc.

25 retreat

Food & Food Services50 stakeholder meetings

100 Meetings - VMS, SBDC50 Art Receptions, FM Pot Luck

Books and Subscriptions

125 Winchester Star - ($118)175 Newsletter program subscription - ($143)

Other Operating Supplies100 OTDB member badges 800 Toner catridges(2 sets) - ($773)300 Halloween Event crayons

1,100 Holiday Decorations - lights & new decorations300 Egg Hunt Supplies 120 Balloons - Choc. Escape, St. Paddy's141 Other

Award & Plaques50 gift for outgoing OTDB members

Spcl Event - Retainer Contribution 75,000 Retainer Contribution

TOTAL EXPENSES: 165,000


Budget Category FY-19 Proposed

Projected Revenue:Special Assessment 160,000Arts Grant 5,000 VMS Conference Grant (possibly 1,000) 0

TOTAL: $165,000

ADDITIONAL EXPENSES:Budget Category FY-19 Proposed Notes

Greatness ProgramProfessional Services 6,000 Professional Services - Greatness ProgramLocal Media 14,000 Ads - Greatness ProgramExpense Total: 20,000

Farmers Market/ Taylor PavilionProfessional Services 1200 Bathroom Attendant for farmers marketLandscaping Services 2300 For Taylor Pavilion upkeepPrinting and Binding Farmers Market signs and postersArtisan Trail Membership 100Farmers Market Volunteer Shirts 202Local Media Farmers Market AdsOther Operating Supplies 200 Farmers Market SuppliesExpense Total: 3,800Anticipated Revenue: 3,800

Special Events Contracted Event Expense* 111,152 Cost anticipated reinbursed by event revenue.Additional Retainer Costs 9,048 Includes 3% increaseHorse Drawn Carriages 1,600 Holly Jolly (2 carriages)Rental for Movies 3,200 Movie on the Mall Coordinated by Park & RecEvent Expenses: 125000Anticipated Revenue: 135,000

2017 Holiday Window Decorating Contest Participants

Suggested Theme: Peace

Most Traditional Most Whimsical

Best Use of Merchandise or Products

Scarpa Alta 10 S. Loudoun Street Posh Pets Boutique 16 S. Loudoun Street Once Upon A Find 48 S. Loudoun Street Shenandoah Valley Discovery Museum 19 W. Cork Street Knit 1 Purl 2 20 W. Boscawen Street Incredible Flying Objects 111 N. Loudoun Street The Chef's Market 120 N. Indian Alley Abjia Blue 126 N. Loudoun Street Tin Top 130 N. Loudoun Street Runners' Retreat 135 N. Loudoun Street 147 North 147 N. Loudoun Street Handworks Gallery 150 N. Loudoun Street The Polka Dot Pot 157 N. Loudoun Street Old Town Stained Glass 161 N. Loudoun Street Winchester Book Gallery 185 N. Loudoun Street Total Image Workingman's Store 325 W. Boscawen Street Flowers by Snellings 23 N. Braddock Street

Documents

1. 2. 3. i. ii. - Winchester · 2017-12-07 · 10:45 SWOT Analysis of the Commercial District 11:30 Roundtable Discussions 12 PM Lunch-Report on Group Discussions 12:30 Transformation