HomeMy Public PortalAbout2021_09_27_Work_Session_Agenda_Packet
TOWN OF LEESBURG
Town Hall, 25 West Market Street
AGENDA
Town Council Work Session
September 27, 2021
7:00 PM
Council Chamber
1. CALL TO ORDER
2. ITEMS FOR DISCUSSION
a. Batch Amendments to the Town Code (Christine Newton)
b. COVID-19 Employee Vaccine and Testing (Joe Dame & Josh Didawick)
c. Economic Development Strategic Plan (Russell Seymour)
d. Economic Development Authority (Russell Seymour)
e. Virginia Main Street Program (Russell Seymour)
f. Promotion of Leesburg Art, Culture, and History (Russell Seymour)
3. ADDITIONS TO FUTURE MEETINGS
a. Future Council Meetings and Agenda Topics
4. ADJOURNMENT
5. INFORMATION MEMORANDUM
a. Monthly Board and Commission Report – Activity and Attendance
6. UPCOMING EVENTS
October 1 - Leesburg's First Friday, Downtown, 6 p.m. - 9 p.m.
October 2 - 33rd Annual Leesburg Car Show, Downtown, 12 p.m. – 4 p.m.
October 7 - Virtual Library Workshop, “Preservation for Home Archives”, 10 a.m. – 12 p.m.
October 11 - Town Offices Closed for Columbus Day
October 13 - Ribbon Cutting – Reflections – A Senior Living Community, 246 West Market Street,
Leesburg, VA 20176, 5:30 p.m. – 6:30 p.m.
October 16 - Ribbon Cutting – Stop & Go Convenient Store, 217 Crescent Station Terrace SE,
Leesburg, VA 20176, 10:00 a.m. – 11:00 a.m.
October 20 - Virtual Luncheon Travel Lecture with Andrew Jampoler, “Voyage Through an Enchanted
Land”, 1 p.m. – 2 p.m.
October 27 - The Powell Family Papers with Alison Herring – VIRTUAL, 1:00 p.m. – 2:00 p.m.
ASSISTIVE LISTENING SYSTEM
Qualified individuals with a disability who require a reasonable accommodation to attend and/or participate
in this meeting should contact the Clerk of Council at eboeing@leesburgva.gov or 703-771-2733 to request the
accommodation. Three days advance notice is requested. Meetings are broadcast live on the Town’s local
government access cable TV channel (Comcast 67 and Verizon 35) and streamed live on the website at
www.leesburgva.gov/webcasts. All Town Council, Board and Commission meetings are recorded and can be
found on the Town’s Web site at www.leesburgva.gov.
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REGULARLY SHEDULED COUNCIL MEETINGS
Citizens are invited to attend and participate in Town Council meetings. The petitioner’s portion of the meeting
and scheduled public hearings offer the public two opportunities to present their views to the Council during
its meeting.
Petitioners
The petitioners’ portion of the Council agenda is the first item taken up by the Council following proclamations
and certificates of appreciation. This part of the meeting affords individuals the opportunity to address the
Council on any matter not scheduled for a public hearing. Prior to the meeting, those citizens wishing to speak
should sign the Clerk’s Register on the podium at the front of the Chambers. The Mayor will announce the
availability of the sign-up sheet at the beginning of all regular meetings. Petitioners’ presentations should be
limited to five minutes.
Public Hearings
Certain items of Town business can only be conducted after the Town Council conducts an advertised public
hearing. Certain major issues affecting the town’s government can also be scheduled for public hearing at the
option of the Council. Adoption of the town budget, rezonings, special exceptions and amendments to the
Town’s subdivision and zoning ordinances all require a public hearing.
Decorum
A person addressing the Council as a petitioner, or during a public hearing, should advance to the podium
when recognized by the Mayor and state his or her name and address. Persons should also indicate whether
they are representing anyone other than themselves. After the presentation or comments, the Mayor or
members of Council may have questions of the petitioner. Decorum will be maintained. Statements, which are
demeaning or defamatory to members of the public, the staff or the Council, are inappropriate and out of order.
OTHER COUNCIL MEETINGS
Work Sessions/Committee of the Whole
Council may elect to place an item on the Tuesday night meeting agenda for action. Items will only be added
to the agenda if agreed to by a majority of Council present.
Closed Sessions
Under certain circumstances, the Virginia Freedom of Information Act permits the Town Council to meet in
a session where the public is excluded. This may be a discussion of personnel matters, legal matters, the
acquisition or sale of property and other selected topics. The Council can only go into closed session from a
public session and the notice must cite the specific statutory authority to go into closed session and also indicate
the general topic to be discussed. Only those matters in the adopted motion to go into closed session can be
discussed at that time.
TOWN COUNCIL AGENDA MATERIALS
Generally, all items on the regular Council agenda have been first considered at the Council Committee of the
Whole. Individual council members, however, can request full Council action on an item considered, but not
reported out of committee. Materials previously distributed to the Council on Wednesday are available to
citizens on request from the Clerk’s Office. Citizens may also provide the Clerk of Council with an e-mail
address or self-addressed, stamped envelopes and Council agendas will be provided to the citizens without
further charge. For more information, call the Clerk’s Office at (703) 771-2733 during normal business hours
or e-mail at clerk@leesburgva.gov. Meeting agenda packets are available for public inspection in the lobby of
Town Hall on Wednesdays prior to the scheduled meeting. Council agendas can also be viewed on the town’s
World Wide Web site at http://www.leesburgva.gov.
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Date of Council Meeting: September 27, 2021
TOWN OF LEESBURG
TOWN COUNCIL WORK SESSION
Subject: Batch Amendments to the Town Code
Staff Contact: Christine Newton, Deputy Town Attorney
Captain Jaime Sanford, Leesburg Police Department
Renée LaFollette, P.E., Director of Public Works & Capital Projects
Mike Watkins, Zoning Administrator
Council Action Requested: Provide feedback regarding proposed Town Code batch amendments
in advance of October 26, 2021 public hearing.
Staff Recommendation: Supports amendments to Chapters 22, 28, 30, and 32 of the Town Code
as detailed in the attachments to this memorandum and summarized below.
Procedures associated with nuisance vegetation. Section 22-11 (Excessive vegetation; overgrowth): Amendment
for consistency with State Code to indicate that the Town is not required to provide more than one
notice per growing season to any owner violating the provisions regarding tall grass and other
overgrown or nuisance vegetation.
Solid waste collection and disposal. Multiple sections in Chapter 28, Article II (Collection and disposal):
Clarifying amendments regarding Town garbage and refuse collections, bulk collections, and brush
collections; editorial corrections; and amendment to Section 28-38 (Dumping trash, etc., on highway,
right-of-way or private property) to conform with 2021 amendment of Virginia Code § 33.2-802.
Traffic and parking violations. Multiple sections in Chapter 32 (Traffic and vehicles): Addressing traffic
enforcement concerns, specifying additional parking prohibitions consistent with State Code, and
adjusting and clarifying trailer and commercial vehicle parking prohibitions.
Real property addressing system. Multiple sections in Chapter 30, Article III (Uniform real property numbering
system): Amendments to provide for a Town system of secondary addressing (multiple units within
a primary address) to achieve consistency with County addressing and 911 response requirements.
Commission Recommendation: Not applicable.
Fiscal Impact: There are no fiscal impacts associated with the proposed amendments to Town
Code Chapters 22, 28, or 30. Fiscal impact associated with the proposed amendments to Town
Code Chapter 32 are expected to be minimal; the Town may receive payment of additional traffic
and parking fines as a result of these amendments.
Work Plan Impact: None.
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Item a.
Batch Amendments to the Town Code
September 27, 2021
Page 2
Executive Summary: One or more times each year, Council is asked to consider minor or “batch”
amendments to the Town Code to address changes the State Code, address issues identified by staff,
conform to current Town operations, clarify, or correct inconsistencies, and errors. At this time,
staff has requested certain amendments to Chapters 22, 28, 30, and 32 of the Town Code.
Background: The following amendments have been requested by staff and are organized by
department.
Department of Public Works:
Nuisance vegetation. (Attachment 1)
Town Code section 22-11 prohibits property owners from permitting grass, weeds, or other foreign
growth to grow taller than 12 inches, sets forth the process for Town abatement of this nuisance
vegetation at the cost of the property owner, and imposes penalties for violation. Virginia Code §
15.2-901(A)(3) authorizes the Town to continue to abate multiple violations over the course of a
growing season without engaging in repeated notification processes. The proposed addition to
Town Code section 22-11(b) would implement this notice process, and indicate that the Town is
not required to provide more than one written notice per growing season.
Trash collection. (Attachment 2)
The proposed revisions to Town Code Chapter 28 (Solid waste), Article II (Collection and disposal),
would accomplish the following goals:
A. Section 28-22 (Violations): clarify that the owner, lessee, occupant, or person in control of the
premises may all be responsible for violations of the ordinance, and that violations that occur in
the common area of an property owners association property may be charged to the association.
B. Section 28-23 (Definitions): codify the Town’s current treatment of all non-residential properties
(including commercial and institutional uses) in the same manner.
C. Section 28-24 (Container requirements for residences): eliminate redundancy with section 28-25
and clarify that the requirements are applicable to all curbside collection.
D. Section 28-25 (Containers and storage areas for commercial establishments): eliminate
redundancy with section 28-24, and clarify applicability to apartments and those condominiums
that are not eligible for curbside collection.
E. Section 28-26 (Town collection generally): add clarifying general information regarding Town
collection of garbage, refuse and recyclable materials consistent with current Town operations.
F. Section 28-27 (Requirements for collection vehicles): add clarifying language for consistency
with the Town noise ordinance.
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Item a.
Batch Amendments to the Town Code
September 27, 2021
Page 3
G. Section 28-28 (Preparation of brush for collection): reorganize and retitle section to more
accurately and clearly reflect its coverage of eligibility for brush collection, collection schedule,
and placement for collection in addition to preparation for collection.
H. Section 28-29 (Collection schedule): update scheduling requirements and placement deadlines
for residential and curbside commercial bulk collection, and for bulk leaf collection, consistent
with current Town operations.
I. Section 28-30 (Special collections for large items): update scheduling requirements and
placement deadlines for large item bulk collection, consistent with current Town operations.
J. Section 28-32 (Points of collection): clarify language regarding placement for collection.
K. Section 28-33 (Placement for collection; removal of containers after collection): add information
regarding placement for curbside commercial collection.
L. Section 28-35 (Tagging and removal of defective containers): update language to reflect pickup
of private containers, and repair or replacement of Town-provided containers, by the Town’s
contractor.
M. Section 28-28 (Dumping trash, etc., on highway, right-of-way or private property): increase the
minimum criminal fine for conviction of a misdemeanor violation from $250.00 to $500.00, to
be consistent with the amended language of Virginia Code § 33.2-802 (adopted by H1801 (2021
Special Session 1)).
Leesburg Police Department:
General Penalties. Virginia Code § 46.2-1300 prohibits localities from imposing penalties greater
than those for violation of similar State Code provisions. Virginia Code § 46.2-113 provides that
unless otherwise stated, violations of State Code title 46.2 (Motor Vehicles) shall constitute traffic
infractions punishable by a fine of not more than provided for a Class 4 misdemeanor under Va.
Code § 18.2.11. Town Code chapter 32 currently makes all violations misdemeanors unless
otherwise specified. The following amendments are proposed to sections 32-12 and 32-63 (which
currently have identical language), to provide that violations will be traffic infractions unless
otherwise specified:
General penalty.
Every person convicted of a misdemeanor for a violation of any of the provisions of
this chapter or rule or regulation promulgated pursuant hereto, for which no other
penalty is provided either in this chapter or in State law, shall be guilty of a
misdemeanortraffic infraction punishable by a fine of not more than that provided
for a Class 4 misdemeanor under Code of Virginia § 18.2-11 for each such offense.
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Item a.
Batch Amendments to the Town Code
September 27, 2021
Page 4
Traffic Violations.
A. Full time and attention. Virginia Code § 46.2-818.2 (Use of handheld personal communications
devices in certain motor vehicles; exceptions; penalty) became effective January 1, 2021. The
Police Department has reported that Loudoun courts have frequently reduced charges for
violation of this State Code provision to violations of a local ordinance. However, because the
Town does not have a provision requiring drivers to devote their full time and attention to
operating the vehicle, these charges have often been reduced to a charge under Loudoun County
Code of Ordinances, Section 466.07. Staff proposes the adoption of a similar provision, which
is also consistent with other local jurisdictions, as follows:
Sec. 32-118. Operator to give full time and attention to driving.
No person shall operate a motor vehicle upon the highways of this Town without
giving his full time and attention to the operation of the vehicle.
B. “Block the Box.” The Police Department has had to rely on a State Code provision (Va. Code §
46.2-830 (Uniform traffic control devices on highways: drivers to obey traffic control devices;
enforcement of section) to ticket drivers who disregard markings prohibiting them from blocking
an intersection. Staff would prefer to cite a specific Town ordinance for this violation, and
propose the following new provision to be added to the Chapter 32:
Sec. 32-135. Blocking intersections or crosswalks.
No operator of a motor vehicle shall enter an intersection or a marked crosswalk
unless there is sufficient space beyond such intersection or crosswalk in the
direction in which such vehicle is proceeding to accommodate the vehicle without
obstructing the passage of other vehicles or pedestrians, notwithstanding any
traffic-control signal indication to proceed.
Parking Violations. (Attachment 3)
A. Section 32-141 (Parking prohibited in specific places; settlement of parking violations): In
response to parking complaints received by the Police Department, these revisions would add
three new subsections, prohibiting: parking in front of a mailbox not owned by the vehicle owner
(as authorized by Va. Code § 46.2-1220); parking perpendicular to the curb where not marked
as an official parking space (consistent with Va. Code § 46.2-889); and parking more than 18”
from the curb or edge of a street (consistent with Va. Code § 46.2-889).
B. Section 32-143 (Parking certain vehicles on town streets prohibited): To facilitate internal
consistency within the Town Code, and to alleviate certain enforcement problems identified by
the Police Department, proposed amendments would accomplish the following:
(1) Change the length of time for which certain vehicles may be parked on town streets from
seven days to ten days in order to make this section consistent with the towing provisions
for unattended vehicles, as contained in Section 32-149 [Section 32-143(a)];
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Item a.
Batch Amendments to the Town Code
September 27, 2021
Page 5
(2) Change a prohibition on parking certain commercial vehicles for more than four hours
to a prohibition on parking such vehicles except when they are in use for taking on or
discharging passengers, or loading or unloading goods, or when the drivers/occupants
are engaged in active performance of services at the location where the vehicle is parked.
(3) Reinstating a Constitutionally permissible portion of the former Section 32-142 (which
was repealed by Town Ordinance 2021-O-015).
Planning and Zoning:
Secondary Addressing. (Attachment 4).
The Town does not have a codified system of secondary addressing for interior units in multi-unit
buildings. Consistency with the County protocol is necessary to assist public safety agencies in
responding to emergency calls. Staff recommends codifying a Town secondary addressing system
to eliminate potential conflicts that may arise when building owners create unofficial internal
addressing systems. By practice the Town has followed the Loudoun County addressing scheme,
and the proposed revisions are consistent with the Loudoun County protocol. This will also assist
business owners and residents in obtaining necessary permits for interior improvements, as
Loudoun County will not issue building or trade permits until an official unit address has been
assigned by the Town. The proposed amendments to Chapter 30 (Streets, sidewalks and other public
places), Article III (Uniform real property numbering system) would update outdated provisions of
the article and insert provisions consistent with the Loudoun County addressing system.
Attachments:
1. Proposed revisions to Town Code Chapter 22 (Nuisance), Section 22-11(Excessive
vegetation; overgrowth)
2. Proposed revisions to Town Code, Chapter 28 (Solid waste), Article II (Collection and
disposal)
3. Proposed revisions to Town Code Chapter 32 (Traffic and vehicles), Article V (Stopping,
standing and parking)
4. Proposed revisions to Town Code Chapter 30 (Streets, sidewalks and other public places),
Article III (Uniform real property numbering system)
Rev. 05/27/2021
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Item a.
Sec. 22-11. Excessive vegetation; overgrowth.
(a) It shall be unlawful for the owners of property to permit grass, weeds and other foreign growth to exceed 12
inches. It shall be unlawful for the owners of any property to permit unsafe trees to remain on the property
that would pose a threat to public property and persons on public property.
(b) Upon notice from the town, a property owner shall within five days cut or trim grass, weeds, unsafe trees,
and other foreign growth on such property or any part thereof to a height no greater than 12 inches. In the
event the property owner fails to comply with said notice, the town through it agents or employees may
elect to cut or trim the grass, weeds, remove or trim unsafe trees to render it safe, and foreign growth, in
which event the cost or expenses thereof shall be chargeable to and paid by the owners of such property and
may be collected as taxes are collected. The town shall not be required to provide more than one written
notice per growing season to the owner of record of the subject property.
(c) Every charge authorized by this section with which the owner of any such property shall have been assessed
and which remains unpaid shall constitute a lien against such property ranking on a parity with liens for
unpaid local taxes and enforceable in the same manner as provided in Code of Virginia, title 58.1, ch. 39, arts.
3 and 4 (Code of Virginia, §§ 58.1-3940 et seq., 58.1-3965 et seq.). The town may waive such liens in order to
facilitate the sale of the property. Such liens may be waived only as to a purchaser who is unrelated by blood
or marriage to the owner and who has no business association with the owner. All such liens shall remain a
personal obligation of the owner of the property at the time the liens were imposed. If the sum due to the
town has not been paid within 15 days from receipt of such notice, the town manager shall and is authorized
to distrain therefore goods or chattels within the town to collect the sum due, or to treat the unpaid sum as
a lien against the property superior to the interests of any owner, lessee or tenant, and next in succession to
the town real estate taxes thereon and to add the charges to the amount due for the current town real
estate taxes on said property.
(d) Any violations of this section shall be subject to a civil penalty of $50.00 for the first violation, or violations
arising from the same set of operative facts. The civil penalty for subsequent violations not arising from the
same set of operative facts within 12 months of the first violation shall not exceed $200.00. Each business
day during which the same violation is found to have existed shall constitute a separate offense. In no event
shall a series of specified violations arising from the same set of operative facts result in civil penalties that
exceed a total of $3,000.00 in a 12-month period. The civil penalties are in addition to any costs the property
owner incurs as a result of the failure to comply with this section.
(e) In the event three civil penalties have been previously imposed on the same property owner for the same or
similar violation, as described in this section and not arising from the same set of operative facts, within a 24-
month period, the fourth violation shall be a class 3 misdemeanor.
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Item a.
PART II - TOWN CODE
Chapter 28 - SOLID WASTE
ARTICLE II. COLLECTION AND DISPOSAL
Page 1 of 8
ARTICLE II. COLLECTION AND DISPOSAL1
Sec. 28-22. Violations.
Except as otherwise provided, when a violation of this article is found to exist, any person who violates any
provision of this article the owner, lessee, occupant, or person in control of the premises shall be subject to the
following penalties:
(1) Civil penalty:
a. First violation, or violations arising from the same set of operative facts — a civil penalty not to
exceed $50.00.
b. Subsequent violations not arising from the same set of operative facts within 12 months of the
first violation — a civil penalty not to exceed $200.00.
c. Each business day during which the same violation is found to have existed shall constitute a
separate offense.
d. In no event shall a series of specific violations arising from the same set of operative facts result
in civil penalties that exceed a total of $3,000.00 in a 12-month period.
e. Every charge with which the owner of any such property shall have been assessed and which
remains unpaid shall constitute a lien against such property ranking on a parity with liens for
unpaid local real estate taxes and enforceable in the same manner as provided in Code of Virginia
§§ 58.1-3940 et seq., and 58.1-3965 et seq.
(2) Criminal penalty.
a. Violations shall be a class 3 misdemeanor in the event three civil penalties have been previously
imposed on the same defendant for the same or similar violation, not arising from the same set
of operative facts within a 24-month period.
b. A class 3 misdemeanor is punishable by a fine of not more than $500.00.
c. Any subsequent violation classified as a criminal offense, outlined in subsection (1), above, shall
preclude the imposition of a civil penalty for the same violation.
Except where prohibited by law, if a violation exists in a common area, where a specific owner, lessee, occupant,
or responsible person cannot be determined, the violation and applicable fee shall be assessed against the
homeowners association, condominium owners association, or property owners association, if any.
Sec. 28-23. Definitions.
The following words, terms and phrases, when used in this article, shall have the meanings ascribed to them
in this section, except where the context clearly indicates a different meaning:
1State law reference(s)—Authority to require property owners to remove garbage and refuse and to operate a
garbage and refuse collection and disposal service, Code of Virginia, §§ 15.2-901, 15.2-90715.2-927, 15.2-
928, 15.2-937.
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Item a.
Page 2 of 8
Bulk pickup means items that are considered to be too large or bulky for normal collection. (See Refuse and
Recyclable material definitions.)
Also included in bulk pickups are most appliances and bulky metal such as: washers/dryers,
refrigerators/freezers/air conditioners/dehumidifiers,
humidifiers, stoves/ovens/, microwaves, dishwashers, water heaters, lawn mowers (gas and oil removed),
parts of metal shed four feet in length, metal chain-link fencing under four feet in height, cabinets and office
furnishings, toys, clothing, household décor, bikes, charcoal and gas grills (propane tank removed), metal
chairs, Venetian blinds, vacuum cleaners, exercise equipment (must be broken down into sections under 50
pounds), metal ladders under six feet, pipes under four feet in length, furniture including beds, sofas, etc.,
TVs under 42 inches diagonal.
Wood pieces must be under 5' long with nails hammered down or removed. A maximum of 12 pieces of
wood will be collected per bulk pickup.
Bulk collections are limited to a volume of four feet × four feet × eight feet per pickup. Material in excess of
this amount must be scheduled for additional collections.
Unacceptable bulk material includes, but is not limited to, any materials generated by contractor services,
drywall, granite and stone products, tile, concrete and cement, bricks and block, extension ladders,
automotive parts, tires on or off rims, hazardous waste, paint and solvents, firewood and logs, pianos,
grandfather clocks, air hockey and pool tables, mirrors over five feet long/wide.
Brush means tree trimmings, bushes, twigs, or branches with a minimum length of four feet, a maximum
length of eight feet and a minimum diameter of one inch and a maximum diameter of six inches.
Commercial establishment shall include all nonresidential uses.
Garbage means wastes resulting from the handling, preparation, cooking, storage, sale of and consumption
of food and food products.
Private collectors means persons engaged in the collection and transportation of refuse and garbage,
recycling and brush from residential, commercial, industrial, institutional or other establishments for
compensation, not including the collector contracted by the town.
Recyclable material means those commodities which, having served their original purpose, have physical or
chemical properties that allow them to be transformed into new products, and collected on a schedule as
designated by the town. Such materials shall include, but are not limited to the following:
newspaper/magazines/catalogs, junk mail, telephone books, mixed paper, corrugated cardboard, paperboard,
No.Number 1 thruthrough No.Number 7 plastics, aluminum and bi-metal cans, all colored glass bottles and jars
and acceptable yard waste. (See Yard Waste definition for requirements and restrictions.)
Refuse means trash and rubbish including, but not limited to, non-recyclable plastics and kitchen and
household waste that can be contained in 13-30 gallon trash bags, as well as yard waste, as defined below.
Seasonal collections means bulk leaves and Christmas tree collections are done on a designated schedule
that is determined by the town manager.
Storage area means an enclosed area on private property of a commercial, industrial, institutional or other
establishment used for the storage of garbage or refuse.
Town collectors means any person employed by the town, or the contracted agent for the town, engaged in
the collection and transportation of refuse, garbage, and recyclable materials.
Yard waste.
(1) Acceptable yard waste includes: grass, weeds, leaves, prunings, vines, small twigs, and branches with a
diameter of less than one-half inches and under four feet in length. Branches must be in brown paper
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Item a.
Page 3 of 8
yard waste bags, loose in a can with a yard waste sticker, or tied with string into bundles no more than
12 inches in diameter.
(2) Unacceptable yard waste includes: fruits and vegetables, hay or straw, rocks, mulch, sod, grass clumps,
dirt, root balls, stumps, firewood, landscape timbers, logs and any material generated by a contractor.
(3) A maximum of ten brown bags or cans (30-gallon) will be collected per pickup.
Sec. 28-24. Container requirements for residences curbside collection.
(a) Container specification. Refuse and garbage from residencesfor curbside collection shall be stored in toters
supplied by the Town, or in containers approved by the town manager, equipped with handles and tight-
fitting covers. Non-recyclable refuse that does not fit in the refuse or garbage container may also be placed
in no more than ten (10) plastic bags and put next to the trash toter. Residents who do not use secured
containers will be responsible for the cleanup of any debris generated due to the lack of adequate
containment.
(b) Weight and capacity limits. Approved containers required by this section shall have a maximum gross weight
of 50 pounds, when placed for collection. Plastic bags, when placed next to toters for collection, shall not be
filled to such a weight that they will break or allow spillage during the collection process, and shall be tightly
secured at the top.
Sec. 28-25. Containers and storage areas requirements for commercial establishments,
apartments, and condominiums.
(a) EachAll commercial establishments, and residences ineligible for curbside collection under section 28-26,
shall be equipped with adequate refuse containers or storage areas. All containers, except those for storage
of bulky refuse, shall be vermin-proof and waterproof, of noncorrosive material and equipped with tight lids
which shall be kept closed at all times, except when filling or emptying the container. Such containers and
storage areas shall be emptied regularly and cleaned sufficiently often to keep them free of obnoxious odors
and vermin. The town reserves the right to establish and/or approve the size of all such containers.
(b) Trash dumpsters and other waste/recycling containersstorage areas serving multifamily or nonresidential
are regulated and enforced under the Town of Leesburg Zoning Ordinance.
(c) Container specifications. Refuse and garbage from curbside commercial properties who receive collection
through the Town of Leesburg shall be stored in containers approved by the town manager, equipped with
handles and tight-fitting covers. Non-recyclable refuse may also be placed in plastic bags. Businesses who do
not use secured containers will be responsible for the cleanup of any debris generated due to the lack of
adequate containment.
(d) Weight and capacity limits. Approved containers required by this section for curbside commercial properties
who receive collection through the Town of Leesburg shall have a maximum gross weight of 50 pounds,
when placed for collection. Plastic bags, when placed for collection, shall not be filled to such a weight that
they will break or allow spillage during the collection process, and shall be tightly secured at the top.
Sec. 28-26. Town collection generally.
(a) All refuse, garbage, recycling, brush, and seasonal collections (yard waste, bulk leaves, Christmas trees)
eligible for collection in accordance with this article shall be collected by the town, or town collector, if
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Item a.
Page 4 of 8
prepared and placed for collection as required by this article and by such administrative rules and
regulations as are adopted by the town manager pursuant to section 28-21 hereof.
All refuse and garbage placed, in accordance with section 28-33(a), shall be collected by the town collector if
prepared for collection as required by this article. Commercial and condominium garbage and refuse
containerized collection service shall be provided by the town collector under the following conditions:
(b) Curbside and containerized collection provided by the town.
(1) Residences shall be eligible for curbside collection of refuse, garbage, and recycling except as follows:
(a) Apartments are not eligible for town collection; and
(1b) The town shall provide containerized collection for Where residential condominiums
includewhere limited public frontage which makes curbside collection impractical.
Condominiums must comply with the container and storage requirements of section 28-25. The
town reserves the right to establish and/or approve the frequency and number of
containerized collections provided by the town for all condominiums the town shall require the
town collector to collect garbage and refuse from containers furnished by the town collectors.
The town shall pay the full applicable container service price set out in the then current contract
between the town and the town collector.
(2) The town reserves the right to establish and/or approve the container size, frequency and number of
collections for all business and condominium usage provided by the town.
(c) Collection provided by others.
(1) Commercial establishments that do not receive curbside collection services provided by the town, or
that do not meet requirements for collection provided by the town, shall be responsible for securing
the services of a private waste collector.
(2) Apartments shall be responsible for securing the services of a private waste collector.
(3) Owners must comply with the container and storage requirements of section 28-25, and all other
applicable requirements of this article.
(4) Private waste collectors adhere to all federal, state and local regulations for such service.
(bd) The town manager or some other officer designated by him shall have charge of the collection of garbage
and refuse within the town.
Sec. 28-27. Requirements for collection vehicles.
(a) All vehicles used in the collection of refuse shall be kept and maintained in a clean and sanitary condition,
and shall be so constructed, maintained and operated as to prevent spillage of the type of refuse to be
transported therein. All vehicles used in the collection of garbage or combined refuse shall be constructed
and maintained with watertight bodies and with covers of metallic or other rigid, impervious material, or, in
the alternative, the entire bodies thereof shall be enclosed, with only loading hoppers exposed. All
contractors must acquire a permit from the county prior to collecting solid waste and show proof of
compliance. Special vehicles used in new or experimental methods of refuse collection may be permitted by
the town manager, when such permit is in writing.
(b) Collection activity shall be consistent with the town's noise ordinance contained in this Code, unless
otherwise permitted in writing by the town manager or his designee.
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Sec. 28-28. Brush Collection. Preparation of brush for collection.
(a) Schedule. Brush will be collected on a schedule as set forth by the town manager or his designee. The
schedule for collection will be posted on the town's website and promoted through social media accounts
maintained by the town. Brush must be placed parallel to the street with the cut ends facing in one direction.
(b) Eligibility. Brush placed out for collection must have originated from the residential property where it is
located. The town will not collect brush that is brought in from other locations. Commercial establishments,
condominiums, and apartments are not eligible for brush collection.
(c) Brush must be no less than four feet long and no more than eight feet long; the diameter may not exceed six
inches. Brush less than four feet long cannot safely be fed into the chipper attachment and cannot be
collected.
(d) Brush may not be mixed with yard waste, pet waste or other debris. Mixed material will be tagged and left at
the curb.
(e) The total amount of brush that will be collected from any residence in one stop is the equivalent of a pickup
truck bed (four feet × four feet × eight feet) sized space. All pieces must meet the size specifications listed
above. If the volume of the pile exceeds this amount, the pile will be tagged and no material will be
collected.
(c) Preparation.
(1) Brush must be no less than four feet long and no more than eight feet long; the diameter may not
exceed six inches. Brush less than four feet long cannot safely be fed into the chipper attachment
and cannot be collected.
(2) Brush may not be mixed with yard waste, pet waste or other debris. Mixed material will be tagged
and left at the curb.
(3) The total amount of brush that will be collected from any residence in one stop is the equivalent of a
pickup truck bed (four feet × four feet × eight feet) sized space. All pieces must meet the size
specifications listed above. If the volume of the pile exceeds this amount, the pile will be tagged and
no material will be collected.
(d) Placement. Brush must be placed loose, parallel to the street with the cut ends facing in one direction.
Sec. 28-29. Collection schedule.
(a) Residential.
(1) Refuse and garbage will be collected by the town from residential properties on a schedule as set forth
by the town manager or his designee.
(2) Recyclable materials will be collected by the town from residential properties on a schedule as set forth
by the town manager or his designee.
(3) Bulk household material will be collected by the town upon request from residential and commercial
establishments receiving curbside collection,business properties on a schedule as set forth by the
town manager or his designee. Requests must be received by 12:00 p.m., on Wednesday for same-
week pickup submitted to the town’s collector to be scheduled for collection. Items shall not be
placed at the curb until the evening before the confirmed date for collection.
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(4) No garbage and refuse collection will be scheduled on Sundays or the following holidays: New Year's
Day, Memorial Day, July 4, Labor Day, Thanksgiving, Christmas and any additional days where the
Loudoun County Landfill is closed. The town will set a schedule for the holidays and advertise the
revised collection dates on the website and social medial accounts.
(5) When weather conditions prevent the collection of garbage and refuse or when a regularly scheduled
day falls on a holiday specified above, collection will be made on the next feasible business day or
regularly scheduled collection day as set forth by the town manager or his designee. Schedule changes
and updates will be made available on the town's website and social media accounts.
(6) Yard waste will be collected on a schedule as set forth by the town manager or his designee. This
schedule shall be posted on the town's website and social media accounts.
(b) Curbside commercial.
(1) Garbage and refuse will be collected by the town from all commercial properties that receive curbside
collection a minimum of three days per week, on a schedule as set by the town manager or his
designee. The following streets will have garbage and refuse collected a minimum of five days per
week, on a schedule as set forth by the town manager or his designee, except on the holidays
designated in subsection (b)(4) of this section:
Market Street, from Liberty Street east to Loudoun Street;
Loudoun Street, from the fire station east to Market Street;
King Street, from South Street to North Street;
Wirt Street, from Loudoun Street to Market Street.
(2) Recyclable materials will be collected by the town collectors from all curbside commercial properties
on a schedule as set forth by the town manager or his designee.
(3) Bulk pickups will be collected by the town collectors on a schedule as set forth by the town manager or
his designee. Requests must be received by 12:00 p.m., on Wednesday to be scheduled for same-week
pickupsubmitted to the town’s collector for scheduling. Items shall not be placed at the curb until the
evening prior to the confirmed collection date.
(4) No garbage and refuse collection will be scheduled on Sundays or the following holidays: New Year's
Day, Memorial Day, July 4, Labor Day, Thanksgiving, Christmas, or other days on which the Loudoun
County Landfill is closed. The town will set a schedule for the holidays and advertise the revised
collection dates on the website and social medial accounts.
(5) When weather conditions prevent the collection of garbage and refuse or when a regularly schedule
day falls on a holiday specified above, collection will be made on the next feasible business day or as
directed by the town manager.
(c) Seasonal collections.
(1) Bulk leaves will be collected by the town collectors from all curbside residential properties beginning
the third week of October and ending the last week of December, annually. Leaves must be raked to
the curb line by Monday Sunday on the week that they are collected. The schedule for pickup will be
determined by the town and advertised in local newspapers and will also be posted on the town's
website and social media accounts. Bulk leaf collection only applies to curbside residential pickup
locations; businesses commercial establishments, condominiums, and apartments are not eligible for
curbside leaf collection.
(2) Christmas trees will be collected by the town collectors from all curbside residential and commercial
properties the second and third weeks of January on the recycling day. Christmas trees placed at the
curb line must have all lights, decorations and twine/wires removed and may not be placed in plastic
Christmas tree bags.
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Page 7 of 8
(3) Extra collection of yard waste will be made from residential properties on refuse collection days on a
schedule as set forth by the town manager or his designee. This schedule will be posted on the town's
website and social media accounts.
Sec. 28-30. Special collections for large items.
Collection of large items (see definition of bulk pickup in section 28-23) excluding any items listed under
section 28-35, will be collected from residential and curbside commercial properties on a schedule as set forth by
the town manager or his designee. Requests must be received by 12:00 p.m., on Wednesday for same-week
collection submitted to the Town collector for scheduling. Items shall not to be placed at the curb until the
evening prior to the confirmed collection date.
* Special EPA rules apply for any appliance containing Freon. Before items can be collected, the Freon must
be removed by a certified technician who will then place a sticker on the appliance stating that it is Freon
free. This applies to all items containing coolants. The requirement cannot be waived, regardless of whether
the unit is or is not in working condition.
A maximum volume of four feet × four feet × eight feet will be collected per bulk pickup. If the volume of material
exceeds this amount, the excess items will be tagged and left at the curb. Excess material must be removed from
the curb within 24 hours of being tagged. Material left at the curb after 24 hours from receipt of the notice may be
subject to fines as described in section 28-22.
Sec. 28-32. Points of collection.
(a) All refuse and garbage to be collected by the town collectors shall be placed out-of-doors immediately
behind the curbline (in case no curbline is present, at least three feet away from the edge of the pavement)
at a location easily accessible to the collector. At no time will any refuse or garbage or its containers be
placed on pavement used for vehicular traffic, not including the parking areas, or on the sidewalk or on any
other portion of a street where it will impede vehicular through traffic or pedestrian traffic. All refuse and
garbage from the same property shall be placed at the same point of collection. For single-family detached
homes, all refuse and garbage shall be placed either in front of the home or along the side property
boundary of home.
(b) Collection may be made from points other than prescribed in subsection (a) of this section in areas where
the general health, welfare and safety of the town is best protected, but only upon written request by the
property owner or tenants and approval by the town manager. The town retains the right to refuse, revise or
alter such requests at any time.
(c) No town collector will be permitted to enter private property, including garages, carports, porches,
basements or other buildings, for the purpose of collecting garbage and refuse.
(d) For townhomes without adequate distance between the curb and street, bulk items may be placed on the
front edge of the yard or driveway, provided it is within three feet of the sidewalk or curb. This exception
applies only to scheduled bulk item pickups.
(e) The town reserves the right to designate the point of collection at all locations.
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Item a.
Page 8 of 8
Sec. 28-33. Placement for collection; removal of containers after collection.
(a) All garbage, refuse and recycling shall be placed at the point of collection by 6:00 a.m. of the day of
collection, but not before 4:00 p.m. of the day prior to collection.
(b) Garbage, refuse and recycling containers shall not be placed, left or stored upon any sidewalk, street, alley or
public place, except where specifically permitted by this article, and shall be removed from the curbline
within 12 hours after collection. All containers must be stored behind the front line of the building.
(c) Curbside Commercial collection: garbage, refuse and recycling containers shall not be placed, left or
stored upon any sidewalk, street, alley or public place, except where specifically permitted by this article,
and shall be removed by 11:00 a.m. on the day of collection.
Sec. 28-35. Tagging and removal of defective containers.
Defective garbage and refuse containers can be collected by the town collectors as a special collection upon
request. Requests for pickup of defective containers must be made by 12:00 p.m., on Wednesday of each
collection weeksubmitted to the town’s collector to be scheduled for collection. Containers to be collected should
be tagged with a note marked "TRASH".
Defective containers that have been provided by the town shall be reported to the town’s collector for a
scheduled repair or replacement.
Sec. 28-38. Dumping trash, etc., on highway, right-of-way or private property.
(a) It shall be unlawful for any person to dump or otherwise dispose of trash, garbage, refuse, litter, a
companion animal for the purpose of disposal, or other unsightly matter on a public property, including a
public highway, right-of-way, or property adjacent to such highway or right-of-way, or on private property
without the written consent of the owner thereof or his agent.
(b) Any person convicted of a violation of this section is guilty of a misdemeanor punishable by confinement in
jail for not more than 12 months and a fine of not less than $250500.00 or more than $2,500.00, either or
both. In lieu of the imposition of confinement in jail, the court may order the defendant to perform a
mandatory minimum of ten hours of community service in litter abatement activities.
(c) The provisions of this section shall not apply to the lawful disposal of such matter in landfills.
State law reference(s)—Dumping trash, penalty, Code of Virginia § 33.2-802; Litter control, Code of Virginia, §
10.1-1414 et seq.
16
Item a.
PART II - TOWN CODE
Chapter 32 TRAFFIC AND VEHICLES
Leesburg, Virginia, Code of Ordinances Created: 2021-06-15 10:04:11 [EST]
(Supp. No. 20)
Page 1 of 4
Chapter 32 TRAFFIC AND VEHICLES1
ARTICLE V. STOPPING, STANDING AND PARKING2
Sec. 32-141. Parking prohibited in specific places; settlement of parking violations.
(a) No person shall park a vehicle or permit it to stand, whether attended or unattended, except in compliance
with the directions of a police officer or traffic-control device, in any of the places or in the manner described
in the following provisions. The fine for a violation of this section is as follows:
(1) In excess of any time limit established at the location: $20.00;
(2) Parking on or so as to block a sidewalk: $40.00;
(3) Parking so as to block a public or private driveway or alley: $40.00;
(4) Parking on a crosswalk or within 20 feet of a crosswalk at an intersection: $40.00;
(5) Parking within 30 feet upon the approach to any flashing beacon, stop sign or traffic control signal
located at the side of a roadway: $40.00;
(6) Parking on a yellow curb or in a marked safety zone, as defined by Code of Virginia § 46.2-100: $40.00;
(7) Parking within 15 feet of the entrance to any fire or rescue station; or on the side of a street opposite
the entrance to any fire or rescue station; or within 75 feet of the entrance when properly signposted:
$50.00;
(8) Parking or stopping on any street so as to obstruct traffic: $40.00;
(9) Parking on the roadway side of any vehicle parked at the curb-edge of a street (double-parking):
$40.00;
(10) Parking upon any bridge or other elevated structure upon a street or highway, or within a tunnel:
$40.00;
(11) Parking in a no parking (prohibited) zone: $40.00;
(12) Parking across or on any line or marking painted on the street or in the town parking facility by the
town to designate a vehicular parking space: $20.00;
(13) Parking in a public parking lot without authorization of the owner: $30.00;
(14) Parking in a fire lane or within 15 feet of a fire hydrant: $50.00;
(15) Parking a vehicle in violation of section 32-143: $40.00;
(16) Parking on a street without the license plates displayed: $40.00;
(17) Parking an inoperable vehicle on a public street: $40.00;
1State law reference(s)—General authority to regulate traffic, Code of Virginia, § 46.2-1300 et seq.
2State law reference(s)—General authority to regulate parking, Code of Virginia, § 46.2-1220.
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(18) Parking on the wrong side of the street (left wheel to curb): $40.00;
(19) Parking within a parking space, including the hatch-marked area immediately adjacent to the parking
space, reserved by appropriate signs for persons with disabilities on a public or private property, unless
such vehicle displays a disabled parking license plate, organizational removable windshield placard
issued pursuant to Code of Virginia § 46.2-1241, or DV disabled parking license plate issued under Code
of Virginia § 45.2-739(B), and such person has a disability that limits or impairs his ability to walk or
such person is transporting a person with a disability that limits his/her ability to walk or such person is
transporting a person with a disability that limits his/her ability to walk: $300.00.
(20) Parking in front of a mailbox that the vehicle owner does not own: $40.00;
(21) Parking perpendicular to any curb whether on a roadway or dead end cul-de-sac, where not marked
as an official parking space: $40.00; and
(22) Parking more than 18 inches off the curb or edge of the street: $40.00.
For purposes of this section, "inoperable vehicle" shall mean any motor vehicle on a public street that:
a. Is not in operating condition;
b. Does not display valid state license plates; or
c. Does not display a valid state inspection decal.
(b) Except as otherwise provided, any person accused of parking a vehicle in violation of a provision of this
article or a regulation adopted under this article may settle and compromise the claim against him for such
illegal parking by paying to the town the sum indicated in the fine schedule in subsection (d) of this section.
Should any person accused fail to settle the citation for illegal parking within 15 calendar days of receipt, said
penalty shall increase to double the original fine. If the citation remains unsettled after 30 calendar days,
from the day of violation, a summons may be issued for the accused to appear in county general district
court. This fine schedule does not restrict the fine a judge may impose if there is a court hearing.
(c) Any person wishing to contest a parking citation shall notify the town in writing on the appropriate form,
within 15 days of receipt of the citation, and the town shall certify the contest to the county general district
court.
(d) Reserved.
(e) The town shall cause a complaint, summons, or warrant to be issued to persons with delinquent parking
citations. Any action to collect such unpaid parking citation penalties shall be commenced within three years
of the date upon which such penalty became delinquent.
(Code 1963, § 13-95; Code 1976, § 10-150; Ord. No. 77-0-19, § 1, 10-26-1977; Ord. No. 79-0-19, § 1, 10-10-1979;
Ord. No. 81-0-29, § 1, 11-25-1981; Ord. No. 82-0-3, § 1, 1-13-1982; Ord. No. 84-0-35, § 1, 7-25-1984; Ord. No. 90-0-
36, 11-14-1990; Ord. No. 98-0-20, § I, 8-11-1998; Ord. No. 2005-0-4, § I, 2-8-2005; Ord. No. 2005-0-6, § I, 3-22-
2005; Ord. No. 2007-0-19, § I(exh. 1, § 10-150), 10-10-2007; Ord. No. 2011-O-003, § III, 2-8-2011; Ord. No. 2011-O-
021, § I, 11-15-2011; Ord. No. 2016-O-014 , § III, 5-24-2016; Ord. No. 2018-O-010 , § II, 4-10-2018; Ord. No. 2018-
O-021 , § I, 9-11-2018; Ord. No. 2019-O-013 , § I, 6-11-2019)
Editor's note(s)—Ord. No. 2019-O-013 , § I, adopted June 11, 2019, amended § 32-141 and in doing so changed the
title of said section from "Parking prohibited in specific places; fine schedule and settlement of parking
violation" to "Parking prohibited in specific places; settlement of parking violations," as set out herein.
State law reference(s)—General parking prohibitions, Code of Virginia, § 46.2-1239; enforcement of local parking
provisions, Code of Virginia, § 46.2-1225.
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Created: 2021-06-15 10:04:09 [EST]
(Supp. No. 20)
Page 3 of 4
Sec. 32-143. Parking certain vehicles on town streets prohibited.
(a) No person shall park the following vehicles on any town street for more than seven ten days:
(1) Watercraft;
(2) Boat trailers;
(3) Motor homes, defined as any private motor vehicle with a normal seating capacity of not more than
ten persons, including the driver, designed primarily for use as living quarters for humans; and
(4) Camping trailers, defined as any vehicle that has collapsible sides and contains sleeping quarters but
may or may not contain bathing and cooking facilities and is designed to be drawn by a motor vehicle.
(b) No person shall park in excess of four hours, the following vehicles on any town street where the land
abutting the street is classified as a residential district under the town's zoning ordinance, except when any
commercial vehicle is: taking on or discharging passengers, loading or unloading goods, or temporarily
parked during the active performance of work or service at a particular location:
(1) Any solid waste collection vehicle;
(2) Tractor truck or tractor truck/semitrailer or tractor truck/trailer combination;
(3) Dump truck;
(4) Concrete mixer truck;
(5) Tow truck with a registered gross weight of 12,000 pounds or more;
(6) Any heavy construction equipment, whether located on the street or on the truck, trailer or
semitrailer;
(7) Any trailer or other vehicle in which food or beverages are stored or sold;
(8) Any trailer or semitrailer used for transporting landscaping or lawn-care equipment whether or not
such trailer or semitrailer is attached to another vehicle;
(9) Any vehicle licensed by the Commonwealth of Virginia for use as a common or contract carrier or as a
limousine;
(10) Any truck more than 20 feet in length, other than commercial vehicles used by a public service
company or by others working on the public service company's behalf;
(11) Any vehicle carrying commercial freight in plain view;
(12) Any trailer or semitrailer, regardless of whether such trailer or semitrailer is attached to another
vehicle;
(13) Any vehicle with three or more axles;
(14) Any vehicle that has a gross vehicle weight rating of 12,000 or more pounds;
(15) Any vehicle designed to transport 16 or more passengers including the driver;
(16) Any vehicle of any size that is being used in the transportation of hazardous materials, as defined in
Code of Virginia § 46.2-341.4.
(c) The provisions in subsection (b), above, shall not apply to:
(1) any commercial vehicle when taking on or discharging passengers or when temporarily parked
pursuant to the performance of work or service at a particular location;
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Page 4 of 4
(21) utility generators located on trailers and being used to power network facilities during a loss of
commercial power; or
(32) vehicles that are loaded with furniture and/or equipment to be unloaded within 48 hours so long as
the vehicle is parked in one of the following locations: the origination of the loading/unloading or the
destination of the loading/unloading.
(d) No person shall park any vehicle upon any town street from which any merchandise is being sold, except
for mobile food units as referenced and defined in Articles 9 and 18 of the town of Leesburg Zoning
Ordinance.
(de) Every person convicted of a violation of this section shall be subject to a fine of $40.00 for each offense.
(Code 1976, §§ 10-152.3, 10-152.4; Ord. of 6-11-1975; Ord. No. 97-0-28, § I, 7-22-1997; Ord. No. 2007-0-19, §
I(exh. 1, §§ 10-152.3, 10-152.4), 10-10-2007; Ord. No. 2011-O-019, § IV, 9-27-2011; Ord. No. 2011-O-021, § II, 11-
15-2011; Ord. No. 2018-O-019 , § I, 7-24-2018; Ord. No. 2018-O-021 , § I, 9-11-2018)
Editor's note(s)—Ord. No. 2018-O-019 , § I, adopted July 24, 2018, amended § 32-143 and in so doing changed the
title of said section from "Parking commercial vehicles on residential streets prohibited" to "Parking
commercial vehicles on town street prohibited." Subsequently, Ord. No. 2018-O-021 , § I, adopted Sept. 11,
2018, further amended § 32-143 and changed the title again to "Parking certain vehicles on town streets
prohibited," as set out herein.
20
Item a.
PART II - TOWN CODE
Chapter 30 - STREETS, SIDEWALKS AND OTHER PUBLIC PLACES
ARTICLE III. UNIFORM REAL PROPERTY NUMBERING SYSTEM
Page 1 of 5
ARTICLE III. UNIFORM REAL PROPERTY NUMBERING SYSTEM
Sec. 30-63. System established, official numbers and records.
(a) A uniform system for numbering houses and principal buildingsstructures in the town is established. All
houses and principal buildingsstructures shall be numbered in accordance with the provisions of this article.
(b) The official numbers of houses and principal buildingsstructures within the town are shown on maps and
records kept by the director of planning and zoning.
(c) The purpose and intent of this article is to:
(1) facilitate the provision of adequate public safety services;
(2) avoid difficulty for public safety agencies and the general public in locating properties and structures;
and
(3) provide a uniform system of addressing for all properties and structures, consistent with applicable
sections of the Codified Ordinances of Loudoun County, Virginia, Chapter 1026 (Addressing of
Premises).
Sec. 30-64. Compliance with article.
(a) All principal houses and buildingsstructures within the town shall, upon the effective date of the
ordinance from which this article is derived, be identified by reference to the uniform numbering system
adopted in this article and shown on the official numbering system map.
(b) No zoning permit shall be issued for any addressable structure or unit until such time as the owner has
procured an official address for such structure from the director of planning and zoning, or designee, in
accordance with this article.
Sec. 30-65. Base point and quadrants establishedNumbering system.
(a) Base point and quadrants. A base point for numbering structures and street blocks is established at the
center of the intersection of King and Market Streets and the center line of each street shall constitute a
baseline which divides the town into quadrants designated northwest (NW), northeast (NE), southwest (SW)
and southeast (SE).
(1) Market Street from the base point westerly is designated West Market Street and from the base point
easterly is designated East Market Street.
(2) King Street from the base point northerly is designated North King Street and from the base point
southerly is designated South King Street.
(3) All streets within the quadrant formed by West Market Street and North King Street shall have a suffix
of northwest (NW); all streets within the quadrant formed by East Market Street and North King Street
shall have a suffix of northeast (NE); all streets within the quadrant formed by South King Street and
West Market Street shall have a suffix of southwest (SW) and all streets within the quadrant formed by
South King Street and East Market Street shall have a suffix of southeast (SE).
21
Item a.
Page 2 of 5
(b) Definitions.
(1) Premise address means a primary or, where applicable, primary and secondary address assigned to a
property.
(2) Primary address means the street address number assigned to an individual primary structure.
(3) Secondary address means the address assigned to a suite, apartment, or other similar subordinate
interior subdivision of a building if used with a primary address. For example, an apartment number
or suite number is a secondary address.
(4) Primary entrance means, in the case of single-family residential structures, the front door. For all
other structures, it means the main doorway used for access to the structure, as shown on the
address plat.
(5) Secondary entrance means a doorway to an individual unit in a multi-unit building. In this instance, a
unit means apartment, suite, or other similar subordinate interior subdivision of a building.
Sec. 30-66. Numbering system.
(a) A base point for numbering buildings and street blocks is established at the center of the intersection of King
and Market Streets. The numbering of buildings on each street shall begin at the base point. Buildings in the
first blocks north, east, south and west of the base point shall be numbered one to 99. Gridlines, as shown on
the property numbering map, indicate the point at which numbers will change to the next higher hundred.
Gridlines shall generally follow street blocks. All buildings facing streets not extending through to the base
line shall be assigned the same relative numbers as if the street had extended to the base line.
(b) All buildings on the south side of east-west streets and west side of north-south streets shall bear odd
numbers, and all buildings on the north side of east-west streets and east side of north-south streets shall
bear even numbers.
(c) Numbers shall be assigned by the town manager on the following basis. Each principal building shall bear the
number assigned to the frontage on which the front entrance is located.
(1) One number shall be assigned consecutively to each lot or entrance in commercial, industrial and
residential areas that are totally developed and in residential subdivisions.
(2) One number shall be assigned for each 20 feet of frontage along a street in commercial, industrial and
town house residential areas that are partially developed.
(3) One number shall be assigned for each 50 feet of frontage along a street in partially developed
residential areas other than town house developments.
(4) Buildings shall be assigned the number indicated by the 20-foot or 50-foot interval in which the main
entrance of the building falls. In measuring intervals of street frontage, if the main entrance of the
building falls exactly upon the line which divides a 20-foot interval from the next higher interval, either
the number of the lower interval or the number of the next higher interval will be assigned to that
entrance.
(5) Multifamily dwellings having one main entrance shall be assigned one number.
(6) Duplex houses having two front entrances shall have a separate number for each entrance. If both
entrances fall within the same increment, the increment number shall be used for one entrance and
the preceding number or next highest number shall be used for the other.
(7) All buildings on diagonal streets shall be numbered the same as buildings on northerly and southerly
streets if the diagonal runs more from north to south, and the same rules shall apply on easterly and
westerly streets if the diagonal runs more from the east to west.
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Item a.
Page 3 of 5
Sec. 30-66. Numbering assignment.
The director of planning and zoning will assign addresses in accordance with this article, and issue
approval in writing.
(a) Procedure.
(1) Requests for addressing shall be submitted in writing to the director of planning and zoning:
a. For new nonresidential construction, with the submission of the signature set of site plans.
b. For new residential construction, with the submission of the signature set of record plat(s).
c. For alterations to existing nonresidential structures, with the submission of a zoning permit
application.
(2) Requests for changes in addressing shall be submitted in writing to the director of planning and
zoning, and approved, prior to issuance of a zoning permit.
(3) All addressing requests must be accompanied by an address plat and building floorplans.
(b) Primary addressing.
(1) All buildings on the south side of east-west streets and west side of north-south streets shall bear
odd numbers, and all buildings on the north side of east-west streets and east side of north-south
streets shall bear even numbers.
(2) All buildings on diagonal streets shall be numbered the same as buildings on northerly and southerly
streets if the diagonal runs more from north to south, and the same rules shall apply on easterly and
westerly streets if the diagonal runs more from the east to west.
(3) Numbers shall be assigned by the director of planning and zoning, or designee, on the following
basis:
a. Addressable structures shall be assigned a primary address based on the location of the main
entrance and the street to which it faces.
b. Single-family detached and multi-family dwellings shall be assigned one primary address.
c. Each single-family attached dwelling (including duplexes) shall be assigned one primary
address.
d. Nonresidential structures shall be assigned one primary address based on the location of the
primary entrance of the building and the street to which it faces.
e. Notwithstanding subsection (b)(3)(d) above, it shall be within the discretion of the director of
planning and zoning to assign primary addresses to each tenant space in the case of a multi-
tenant nonresidential structure where the following conditions are met: (i) all tenant spaces
are accessed from the exterior of the building; (ii) each tenant space is distinguished
architecturally as a separate unit; and (iii) such addressing may conflict with the sequential
order of existing primary addresses.
(c) Secondary addressing.
(1) Secondary addresses shall be required for:
a. Multiple-dwelling residential buildings; and
b. Individual tenant spaces or units within all nonresidential structures.
(2) Within all multi-tenant structures, one side of a central corridor shall be assigned sequential odd
numbers, with the opposite side of the central corridor assigned sequential even numbers.
23
Item a.
Page 4 of 5
(3) Within all multi-story multi-tenant structures, the numbering scheme shall be repeated similarly for
each story of the building.
(4) Secondary unit numbers shall consist of three digits, whereby:
a. basement units shall start with “0”; example: 010, 015, 020
b. first floor units shall start with “1”; example: 100, 115, 150
c. second, third, and additional numbers shall begin with “2”, “3”, and “4” respectively
(d) Temporary addressing. Temporary addresses shall be available only for construction trailer offices and for
similar purposes. To obtain a temporary address, the applicant shall provide a small area map which
contains the location of the temporary addressable structure, the nature of the temporary addressable
structure and the vehicular path by which one can access the temporary addressable structure from the
closest named travelway.
(e) General provisions.
(1) To the extent practicable, all numbers shall be assigned in sequential order.
(2) Only when there are no available numbers in sequence shall a half-number be assigned. For
example, 50 ½ Main Street. Except for temporary addresses, no new number assignments shall
include an alpha-numeric combination. For example 101-A Main Street.
Sec. 30-67. Number survey, assignment of numbers.
(a) A uniform number survey by the town shall be completed within six months from date of adoption of this
article. Thereafter, each house and other principal building located on any street within the town shall be
assigned its respective number under the uniform system provided for in this article according to the survey.
When the survey is completed and each house or building assigned its respective number, the owner,
occupant or agent shall place upon each house or building controlled by him the numbers assigned under
this article.
(b) Numbers shall be placed on all existing buildings on or before the effective date of the ordinance from which
this article is derived, or within 20 days after assignment of the number on new buildings as provided herein.
The numbers used shall be not less than three inches in height and shall be made of durable and clearly
visible material.
(c) Numbers shall be conspicuously placed immediately above, on or at the side of the proper door of each
building so that the number can be seen plainly from the street, except, however, whenever any building is
situated more than 50 feet from the street line numbers may be placed upon a gate post or other
appropriate place so as to be easily seen from the street or sidewalk.
(d) Houses and other buildings constructed after the original survey shall be numbered as provided in this
article.
Sec. 30-67. Display of numbers.
(a) Numbers for principal addresses shall be conspicuously placed on the building façade facing the street to
which the building was addressed.
(b) Numbers for secondary addresses shall be conspicuously placed immediately above, on or at the side of
the principal door of each unit so that the number can be plainly seen.
(c) Residential structures.
24
Item a.
Page 5 of 5
(1) The developer of a new residential structure, or owner of a building creating new multi-family
dwelling units, shall place upon each building the numbers assigned under this article prior to
occupancy, which shall then be maintained by any subsequent owner(s) thereafter.
(2) The numbers used for residential primary addresses shall be not less than three inches in height
and shall made of durable and clearly visible material.
(3) Secondary addresses posted within buildings shall not be less than three inches (3”) in height, or as
approved with the address plat.
(d) Nonresidential Structures.
(1) The property owner, or the owner’s designated agent, shall place upon each nonresidential
structure the numbers assigned under this article prior to occupancy, and shall then be maintained
by any subsequent owner thereafter.
(2) The numbers used for non-residential primary addresses shall be not less than six inches (6”) in
height, one inch (1”) in width, and contrast with the background on which they are posted.
(3) Secondary addresses posted within buildings shall not be less than three inches (3”) in height, or as
approved with the address plat.
(4) Secondary addresses, if posted on the exterior of a building, shall be not less than six inches (6”) in
height, one inch (1”) in width.
Secs. 30-68—30-86. Reserved.
25
Item a.
Date of Council Meeting: September 27, 2021
TOWN OF LEESBURG
TOWN COUNCIL WORK SESSION
Subject: COVID-19 Employee Vaccine and Testing
Staff Contact: Josh Didawick, Director of Human Resources
Joe Dame, Emergency Management Coordinator
Council Action Requested: As requested by Council, a work session discussion regarding policy
direction for a COVID-19 vaccination and testing program of Town employees.
Staff Recommendation: Work Session discussion to clarify potential Council direction.
Commission Recommendation: Not applicable.
Fiscal Impact: There is no fiscal impact to the Town to provide COVID-19 vaccinations to Town
employees. COVID-19 vaccines are readily available and free of charge through a variety of sources
including, but not limited to, the Loudoun County Health Department, primary care providers,
and local pharmacies.
There will be a fiscal impact regarding testing. Some level of testing will be necessary because the
Town is legally obligated to recognize a legitimate medical or religious basis for not getting
vaccinated, and those individuals should be tested. This is true whether or not the Town allows
employees to “opt out” of vaccination for any reason, subject to a testing requirement. Whether
or not the Town allows discretionary opting out will impact the number of tests administered and
the overall cost.
In order to provide a COVID-19 testing program for employees, the Town will need to select a
vendor(s) certified to collect lab test specimens from unvaccinated employees, and develop a
process for receiving those results. Initial estimates for collection and lab analysis of specimens
ranges from $100-$150 per test. Assuming a discretionary opt out program and utilizing a 60%
vaccination rate of all Town employees, both full-time and part-time as a planning assumption, it
is estimated that up to 216 tests per week may be required with an overall weekly cost ranging from
$21,600 and $32,400. Based on this planning assumption, the annual cost for 52 weeks of testing is
estimated to range from $1,123,200 to $1,684,800. Council, board and commission members are
not included in these assumptions. It is estimated that the testing program for those with legitimate
medical and religious grounds would require testing of no more that 10% of the Town employees
which would reduce the costs referenced above by at least 75%. A potential partnership with the
County of Loudoun should also be pursued to reduce direct and indirect costs if a testing program
is implemented.
Work Plan Impact: Implementation of an employee vaccine program and testing process will
require significant staff time including, but not limited to, coordination with a testing vendor,
26
Item b.
Employee Vaccine and Testing Policy
September 27, 2021
Page 2
regular communication with employees, and on-going administration of the weekly testing
program. In addition, departments may have to adapt work schedules to accommodate testing of
unvaccinated employees, and departments may also encounter work plan impacts due to
quarantine/isolation requirements based upon test results for unvaccinated employees.
In advance of the respective discussion by Council, the Town’s Department of Human Resources
in conjunction with the Town’s Emergency Management Coordinator have been planning for
vaccination and testing programs. Human Resources has initiated conversations with local medical
providers to gather more information regarding the process and cost of implementing a testing
process. Staff has also developed a Laserfiche form that will provide employees a platform to
securely share their vaccination status and documentation to Human Resources should an official
program be implemented. Additional planning to understand logistical needs and impacts to Town
departments is ongoing.
Executive Summary: At their September 13, 2021 meeting, Council requested a Work Session to
discuss a potential COVID-19 vaccination and testing program for Town employees. The County
of Loudoun Board of Supervisors approved a similar program for their employees on September 8,
2021. Previously, the Counties of Arlington and Fairfax have taken similar action along with the
City of Alexandria.
On September 9, 2021, President Joe Biden issued an executive order directing all federal
government agencies to implement programs to require COVID-19 vaccinations for all Federal
employees with a deadline of November 22, 2021. See Attachment #1. In addition, as part of
President Biden’s COVID-19 Action Plan, businesses with more than 100 employees will be
required to implement a vaccination and testing program. The Department of Labor’s
Occupational Health and Safety Administration (OSHA) has been directed to develop an
emergency temporary standard to implement this vaccination requirement.
Similarly, the Commonwealth of Virginia has also implemented a vaccination and testing program
for state employees. Under this program, all State Executive Branch Employees and state
contractors who enter the workplace must disclose their vaccination status. If the employee remains
unvaccinated or does not disclose their vaccination status, they will be required to undergo weekly
testing and report the test results. This executive order went in to effect September 1, 2021. See
Attachment #2.
Background: The Coronavirus (COVID-19) pandemic has impacted the world since being
identified in early January 2020. Over the course of the past 18 months, many mitigation strategies
have been implemented by Federal, State, County, and Town governments in an effort to maintain
the health of our community and workforce. Initially, these strategies consisted of non-
pharmaceutical interventions (NPIs) such as social distancing, wearing a mask, and good hygiene
practices such as enhanced cleaning of surfaces. By late 2020, pharmaceutical interventions
(vaccines) received approval through the U.S. Food and Drug Administration under emergency
use authorization (EUA) authority. This approval marked a new phase in the pandemic which
eventually allowed individuals age 12 and older the opportunity to receive a vaccine on a voluntary
basis.
In March and April 2021, the Town’s Emergency Management Coordinator worked with Loudoun
County to provide all Town employees, along with elected and appointed officials, the opportunity
27
Item b.
Employee Vaccine and Testing Policy
September 27, 2021
Page 3
to be vaccinated at the Dulles Town Center vaccination site if they so desired. Since that time,
vaccine availability has increased, and by summer 2021, vaccines were widely available in the
community.
On August 23, 2021, the U.S. Food and Drug Administration issued full approval of the Pfizer-
BioNTech COVID-19 Vaccine for individuals 16 years of age and older. This approval spurred
many organizations, both public and private, to implement vaccination and testing programs for
their employees.
In August 2021, Governor Northam issued Executive Directive Number Eighteen. See Attachment
#2. This directive had three requirements for executive branch employees: a disclosure of vaccine
status, weekly testing requirement for employees who are not fully vaccinated according to the
CDC definition, and a mask requirement. In September 2021, President Biden issued an executive
order requiring all federal employees to be vaccinated by November 2021. See Attachment #1. In
addition, the President announced a six-pronged COVID-19 action plan. As part of this plan, the
Department of Labor’s Occupational Safety and Health Administration (OSHA) was directed to
develop a rule that will require all employers with 100 or more employees to ensure their workforce
is fully vaccinated or require any workers who remain unvaccinated to produce a negative test
result on at least a weekly basis before coming to work. OSHA will issue an Emergency Temporary
Standard to implement this requirement.
In the Northern Virginia region, a number of local governments have directed staff to develop
vaccine and testing processes for employees. In August, the City of Alexandria, Arlington County,
Fairfax County, and their school districts all announced employee vaccination and testing
requirements. On August 27, 2021, the Loudoun County School Board School Board announced
employees will be required to provide proof of vaccination by November 1, 2021. At the September
8, 2021 Board of Supervisors meeting, the Loudoun County Administrator was directed to establish
a new employee vaccination policy and process. This policy and process will require weekly testing
for employees who are unvaccinated. Employees will be exempted from this testing requirement
after providing proof of receiving a COVID-19 vaccination.
Title I of the Americans with Disabilities Act (ADA) requires employers to provide reasonable
accommodation to qualified applicants and employees with a disability unless the employer can
demonstrate that doing so creates an undue hardship to the employer or poses a direct threat to the
safety of the employee or others in the workplace. This is the basis for a medical exemption to
vaccination. Employers also have an obligation to accommodate an employee's sincerely held
religious belief under Title VII of the Civil Rights Act (Title VII) unless the accommodation creates
an undue hardship. A sincerely held religious belief can include an employee's religious-based
objection to vaccinations.
In general, the Town can require employees and contractors who enter Town buildings or who are
in close personal contact with Town residents or staff to be vaccinated. If an option were to exist
where an employee can at his or her discretion submit to weekly testing in lieu of getting vaccinated,
if the Town is requiring an employee to get the test during working hours, or dictating when, where,
and how the testing occurs, this would likely be considered compensable time and the Town should
bear the cost of the test. Alternatively, if the Town is not dictating when, where or how to get tested,
only to show proof of a negative test, that time may not necessarily be considered compensable and
28
Item b.
Employee Vaccine and Testing Policy
September 27, 2021
Page 4
the Town may not need to pay for that test, but this arrangement would create logistical and
reliability challenges in administering the program.
Attachments:
1. Presidential Executive Order 14043
2. Commonwealth of Virginia Executive Directive Number Eighteen
Rev. 05/27/2021
29
Item b.
Presidential Documents
50989 Federal Register /Vol. 86, No. 175/Tuesday, September 14, 2021/Presidential Documents
Executive Order 14043 of September 9, 2021
Requiring Coronavirus Disease 2019 Vaccination for Federal
Employees
By the authority vested in me as President by the Constitution and the
laws of the United States of America, including sections 3301, 3302, and
7301 of title 5, United States Code, it is hereby ordered as follows:
Section 1. Policy. It is the policy of my Administration to halt the spread
of coronavirus disease 2019 (COVID–19), including the B.1.617.2 (Delta)
variant, by relying on the best available data and science-based public health
measures. The Delta variant, currently the predominant variant of the virus
in the United States, is highly contagious and has led to a rapid rise
in cases and hospitalizations. The nationwide public health emergency, first
declared by the Secretary of Health and Human Services on January 31,
2020, remains in effect, as does the National Emergency Concerning the
Coronavirus Disease 2019 (COVID–19) declared pursuant to the National
Emergencies Act in Proclamation 9994 of March 13, 2020 (Declaring a Na-
tional Emergency Concerning the Novel Coronavirus Disease (COVID–19)
Outbreak). The Centers for Disease Control and Prevention (CDC) within
the Department of Health and Human Services has determined that the
best way to slow the spread of COVID–19 and to prevent infection by
the Delta variant or other variants is to be vaccinated.
COVID–19 vaccines are widely available in the United States. They protect
people from getting infected and severely ill, and they significantly reduce
the likelihood of hospitalization and death. As of the date of this order,
one of the COVID–19 vaccines, the Pfizer-BioNTech COVID–19 Vaccine,
also known as Comirnaty, has received approval from the Food and Drug
Administration (FDA), and two others, the Moderna COVID–19 Vaccine
and the Janssen COVID–19 Vaccine, have been authorized by the FDA for
emergency use. The FDA has determined that all three vaccines meet its
rigorous standards for safety, effectiveness, and manufacturing quality.
The health and safety of the Federal workforce, and the health and safety
of members of the public with whom they interact, are foundational to
the efficiency of the civil service. I have determined that ensuring the
health and safety of the Federal workforce and the efficiency of the civil
service requires immediate action to protect the Federal workforce and indi-
viduals interacting with the Federal workforce. It is essential that Federal
employees take all available steps to protect themselves and avoid spreading
COVID–19 to their co-workers and members of the public. The CDC has
found that the best way to do so is to be vaccinated.
The Safer Federal Workforce Task Force (Task Force), established by Execu-
tive Order 13991 of January 20, 2021 (Protecting the Federal Workforce
and Requiring Mask-Wearing), has issued important guidance to protect
the Federal workforce and individuals interacting with the Federal workforce.
Agencies have also taken important actions, including in some cases requiring
COVID–19 vaccination for members of their workforce.
Accordingly, building on these actions, and in light of the public health
guidance regarding the most effective and necessary defenses against COVID–
19, I have determined that to promote the health and safety of the Federal
workforce and the efficiency of the civil service, it is necessary to require
COVID–19 vaccination for all Federal employees, subject to such exceptions
as required by law.
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Item b.
50990 Federal Register /Vol. 86, No. 175/Tuesday, September 14, 2021/Presidential Documents
Sec. 2. Mandatory Coronavirus Disease 2019 Vaccination for Federal Employ-
ees. Each agency shall implement, to the extent consistent with applicable
law, a program to require COVID–19 vaccination for all of its Federal employ-
ees, with exceptions only as required by law. The Task Force shall issue
guidance within 7 days of the date of this order on agency implementation
of this requirement for all agencies covered by this order.
Sec. 3. Definitions. For the purposes of this order:
(a) The term ‘‘agency’’ means an Executive agency as defined in 5 U.S.C.
105 (excluding the Government Accountability Office).
(b) The term ‘‘employee’’ means an employee as defined in 5 U.S.C.
2105 (including an employee paid from nonappropriated funds as referenced
in 5 U.S.C. 2105(c)).
Sec. 4. General Provisions. (a) Nothing in this order shall be construed
to impair or otherwise affect:
(i) the authority granted by law to an executive department or agency,
or the head thereof; or
(ii) the functions of the Director of the Office of Management and Budget
relating to budgetary, administrative, or legislative proposals.
(b) This order shall be implemented consistent with applicable law and
subject to the availability of appropriations.
(c) This order is not intended to, and does not, create any right or benefit,
substantive or procedural, enforceable at law or in equity by any party
against the United States, its departments, agencies, or entities, its officers,
employees, or agents, or any other person.
(d) If any provision of this order, or the application of any provision
to any person or circumstance, is held to be invalid, the remainder of
this order and the application of any of its other provisions to any other
persons or circumstances shall not be affected thereby.
THE WHITE HOUSE,
September 9, 2021.
[FR Doc. 2021–19927
Filed 9–13–21; 8:45 am]
Billing code 3295–F1–P
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Item b.
Executive Directive Number Eighteen (2021) Ensuring a Safe Work Place
Importance of the Initiative For the past 16 months, the COVID-19 pandemic has disrupted all of our lives. The
Commonwealth implemented policies over this time to protect state workers, including
expanding telework policies, masking, and social distancing measures. While these measures have proven effective, vaccination is the only method to protect fully against the virus. Vaccinations are now widely available and easily accessible, and Virginia’s vaccination
rates are outpacing most other states. More than 73 percent of Virginia adults have received at
least one shot, and 54 percent of all Virginians are fully vaccinated against the virus. Because the vaccines are safe and effective, unvaccinated Virginians account for nearly everyone who is now being hospitalized or dying from COVID-19. But the urgency to expand vaccinations further is growing, as the highly-contagious Delta variant spreads, case numbers rise again, and
hospitalizations increase. In order to protect the safety of Virginia’s workforce and the people we
serve, it is necessary to require state employees to be vaccinated and to encourage other employers to do the same. Directive
By virtue of the authority vested in me as Governor, by Article V, Sections 1 and 7 of the Constitution of Virginia, and by § 2.2-103 of the Code of Virginia, I direct the following: A. Disclosure of Vaccine Status
All Executive Branch Employees and state contractors who enter the work place or who have public-facing work duties must disclose their vaccine status to the designated agency personnel.
B. Weekly Testing
Executive Branch Employees who are not fully vaccinated or who refuse to disclose their current vaccine status, according to paragraph A, must undergo weekly COVID-19 testing and disclose weekly the results of those tests to the designated agency personnel.
32
Item b.
2
C. Mask Requirement
1. All Executive Branch Employees and state contractors who have not been fully vaccinated must cover their mouth and nose with a mask in accordance with the Centers for Disease Control and Prevention while indoors and conducting public
business.
D. Scope For purposes of this Directive, “Executive Branch Employees” should be construed
broadly and includes but is not limited to employees in the following offices, agencies,
institutions, and authorities:
• Office of the Governor;
• Office of the Lieutenant Governor;
• Secretary of the Commonwealth;
• Executive Branch Agencies;
• Institutions of Higher Education; and
• Authorities established within the Executive Branch by the Code of Virginia or designated under a Secretariat in the Code of Virginia.
This Directive does not apply to Executive Branch Employees or state contractors while they work remotely without in-person contact with other employees, the public, visitors, vendors, those in custodial care, or customers. E. Implementation
The Department of Human Resource Management shall issue policies, procedures, and
guidance to implement this Directive no later than August 15, 2021. Such policies, procedures,
and guidance shall address any exceptions and the availability of a process to evaluate requests
related to religious objections or a disability.
33
Item b.
3
Effective Date
This Executive Directive shall be effective September 1, 2021 and shall remain in full force and effect until amended or rescinded by further executive action. Given under my hand and under the Seal of the Commonwealth of Virginia this 5th day of
August, 2021.
Ralph S. Northam, Governor
Attest:
Kelly Thomasson, Secretary of the Commonwealth
34
Item b.
Date of Council Meeting: September 27, 2021
TOWN OF LEESBURG
TOWN COUNCIL WORK SESSION
Subject: Economic Development Strategic Plan
Staff Contact: Russell Seymour, Director of Economic Development
Council Action Requested: Work Session discussion regarding the development of an Economic
Development Strategic Plan for the Town of Leesburg.
Staff Recommendation: Develop a new, more-comprehensive Economic Development Strategic
Plan to include addressing factors that make Leesburg a destination for business, consumers, and
visitors.
Commission Recommendation: Although this item was discussed by the Economic Development
Commission (EDC) at their September 2021 meeting, the Commission has not made a
recommendation at this time.
Fiscal Impact: Not determined at this time.
Work Plan Impact: The development of this plan will involve a significant amount of staff time
and resources. This includes working closely with the Economic Development Commission, other
Town commissions, Town departments, and outside agencies. The anticipated completion time for
this initiative is 12 months once started.
Executive Summary: Economic Development was identified as a key priority by Town Council
during their Planning Retreat in April 2021. A major focus area that was identified included the
development, completion, and adoption of a new comprehensive Economic Development Strategic
Plan that would guide the Town’s future economic development efforts. The respective plan will
include, but not limited to, identifying specific target markets that coincide with Leesburg’s
infrastructure and workforce, and opportunities that align with newly developing economic trends.
Background: Economic Development was identified as a key priority by Town Council during
their Planning Retreat in April 2021. The focus was the development, completion, and adoption of
a new comprehensive Economic Development Strategic Plan that would guide the Town’s
economic development efforts. The last Economic Development plan for the Town of Leesburg (A
Business Development Strategy for Leesburg, Virginia) was prepared by Arnett Muldrow & Associates
and Mahan Rykiel Associates in 2003. See Attachment #1.
Many aspects related to economic development have changed since 2003. In order to be successful,
businesses and developers look for and need information on site selection, employment and
resources data, and how infrastructure differ from previous years. Likewise, consumer preference,
including how they shop and what area visitors/tourists are looking for differs greatly from the past.
35
Item c.
Economic Development Strategic Plan
September 27, 2021
Page 2
As a result, if a locality is to be successful in attracting and maintaining a strong economic base, the
ability to be flexible and adapt in changing environments is critical. This has been demonstrated
very clearly during the COVID-19 pandemic.
A new economic development strategic plan must be comprehensive in nature. It should address
all factors that make Leesburg a destination for business, consumers, and visitors. In developing
the plan, new markets and opportunities that match both the current and future needs of the Town
will need to be identified. Regarding business, the focus is not only to bring in new industries, but
to also help existing businesses to continue to grow. New marketing efforts will need to be able to
attract newly developing market segments, identify new ways to reach existing markets, and
highlight all that makes the Town of Leesburg a desirable destination.
Since there are many factors involved in opening and operating a business and serving as a
destination for events and visitors, the development of the strategic plan will also include working
closely with other Town departments and commissions.
Attachment: 2003 Leesburg Business Development Strategy
Rev. 05/27/2021
36
Item c.
A Business
Development
Strategy for
Leesburg, Virginia
37
Item c.
A Business Development Strategy for
Leesburg, Virginia
Prepared for the Town of Leesburg
Prepared by
Arnett Muldrow & Associates
and
Mahan Rykiel Associates
March 31, 2003
38
Item c.
Table of Contents
1.0 Introduction ...........................................................2
1.1 Background and Purpose................................................2
1.2 Process...........................................................................3
1.3 Report Format ................................................................3
1.4 Acknowledgments ..........................................................4
2.0 Six Strategies for Downtown Leesburg .....................5
2.1 Hometown Downtown: A Place for Leesburg Residents.5
2.2 The Seamless Experience: A Visitor Strategy.................14
2.3 Expanding Downtown: Crescent District & Market East 24
2.4 A New Market for Leesburg: Live/Work/Play................30
2.5 Leesburg Heritage: Celebrating & Preserving Character 36
2.6 Getting the Job Done Organizing for the Future............40
3.0 Implementation Strategy and Action Plan ..............40
3.1 Downtown Projects and Initiatives................................44
3.2 Funding Strategies.........................................................45
3.3 Conclusion ...................................................................46
Appendix A: Strategic Assessment of Leesburg, Virginia
Appendix B: A Market Assessment of Leesburg, Virginia
Table of Contents • Page i 39
Item c.
1.0 Introduction
1.1 Background and Purpose
Leesburg, Virginia is a vibrant community located in one of the
fastest growing counties in the United States. Richly historic,
Leesburg has managed to preserve its heritage in light of its own
rapid growth as well as that of the surrounding area.
The community has enjoyed unprecedented growth both as a
place to live and as a visitor destination. In spite of this success,
the community’s future hinges on its ability to organize for future
economic development, sustain and enhance downtown as a
place for residents and visitors alike, and create new opportunities
for investment to take place.
In June of 2002, Arnett Muldrow & Associates was hired alongside
Mahan Rykiel Associates to complete a Business Development
Strategy for Leesburg. Early in the process, the plan scope shifted
from simply examining the downtown area to a town-wide effort
recognizing that all districts of the town are interdependent for
economic success. In spite of this shift, it is important to define
what exactly is considered part of the “downtown” for the
purposes of this report. Rather than the traditional thought of
downtown as the “historic district,” the downtown should be
thought of as any of the older commercial districts inside the by-
pass. This is important in that is expands the traditional thought
of the downtown while providing an important link to the historic
core for businesses in aging commercial corridors.
Figure 1-1: Downtown Leesburg from the
Courthouse Green
The overall purpose of this study is fivefold:
1. To recommend ways for the town of Leesburg to enhance its
standing as a place to do business both for the local
population and for visitors.
2. To suggest physical improvements to the community that can
take place over time.
3. To relate the important role of historic preservation to the
overall business development strategy for Leesburg.
4. To establish an implementation strategy that will involve a
partnership between many stakeholders.
5. To recommend strategies for funding the public
improvements that will complement the private sector
investments that will come as a result of this study.
Business Development Strategy for Leesburg, Virginia • Page 2 40
Item c.
1.2 Process
The process for Leesburg began in July of 2002 with over forty
interviews of stakeholders, property owners, citizens, and other
interested individuals. In addition, the team conducted a
comprehensive reconnaissance of the town examining the
business sectors, areas of growth, and the historic district. The
initial findings of the interviews and reconnaissance are included
in Appendix A of this report.
From that initial information, the consultants worked with
fourteen businesses on a zip code survey that recorded 1498
individual store visits during a one week period in September.
From that information, a detailed market definition study was
completed alongside a sales and retail leakage analysis for the
community. This information is presented in Appendix B of this
report.
Both of these key components of the report became the basis of
the recommendations included in the report below.
1.3 Report Format
This plan report is designed to present the findings of the Business
Development Strategy Plan in a brief and easy to understand
format. It relates all of the Business Development Strategy
recommendations to six strategies for the future, each of which
contains important steps in implementing the plan. These
implementation steps are presented as short, medium and, where
necessary, long-term improvements.
The report concludes with an implementation strategy and action
plan designed to outline the steps needed to begin
implementation. This strategy is summarized in a “Strategy
Board” which distills all of the recommendations of the Business
Development Strategy into a one-sheet document.
Three important appendices support the report. Appendix A is
the strategic assessment report that summarizes the input received
in interviews with stakeholders, public meetings, and meetings
with various groups in Leesburg. Appendix B is a detailed market
assessment of Leesburg that was conducted to provide the
economic framework under which the plan is presented. This
information is included in detail and is an important component
of the Business Development Strategy document.
Business Development Strategy for Leesburg, Virginia • Page 3 41
Item c.
1.4 Acknowledgments
This report would not have been possible without the
participation of many important people in Leesburg. Special
thanks go to the Economic Development Commission who served
as the de-facto steering committee for this report. Thanks also go
to the many merchants and property owners who candidly shared
their thoughts and hopes as we developed this report.
Business Development Strategy for Leesburg, Virginia • Page 4 42
Item c.
2.0 Six Strategies for Downtown Leesburg
2.1 Hometown Downtown: A Place for Leesburg
Residents
2.1.1 Goal
Leesburg’s downtown diversifies to appeal to a broad cross-
section of town residents. It offers entertainment, dining, and
shopping geared toward the local population while continuing to
serve the visitor market.
2.1.2 Background
• A “snapshot” of Leesburg retail trends was collected during a
weeklong zip code survey of customers. This information was
designed to provide an overview of retail trends and a
baseline for determining the consumer trade area. This effort
is covered in detail in Appendix B.
Customer % of Total
Name Visits Visits Population
Herndon 15 0.6%76,555 0.2
Manassass 29 1.2%116,241 0.2
Centreville 21 0.8%63,827 0.3
Sterling 56 2.3%71,201 0.8
Reston 47 1.9%58,128 0.8
Ashburn 68 2.7%36,205 1.9
Lovettsville 15 0.6%4,623 3.2 S
Middleburg 11 0.4%3,293 3.3 S
Round Hill 12 0.5%3,169 3.8 S
Purcellville 42 1.7%9,639 4.4 S
Hamilton 16 0.6%3,400 4.7 S
Leesburg 164 6.6%22,477 7.3 P
Leesburg 146 5.9%18,414 7.9 P
Waterford 21 0.8%1,213 17.3 P
663 17%
Cust/1,000
population
• The data research conducted during the Zip Code Survey
indicates that residents of Leesburg are not interacting with
downtown on a regular basis. In fact, local residents inside
the two Leesburg Zip Codes accounted for only 21% of the
visits to local shops.
• Downtown shops that participated in the survey recorded
only eight visits per thousand residents of Leesburg during the
one-week period the survey was conducted. Figure 2-1: Chart Showing
Customer Visits Per Thousand in • Visits from communities considered “local” to Leesburg to the
east (Reston, Herndon, Sterling) had visits at less than one
customer per thousand residents of these areas.
• Interviewees frequently cited a lack of diversity both in store
and restaurant types and in price point as well as a lack of
entertainment options as reasons that downtown is not
drawing a larger customer base from the local market.
2.1.3 Assets/Opportunitie s
• Downtown Leesburg represents a truly unique environment in
the county and region. It is an authentic town center,
conveniently located to residents.
• The re-opening of the Tally-Ho Theater represents a
significant opportunity to bring people back to downtown on
a regular basis.
Business Development Strategy for Leesburg, Virginia • Page 5 43
Item c.
• Locally owned restaurants that attract customers who could
visit local shops provided the shops are open when people are
downtown dining or visiting the Tally-Ho.
• The Loudoun County Courts grounds, the Town Green and
the first blocks of King and Market Streets provide excellent
venues for events that would in-turn create an additional
reason for people to visit downtown.
• The First Friday Gallery Walk is a very important event that
has succeeded in bringing people (particularly locals) into
downtown on a monthly basis.
• Compared to many communities, the downtown is thriving –
with a near zero vacancy rate, the downtown is populated
with unique shops and restaurants.
2.1.4 Liabilities Challenges/
r
• The current mix of entertainment venues, shops, and
restaurants does not sustain regular interaction with local
residents.
• As in many traditional downtown areas, Leesburg has a
combination of shop owners that are retail “hobbyists” and
professional retail “strivers.” The hobbyists place a strain on
retail turnover and a lack of consistency in shop hours.
• There is a lack of a variety of indoor and outdoor spaces
within the downtown to accommodate a variety of events,
both large and small, particularly ones that do not require the
closing of major streets.
• Retail districts (outside of historic core) lack an identity and a
consistent streetscape environment. Consequently, residents
of the community and visitors from nearby areas can “forget”
that they are in an historic community with unique character.
• East Market Street and South King Street (near Catoctin Circle)
lack a comfortable pedestrian environment.
2.1.5 Action Strategies
Short Term – 2003-2004
• Create “Leesburg Events” Non-Profit O ganization to
Coordinate Local Events: This group should be an
independent group with leadership from the Town’s Parks
and Recreation, the Leesburg Merchant’s Guild, and the
Leesburg Arts Council and/or other community organizations.
The future Main Street Program could be the event
Figure 2-1: A Leesburg Events
Non-Profit could provide a
liaison for events such as
August Court Days and more
Business Development Strategy for Leesburg, Virginia • Page 6 44
Item c.
coordinator for downtown to ensure that merchants are
informed about upcoming events. Many communities have
hired special event managers to solicit sponsorships and
coordinate events with local government staff and with
merchants.
• Conduct Weekly and Seasonal Events in Downtown: Many
communities host elaborate annual events that draw
thousands to downtown. August Court Days and the Flower
and Garden Show are such events for Leesburg. Certainly,
these events are important and should be sustained, but there
is a significant opportunity to create more events on a weekly
basis to attract the local population to downtown.
These events should be small and can even occur in an alley
or “back parking lot”, although it is ideal to keep them as
visible as possible from the adjacent streets to gain maximum
exposure to the community.
The key is to host these events in intimate spaces where the
event would feel crowded, even if only a small number of
people attend. If the space is too large, the initial events may
appear unsuccessful even if a fair number of people attend.
Small special events could also be held to bring attention to
special attractions within the downtown or to bring attention
to recent improvement projects. Ideas include:
1. Grand Opening of the Town Hall “Visitor Center” to bring
visibility to the public restroom facilities that will be open
on weekends and to highlight the new visitor services.
2. “Rally in the Alley” to call attention to and celebrate
improvements to new alley spaces as the improvements
are completed. Businesses immediately adjacent to the
alley could be sponsors.
3.“Light Up Leesburg” to celebrate the installation and first
lighting of the next phase of new street lights.
More short term events can be as simple as a children’s art
show in downtown shops, the high school string quartet or
chorus singing in the Town Green at Town Hall, or Jazz and
Candlelight after work on a Friday afternoon. Some
additional event tips that will be important:
1.Finish the events just in time for people to be hungry so
that they dine in local restaurants.
2.Tie as many events as possible with local shops but
remember that not all events will benefit all merchants.
Some will only benefit a few. The ultimate goal is getting
more people into downtown on a regular basis.
Figure 2-2: Future regular
events in Leesburg can be as
simple as this event staged in
an alley with a live
performance..
Business Development Strategy for Leesburg, Virginia • Page 7 45
Item c.
3.Be experimental and attempt to bring in groups that
traditionally have not participated in the downtown.
ss
• Launch Leesburg Hometown Downtown Marketing. In
addition to events, marketing to the local community is an
important step toward getting people attracted back to
downtown. Local businesses should consider co-marketing
themselves to the local population using a unified identity for
downtown Leesburg. Fortunately, there a number of local
publications that can be used to get the word out about what
is going on downtown. Exhibit 2.1 shows some of the
marketing material that could be developed under the
Leesburg Hometown Downtown strategy.
• Begin Leesburg Local Loyalty Program. Creating a “Leesburg
Loyal Local” card is another way for the business community
to rally itself to gain local traffic and build “brand loyalty”
towards downtown. Each participating local business would
choose what benefit they might offer a card holder and each
would contribute a nominal fee to participate in the program
in order to cover the cost of marketing and producing the
cards. Local neighborhood groups should be used to help
distribute the cards.
• Facilitate the Development of a Diverse Busine Mix
Downtown. This recommendation is geared toward the
Town of Leesburg and the newly created Main Street
Loudoun Program. Specialty retail and restaurants geared
toward a local population should be targeted for the
downtown area particularly the following:
Figure 2-3: Leesburg
Loyal Local Card 1.Ethnic restaurants increase variety and round out the
success of the restaurants already in downtown. Creating
a specialty dining district is an excellent way to broaden
the appeal of downtown.
2.Entertainment venues such as a small pub, Dinner
Theatre, Coffee House, or small music performance
space.
3.Consider hybrid type merchants such as
Bookstore/Coffeehouses, or Pub/Jazz Clubs that will have
a broad clientele creating a larger market base for such
downtown.
Business Development Strategy for Leesburg, Virginia • Page 8 46
Item c.
Exhibit 2- 1: Leesburg Hometown Downtown Ad Mock Ups
47
Item c.
Medium Term – 2004-2006
• Research Sites for Leesburg Center for the Arts. A
“downtown” location for a future Leesburg Center for the Arts
would provide a dynamic new venue for residents to visit
downtown on a regular basis and a new venue for Leesburg’s
wealth of local artists to exhibit their work. Site selection
should focus on identifying a location that would provide
spin-off economic development opportunities and the
potential to “anchor” a new district. The location should also
be well-connected to the historic core of Leesburg-both
visually and physically-so that patrons will be able to
participate in multiple experiences (shopping, dinner, theater,
etc.) without having to get back into the car.
• Examine Opportunities for Public Art: Leesburg is rich in the
arts and history. There is an opportunity to create a public art
program to add to the diversity of attractions within the
downtown and as a way to bring visibility to local artists. In
addition, public art could be an exciting way to interpret
history. Public art projects could include:
1. Engraved sidewalk plaques with quotes of important
Leesburg residents and figures in history.
2. Murals along blank walls, particularly in alleys.
3. Custom-designed tree grates or ornamental banner arms.
4. An artist-designed composition of historic artifacts along a
“Trail of History”, perhaps as part of the downtown
portion of the W&OD trail.
• Enhance Existing Retail Districts: Leesburg has thriving retail
districts immediately adjacent to the historic core, however,
these environments lack any kind of special identity and
“sense of place.” Enhancement projects could be considered
for the “Market East District” and the “King and Catoctin
District” to include both public and private sector
improvement projects. Area Plans for these two districts
should be prepared and should address the following:
Figure 2-4: Local art can
reflect the Leesburg's history
1. Streetscape to enhance the visual approach into Leesburg
as well as the experience of being in the district.
Improvements could include the consistent use of plant
material to unify the district, with emphasis on using large
canopy shade trees wherever possible to help reduce the
scale of the street. It will be impossible to get a uniform
tree planting because of the unique site conditions on
each property, however, providing trees wherever
possible along the street will provide continuity. Shrub
Business Development Strategy for Leesburg, Virginia • Page 10 48
Item c.
planting should be emphasized to identify entrance drives
and to screen parking areas. Because of the scale of the
corridor, attention should be given to simple, bold masses
of shrubs and hedges rather than “fussy” plant beds with
many species. Streetscape improvements may also
include widening sidewalks where possible, and
delineating crosswalks with special paving or paint,
particularly across East Market Street and South King
Street. While it is not feasible to extend the brick
sidewalks of the Historic Core into these districts,
consideration could be given to using brick accents at
intersections and key pedestrian nodes. Regardless of the
type of improvements, expanding the “walk-ability” of
Leesburg is important because it makes for a healthy and
vibrant community.
. i
The scope of the Market East Streetscape Project should
extend from the Historic District (at Dodona Manor) to
the interchange at the Route 15 By-Pass. The scope of
the South King Street Streetscape Project should extend
from the Historic District to the south side of the
intersection with Catoctin Circle. A future phase could
extend south to the Route 15 By-Pass.
2.Design Guidelines and a Design Review Process to
encourage façade improvements to older commercial
buildings. Care should be given to creating guidelines that
encourage improvements that are compatible to the
Historic Core but appropriate for larger commercial
buildings. The Board of Architectural Review and the
Main Street Loudoun program can provide education and
a process for local property owners.
3. Outdoor Dining, particularly within the Market East
District, to increase the appeal of the districts for residents
and visitors. Many older commercial corridors in
communities are reinventing themselves as “quasi urban”
areas and creating restaurant environments with
landscaped outdoor dining areas and well-delineated
pedestrian connections to adjacent commercial
developments.
Figure 2-5: Older commercial
corridors in many cities are
converting to a more pedestrian
friendly scale with outdoor
4 Min mization of Curb Cuts along East Market Street will
help to reduce traffic conflicts, help solve traffic circulation
issues, and improve the pedestrian “usability” of the town.
Consideration should be given to additional opportunities
for inter-parcel connections between parking lots so that
some individual curb cuts can be eliminated.
Business Development Strategy for Leesburg, Virginia • Page 11 49
Item c.
5. Long Range Plan for Infill Development should examine
how new development (or expansion of existing
businesses) can be accommodated to improve pedestrian
environments and to bring architecture closer to the
streets. This may include development standards that
require parking to the sides and rears of buildings and
require investors to provide connections to the pedestrian
environment.
The plan in Exhibit 2.2 on page 13 illustrates the Market East
area.
Long Term Recommendations – 2006-2010
These recommendations should be used as benchmarks for future
development so that the community can track its success well into
the future. These goals relate to fostering a long-term connection
between the downtown district and the community as a whole.
• Construct Leesburg Center for the Arts. The arts are a key
component of any successful downtown. Leesburg should be
no exception.
• Construct 30 New Residential Units Downtown. Ultimately
having more people live downtown will result in more
business for downtown. Consequently, finding ways to create
a diverse housing base will be important step in this direction.
Of particular concern is attracting young professionals and
empty nesters to alternative housing types in the downtown.
The person who lives in the downtown will shop, dine, and
play downtown as well. This is discussed in greater detail in
section 2.3.
Figure 2-6: New Arts Center in
Downtown Frederick, Maryland
• Develop a net of 12 New Retail/Restaurant Establishments.
These shops and restaurants should have an appeal to both a
local and visitor market.
Business Development Strategy for Leesburg, Virginia • Page 12 50
Item c.
Exhibit 2- 2: Concept Plan Showing Market East District51Item c.
2.2 The Seamless Experience: A Visitor Strategy
2.2.1 Goal
Visitors to Leesburg are presented with a unified marketing theme
that will immerse them in the visitor experience. From the
brochure they pick up that convinces them to visit Leesburg to the
gateway signs to the visitor guide to Leesburg, a visitor should
sense a “seamless” experience that clearly presents the visitor
opportunities in the town.
2.2.2 Background
• Visitor media for Leesburg sends mixed messages. Being part
of such a diverse county puts Leesburg in an interesting
position of marketing itself as the center of a booming-high
tech corridor and as a center of history and charm.
• The research conducted in the Zip Code survey indicates that
Leesburg remains a highly visitor dependent but that the
visitors are clearly including Leesburg as a side trip as part of a
more extended vacation to the area. The evidence of this is
supported in the high number of visitors from far away areas
at the expense of “day trippers” from nearby areas. In fact,
Washington and Baltimore accounted for very little visitor
generation for Leesburg. It will be important to re-connect
with these visitors particularly because the overall trends are
aiming toward people making shorter trips closer to home.
• Visitors to Leesburg are not directed to the visitor resources in
the community such as the Balch Library, the Loudoun
Museum and even downtown. Furthermore, there is no easy-
to-understand local guide to visiting Leesburg itself.
Figure 2-7: The road network
around Leesburg can easily
shuttle a visitor right past the
historic resources of the
community without them ever • The surrounding road network can easily direct a visitor
around the greatest assets of the community without them
realizing a great historic community exists. The Wayfinding
Sign program solution is underway to remedy this issue.
2.2.3 Assets/Opportunitie s
• The Historic District ambience of Leesburg is unique to the
area and within easy access of a broad market.
• The area is rich in visitor opportunities from interpreting
history, to shopping, to providing access to outdoor
recreation.
Business Development Strategy for Leesburg, Virginia • Page 14 52
Item c.
• The Loudoun Museum, the Balch Library, Morven Park, Balls
Bluff, and the future attractions at Dodona Manor offer an
unparalleled collection of visitor attractions for a town the size
of Leesburg.
• There is a clear distinction of entering a “special place” upon
arriving at the Historic Core from all directions.
• The Town has done an excellent job in extending the brick
sidewalks of the historic core to the edge of the Historic
District along South King and East Market Streets.
• Dodona Manor and areas along the Town Branch may
provide opportunities for an inn and conference facility that
could further enhance visitor opportunities in Leesburg.
• The W&OD trail provides a recreational attraction that could
be integrated with the Town’s other attractions and its history
and the Northern Virginia Regional Park Authority will be a
key partner in promoting these links.
2.2.4 Liabilities Challenges/
Figure 2-8: The historic core
of Leesburg is truly a unique • There is no consistent visitor-marketing theme for Leesburg.
The town’s slogan “Leesburg at the Crossroads” is not the
same as Loudoun County’s “Catch Your Breath” which, in
turn is different from the many local venues that each have
their own marketing slant.
• For those who experience Leesburg from the roadways or
from perimeter areas there is no indication that a wonderful
historic core exists.
• There are very few signs that direct people to the resources
and districts of the community.
• Gateway treatments along all but a few approaches into the
Town are lacking, particularly at the Historic Core.
2.2.5 Action Strategies
Short Term – 2003-2004
• Develop Parking Management Plan: Unlike many
communities where parking emerged as the number one issue
with many of the stakeholders in the plan interview process,
parking issues for Leesburg had mixed opinions. Some
interviewees felt that parking was sufficient while others felt
that it was a serious issue.
Before large sums of money are spent on major new parking
resources, a management plan for existing parking facilities
Business Development Strategy for Leesburg, Virginia • Page 15 53
Item c.
must be examined. A parking strategy will involve many
steps. The following outlines several suggestions for a
thorough parking management strategy:
• Inventory of Spaces – The town needs to get a handle on
all of the available spaces downtown including private,
public, and on-street spaces.
• Parking Summits – Solving parking issues will not be easy.
A series of up to three bi-monthly parking summits may
need to be held to test ideas and garner feedback on
implementation of the strategies.
• Firm Enforcement – A period of zero tolerance may be
necessary to begin to discourage illegal use of on-street
parking spots by employees.
r
t
• Parking Signage – As part of the way finding system plan,
new clearly marked parking signing should be
implemented. Customer parking lots such as those at
Town Hall should be signed accordingly.
• Evaluation of Circulation – Circulation through downtown
should also be addresses, particularly since there have
been proposals to convert Loudoun and Market street into
one-way pairs. This change might increase traffic flow but
it could be both devastating to businesses along those
streets dependent on visibility for their survivor and
detrimental for visitor traffic that is frequently confused by
one-way streets.
• Parking Pamphlet – Many communities use a parking
pamphlet distributed at stores to show parking locations.
• Work with P ivate Lot Owners – Private lot owners should
consider partnering with the Town on parking issues so
that resources are maximized. Many communities work
out creative lease arrangements with local governments to
manage downtown parking in a more efficient manner.
• Parking Management Authority/Contractor – A creative
solution to the parking issues may be to contract parking
management to a private company that will negotiate
leases, make sure parking lots are clean, and manage the
facilities. This would be especially important during peak
usage times in the downtown. Figure 2-9: The Frazier
Associates design for way
finding sign system in
Leesburg.
These solutions will not solve the parking problem entirely but
will improve the situation while long-term plans are made for
additional parking resources.
• Implement Way Finding Sys em: A way finding system has
been completed by Frazier Associates and will be an
Business Development Strategy for Leesburg, Virginia • Page 16 54
Item c.
important component in improving the visitor experience. As
mentioned before, the way finding system should be
“seamless” with the overall marketing strategy presented to
the community.
• Complete Unified Visitor Marketing Material: Leesburg itself
should be responsible for developing a cohesive marketing
package for the community. A comprehensive unified
marketing program for the town that incorporates the Town’s
webside, the Airport, Ida Lee Park, the Balch Library, as well
as the the business and tourism marketing encourages a sense
of community and quick identity. This image, in turn, could
roll into more comprehensive marketing material produced by
the County and the LCVA. We are suggesting centering the
campaign on the three themes of history, shopping, and
outdoor adventure with an underlying theme of promoting
Leesburg’s position as an ideal getaway for a day trip or
weekend. A mock-up of the concept is shown in Exhibit 2.3.
• Launch Marketing Geared at DC Metro Area: Leesburg
should make a special effort to re-attach itself to the DC
metro area by producing bold marketing to this important
population segment. The “Beltway Breakaway” is a pocket
guide to Leesburg that could be distributed to visitors to the
area. Selective ad placement in the DC market should also be
considered to attract visitors from this area. Figure 2.11 to the
left and Exhibit 2.4 illustrates some of the concepts for the
visitor marketing strategy.
• Develop the Program for the Leesburg Resource Center: A
key recommendation of the report is the creation of a “one
stop shop” for visitors, investors, and residents to Leesburg.
This “Leesburg Resource Center” would provide visitors with a
place downtown to pick up brochures, get tour information,
and use public restrooms. The Leesburg Resource Center
would be an ideal component of an expanded town hall on
Loudoun Street for several reasons:
1.The Leesburg Resource Center could be designed to
complement and respect the adjacent historic architecture
and to have a strong relationship to the street and the
pedestrian environment. This would be a great way to
“lead by example” for the private sector.
Figure 2-10: Ad mock-up showing
concept for marketing Leesburg
to the Washington DC market.
2.The Center would be adjacent to the Loudoun Museum
which could produce some excellent synergy with the
existing programs of that facility.
3.The Center would be convenient to parking at the garage
and close to the existing town hall.
Business Development Strategy for Leesburg, Virginia • Page 17 55
Item c.
Exhibit 2- 3: Mock up of the Beltway Breakaway Visitor Pocket Guide56Item c.
Exhibit 2- 4: Mock Up Ads Geared toward the Washington DC Market 57Item c.
4.Windows and space planning could be designed to make
the activities very visible from the street and to encourage
visitor and community utilization of the facility.
Additional uses for the Leesburg Resource Center will be
discussed in section 2.6.
Medium Term – 2004-2006
• Develop Co-Op Marketing Strategies for Dodona Manor,
Morven Park, Balch Library, Loudoun Museum: Once the
unified visitor marketing pieces are launched, opportunities
for co-marketing with other major facilities in Leesburg can be
examined. Over time this could save each organization
money while continuing to foster a unified marketing vision
for the town.
• Facilitate Public Private Venture with Dodona Manor on
Market East Improvements: While all of the gateways in to
Leesburg and its Historic Core are important, the Market East
Gateway is particularly important because it is one of the most
prominent approaches into the Historic District and because it
is adjacent to the Dodona Manor. Dodona Manor has
tremendous opportunities as a visitor amenity for Leesburg
that include a wide variety of visitor oriented services and
amenities. An improved gateway would increase the visibility
of both the District and Dodona Manor. These improvements
are covered in section 2.1 of this report. These improvements
should be completed after a master plan for the area is
developed.
• Create a Hierarchy of Gateway Treatments: Create new
gateways throughout the Town to delineate Town Boundaries,
Gateway Corridors, Interchange Gateways, District
Boundaries, and Historic Core Boundaries. Specifically,
gateways should include:
1. Town Boundary gateways identify entrances into the
Town corporate limits. Because the political boundary of a
community often does not occur at the same location as
what “feels” like a gateway into a new place, such as
along Route 7 coming from the East, these gateways
should be comprised primarily of a sign. Town Boundary
Gateways should be identified along Route 7 coming from
the east and west, Route 15 coming from the north and
south and along the Greenway. Figure 2-11: Examples of gateway
treatments for districts and the
town itself as developed by
FiA it
2. Gateway Corridors occur over a distance rather than just
at one geographic point. Gateway corridors are an
opportunity to provide visitors (and residents) with a
positive experience upon entering Leesburg. Because
Business Development Strategy for Leesburg, Virginia • Page 20 58
Item c.
these corridors are primarily along major roadways, the
design treatment needs to reflect the large scale of these
spaces as well as the traffic speeds. The design treatment
could include landscape improvements (bold and simple),
protection of existing landscape environments, and high
quality development that follows development guidelines
and design standards.
Corridor Gateways should be considered for:
• Route 7 (from the eastern Town boundary to the
Route 15 Bypass),
• Route 7 from the Route 15 bypass to Dodona Manor.
• Route 15 north from the bypass split to the historic
district
• Route 15 South from the historic district to the bypass
• The bypass (entire length)
• The Dulles Greenway
3. Interchange Gateways are comprised primarily of
landscape and should not include signage. The land
associated with interchange ramps provides an excellent
opportunity to provide bold sweeps of color and a unique
identity for a community. The planting design should
focus on native plants and a simple palette to avoid high
maintenance.
Interchange Gateways should be considered for:
• Route 15 North/Bypass Split
• Bypass/Battlefield Blvd. (Future)
• Bypass/Route 7 East
• Bypass/Dulles Greenway
• Bypass/Route 15 South
• Bypass/Route 7 West
4. District Gateways should be comprised of signage, low
walls and landscape (scaled to vehicular traffic) to
announce the arrival to specific districts within Leesburg.
District Gateways should be considered at:
• South King Street/Catoctin Circle (King and Catoctin
District)
• East Market Street, just west of Bypass (Market East
District)
Business Development Strategy for Leesburg, Virginia • Page 21 59
Item c.
• South Harrison Street/Catoctin Circle (Future Crescent
District)
5. Historic District Gateways should be comprised of signs
compatible in design to the historic district architecture,
scale and character.
Historic District Gateways should be considered on:
• East and West Market Streets
• North and South King Streets
• Harrison Street
• Edwards Ferry Road
These gateway improvements are illustrated in Exhibit 2.5 on
page 23.
Long Term Recommendations – 2006-2010
• Route 7 and King Street Enhancements: These improvements
are discussed in section 2.1 of this report.
Business Development Strategy for Leesburg, Virginia • Page 22 60
Item c.
Exhibit 2- 5: Town wide Map Showing Gateway Improvements and Street Connections. W&OD Trail Crossing (Typ.) Historic District Gateway (Typ.) Market East District King and Catoctin District Historic District Interchange Gateway (Typ.) District Gateway (Typ.) Gateway Corridor (Typ.) Key Open Space and Open Space LinkagesIntersection Enhancements (Typ.)Key Development /Redevelopment Areas to Consider Overlay Districts and Design Criteria (Typ.) W&OD Trail 61Item c.
2.3 Expanding Downtown: Crescent District and
Market East
2.3.1 Goal
A chief objective of the business development strategy is to create
additional areas to obtain economic development in Leesburg
particularly in areas adjacent to the historic downtown that may
be underutilized. The goal then becomes to enhance the town by
creating new development areas that can reinforce existing
neighborhoods while creating new investment.
2.3.2 Background
• Downtown is currently a vibrant district with many occupied
shops and restaurants. In fact, the occupancy rate of
downtown Leesburg exceeds that of many communities.
• There are areas adjacent to downtown, however, that are
underutilized and have not traditionally been thought of as
“downtown.” These areas which are near Town Branch and
King Street and near Dodona Manor are prime opportunities
for investment.
• Creating opportunities for these areas to flourish will reinforce
downtown businesses, create new places for businesses to
locate, and develop some diversification of businesses and
uses. In fact, residential development should be a primary
consideration for locating inside these areas.
Figure 2-12: There are several
properties adjacent to Town
Branch and the W&OD Trail that
could, over time, be converted
2.3.3 Assets/Opportunitie s
• Several assets converge near the southern edge of downtown
along Town Branch, which could transform from a flooding
problem into an eventual water feature for the community.
These include: Raflo Park, the W&OD Trail, the Historic
District, the Barber and Ross property, Brandon Park, The
Skate Park, and access from Catoctin Circle via Harrison
Streeet.
• The W&OD Trail itself is a significant generator of visitor
traffic for Leesburg and a keystone for future investment.
• Dodona Manor owns significant properties along Route 7 and
Market Street in downtown. Having major properties under
one owner makes development scenarios in urban settings
much less complex.
Business Development Strategy for Leesburg, Virginia • Page 24 62
Item c.
2.3.4 Liabilities Challenges/
t r
• Flooding needs to be addressed along the Town Branch
• Land adjacent to Town Branch is underutilized and presents a
“back door image” to the Historic District from South King St.
2.3.5 Action Strategies
Short Term – 2003-2004
• Begin to Explore Development Opportunities Along Town
Branch: The key to any successful redevelopment project is
seeking the cooperation from as many property owners as
possible. An initial step in the effort will be to contact key
property owners along Town Branch to identify those who
might have an eventual interest in being part of the planning
effort. Not every property owner will want to be a part of the
plan immediately (some will not participate for a long time).
In any event, an effort should be made to identify those who
will be cooperative and work with them. While this effort is
going on, potential obstacles and opportunities should be
identified including flood plain limitations, contamination,
and the planned channel improvements currently underway.
Figure 2-13: Several key assets
come together in the Town Branch
Crescent District including Raflo
Park, the W&OD Trail and Harrison
Street which connects Catoctin to
Market Street in Downtown. • Develop Mas er Plan for C escent District: The District
boundaries (for study, not necessarily revitalization) should
include two areas. Area one should extend from Royal Street
to Monroe Street and from Liberty Street to Harrison Street.
Area two should extend from Raflo Park to Industrial Ct. and
from the property north of the W&OD trail to Catoctin Circle.
The goals of the master plan should be to create a front door
for the historic district. Buildings should front onto the Town
Branch, provide opportunities for mixed-use development
oriented to the existing streets and open space amenities,
address flooding concerns for Town Branch, and integrate a
pedestrian amenity that links into the W&OD trail as well as
the Town’s open space and trial system. The master plan
should be an illustrative site plan showing potential building
placement, parking and linkages to adjacent properties,
neighborhoods and amenities, schematic design for the Town
Branch pedestrian amenities, and an outdoor events space.
Additional work on the plan might include a financial plan
that can outline what roles the public and private sectors will
play in developing the project as well as a request for
development proposals that could be used to solicit interest in
Business Development Strategy for Leesburg, Virginia • Page 25 63
Item c.
the project. Exhibit 2.6 on the following page shows a
conceptual plan that would precede the detailed master plan.
Business Development Strategy for Leesburg, Virginia • Page 26 64
Item c.
Exhibit 2- 6: Town Branch Crescent Concept Plan
P
P
Raflo Park
Orient Buildings to
Streets and Open
Spaces
Create Internal Public
Green Spaces
Orient Buildings to
Streets and Open
Spaces
Create a “Front Door” t
the Historic District
From South King Street
o
Create Events
Space
Trail Connections to
Town-Wide Trail
System (Typ.)
P
P
P
W&OD Trail
65
Item c.
• Develop Mas er Plan for Market East District: The town
should consider either an additional planning process for the
Market East District or an overall master plan stretching across
the Town Branch Crescent over to Dodona Manor and its
holdings at Market Street. This plan would involve the
following key steps:
t
1.Establish Task Force of Town staff, Dodona Manor, and
property owners to determine the scope of the gateway
plan.
2. Prepare Area Plan and Design Concept. While the exact
scope should be determined by the Task Force, the plan
should include signage for the historic district and the
Dodona Manor, well-defined pedestrian crosswalks,
landscape enhancements, and development/
redevelopment guidelines for the properties located
within the Market East Gateway.
3.Dodona Manor Development Program. A program for
properties included in the holdings of Dodona Manor
needs to be component of this effort. A truly cooperative
master plan will produce the most beneficial results for
both the town and Dodona Manor.
Figure 2-14: The Market East
District can emerge as one of
Leesburg's premier destinations
with the development of the
Dodona Manor holdings. 4. Phase Implementation so that the recommendations can
be put in place over time.
• Recruit and Promote Quality Infill Development along
Loudoun and Market Street: The potential for the town to
support additional specialty retail, residential, and office
development along Loudoun and Market Streets is evident in
the market analysis of the community. The town should
actively work with investors and the real estate community to
promote properties in this area.
Medium Term – 2004-2006
• Develop Detailed Design for the Leesburg Crescent Pedestrian
Amenities and Construct Phase I. The first phase of the
pedestrian improvements should extend from Georgetown
Park to Raflo Park. Designs should include lawn areas, tree
planting and expanded paved areas for events and gatherings.
Particular attention should be given to the bridge structures
and the pedestrian crossings of South King Street and Harrison
Street. These intersections present an opportunity to increase
visibility of the riverwalk and the W&OD trail.
• Explore Creating a Tax Increment District in Downtown: Tax
Increment Financing is provided under the Code of the
Commonwealth of Virginia in section 58.1-3245. It enables
Business Development Strategy for Leesburg, Virginia • Page 28 66
Item c.
any County, City, or Town in the Commonwealth to declare a
redevelopment area and issue revenue bonds on the
incremental increased value of property within that district in
order to fund improvements to that district. This has been a
very successful program in many states and the City of Virginia
Beach has developed a district to fund major improvements to
their downtown area. This is an exciting technique that
allows the community to issue bonds for development
without impacting the taxes of property owners outside of the
natural increase in values generated by development.
• Explore Public/Private Ventures to Begin Development of
Districts: Public private ventures will be an important
component of future investment in Leesburg and the Town
should take a proactive stance in seeking such ventures to
further enhance the tax base and encourage sensitive
investment inside these districts. Each effort should be
carefully scrutinized to ensure that the town is maximizing its
investment and minimizing risks to taxpayers – all while
enhancing the quality of life for the community.
Figure 2-15: Example of a
public/private venture project
along the Reedy River Greenway
in Greenville, SC. This
development has three
restaurants, six retail spaces,
a gym, and office space for four
Long Term Recommendations – 2006-2010
• Construct Phase II and III of Leesburg Crescent Public
Improvements: The public improvements in the Crescent
District will be a multi-year project that will involve a number
of stakeholders both public and private. The later phases of
the project will become more apparent in coming years but
should be approached in a phased manner preferably in
conjunction with private investment.
Business Development Strategy for Leesburg, Virginia • Page 29 67
Item c.
2.4 A New Market for Leesburg: Live/Work/Play
2.4.1 Goal
Leesburg is easily accessible to the Washington (and Baltimore)
market. It provides a relatively affordable location for small
business in a striking historic setting. As a result, Leesburg should
concentrate its economic development activities on
entrepreneurship becoming known as the Washington, DC
region’s premiere location for small businesses to grown and
thrive.
2.4.2 Background
• Many interviewees expressed the strong need for Leesburg to
continue to remain a community balanced in its focus by
concentrating on business development that will maintain the
tax base, provide jobs for local citizens, and create a well
rounded community.
• Downtown is already supporting a thriving small business
community in addition to the businesses typically found in a
“courthouse” town.
• Leesburg, both in downtown and throughout the community,
is limited in its offerings of sites for new business development
or existing business expansion. Business retention and
expansion represents the most important aspect of economic
development.
2.4.3 Assets/Opportunitie s
Figure 2-16: Live/Work Spaces
such as these in Memphis, TN are
one of the newest and most
interesting forms of urban
housing. Note the small grocer
in the foreground.
• The Crescent District presents an opportunity to create new
infill housing and “live work” space that broadens the housing
product type and increases the market for nearby businesses
and recreational amenities.
• A growing network of small businesses has located in
downtown that will provide a base for future business
expansion.
• Nearby universities and educational facilities such as Dodona
Manor offer opportunities for partnerships for future
economic growth through future research and education
facilities that would spur business development and
investment. These might include education, conference
facilities, hotels or inns, and research institutes.
Business Development Strategy for Leesburg, Virginia • Page 30 68
Item c.
• There is land available for potential economic development
that has the opportunity to be made “development ready”
with the infrastructure in place for development to occur right
away.
• Several parks, the W&OD trail, and a comprehensive master-
planned greenway system provide a wide range of
recreational opportunities for in-town residents and the
opportunity to create a first class park system that is appealing
to people looking for an amenity rich community and a
healthy place to live.
2.4.4 Liabilities Challenges/
• Downtown Leesburg lacks a diverse residential product,
particularly for young professionals and empty nesters who
would like the excitement of living in town but who cannot
afford or do not wish to maintain a single family home. There
are currently very few over-shop flats, lofts, or townhouses
that offer a variety of housing types.
• The need for public transportation between the historic core
and other parts of the community will grow as traffic
congestion becomes more pronounced.
• Office space in Leesburg is very limited. There are only a few
speculative office buildings particularly in the downtown area.
• Larger industries and offices in Leesburg are severely limited
in their choices for expansion space in Leesburg. (New
businesses face the same dilemma.)
2.4.5 Action Strategies
Short Term – 2003-2004
• Launch Marketing to Recruit Entrepreneurs to Leesburg:
Targeting entrepreneurs to the community will be an
important early step in the process. Leesburg already has the
amenities to attract small business and this should be
marketed immediately. The sample ads to the left show what
these marketing materials could look like.
• Conduct Targeted Industry Study: In addition to simply
marketing to business, Leesburg should further examine the
industrial and professional business prospects that will be most
suited to the land availability, lease space and existing
business sectors available to the community. Such a study
would help Leesburg further understand and support the
Figure 2-17: Mock-up of
advertising concept that could
be used to recruit entrepreneurs
to Leesburg.
Business Development Strategy for Leesburg, Virginia • Page 31 69
Item c.
efforts to locate Bio-technology to the area as well as the
regional examination of security-based industry.
• Market Upper Floor Residential and Infill Opportunities for
Additional Residential Downtown. With a few good
exceptions, much of Leesburg’s residential development
reflects suburban style site planning with broad streets,
curvilinear roads, cul-de-sacs and rear yards that face onto
major roads. Partnering with quality land developers and
facilitating creative development solutions would allow the
Town to develop a diverse housing stock that includes:
1.Upper Floor Residential, primarily above shops and
businesses within the historic core. Even communities
without as much activity as Leesburg have been successful
at marketing upper floor residential to a select clientele
that find urban environments an exciting alternative place
to live.
2.Infill Single Family, developed on small lots with
architectural styles compatible to the Town’s historic
residential architecture. Homes should face the street and
site plans should, where appropriate, utilize neo-
traditional design principles to respond to the surrounding
context, providing connectivity to the overall street and
open space system. The “Leesburg South” area presents
an outstanding opportunity to develop some new
residential development using neo-traditional principles.
3.Multi-Family Housing, developed with 3-4 floors of
apartments in buildings that face onto and define streets
and open spaces. The architecture should be articulated
to reflect the Town’s historic architecture and to divide
the overall building mass into smaller components.
4.Live/Work Space, developed with ground floor space for
start-up businesses. This has become the latest in a
growing trend of urban housing that offers residents a
chance to have an office or studio on the ground floor
with living above.
• Complete and Connect Town Wide Greenway System: The
Town’s Department of Parks and Recreation has recently
completed a Comprehensive 20-Year Parks, Recreation, Open
Space, Trails, and Greenways Master Plan. The master plan
identifies a number of trail connections to provide greater
connectivity among existing parks, future parks and
neighborhoods. While all of the trails identified should be
constructed in the future, several, in particular, should be
Figure 2-18: Diagram showing
potential greenway connections
Business Development Strategy for Leesburg, Virginia • Page 32 70
Item c.
considered priorities as they will help to reinforce many of the
strategies in this Business Development Plan. These include:
1. South Harrison Street, South King Street and Tuscarora
Creek Greenway Trails will complement the Crescent
District redevelopment and provide linkages among
Downtown, the Crescent District, Raflo Park, Brandon
Park, Izaak Walton Park and the “Westpark” site.
2. Fairview St. and Catoctin Circle Trails will complete the
connection between Ida Lee Park and the W&OD Trail.
5. Dry Hollow/Balls Bluff Trail will complete the connection
between Balls Bluff and Ida Lee Park.
• Begin “Business Development Netwo k” Under The Economic
Development Commission: The Town should engage the
business community in regular dialogue both to hear the
opinions of business leaders and to network on future
opportunities. The Business Development Network should
involve between key small business leaders and professionals
in the community who get together with the EDC on a regular
basis. The scope of the Business Development Network
would be:
r
s
1.A sounding board for town issues facing the business
community and the environment for business in Leesburg.
2.A vehicle through which the town can offer training, bring
in professionals, and assist small businesses on day-to-day
matters that they might not have access to otherwise.
3.A line of communications through which small business
issues can be heard and opportunities can be followed.
4.From time to time the Small Business Council might be
called on to endorse particular issues that the Town
Council is considering that would enhance the business
environment in the community.
The Business Development Network will be a critical step in
moving toward a more pro-active relationship with the
business community.
Medium Term – 2004-2006
• Begin Assembling Property for Industrial/Business
Development & Expan ion: The issue of balanced land uses
and economic growth in the community rests on the ability of
the town to have property available for business development
and expansion. More and more, businesses are looking for
“development ready sites” for investment. Leesburg should
strongly consider creating a business park that would provide
Business Development Strategy for Leesburg, Virginia • Page 33 71
Item c.
the infrastructure to accommodate expansion of local business
and new industrial recruitment to the community.
• Partner With Residential Developers to Facilitate Creative
Residential Development in the Crescent District and
Throughout Leesburg: The town may find that it will need to
take a more proactive role with the development community
to ensure that housing opportunities marketed in the first
steps above are developed in a sensitive manner.
• Incorporate Mixed-Use Districts and Higher Den ity
Residential Development Opportunities Into the Town Plan:
The town plan is slated for an update in the coming years.
This will be an ideal time to present creative ways for higher
density residential and mixed use development to have a
prominent role in the plan.
s
s
r
• Explore Uses for the “We tpark” Site for Business/Conference
Facilities: The current owners of the Westpark site have no
immediate plans for changes. However, the town should
explore working with these property owners in the future on
creative uses for the site including professional conferencing
facilities, a small business incubator, or even a small office
park development. Any development on the site should be
planned to allow for the development of the Tuscarora Creek
Greenway Trail which, in turn, would tie in with the overall
greenway network and connect the site with downtown.
Ultimately, the Town may want to consider a public use for
this property such as a public golf course, research center
affiliated with a University, or conference facility.
Figure 2-19: Illustration of an
in-fill townhouse development
similar to what might occur
along the Town Branch Crescent.
• Continue to Support Leesburg Executive Airpo t: The events
of 9/11 have resulted in an unprecedented boom in charter
and private aircraft travel. These trends aren’t likely to reverse
in the coming years. As a result, the town’s control of the
Leesburg Executive Airport places it in a very strategic
position. Expansion plans may need to be considered in the
future as the town maintains this facility as one of its key
economic development recruitment tools for new companies
and as a potential generator for tourism revenues. According
to a demographic snapshot of Flying Adventure magazine
readers; the average income for users is $387,500, 76% own
second home, 88% own additional real estate, 93% are
business decision makers.
Long Term Recommendations – 2006-2010
As indicated before the following are presented as benchmarks for
future development.
Business Development Strategy for Leesburg, Virginia • Page 34 72
Item c.
• Create 1000 New Business Related Jobs in Leesburg
• Recruit 7 New High Quality Businesses/Industries to Leesburg
Business Development Strategy for Leesburg, Virginia • Page 35 73
Item c.
2.5 Leesburg Heritage: Celebrating and Preserving
Character
2.5.1 Goal
Leesburg’s unique historic character is perhaps its greatest asset.
Leesburg has a distinct opportunity to turn this asset into a means
for future success if the community recognizes that its
preservation efforts could make it a national destination for
preservation and heritage tourism.
2.5.2 Background
• Leesburg has done an admirable job of preserving the
architectural integrity of downtown. These preservation efforts
are apparent by the fact that downtown has nearly 100
percent first-floor occupancy.
• Many interviewees expressed frustration with the process of
going through design review suggesting that the business
community and the preservation community in Leesburg can
improve relationships toward a common goal.
2.5.3 Assets/Opportunitie s
• The existing town character in downtown is excellent.
• The Town of Leesburg has succeeded in attracting a number
of grants for additional historic preservation efforts.
• Additional marketing of Historic Preservation through the
Main Street Loudoun program, the BAR and the growing
interest in preservation will continue to focus attention on this
asset.
• While some “clutter on the sidewalks” poses challenges with
pedestrian traffic, for the most part, the signs, furniture and
display of goods adds to the vibrancy of the downtown.
Figure 2-20: Downtown
Leesburg's rich historic
• Recent efforts such as the Courthouse Square landscape
improvement project continue to enhance downtown and its
historic environment.
• Leesburg’s deep roots in military history from the
Revolutionary Era to the Civil War continuing on through
World War II and European reconstruction represent an
incredible opportunity to increase heritage tourism activity in
the community.
Business Development Strategy for Leesburg, Virginia • Page 36 74
Item c.
2.5.4 Liabilities Challenges/
• The current design review process is viewed by many
interviewees as onerous and sometimes unfriendly.
• Continued pressure for growth will present challenges in
preserving the architectural integrity of downtown.
• Many parts of Leesburg outside of the historic district do not
reflect the integrity of the core. The scale of Leesburg’s quaint
downtown is contrasted by the shopping malls and suburban
residential development of recent years creating challenges
from both preservation and marketing perspectives.
2.5.5 Action Strategies
Short Term – 2003-2004
• Distribute Brochure Detailing the Basics for Development in
the Old and Historic District: A simple brochure detailing the
steps necessary to make changes in the Old and Historic
District should be actively distributed to all property and
business owners inside the district.
• Host a “Preservation Forum” with the Community to Educate
and Examine Preservation Issues: The Board of Architectural
Review is a regulatory body for the Town of Leesburg. An
equally important function of the Board is to educate the
community on the importance of preservation.
Consequently, the Board should host a preservation forum or
series of forums where issues are discussed. The Forum
would provide a vehicle through which:
1.Citizens and members of the Board of Architectural
Review can share concerns about the process in a non-
adversarial manner (possibly through a facilitator).
2.The Board can bring in preservation experts to explain the
financial benefits of preservation. In fact, some recent
studies have provided definitive evidence that local design
review increases property values and stabilizes
neighborhoods.
3.The Board can share techniques and “tricks of the trade”
that it has learned to help property owners adhere to the
guidelines.
Ultimately, this forum could become a series of seminars on
preservation that are offered twice a year as part of the service
that the Board of Architectural Review provides to the
property owners of Leesburg. While property owners will be
Business Development Strategy for Leesburg, Virginia • Page 37 75
Item c.
the primary audience, these forums should also involve local
realtor’s associations as well as developers wishing to invest in
the historic district.
• Create the “Development Preview Team” to Assist Investors
on Improvements: A key issue that arises in any community is
the regulatory process that governs building permits. Leesburg
is no exception. One very effective tool that has been
implemented in other communities is a “Development
Preview Team” that brings zoning officials, building codes
officials, and even staff of the Board of Architectural Review
into the development process prior to an owner submitting for
a building permit. The team would:
1. Be available by request of the property owner as a service
provided by the Town of Leesburg.
2. Provide advice for the property owner in the form of an
advance team site visit to review key renovation issues.
3. The team would develop a “key issues summary” that
would be provided to the property owner as a service.
Ultimately, this process could save both the property owners
and the Town of Leesburg time in the formal regulatory
process and create a spirit of cooperation between the Town
and the development community. Additionally the
development team could foster improved working relations
among town staff.
• Create a Leesburg Heritage Tourism Marketing Package: After
beaches and shopping, visiting small towns and historic sites
ranks three and four in top vacation activities for Americans.
In fact, heritage tourism is one of the fastest growing segments
of the visitor market. In conjunction with the overall visitor
strategy outlined in section 2.2 above, a focus on heritage
tourism should be developed. The package should clearly
explain Leesburg’s role in the American Revolution, in the
Civil War, and in post World War II as luminaries from across
the globe came to visit George C. Marshall at Dodona Manor.
This may be an effort that can be coordinated with the
Loudoun Heritage Consortium.
Medium Term – 2004-2006
• Develop Façade Grant and/or Landscape/Parking
Improvement Grant for Property Owners: The Town should
consider creating a mini-grant program for small business
owners in key areas where the Town wants to see quality
investment. This program would be a matching grant program
specifically targeted to certain areas. Of particular concern
Figure 2-21: Ad Mock-Up
showing the potential to
market Leesburg's association
Business Development Strategy for Leesburg, Virginia • Page 38 76
Item c.
will be creating opportunities for property owners to provide
trees and landscape where possible. In particular, surface
parking areas should be screened with a low hedge or
ornamental wall/fence.
• Expand/Enhance Existing Streetscape: For the most part,
streetscapes in the core are successful because of the brick
paving and the architecture that defines them. While
extensive streetscape improvements are not needed in the
historic core, additional focus should be considered for the
following:
1. Enhanced Alleys, to improve the pedestrian experience
between the streets and the rear lot parking facilities.
Alley improvements could include special paving (pre-cast
pavers or stamped concrete), ornamental lighting (wall-
mounted or free-standing), ornamental gateway signage
and a mural program for blank walls.
2. Continuation of Ornamental Street Lights to eventually
include all of the streets within the historic district.
3. Enhanced Crosswalks at major intersections within the
historic core using brick pavers or other surface treatments
to visually extend the sidewalks across the street. Figure 2-22: Example of an
enhanced alleyway with gateway
treatment, mural, and special
pavers
4. King and Market Intersection Treatment to provide visual
prominence to this intersection and to provide traffic
calming. Stamped concrete could be used to replicate a
cobble pattern in the intersection area defined by the
crosswalks.
Long Term Recommendations – 2006-2010
• Continue Streetscape Enhancements: Streetscape
enhancements will be a long term goal of the community and
will need to be evaluated on a yearly basis for improvements.
Business Development Strategy for Leesburg, Virginia • Page 39 77
Item c.
2.6 Getting the Job Done Organizing for the Future
2.6.1 Goal
The Town of Leesburg is poised to handle future development
and become an active partner in public private ventures for
Economic Development.
2.6.2 Background
• Local governments generally fall into two camps when it
comes to fostering development. The first is a community that
reacts to development proposals as they arise and provide the
typical regulatory oversight for that development. The second
type of community aggressively works to promote plans that
make sense and actively works with the private development
community to see to it that the plans are implemented.
Leesburg traditionally has been in the former camp.
• Increasingly, investors are seeking creative partnerships with
the public sector to ensure the success of their projects. The
day of the public/private venture is alive and well.
• If the Town of Leesburg wants business development, it must
take a proactive approach. This is important not only from a
jobs/housing balance standpoint but also from a fiscal
standpoint. The residential land area of Leesburg is seventy-
five percent built-out while the commercial land area remains
forty percent built-out. Preserving commercial land in a
climate of intense pressure for residential development will be
critically important.
2.6.3 Assets/Opportunitie s
/
• The Economic Development Commission has taken a very
proactive role in the development of the community.
• Economic Development staffing is now covered with the
hiring of a new director.
• The creation of a Loudoun County Main Street program will
further enhance the resources available to the Town.
2.6.4 Liabilities Challenges
• Without a unified plan for business development, the Town
has been easily “distracted” with various proposals and
projects that arise creating a somewhat disjointed focus and
approach to economic development. New proposals will
Business Development Strategy for Leesburg, Virginia • Page 40 78
Item c.
certainly come in the future but the Town can now evaluate
these proposals as they fit into the overall business
development strategy.
Short Term – 2003-2004
• Establish Downtown Manager Position: This recommendation
involves shifting the responsibilities of the Tourism
Coordinator to becoming a Downtown Manager. Very few of
the actual job description items should change. A focus
should be placed, however, on having the Downtown
Manager coordinate the marketing strategies presented in this
report, provide staff support for the Merchants Guild
recommended below and work with the Economic
Development Director on future projects for downtown.
A large portion of this plan is devoted to marketing the
downtown and community to Leesburg citizens, business
owners, potential residents, and visitors. This position is
critical not only in meeting the marketing goals of the plan,
but also represents a key organizational component of
implementation.
• Focus EDC on Town-Wide Development Policy,
Infrastructure, and Business Relations: The Economic
Development Commission has been a guiding force through
the creation of this report and represents a remarkable
assembly of public and private leadership in Leesburg.
The EDC’s role will continue to be the voice of the business
community to the Town Council by suggesting to the Council
ways to improve the business environment. A longer term
initiative of the EDC will be to focus on infrastructure
development for future economic development efforts
particularly on making sure land is available that can
accommodate this growth.
Over the next six months, the Economic Development
Commission should complete several tasks:
• Representatives of the Commission should be available to
present the plan to various boards and commissions such
as the Board of Architectural Review, the Planning
Commission, and others.
• The Commission Members should also present the plan to
various civic groups that will spread the word about the
effort. These presentations will build off the plan’s
Business Development Strategy for Leesburg, Virginia • Page 41 79
Item c.
existing momentum while also fostering additional buy-in
and participation in the implementation process.
• The Economic Development Commission should host an
Economic Development “summit” meeting to begin
working with those organizations and entities that will
help carry the plan forward.
• Develop the Leesburg Resource Center: As mentioned in
section 2.2, the Leesburg Resource Center is a place for
visitors, residents, and investors to go for information about
Leesburg. From the investor standpoint, the Leesburg
Resource Center is a place to learn about plans for the future
of the community, meet with economic development officials,
and understand the necessary steps in the planning process.
Consequently, the Leesburg Resource Center would be the
home of the Economic Development Department and have a
representative of the planning staff on hand to answer
questions.
From, a resident’s perspective, the Leesburg Resource Center
is a place to learn how to organize neighborhood associations,
a place to get information about the Board of Architectural
Review process, and get information on the town plan.
Finally, the Leesburg Resource Center should have a
“community board room” that could be used by groups for
meetings. This room would be visible from the street so that
the business of the town and its residents becomes part of the
street life of downtown.
• Create the Leesburg Merchants Guild: The Leesburg
Merchants Guild is the formal organization for local retailers
and restaurateurs in Leesburg. The Guild would have a very
specific role focusing on three key areas:
1.Development of a co-marketing strategy and “brand” for
locally owned shops and restaurants in Leesburg that can
be available to all member merchants. This would also
include the Leesburg Loyal Local program.
2.Presentation of seminars on merchandising and storefront
beautification for members and non-members alike to
create a spirit of cooperation in the physical appearance
of downtown.
3.A group for advocacy of town policy that is friendly
toward local shops and restaurants. This would include
representation on the Leesburg EDC as well as the future
Main Street Program as it develops in Leesburg.
Business Development Strategy for Leesburg, Virginia • Page 42 80
Item c.
By staying focused on these goals, the Leesburg Merchants
Guild can concentrate on a pro-active approach toward the
future of downtown and other business districts while also
representing an advocacy group that evaluates town policy for
business development from a business owner perspective.
Medium Term – 2004-2006
• Create 501c Non-Profit Development Organization to Hold
Land, Take Donations, and Assist with Major Development
Projects: Over time the town may want to develop an entity
that can receive gifts of land and buildings, be more nimble in
the way it conducts property assembly and transactions, and
hold property. This is a natural progression as the Town
moves toward a more proactive approach toward economic
development. These organizations can take many forms
including one that merely shadows the EDC in board
composition and function while allowing for the flexibility to
receive property from private individuals.
Long Term Recommendations – 2006-2010
• Establish Other Business Development Districts: Over time
additional business districts will emerge that will require
attention. New business associations, improvements
strategies, and corridor plans will become necessary as these
issues emerge.
Business Development Strategy for Leesburg, Virginia • Page 43 81
Item c.
3.0 Implementation Strategy and Action
Plan
3.1 Downtown Projects and Initiatives
The attached “Strategy Board”, Exhibit 3.1, summarizes all of the
projects and recommendations included in the Business
Development Strategy. The board is intended to be used as
working document for benchmarking and ongoing evaluation of
the implementation process. Each recommendation that is
presented in brief on the strategy board is supported in detail in
this report documentation.
3.1.1 Strategies and Visions
Each of the plan strategies and visions are outlined in the strategy
board. It is important to remember the ultimate marketing and
development strategies that each project supports. Of course,
each of these strategies is linked with one another, but failure to
achieve any one goal does not negate the ability to achieve
others.
3.1.2 Responsibilities
The strategy board presents suggestions for organizations or
entities that will be responsible for leading the implementation of
each of the projects. These are color-coded based on the
individual agencies involved. While an agency may be assigned
lead role for implementation, each of these projects should be
pursued through partnerships. As the plan progresses, these
responsibilities should be reevaluated to determine where roles
should change or shift.
3.1.3 Time Frames
The projects are divided into three time frames. The first series of
projects are demonstration projects that should begin
immediately. For the most part, these are simple projects that will
be highly visible, have significant impact and should be
completed within the first two years after the plan is adopted.
The second set of projects is labeled “next steps.” Some of these
are more advanced projects while others are continuations of
projects that began during the demonstration period. The next
step projects should be completed within the following three
years. The final series of projects are long-term or plan
completion projects. While this category remains largely empty,
Business Development Strategy for Leesburg, Virginia • Page 44 82
Item c.
many of the projects begun in the next steps phase will not be
completed until after the 2006 deadline. Several of the
completion recommendations are simply benchmarks to be
evaluated as development occurs. Over time this category will
continue to fill up as priorities evolve.
The strategy board and its recommendations represent a “living
document”. As time goes by and implementation proceeds, some
priorities will shift while other ones will arise. The
implementation strategy board should be evaluated periodically,
no less than annually. This evaluation process will allow for
finished tasks to be indicated on the board, for responsibilities to
be shifted between parties, and for time frames to be adjusted for
individual projects.
3.2 Funding Strategies
One of the most often asked questions regarding a plan of this
nature is “How much is this going to cost?” The vast majority of
the investments that will take place in the plan will occur in the
private sector. Also, many of the recommendations are for future
projects that will not be planned in any detail until some time
later. Some of these will not only include construction costs, but
also planning and design costs. Therefore, there is never a figure
associated with the “cost to implement the plan.”
This report contains twenty-three recommendations that should
be examined over the next two years. Only two of the twenty-
three require a capital expenditure on the part of the Town
Government: the development of the Leesburg Resource Center
as part of an addition to Town Hall and the implementation of the
Way Finding system which has already been budgeted by the
Town.
An additional eight recommendations involve the completion and
placement of marketing material. Many of the marketing
concepts have been presented in “mock” form in the report.
Putting these ads into print media and placing them should be a
cooperative effort involving local businesses that already spend
money on marketing material. The Town itself has been funding
ad placement for a number of years. Specific costs depend on
types of marketing venues (magazines, newspapers, brochures),
and design and production of the materials themselves. In any
case, marketing objectives and resources should be pooled by the
different entities in order to create the maximum effect.
Business Development Strategy for Leesburg, Virginia • Page 45 83
Item c.
Three of the twenty-four recommendations over the next two
years involve planning funds. While the Town of Leesburg has
agreed to fund the parking management study, the Planning
Department is requesting additional funding for the detailed
master plans for the Crescent District and Market East. These are
likely to be absorbed into the annual budget for this department.
Once these master plans have been complete, cost estimates will
be available for public sector improvements.
The final ten recommendations require only that Town Council,
Town Staff, local citizens, and the business community work
together in an unprecedented way to achieve the goals of the
plan.
The next step recommendations will involve capital expenditures.
The tax increment plan proposed in section 2.3 should be the
primary source of funds for this project.
Now is the perfect time to begin examining this source of funding
for the project while the economy has slowed.
3.3 Conclusion
This report is the product of an unprecedented effort on the part
of the Town of Leesburg to engage the community in an effort to
examine the future business success of the town. It is only
through this continued spirit of partnership that the plan can be
successful. Leesburg, Virginia has sustained and enhanced itself as
a vibrant community for over two hundred years. This plan,
through the input of hundreds of Leesburg’s citizens and
stakeholders, will be a roadmap for continued success well into
the future.
Business Development Strategy for Leesburg, Virginia • Page 46 84
Item c.
A Business Development Strategy for Leesburg, Virginia • Recruit 1000 new jobs to Leesburg • Recruit 7 new high-quality industries/businesses to Leesburg • Implement Route 7 and King (Route 15) streetscape enhancements • Continue to expand/enhance existing streetscapes. • Assemble property for industrial/business dev. • Partner with residential developers to facilitate creative development in Crescent & Townwide • Incorporate mixed use districts & higher density residential development into town plan • Explore uses for Westpark site The Seamless Experience: A Visitor Strategy Hometown Downtown: A Place for Leesburg Residents • Construct Leesburg Center for the Arts • Construct 30 new residential units in the downtown area • Develop a net of 12 new retail/restaurant establishments in downtown • Construct phase II and III of Town Branch pedestrian improvements • Establish other business development districts inLeesburg • Create a 501c Non-Profit Development Organization to hold land, take donations, and assist with major development projects. • Establish Downtown Manager Position • Focus EDC on Infrastructure, Townwide Development Policy, and Business Relations • Develop the Leesburg Resource Center • Create the Leesburg Merchants Guild • Develop façade grant and/or improvement grant (landscaping/parking) for targeted areas in Leesburg • Expand/enhance existing streetscape • Create “Leesburg Events” non-profit to coordinate events. • Conduct weekly seasonal events in downtown • Launch Leesburg Hometown Downtown marketing strategy • Begin “Leesburg Local” loyalty program • Research sites for Leesburg Arts Center Examine opportunities for public art • Continue to facilitate and market diverse retail uses serving local residents & workers • Enhance existing retail districts • Consider creating new downtown event spaces .• Develop co-op marketing strategies for Dodona Manor, Morven Park, Balch Library etc. • Facilitate public/private venture with Dodona, to design and construct “Market East”gateway improvement. • Create a hierarchy of gateway improvements • Explore development opportunities along Town Branch • Develop master plan for “The Crescent District” • Develop master plan for the “Market East District” • Recruit and promote quality infill development • Launch marketing program to recruit entrepreneurs to Leesburg • Market upper floor residential and infill dvlpmt. • Conduct Targeted Industry Study • Complete & connect town’s Greenway system • Begin EDC “Business Development Network” • Develop design for pedestrian improvements along Town Branch – construct phase I • Explore creating a tax increment district in downtown to pay for public infrastructure costs • Explore public/private ventures to begin development of districts • Distribute brochure detailing the basics for development in the Old and Historic District • Host a preservation forum to discuss issues • Create the “development preview team” to assistinvestors on improvements • Create Leesburg Heritage Tourism marketing Leesburg becomes known as the DC region’s premiere location for entrepreneurs offering small businesses a place to grow and thrive. Downtown economic development opportunities expand into other areas of downtown reinforcing existing neighborhoods and creating Leesburg’s unique historic character is the hallmark of the community making Leesburg a national destination for preservation and heritage Visitors are provided with a unified experience to immerse them in the opportunities to explore Leesburg The Town of Leesburg is poised to handle future development and become a active partner in public private ventures for Economic • Develop parking management plan and implement recommendations • Implement way-finding system • Complete unified visitor marketing material • Launch Co-op marketing geared at DC metro • Develop the Leesburg Resource Center A New Market for Leesburg: Live/Work/Play Leesburg Heritage: Celebrating & Preserving Character Getting the Job Done: Organizing for the Future Expanding Downtown: The Crescent District and Market East Visions Leesburg’s downtown becomes a gathering place for residents on a regular basis offering entertainment, dining, and shopping for local citizens. Next Steps ’04-’06 Completion ’06-’10 First Steps ’03-’04 Strategies 85Item c.
Appendix A: Strategic Assessment of
Leesburg, Virginia
1.0 Introduction
The following is the “raw” information shared during the over
forty individual and small group interviews conducted between
August and October of 2002. These comments do not necessarily
reflect the opinion of the consultants but instead reflect
summaries of input received categorized into key topics.
2.0 What We’ve Heard – Interview and
Input Summaries
2.1 What We’ve Heard – Assets
• Downtown is extremely attractive.
• The distinguished architecture and great historic feel really set
downtown apart.
• Attractive window dressing of shops.
• Quality merchants.
• There are several restaurants downtown that bring people
downtown on a regular basis.
• Tally Ho as an opportunity to bring people back into
downtown on a regular basis.
• Events are popular with citizens even if street closures are
controversial.
2.2 What We’ve Heard – Challenges
• Developing in Leesburg is a regulatory quagmire. Many
interviewees were discouraged by the amount of time it takes
to have development take place. Others shared anecdotes
about inconsistencies in the development process.
• Board of Architectural Review regulations were the most
consistently cited challenges to business development in
Leesburg. Comments shared in the interviews included
thoughts that the BAR process was too onerous, inconsistent,
unfriendly, unhelpful, adversarial, discourage creativity, etc…
Business Development Strategy for Leesburg, Virginia • Appendix A 1 86
Item c.
• Concern about local population does not take advantage of
downtown on a regular basis.
2.3 What We’ve Heard – Needs
• Restrooms downtown.
• Parking was an issue that many interviewees had divergent
views on. Unlike many communities where parking emerges
as the most controversial issue, Leesburg’s interviewees had
no consistent viewpoint on parking or the lack thereof. The
most often cited parking issue was the lack of signing to direct
visitors to parking resources. Others were concerned with
employees using customer on-street spaces. Still others did
feel that there was a lack of parking overall.
• Gathering space for events and activities.
• General clean up particularly along alleys and behind
buildings.
• Expand idea of what downtown is to include areas that are
currently underdeveloped.
2.4 What We’ve Heard – Retail
• New versus old mentality – lack of cohesion with retailers and
the existence of “cliques” of retailers downtown.
• Not enough local oriented retail to serve the local population
– lack of diversity in retail types that would appeal to locals.
• Businesses being run as a hobby which results in part time
hours and a lack of business acumen with some shopkeepers.
• Need diversity of restaurants downtown (ethnic, family
oriented, etc) that would bring more people into downtown
regularly.
• Retail rents are going up on several properties that are
disproportionate to typical market increases. Several
interviewees indicated that rents were increasing dramatically
without simultaneous improvements of property.
2.5 What We’ve Heard – Residential
• Desperate need for affordable housing options in town that
would appeal to young professionals and empty nesters,
particularly in the downtown area.
Business Development Strategy for Leesburg, Virginia • Appendix A 2 87
Item c.
• Very little variety in downtown core housing (lofts, close-in
residential, condos, etc.). Much of the housing stock is single
family detached.
• The downtown area has excellent walking connections to the
core residential district
• Need to attract young families and professionals to the
downtown to live.
2.6 What We’ve Heard – Office
• Small professional office users are having a lot of success in
downtown and throughout the town.
• Need for more small professional office space (not just for
businesses serving the government).
• Need for fiber optics or satellite connections downtown so
that small businesses can have high speed internet access.
• Several indicated concern about professional office space
taking over prime retail spots in the downtown.
2.7 What We’ve Heard – Employment
• Lack of mixed-use spaces that have employment, residential,
and retail in one development.
• Lack of sites available for major employment and office users
to locate in Leesburg and a lack of sites for retention and
expansion of existing businesses.
• Sites that are available have no infrastructure ready resulting
in businesses moving to other areas.
• Office sites downtown that lack telecommunications
infrastructure.
• Need for properties designed to support particular industries
such as biotech as a way to attract business to Leesburg.
2.8 What We’ve Heard – Organization
• EDC has taken a leadership role in many economic
development efforts and is emerging as an important player in
the future of Leesburg.
Business Development Strategy for Leesburg, Virginia • Appendix A 3 88
Item c.
• Investors have had successful interaction with individual staff
at the Town of Leesburg.
• A lot of enthusiasm/positive energy about the future.
• The Town of Leesburg needs a clear focus with Economic
Development.
• Inconsistent image and inconsistent message on whether the
Town want development or not.
• A lot of talk and not much action.
• The town is “mired down in bureaucratic soup”
• Need for a look at the big picture.
• Need for leadership throughout the community to champion
business development.
3.0 What We’ve Seen – Physical Analysis
3.1 Physical Analysis – Downtown Core
• Number one asset! Outstanding pedestrian scale,
architecture, details, and preservation – distinct sense of
place.
• Courthouse Square and Town Green are great assets.
• The details in downtown (benches, planters, etc.) provide a
sense of “authenticity” for the area but also pose challenges
when these items are not cared for properly.
• Pedestrian friendly (mostly).
• Attractions are assets and close to downtown (Loudoun
County Museum, Dodona Manor, Thomas Balch Library)
3.2 Physical Analysis – Outside of Core
• Development quality – landscape is nice, architecture is
generally good
• Site design often does not reflect the historic town fabric with
a more suburban feel. Some areas are extremely congested
and dominated by the automobile.
• What is downtown? We think other districts could be
recognized particularly along Town Branch and where Market
and Loudoun Street come together near Dodona Manor.
Business Development Strategy for Leesburg, Virginia • Appendix A 4 89
Item c.
3.3 Physical Analysis – Parks/Open Space
• Outstanding parks and park facilities and a comprehensive 20
Year Parks and Recreation Master Plan to support future
improvements.
• W&OD Trail is a critical but often underrated and invisible
attraction.
• Physically the greenway network is not yet connected as a
system.
• Trail System and Pedestrian Linkages existing and future
3.4 Physical Analysis – Corridors/Gateways
• Need for way-finding program (currently being addressed)
• Theme to preserve: Gateway to Rural and Gateway to Urban
which is a key distinction in Leesburg. The transition from
urban feel to rural is profound.
3.5 Physical Analysis – Critical Parcels
• Historic Core and Catoctin Circle Infill
• Dodona Manor Holdings
• South King Street/Town Branch/Barber & Ross area
• Town Perimeter Parcels such as those along Route 15 to the
South and North of the Town that present a pleasant rural
feel.
Business Development Strategy for Leesburg, Virginia • Appendix A 5 90
Item c.
Appendix B: A Market Assessment of
Leesburg, Virginia
1.0 Introduction
Many of the strategies for Leesburg rely on analysis of the market
conditions that affect the community. This appendix presents the
findings of the market research for Leesburg and provides detailed
analysis that can be used to recruit business, help existing
businesses target customers, and develop and refine a marketing
strategy so that Leesburg remains competitive in the years to
come.
This effort provides a snapshot of retail trade patterns in the
community from which certain conclusions can be drawn. This
study does not necessarily reflect the exact trade patterns that a
particular business might see through the course of the year. But,
the information provided does provide valuable insight into the
trade area for Leesburg.
The resulting sales and consumer expenditure patterns for the
areas studied then become very accurate tools to evaluate the
amount of retail sales “leaking” from the community. This
information is based on the most recent data available and are a
very reliable source for understanding market patterns.
This appendix is divided into two parts. The first describes the zip
code survey and analysis presenting the findings and a definition
of the market. The second section provides two distinct retail
market analyses. Each section concludes with some key findings.
It is these findings that have informed many of the marketing,
economic, and organizational recommendations of the main
report. This section in its entirety, can be used as a marketing and
recruitment tool for individual businesses seeking to set up shop
in Leesburg and for existing businesses wishing to develop
marketing plans or expand product lines.
2.0 Market Definition
In October of 2002 fourteen Leesburg businesses participated in a
zip code survey of their customers. Merchants were provided
with a form to record customer zip codes and asked to keep the
log for all customers during one-week period. In all, 1498 zip
codes were recorded during the one-week period.
Business Development Strategy for Leesburg, Virginia • Appendix B 1 91
Item c.
Other States
21%
Rest of Va.
16%
DC
1%
NOVA (exc.
Leesburg)
32%Leesburg
21%
Md.
9%
2.1 Zip Code Results
The results of the zip code survey are listed below:
• During the one-week period businesses recorded customers
from 455 unique different zip codes, thirty-nine states, the
District of Columbia, and seven foreign countries.
• Twenty-one percent (21%) of the customers came from the
20175 and 20176 Leesburg zip codes.
• An additional 32% of the customers came from northern
Virginia.
• Maryland accounted for 9% of the customer visits and 21% of
the customers came from other states.
No. Va.
32%
Other Va
17%
Foreign
1%
MD
9%
West
4%
Southeast
6%Northeast
7%
Leesburg
21%
Midwest
3%
• The District of Columbia accounted for 1% of customer visits.
The charts at left provide further insight into the breakdown of
customer visits to the participating stores.
2.2 Trade Area Definitions
Since zip codes each have different populations, customer visits
are most accurately tracked on the number of visits in relation to
the population. The table below shows customer visits per 1,000
population for each of the highest representative visits.
Customer % of Total
Zip Code Name Visits Visits Population
20170, 20171 Herndon 15 0.6%76,555 0.2
20108-20112 Manassass 29 1.2%116,241 0.2
20120, 20121 Centreville 21 0.8%63,827 0.3
20164-20167 Sterling 56 2.3%71,201 0.8
20190-20195 Reston 47 1.9%58,128 0.8
20147-20148 Ashburn 68 2.7%36,205 1.9
20180 Lovettsville 15 0.6%4,623 3.2 Secondary
20117, 20118 Middleburg 11 0.4%3,293 3.3 Secondary
20141 Round Hill 12 0.5%3,169 3.8 Secondary
20132 Purcellville 42 1.7%9,639 4.4 Secondary
20158 Hamilton 16 0.6%3,400 4.7 Secondary
20176 Leesburg 164 6.6%22,477 7.3 Primary
20175 Leesburg 146 5.9%18,414 7.9 Primary
20197 Waterford 21 0.8%1,213 17.3 Primary
Cust/1,000
population
Figure B-1: Customer Visits Per Thousand in top tier zip codes. Arnett Muldrow
& Associates and Claritas Inc.
Business Development Strategy for Leesburg, Virginia • Appendix B 2 92
Item c.
By this measure, downtown Leesburg’s primary retail trade area is
defined as the following three zip codes. These zip codes had
over five customer visits per thousand residents in each area.
• Waterford 20197
• Leesburg 20175, 20176
Customers from these zip codes represented 13.3% of the total
visits during the survey period.
Seven additional zip codes listed on the table to the left had over
two visits per thousand residents. These are:
• Hamilton 20158
• Purcellville 20132
• Round Hill 20141
• Middleburg 20117, 20118
• Lovettsville 20180
In all 3.8% of the total visits originated in these zip codes.
2.3 Market Definition Conclusions
• 13.3% of total visits coming from the Primary Trade Area is an
unusually low number indicating that the businesses
participating in the survey (downtown businesses) are not
geared toward the local population base.
• This information is further augmented when the number of
customer visits per thousand is observed at less than eight
visits per thousand residents in Leesburg.
• Nevertheless, a Primary Trade area can be defined in spite of
these numbers that places the local market squarely in the
Leesburg and Waterford zip codes.
• The secondary trade area is toward the west revealing that, in
many ways, Leesburg’s merchants are still operating much like
the traditional farm-to-market or county seat community that
is Leesburg’s heritage. While this market is critical, the most
robust growth from a visitor standpoint is toward DC to the
east.
• The chart indicates that 2.7% of the customer visits came from
Ashburn. While on the surface this seems impressive, the
large population in Ashburn “waters this down” to less than
two visits per thousand. Ashburn is an area of opportunity
where the market penetration could be much deeper.
Business Development Strategy for Leesburg, Virginia • Appendix B 3 93
Item c.
• Even more important are the statistics related to communities
like Herndon, Centreville, Sterling, and Reston where local
population is clearly not interacting with downtown Leesburg
on a regular basis. These areas represent huge market
opportunities for local businesses.
3.0 Retail Market Analysis
As a county seat, Leesburg is a retail center serving a diverse
market defined above. In this section the Leesburg retail market
will be examined to identify potential opportunities for retail.
This section will look at retail in Leesburg in two key studies:
1. A retail leakage analysis that will look at the primary and
secondary trade areas to see how much money is “leaking”
from the area to stores in other areas. From this, two “capture
scenarios” will be developed to illustrate how much retail
space could potentially be brought back into Leesburg based
on the demand in the market.
2. A retail shares analysis that examines performance of retail
stores in Leesburg’s primary trade area as a benchmark of the
greater region.
3.1 Retail Sales At a Glance
There are approximately 411 retail establishments in Leesburg’s
primary trade area with combined annual sales of $607 million.
Retailers employ 4610 people making retail a major component
of the Leesburg’s economy.
In Leesburg’s secondary trade area there are 239 establishments
with $162 million in sales. Secondary trade area retailers employ
1350 people. The secondary trade area is a more rural area,
which accounts for the lower sales figures and number of
establishments further accenting Leesburg’s position as a trading
center for the surrounding areas.
The table on the following page details the establishments in
Leesburg’s primary and secondary trade areas, their sales, and
their number of employees by selected retail categories.
Business Development Strategy for Leesburg, Virginia • Appendix B 4 94
Item c.
3.2 Retail Leakage
“Retail Leakage” refers to the difference between the retail
expenditures by residents living in a particular area and the retail
sales produced by the stores located in the same area. If desired
products are not available within that area, consumers will travel
to other places or use different methods to obtain those products.
Consequently, the dollars spent outside of the area are said to be
“leaking”. If a community is a major retail center with a variety of
stores it will be “attracting” rather than “leaking” retail sales. Even
large communities may see leakage in certain retail categories.
Such an analysis is not an exact science. In some cases large
outflow may indicate that money is being spent elsewhere (drug
store purchases at a Wal-Mart or apparel purchases through mail-
order). It is important to note that this analysis accounts best for
retail categories where households (rather than businesses) are
essentially the only consumer groups. For example, hardware
stores may have business sales that are not accounted for in
consumer expenditures. Stores such as jewelry shops and
clothing stores are more accurately analyzed using this technique.
3.2.1 Retail Leakage in the Prima y Trade Area r
The retail leakage analysis of Leesburg’s primary trade area
20175, 20176 and 20197 suggests that, overall, Leesburg, has an
inflow of sales related to the local population’s expenditures.
When selected categories are examined, the inflow comes from
hardware, grocery stores, department stores, and gift stores.
Selected retail categories, notably drug stores, bookstores, home
furnishings, and furniture stores are leaking sales.
Each of these categories present opportunities for businesses to
capitalize on the market. Even an “attractor” such as restaurant
sales, suggests that Leesburg has a robust ability to attract diners
from a large area.
The table on the following page details the consumer
expenditures, retail sales, and inflow/outflow of dollars in the
community.
Business Development Strategy for Leesburg, Virginia • Appendix B 5 95
Item c.
PTA PTA PTA
ALL RETAILING (SIC 52-59)607,000,000$ 394,546,720$ (212,453,280)$
SELECTED RETAIL CATEGORIES BELOW 295,100,000$ 283,767,527$ (11,332,473)$
BUILDING MATERIAL AND SUPPLY 19,700,000$ 11,646,776$ (8,053,224)$
HARDWARE STORES -$ 824,162$ 824,162$
NURSERIES & GARDEN SUPPLY STORES 1,600,000$ 2,634,795$ 1,034,795$
DEPARTMENT STORES 47,300,000$ 44,179,520$ (3,120,480)$
GROCERY STORES 83,100,000$ 78,988,888$ (4,111,112)$
AUTO AND HOME SUPPLY STORES 7,600,000$ 2,665,687$ (4,934,313)$
APPAREL AND ACCESSORY STORES 16,600,000$ 22,984,684$ 6,384,684$
WOMEN'S ACCESSORY & SPECIALTY -$ 467,315$ 467,315$
SHOE STORES 11,400,000$ 2,601,602$ (8,798,398)$
FURNITURE STORES 6,400,000$ 8,848,103$ 2,448,103$
HOME FURNISHINGS 5,500,000$ 6,515,150$ 1,015,150$
HOUSEHOLD APPLIANCE STORES 1,700,000$ 2,733,118$ 1,033,118$
RADIO,TV,CONSUM.ELEC.,MUSIC STORE 4,800,000$ 6,191,648$ 1,391,648$
EATING AND DRINKING PLACES 62,300,000$ 54,097,232$ (8,202,768)$
DRUG STORES & PROPRIETARY STORES 10,200,000$ 18,239,590$ 8,039,590$
SPORTING GOODS & BICYCLE STORES 4,400,000$ 3,186,758$ (1,213,242)$
BOOK STORES 1,400,000$ 3,365,258$ 1,965,258$
JEWELRY STORES 2,000,000$ 4,491,920$ 2,491,920$
HOBBY, TOY, AND GAME SHOPS 1,300,000$ 3,597,088$ 2,297,088$
CAMERA/PHOTOGRAPHIC SUPPLY -$ 898,201$ 898,201$
GIFT, NOVELTY, AND SOUVENIR 5,200,000$ 2,288,086$ (2,911,914)$
LUGGAGE AND LEATHER GOODS 600,000$ 404,368$ (195,632)$
SEWING/NEEDLEWORK/PIECE GOODS 400,000$ 1,115,144$ 715,144$
FLORISTS 1,600,000$ 802,434$ (797,566)$
Sales Leakage (Inflow)Expenditures
3.2.2 Retail Leakage in the Secondary T ade Area r
r
3.2.3 Retail Leakage in the Secondary T ade Area
Not surprisingly, a similar analysis looking at the secondary trade
area reveals some very different patterns. Being a rural area, the
secondary trade area is leaking retail sales in nearly every retail
category with the exception of hardware, nurseries (probably
attributable to business to business sales), auto supply, florists, and
gifts.
Leesburg has the opportunity to further enhance its retail offerings
by marketing to the secondary trade area to capture some of this
“lost revenue.”
Business Development Strategy for Leesburg, Virginia • Appendix B 6 96
Item c.
STA STA STA
ALL RETAILING (SIC 52-59)162,300,000$ 280,675,616$ 118,375,616$
SELECTED RETAIL CATEGORIES BELOW 103,200,000$ 197,951,671$ 94,751,671$
BUILDING MATERIAL AND SUPPLY 6,600,000$ 8,827,873$ 2,227,873$
HARDWARE STORES 2,700,000$ 636,800$ (2,063,200)$
NURSERIES & GARDEN SUPPLY STORES 13,000,000$ 3,642,159$ (9,357,841)$
DEPARTMENT STORES -$ 32,595,786$ 32,595,786$
GROCERY STORES 36,900,000$ 49,185,400$ 12,285,400$
AUTO AND HOME SUPPLY STORES 2,600,000$ 2,054,628$ (545,372)$
APPAREL AND ACCESSORY STORES 2,700,000$ 17,078,442$ 14,378,442$
WOMEN'S ACCESSORY & SPECIALTY -$ 345,074$ 345,074$
SHOE STORES -$ 3,591,008$ 3,591,008$
FURNITURE STORES 5,800,000$ 7,024,216$ 1,224,216$
HOME FURNISHINGS 900,000$ 5,227,342$ 4,327,342$
HOUSEHOLD APPLIANCE STORES 1,200,000$ 2,099,513$ 899,513$
RADIO,TV,CONSUM.ELEC.,MUSIC STORE 200,000$ 4,718,879$ 4,518,879$
EATING AND DRINKING PLACES 18,100,000$ 33,602,965$ 15,502,965$
DRUG STORES & PROPRIETARY STORES 5,600,000$ 12,475,606$ 6,875,606$
SPORTING GOODS & BICYCLE STORES 1,800,000$ 2,441,284$ 641,284$
BOOK STORES 200,000$ 2,445,545$ 2,245,545$
JEWELRY STORES 800,000$ 3,255,191$ 2,455,191$
HOBBY, TOY, AND GAME SHOPS 200,000$ 2,710,713$ 2,510,713$
CAMERA/PHOTOGRAPHIC SUPPLY -$ 690,743$ 690,743$
GIFT, NOVELTY, AND SOUVENIR 1,700,000$ 1,570,968$ (129,032)$
LUGGAGE AND LEATHER GOODS -$ 301,666$ 301,666$
SEWING/NEEDLEWORK/PIECE GOODS 100,000$ 848,267$ 748,267$
FLORISTS 2,100,000$ 581,603$ (1,518,397)$
Sales Leakage (Inflow)Expenditures
Figure B-4: Retail Leakage in the Secondary Trade Area Source Claritas Inc. and
Arnett Muldrow & Associates
3.2.4 Market Potential Analysis
Sou ce: Clari as and Arnett Muldrow & r t
Associa ets Leesburg’s downtown cannot reasonably expect to capture all of
the leaking sales from retail categories however so we must look
at a potential capture scenario that might illustrate the potential
for additional downtown retail should some of the lost revenues
be captured.
The table below illustrates the new or expanded retail space that
could be supported in Leesburg by capturing these sales under a
scenario where 20% of leakage from the primary trade area is
captured and 10% of the leakage from the secondary trade area is
captures. The sales per square foot for retail store types have
been obtained from Dollars and Cents of Shopping Centers:
1997, published by the Urban Land Institute.
Business Development Strategy for Leesburg, Virginia • Appendix B 7 97
Item c.
ALL RETAILING (SIC 52-59)(42,490,656)$ 11,837,562$ (30,653,094)$
SELECTED RETAIL CATEGORIES BELOW (2,266,495)$ 9,475,167$ 7,208,673$ 74,982
BUILDING MATERIAL AND SUPPLY (1,610,645)$ 222,787$ (1,387,858)$ 142.38$
HARDWARE STORES 164,832$ (412,640)$ (247,808)$ 121.08$
NURSERIES & GARDEN SUPPLY STORES 206,959$ (1,871,568)$ (1,664,609)$ 145.00$
DEPARTMENT STORES (624,096)$ 3,259,579$ 2,635,483$ 133.90$ 19,682
GROCERY STORES (822,222)$ 1,228,540$ 406,318$ 371.79$ 1,093
AUTO AND HOME SUPPLY STORES -$ 147.52$ -
APPAREL AND ACCESSORY STORES 1,276,937$ 1,437,844$ 2,714,781$ 164.60$ 16,493
WOMEN'S ACCESSORY & SPECIALTY 93,463$ 34,507$ 127,970$ 178.17$ 718
SHOE STORES (1,759,680)$ 359,101$ (1,400,579)$ 158.81$
FURNITURE STORES 489,621$ 122,422$ 612,042$ 141.84$ 4,315
HOME FURNISHINGS 203,030$ 432,734$ 635,764$ 167.75$ 3,790
HOUSEHOLD APPLIANCE STORES 206,624$ 89,951$ 296,575$ 245.44$ 1,208
RADIO,TV,CONSUM.ELEC.,MUSIC STORE 278,330$ 451,888$ 730,218$ 207.17$ 3,525
EATING AND DRINKING PLACES (1,640,554)$ 1,550,297$ (90,257)$ 201.63$
DRUG STORES & PROPRIETARY STORES 1,607,918$ 687,561$ 2,295,479$ 247.29$ 9,283
SPORTING GOODS & BICYCLE STORES (242,648)$ 64,128$ (178,520)$ 153.46$
BOOK STORES 393,052$ 224,555$ 617,606$ 161.16$ 3,832
JEWELRY STORES 498,384$ 245,519$ 743,903$ 263.92$ 2,819
HOBBY, TOY, AND GAME SHOPS 459,418$ 251,071$ 710,489$ 146.28$ 4,857
CAMERA/PHOTOGRAPHIC SUPPLY 179,640$ 69,074$ 248,715$ 542.63$ 458
GIFT, NOVELTY, AND SOUVENIR (582,383)$ (12,903)$ (595,286)$ 168.55$
LUGGAGE AND LEATHER GOODS (39,126)$ 30,167$ (8,960)$ 198.82$
SEWING/NEEDLEWORK/PIECE GOODS 143,029$ 74,827$ 217,856$ 74.91$ 2,908
FLORISTS (159,513)$ (151,840)$ (311,353)$ 149.82$
Sales Per Square
Foot
Calculated
Capture20% of PTA Outflow 10% of STA Outflow Potential Capture
Based on this scenario table, Leesburg could support 75,000 of
additional retail space. This is only based on the existing trade
areas and does not relate to the first analysis of market definition,
which suggested expanding the trade area potential to other
nearby communities.
Figure B-5: Capture Scenario One 20% of PTA and 10% of STA, Arnett Muldrow &
Associates and Claritas Inc.
Clearly, certain store types can be supported such as:
• Book stores
• Drug and variety stores
• Furniture and Home Furnishing Stores
• Apparel stores
For the downtown area in particular, the furniture and home
furnishings provide particular promise since these types of retail
will complement this existing mix.
Additionally, several other demand indicators might help existing
businesses expand their merchandise mix to attract shoppers who
are otherwise going somewhere else to buy these products.
Business Development Strategy for Leesburg, Virginia • Appendix B 8 98
Item c.
3.3 Retail Shares Analysis
Retail shares analysis places Leesburg’s primary trade area
businesses as a proportion of the larger region. This, in turn, is
used to benchmark selected retail categories to determine if
particular retail types are underperforming (representing an
opportunity for expansion) or performing exceptionally well
(representing an opportunity for clustering additional related
businesses around a strength.
Businesses located in Leesburg’s combined trade area (excluding
automotive related retail) account for 4.91% of all retail within a
three county area including Loudoun, Fairfax, and Fauqier.
METRO CTA Share
ALL RETAILING (SIC 52-59)1,968,200,000$ 769,300,000$
SELECTED RETAIL CATEGORIES BELOW 8,104,200,000$ 398,300,000$ 4.91%
BUILDING MATERIAL AND SUPPLY 757,600,000$ 26,300,000$ 3.47%
HARDWARE STORES 54,400,000$ 2,700,000$ 4.96%
NURSERIES & GARDEN SUPPLY STORES 277,700,000$ 14,600,000$ 5.26%
DEPARTMENT STORES 1,066,600,000$ 47,300,000$ 4.43%
GROCERY STORES 2,156,000,000$ 120,000,000$ 5.57%
AUTO AND HOME SUPPLY STORES 357,700,000$ 10,200,000$ 2.85%
APPAREL AND ACCESSORY STORES 292,500,000$ 19,300,000$ 6.60%
WOMEN'S ACCESSORY & SPECIALTY 16,100,000$ -$ 0.00%
SHOE STORES 91,100,000$ 11,400,000$ 12.51%
FURNITURE STORES 317,000,000$ 12,200,000$ 3.85%
HOME FURNISHINGS 91,200,000$ 6,400,000$ 7.02%
HOUSEHOLD APPLIANCE STORES 84,200,000$ 2,900,000$ 3.44%
RADIO,TV,CONSUM.ELEC.,MUSIC STORE 229,700,000$ 5,000,000$ 2.18%
EATING AND DRINKING PLACES 1,658,600,000$ 80,400,000$ 4.85%
DRUG STORES & PROPRIETARY STORES 191,100,000$ 15,800,000$ 8.27%
SPORTING GOODS & BICYCLE STORES 81,900,000$ 6,200,000$ 7.57%
BOOK STORES 46,500,000$ 1,600,000$ 3.44%
JEWELRY STORES 47,200,000$ 2,800,000$ 5.93%
HOBBY, TOY, AND GAME SHOPS 79,400,000$ 1,500,000$ 1.89%
CAMERA/PHOTOGRAPHIC SUPPLY 30,300,000$ -$ 0.00%
GIFT, NOVELTY, AND SOUVENIR 111,700,000$ 6,900,000$ 6.18%
LUGGAGE AND LEATHER GOODS 6,800,000$ 600,000$ 8.82%
SEWING/NEEDLEWORK/PIECE GOODS 17,800,000$ 500,000$ 2.81%
FLORISTS 41,100,000$ 3,700,000$ 9.00%
Retail Shares
3.3.1 Selected Results
The table above tallies the results of the shares analysis. Several
key retail categories appear as strong or weak performers when
examining the table.
Business Development Strategy for Leesburg, Virginia • Appendix B 9 99
Item c.
In the combined trade area: shoes, apparel, gifts, home
furnishings, and drug stores and certain other retail categories are
performing above the benchmark 4.91% of the share.
Weak performers in the primary trade area are furniture, hobby
stores, book stores, and sewing notions.
The rest of the categories generally performed on par with the
overall shares analysis in both the primary and the combined
trade areas.
3.3.2 Conclusions of the Retail Shares Analysis
1. In this analysis, home furnishings is appearing as a strong
cluster for the community. This coupled with pent-up
demand for home furnishings in the community sets the stage
for continued growth in this segment.
2. Clearly, Leesburg Corner premium outlets is having an impact
on the soft goods categories.
3. Restaurants are only performing at par suggesting that
Leesburg could enhance its regional position as a specialty
dining destination.
Business Development Strategy for Leesburg, Virginia • Appendix B 10 100
Item c.
Date of Council Meeting: September 27, 2021
TOWN OF LEESBURG
TOWN COUNCIL WORK SESSION
Subject: Economic Development Authority
Staff Contact: Russell Seymour, Director of Economic Development
Council Action Requested: A Work Session discussion regarding the role of Economic
Development Authorities and requirements for their establishment.
Staff Recommendation: None at this time. Work session discussion only.
Commission Recommendation: Not applicable at this time.
Fiscal Impact: Not applicable at this time.
Work Plan Impact: Dependent upon Council direction.
Executive Summary: The formation of Industrial Development Authorities (IDA), also known as
Economic Development Authorities (EDA), is governed by the Industrial Development and
Revenue Bond Act in Chapter 49 of the State Code (Attachment 1). EDA members are appointed
by the governing body of the locality, work in conjunction with the Department of Economic
Development, and can be a strong resource for accomplishing an area’s overall economic
development plan.
Background: The formation of Industrial Development Authorities (IDA), also known as
Economic Development Authorities (EDA), is governed by the Industrial Development and
Revenue Bond Act in Chapter 49 of the State Code. See Attachment #1. This allows for the
creation of an EDA by any locality in the Commonwealth so that such authorities may acquire,
own, lease, and dispose of properties. This also allows EDA’s to make loans, and issue tax-exempt
Industrial Development Revenue Bonds to promote industry and to develop trade by inducing
manufacturing, industrial, governmental, nonprofit, commercial enterprises, and institutions of
higher education to locate in or remain in the Commonwealth. EDAs are a separate political
subdivision of the State created by a locality’s governing body.
Typically, the creation of an EDA includes some funding provided by the locality to set up and
initiate the organization. Once established, funding for such authorities can come from several
sources outside of a locality’s budget. Commonly, funds are generated either through fees
associated with the issuance of bonds to tax-exempt organizations, from rent tied to property
owned by the EDA, or from the sale of property.
Economic Development Authorities are governed by a board of directors, typically seven members,
appointed by the governing body of the locality. Normally, members represent local area
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Item d.
Economic Development Authority
September 27, 2021
Page 2
businesses, employers, and attractions that provide insight into a locality’s target market and
existing business base. Staff to the EDA is typically provided through the locality’s Department of
Economic Development and Attorney’s Office.
Economic Development Authorities can be a resource, working in conjunction with a locality’s
Department of Economic Development, that focuses on accomplishing all or a specific portion of a
locality’s overall economic development plan. EDAs can provide funding for locally-based
incentive programs, typically in the form of grants.
Attachment: Code of Virginia 15.2-4900
Rev. 05/27/2021
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Code of Virginia
Title 15.2. Counties, Cities and Towns
Chapter 49. Industrial Development and Revenue Bond Act
Chapter 49. Industrial Development and Revenue Bond Act.
§ 15.2-4900. Short title.
This chapter shall be known and may be cited as the "Industrial Development and Revenue Bond Act."
1966, c. 651, § 15.1-1373; 1997, c. 587.
§ 15.2-4901. Purpose of chapter.
It is the intent of the legislature by the passage of this chapter to authorize the creation of industrial development authorities by
the localities in the Commonwealth so that such authorities may acquire, own, lease, and dispose of properties and make loans to
the end that such authorities may be able to promote industry and develop trade by inducing manufacturing, industrial,
governmental, nonpro t and commercial enterprises, and institutions of higher education to locate in or remain in the
Commonwealth and further the use of its agricultural products and natural resources, and to vest such authorities with all powers
that may be necessary to enable them to accomplish such purposes, which powers shall be exercised for the bene t of the
inhabitants of the Commonwealth, either through the increase of their commerce, or through the promotion of their safety,
health, welfare, convenience, or prosperity. Such authority shall not itself be authorized to operate any such manufacturing,
industrial, nonpro t or commercial enterprise, or any facility of an institution of higher education.
It is the further intent of the legislature and shall be the policy of the Commonwealth to grant to industrial development
authorities the powers contained herein with respect to pollution control facilities to the end that such authorities may protect
and promote the health of the inhabitants of the Commonwealth and the conservation, protection, and improvement of its natura
resources by exercising such powers for the control or abatement of land, sewer, water, air, noise, and general environmental
pollution derived from the operation of any industrial or medical facility and to vest such authorities with all powers that may be
necessary to enable them to accomplish such purpose, which powers shall be exercised for the bene t of the inhabitants of the
Commonwealth, either through the increase of their commerce, or through the promotion of their safety, health, welfare,
convenience, or prosperity.
It is the further intent of the legislature and shall be the policy of the Commonwealth to grant to industrial development
authorities the powers contained herein with respect to medical facilities and facilities for the residence or care of the aged to the
end that such authorities may protect and promote the health and welfare of the inhabitants of the Commonwealth by assisting in
the acquisition, construction, equipping, expansion, enlargement, and improvement of medical facilities and facilities for the
residence or care of the aged in order to provide modern and ef cient medical services to the inhabitants of the Commonwealth
and care of the aged of the Commonwealth in accordance with their special needs and also by assisting in the re nancing of
medical facilities and facilities for the residence or care of the aged owned and operated by organizations which are exempt from
taxation pursuant to § 501(c)(3) of the Internal Revenue Code of 1954, as amended, in order to reduce the costs to residents of the
Commonwealth of utilizing such facilities and to vest such authorities with all powers that may be necessary to enable them to
accomplish such purposes, which powers shall be exercised for the bene t of the inhabitants of the Commonwealth and for the
promotion of their health and welfare. It is not intended hereby that any such authority shall itself be authorized to operate any
such medical facility or facility for the residence or care of the aged.
It is the further intent of the legislature and shall be the policy of the Commonwealth to grant to industrial development
authorities the powers contained herein with respect to facilities for use by organizations (other than institutions organized and
operated exclusively for religious purposes) which are described in § 501(c)(3) of the Internal Revenue Code of 1954, as amended,
and which are exempt from federal income taxation pursuant to § 501(a) of the Internal Revenue Code of 1954, as amended, to th
end that such authorities may protect or promote the safety, health, welfare, convenience, and prosperity of the inhabitants of the
Commonwealth by assisting in the acquisition, construction, equipping, expansion, enlargement, improvement, nancing, and
re nancing of such facilities of the aforesaid entities and organizations in order to provide operations, recreational, activity
centers, and other facilities for the use of the inhabitants of the Commonwealth and to vest such authorities with all powers that
may be necessary to enable them to accomplish such purposes, which powers shall be exercised for the bene t of the inhabitants
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of the Commonwealth and for the promotion of their safety, health, welfare, convenience, or prosperity. It is not intended hereby
that any such authority shall itself be authorized to operate any such facility.
It is the further intent of the legislature and shall be the policy of the Commonwealth to grant to industrial development
authorities the powers contained herein with respect to facilities for accredited nonpro t private institutions of higher education
in the Commonwealth whose primary purpose is to provide collegiate or graduate education and not to provide religious training
or theological education to the end that such authorities may protect and promote the health and welfare of the inhabitants of th
Commonwealth by assisting in the acquisition, construction, equipping, expansion, enlargement, and improvement of facilities o
aforesaid institutions in order to provide improved educational facilities for the use of the inhabitants of the Commonwealth and
to vest such authorities with all powers that may be necessary to enable them to accomplish such purposes, which powers shall be
exercised for the bene t of the inhabitants of the Commonwealth and for the promotion of their health, welfare, convenience, or
prosperity. It is not intended hereby that any such authority shall itself be authorized to operate any such educational facility.
It is the further intent of the legislature and shall be the policy of the Commonwealth to grant industrial development authorities
the powers contained herein with respect to facilities for a locality, the Commonwealth and its agencies, and governmental and
nonpro t organizations and to vest such authorities with all powers that may be necessary to enable them to accomplish such
purposes, which powers shall be exercised for the bene t of the inhabitants of the Commonwealth and for the promotion of their
health, welfare, convenience, or prosperity.
It is further the intent of the legislature and shall be the policy of the Commonwealth to grant to industrial development
authorities the powers contained herein with respect to facilities for museums and historical education, demonstration, and
interpretation, together with any and all buildings, structures, or other facilities necessary or desirable in connection with the
foregoing, for use by nonpro t organizations in order to promote tourism and economic development in the Commonwealth, to
promote the knowledge of and appreciation by the citizens of the Commonwealth of the historical and cultural development and
heritage of the Commonwealth and the United States and to promote thereby their health, welfare, convenience, and prosperity. I
is not intended hereby that any such authority shall itself be authorized to operate any such facility.
It is the further intent of the legislature and shall be the policy of the Commonwealth to grant to industrial development
authorities the powers contained herein with respect to facilities devoted to the staging of equine events and activities (other than
racing) for use by governmental or nonpro t, nonreligious organizations and operated by such governmental or nonpro t,
nonreligious organizations in order to promote the equine industry and equine-related activities (other than racing) which are
integral to the Commonwealth's economy and heritage and to promote thereby the safety, health, welfare, convenience, and
prosperity of the inhabitants of the Commonwealth.
It is the further intent of the legislature and shall be the policy of the Commonwealth to grant to industrial development
authorities the powers contained herein with respect to acquiring, developing, owning, and operating an industrial park and any
utilities that are intended primarily to serve the park and to issue bonds for such purposes. The bonds may be secured by revenue
generated by the industrial park or the utilities being nanced or by any other funds of the authority.
It is the further intent of the legislature and shall be the policy of the Commonwealth to grant to industrial development
authorities created by one or more municipalities whose housing authorities have not been activated as provided by §§ 36-4 and
36-4.1, in addition to the powers previously or hereafter granted in this chapter, the powers contained herein with respect to
facilities used primarily for single or multi-family residences in order to promote safe and affordable housing in the
Commonwealth and to bene t thereby the safety, health, welfare, and prosperity of the inhabitants of the Commonwealth. It is
not intended hereby that any such authority shall itself be authorized to operate any such facility or exercise any powers of
eminent domain set forth in § 36-27.
It is the further intent of the legislature and shall be the policy of the Commonwealth to grant industrial development authorities
the powers contained herein with respect to public school buildings and facilities to promote the safety, health, welfare,
convenience, and prosperity of the school children of the Commonwealth by assisting in the acquisition, construction, equipping,
expansion, enlargement, improvement, nancing, and re nancing of such facilities of school boards in order to provide for the
modernization of public school buildings or facilities pursuant to Article 3 (§ 22.1-141.1 et seq.) of Chapter 9 of Title 22.1.
It is the further intent of the legislature and shall be the policy of the Commonwealth to grant to industrial development
authorities the powers contained herein with respect to facilitating and supporting landowner access to carbon markets through
aggregation of landowners to reach a size that attracts the investment of private capital. Such aggregation provides landowners o
various size tracts of land enhanced opportunities to access capital and bene ts that support and enhance the agriculture and
forest industries for the health, welfare, convenience and prosperity of the inhabitants of the Commonwealth.
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In any instance in this chapter where an industrial development authority may issue bonds through its authority to nance, the
authority may also re nance such bonds.
This chapter shall be liberally construed in conformity with these intentions.
1966, c. 651, § 15.1-1375; 1972, c. 783; 1975, c. 489; 1977, c. 619; 1978, cc. 276, 526; 1984, c. 700; 1985, c. 317, § 15.1-1392; 1986,
c. 473; 1988, c. 211; 1990, c. 312; 1991, c. 6; 1997, cc. 587, 758, 763; 2002, cc. 680, 725; 2005, c. 928; 2012, c. 498; 2019, cc. 546,
818, 819.
§ 15.2-4902. De nitions.
Wherever used in this chapter, unless a different meaning clearly appears in the context:
"Authority" means any political subdivision, a body politic and corporate, created, organized and operated pursuant to the
provisions of this chapter, or if the authority is abolished, the board, body, commission, department or of cer succeeding to the
principal functions thereof or to whom the powers given by this chapter are given by law.
"Authority facilities" or "facilities" means any or all (i) medical (including, but not limited to, of ce and treatment facilities),
pollution control or industrial facilities; (ii) facilities for the residence or care of the aged; (iii) multi-state regional or national
headquarters of ces or operations centers; (iv) facilities for private, accredited and nonpro t institutions of collegiate,
elementary, or secondary education in the Commonwealth whose primary purpose is to provide collegiate, elementary, secondary
or graduate education and not to provide religious training or theological education, such facilities being for use as academic or
administration buildings or any other structure or application usual and customary to a college, elementary or secondary school
campus other than chapels and their like; (v) parking facilities, including parking structures; (vi) facilities for use as of ce space b
nonpro t, nonreligious organizations; (vii) facilities for museums and historical education, demonstration and interpretation,
together with buildings, structures or other facilities necessary or desirable in connection with the foregoing, for use by nonpro t
organizations; (viii) facilities for use by an organization (other than an organization organized and operated exclusively for
religious purposes) which is described in § 501(c) (3) of the Internal Revenue Code of 1986, as amended, and which is exempt from
federal income taxation pursuant to § 501 (a) of such Internal Revenue Code; (ix) facilities for use by a locality, the Commonwealt
and its agencies, or other governmental organizations, provided that any such facilities owned by a locality, the Commonwealth o
its agencies or other public bodies subject to the Virginia Public Procurement Act (§ 2.2-4300 et seq.) shall not be exempt from
competitive procurement requirements, under the exception granted in subsection B of § 2.2-4344; (x) facilities devoted to the
staging of equine events and activities (other than racing events); however, such facilities must be owned by a governmental or
nonpro t, nonreligious organization and operated by any such governmental or nonpro t, nonreligious organization; (xi)
facilities for commercial enterprises that are not enterprise zone facilities (as de ned in § 1394 (b) of the Internal Revenue Code o
1986, as amended) now existing or hereafter acquired, constructed or installed by or for the authority pursuant to the terms of thi
chapter; however, facilities for commercial enterprise that are not enterprise zone facilities but which are taxable authority
facilities shall constitute authority facilities only if the interest on any bonds issued to nance such facilities is not exempt from
federal income taxation; (xii) enterprise zone facilities; and (xiii) facilities used primarily for single or multi-family residences.
Clause (xiii) applies only to industrial development authorities created by one or more localities whose housing authorities have
not been activated as provided by §§ 36-4 and 36-4.1. Any facility may be located within or outside or partly within or outside the
locality creating the authority. Any facility may consist of or include any or all buildings, improvements, additions, extensions,
replacements, machinery or equipment, and may also include appurtenances, lands, rights in land, water rights, franchises,
furnishings, landscaping, utilities, approaches, roadways and other facilities necessary or desirable in connection therewith or
incidental thereto, acquired, constructed, or installed by or on behalf of the authority. A pollution control facility shall include an
facility acquired, constructed or installed or any expenditure made, including the reconstruction, modernization or modi cation
of any existing building, improvement, addition, extension, replacement, machinery or equipment, and which is designed to
further the control or abatement of land, sewer, water, air, noise or general environmental pollution derived from the operation o
any industrial or medical facility. Any facility may be constructed on or installed in or upon lands, structures, rights-of-way,
easements, air rights, franchises or other property rights or interests whether owned by the authority or others.
"Bonds" or "revenue bonds" embraces notes, bonds and other obligations authorized to be issued by the authority pursuant to the
provisions of this chapter.
"Cost" means, as applied to authority facilities, the cost of construction; the cost of acquisition of all lands, structures, rights-of-
way, franchises, easements and other property rights and interests; the cost of demolishing, removing or relocating any buildings
or structures on lands acquired, including the cost of acquiring any lands to which such buildings or structures may be moved or
relocated; the cost of all labor, materials, machinery and equipment; nancing charges and interest on all bonds prior to and
during construction and, if deemed advisable by the authority, for a period not exceeding one year after completion of such 105
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construction; cost of engineering, nancial and legal services, plans, speci cations, studies, surveys, estimates of cost and of
revenues, and other expenses necessary or incident to determining the feasibility or practicability of constructing the authority
facilities; administrative expenses, provisions for working capital, reserves for interest and for extensions, enlargements,
additions and improvements; and such other expenses as may be necessary or incident to the construction of the authority
facilities, the nancing of such construction and the placing of the authority facilities in operation. Any obligation or expense
incurred by the Commonwealth or any agency thereof, with the approval of the authority, for studies, surveys, borings,
preparation of plans and speci cations or other work or materials in connection with the construction of the authority facilities
may be regarded as a part of the cost of the authority facilities and may be reimbursed to the Commonwealth or any agency
thereof out of the proceeds of the bonds issued for such authority facilities as hereinafter authorized.
"Enterprise" means any industry for manufacturing, processing, assembling, storing, warehousing, distributing, or selling any
products of agriculture, mining, or industry and for research and development or scienti c laboratories, including, but not limited
to, the practice of medicine and all other activities related thereto or for such other businesses or activities as will be in the
furtherance of the public purposes of this chapter.
"Loans" means any loans made by the authority in furtherance of the purposes of this chapter from the proceeds of the issuance
and sale of the authority's bonds and from any of its revenues or other moneys available to it as provided herein.
"Revenues" means any or all fees, rates, rentals and receipts collected by, payable to or otherwise derived by the authority from,
and all other moneys and income of whatsoever kind or character collected by, payable to or otherwise derived by the authority in
connection with the ownership, leasing or sale of the authority facilities or in connection with any loans made by the authority
under this chapter.
"Taxable authority facilities" means any private or commercial golf course, country club, massage parlor, tennis club, skating
facility (including roller skating, skateboard and ice skating), racquet sports facility, suntan facility, race track, or facility the
primary purpose of which is one of the following: (i) retail food and beverage services (excluding grocery stores), (ii) automobile
sales and service, (iii) recreation or entertainment, or (iv) banks, savings and loan institutions or mortgage loan companies. The
foregoing sentence notwithstanding, no facility nanced as an enterprise zone facility using tax-exempt "enterprise zone facility
bonds" (as such term is used in § 1394 of the Internal Revenue Code ) shall constitute a taxable authority facility.
"Trust indenture" means any trust agreement or mortgage under which bonds authorized pursuant to this chapter may be secured
1966, c. 651, § 15.1-1374; 1968, c. 687; 1970, c. 725; 1972, c. 783; 1973, c. 528; 1977, cc. 238, 619, 673; 1978, c. 526; 1980, c. 372;
1983, c. 514; 1984, c. 700; 1986, c. 473; 1988, c. 211; 1990, cc. 312, 469; 1991, c. 6; 1994, c. 737; 1997, cc. 587, 758, 763; 1999, c.
379; 2005, c. 928; 2006, c. 324.
§ 15.2-4903. Creation of industrial development authorities.
A. The governing body of any locality in the Commonwealth is hereby authorized to create by ordinance a political subdivision of
the Commonwealth, with such public and corporate powers as are set forth in this chapter. Any such ordinance may limit the type
and number of facilities that the authority may otherwise nance under this chapter, which ordinance of limitation may, from
time to time, be amended. Louisa County may, by ordinance, authorize an authority created or established under this chapter to
acquire, own, operate, and regulate the use of airports, landing elds, and facilities, and other property incident thereto, includin
such facilities and property necessary for the servicing of aircraft. In the absence of any such limitation, an authority shall have al
powers granted under this chapter.
B. The name of the authority shall be the Industrial Development Authority of (the blank spaces to be lled in with the name of
the locality which created the authority, including the proper designation thereof as a county, city or town).
C. Notwithstanding subsection B, for any authority authorized by this section, the name of the authority may be the Economic
Development Authority of (the blank space to be lled in with the name of the locality that created the authority), if the governin
body of such locality so chooses.
D. The authority jointly created by the Town of South Boston and Halifax County pursuant to § 15.2-4916 may be named the
Economic Development Authority of Halifax, Virginia, or such other name as the governing bodies of the Town of South Boston
and Halifax County shall choose in the concurrent resolutions creating such authority.
1966, c. 651, § 15.1-1376; 1975, c. 254; 1997, c. 587; 1999, c. 157; 2000, c. 398; 2001, cc. 5, 6, 730; 2002, cc. 169, 680, 725; 2003, cc
159, 343, 345, 350, 357; 2004, cc. 292, 782, 933; 2016, cc. 164, 312; 2017, c. 560.
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§ 15.2-4904. Directors; quali cations; terms; vacancies; compensation and expenses; quorum; records; certi cation and
distribution of report concerning bond issuance.
A. The authority shall be governed by a board of directors in which all powers of the authority shall be vested and which board
shall be composed of seven directors, appointed by the governing body of the locality. The seven directors shall be appointed
initially for terms of one, two, three, and four years; two being appointed for one-year terms; two being appointed for two-year
terms; two being appointed for three-year terms, and one being appointed for a four-year term. Subsequent appointments shall b
for terms of four years, except appointments to ll vacancies, which shall be for the unexpired terms. All terms of of ce shall be
deemed to commence upon the date of the initial appointment to the authority, and thereafter, in accordance with the provisions
of the immediately preceding sentence. If at the end of any term of of ce of any director a successor thereto has not been
appointed, then the director whose term of of ce has expired shall continue to hold of ce until his successor is appointed and
quali ed.
Notwithstanding the provisions of this subsection, the board of supervisors of Wise County may appoint eight members to serve
on the board of the authority, with terms staggered as agreed upon by the board of supervisors; the board of supervisors of
Henrico County may appoint 10 members to serve on the board of the authority, two from each magisterial district, with terms
staggered as agreed upon by the board of supervisors; the board of supervisors of Roanoke County may appoint 10 members to
serve on the board of the authority, two from each magisterial district, with terms staggered as agreed upon by the board of
supervisors; the board of supervisors of Mathews County may appoint from ve to seven members to serve on the board of the
authority; the board of supervisors of King William County may appoint nine members to serve on the board of the authority, with
terms staggered as agreed upon by the board of supervisors; the town council of the Town of Saint Paul may appoint 10 members
to serve on the board of the authority, with terms staggered as agreed upon by the town council; however, the town council of the
Town of Saint Paul may at its option return to a seven-member board by removing the last three members appointed; the board o
supervisors of Russell County may appoint nine members, two of whom shall come from a town that has used its borrowing
capacity to borrow $2 million or more for industrial development, with terms staggered as agreed upon by the board of
supervisors, and the town council of the Town of South Boston shall appoint two at-large members; Page County may appoint
nine members, with one member from each incorporated town, one member from each magisterial district, and one member at-
large, with terms staggered as agreed upon by the board of supervisors; Halifax County shall appoint ve at-large members to
serve on the board of the authority jointly created by the Town of South Boston and Halifax County pursuant to § 15.2-4916, with
terms staggered as agreed upon by the governing bodies of the Town of South Boston and Halifax County in the concurrent
resolutions creating such authority; the board of supervisors of Goochland County may appoint ve members to serve on the
board of the authority; the board of supervisors of Powhatan County may appoint ve members to serve on the board of the
authority; the town council of the Town of Coeburn may appoint ve members to serve on the board of the authority, with terms
staggered as agreed upon by the town council; the town council of the Town of Kenbridge may appoint ve members to serve on
the board of the authority, with terms staggered as agreed upon by the town council; the town council of the Town of Victoria may
appoint ve members to serve on the board of the authority, with terms staggered as agreed upon by the town council; the city
council of Suffolk may appoint eight members to serve on the board of the authority, with one member from each of the boroughs
and one at-large member, with terms staggered as agreed upon by the city council; and the City of Chesapeake may appoint nine
members, with terms staggered as agreed upon by the city council; however, in the City of Chesapeake, after July 1, 2017, no
member shall serve more than two consecutive terms. Any person who has served more than one and one-half terms as a member
of the Chesapeake Economic Development Authority as of July 1, 2017, shall not be eligible for reappointment for another
consecutive term. A member of the Chesapeake Economic Development Authority shall serve at the pleasure of the city council of
the City of Chesapeake. No Chesapeake Economic Development Authority member shall work for the Authority within one year
after serving as a member. The city council of the City of Norfolk may appoint 11 members, with terms staggered as agreed upon
by the city council, and the board of supervisors of Louisa County may appoint directors to serve on the board of the authority for
terms coincident with members of the board of supervisors.
A member of the board of directors of the authority may be removed from of ce by the local governing body without limitation in
the event that the board member is absent from any three consecutive meetings of the authority or is absent from any four
meetings of the authority within any 12-month period or upon unanimous vote of the board of supervisors. In any such event, a
successor shall be appointed by the governing body for the unexpired portion of the term of the member who has been removed.
B. Each director shall, upon appointment or reappointment, before entering upon his duties take and subscribe the oath
prescribed by § 49-1.
C. No director shall be an of cer or employee of the locality except (i) in a town with a population of less than 3,500 where
members of the town governing body may serve as directors provided they do not constitute a majority of the board, (ii) in
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provided the governing body of such county approves, (iii) in Frederick County where the board of supervisors may appoint one of
its members to the Economic Development Authority of the County of Frederick, Virginia, and (iv) in Mathews County where the
board of supervisors may appoint one employee of the locality to the Economic Development Authority of the County of Mathews
Every director shall, at the time of his appointment and thereafter, reside in a locality within which the authority operates or in an
adjoining locality. When a director ceases to be a resident of such locality, the director's of ce shall be vacant and a new director
may be appointed for the remainder of the term.
D. The directors shall elect from their membership a chairman, a vice-chairman, and from their membership or not, as they desire
a secretary and a treasurer, or a secretary-treasurer, who shall continue to hold such of ce until their respective successors are
elected. The directors shall receive no salary but may be compensated such amount per regular, special, or committee meeting or
per each of cial representation as may be approved by the appointing authority, not to exceed $200 per meeting or of cial
representation, and shall be reimbursed for necessary traveling and other expenses incurred in the performance of their duties.
E. Except as provided herein, four members of the board of directors shall constitute a quorum of the board for the purposes of
conducting its business and exercising its powers and for all other purposes, except that no facilities owned by the authority shall
be leased or disposed of in any manner without a majority vote of the members of the board of directors. No vacancy in the
membership of the board shall impair the right of a quorum to exercise all the powers and perform all the duties of the board. In
the case of the Economic Development Authority of Goochland County, the Economic Development Authority of Powhatan
County, the Industrial Development Authority of the Town of Kenbridge, and the Industrial Development Authority of the Town o
Victoria, three members of the board of directors shall constitute a quorum of the board for the purposes of conducting its
business and exercising its powers and for all other purposes, except that no facilities owned by the authority shall be leased or
disposed of in any manner without a majority vote of the members of the board of directors.
F. The board shall keep detailed minutes of its proceedings, which shall be open to public inspection at all times. It shall keep
suitable records of its nancial transactions and, unless exempted by § 30-140, it shall arrange to have the records audited
annually. Copies of each such audit shall be furnished to the governing body of the locality and shall be open to public inspection
Two copies of the report concerning issuance of bonds required to be led with the United States Internal Revenue Service shall b
certi ed as true and correct copies by the secretary or assistant secretary of the authority. One copy shall be furnished to the
governing body of the locality and the other copy mailed to the Department of Small Business and Supplier Diversity.
1966, c. 651, § 15.1-1377; 1979, c. 35; 1980, c. 304; 1982, c. 463; 1983, c. 514; 1984, c. 750; 1987, c. 368; 1990, c. 87; 1993, c. 896;
1996, cc. 589, 599; 1997, c. 587; 1999, cc. 337, 408, 414; 2000, c. 963; 2001, c. 121; 2003, cc. 347, 357; 2006, c. 687; 2007, cc. 283,
338; 2008, c. 619; 2009, cc. 199, 200, 460, 597; 2012, cc. 337, 352; 2013, c. 482; 2014, cc. 381, 382; 2016, c. 414; 2017, cc. 541, 557,
560; 2018, c. 310; 2019, c. 363; 2021, c. 3; 2021, Sp. Sess. I, cc. 321, 422.
§ 15.2-4905. Powers of authority.
The authority shall have the following powers together with all powers incidental thereto or necessary for the performance of
those hereinafter stated:
1. To sue and be sued and to prosecute and defend, at law or in equity, in any court having jurisdiction of the subject matter and o
the parties;
2. To adopt and use a corporate seal and to alter the same at pleasure;
3. To enter into contracts; however, any written contract of the authority shall contain provisions addressing the issue of whether
attorney's fees shall be recoverable by the prevailing party in the event the contract is subject to litigation;
4. To acquire, whether by purchase, exchange, gift, lease or otherwise, and to improve, maintain, equip and furnish one or more
authority facilities including all real and personal properties which the board of directors of the authority may deem necessary in
connection therewith and regardless of whether any such facilities shall then be in existence;
5. To lease to others any or all of its facilities and to charge and collect rent therefor and to terminate any such lease upon the
failure of the lessee to comply with any of the obligations thereof; and to include in any such lease, if desired, a provision that the
lessee thereof shall have options to renew such lease or to purchase any or all of the leased facilities, or that upon payment of all
of the indebtedness of the authority it may lease or convey any or all of its facilities to the lessee thereof with or without
consideration;
6. To sell, exchange, donate, and convey any or all of its facilities or properties whenever its board of directors shall nd any such
action to be in furtherance of the purposes for which the authority was organized;
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7. To issue its bonds for the purpose of carrying out any of its powers including speci cally, but without intending to limit any
power conferred by this section or this chapter, the issuance of bonds to provide long-term nancing of any pollution control
facility, whether any such facility was constructed prior to or after the enactment hereof or the receipt of a commitment from an
authority to undertake nancing pursuant hereto, unless the major part of the proceeds of such bonds will be used to redeem any
prior long-term nancing of such facility other than nancings pursuant to this chapter or any similar law;
8. As security for the payment of the principal of and interest on any bonds so issued and any agreements made in connection
therewith, to mortgage and pledge any or all of its facilities or any part or parts thereof, whether then owned or thereafter
acquired, and to pledge the revenues therefrom or from any part thereof or from any loans made by the authority;
9. To employ and pay compensation to such employees and agents, including attorneys, and real estate brokers whether engaged
by the authority or otherwise, as the board of directors shall deem necessary in carrying on the business of the authority;
10. To exercise all powers expressly given the authority by the governing body of the locality which established the authority and
to establish bylaws and make all rules and regulations, not inconsistent with the provisions of this chapter, deemed expedient for
the management of the authority's affairs;
11. To appoint an industrial advisory committee or similar committee or committees to advise the authority, consisting of such
number of persons as it may deem advisable. Such persons may be compensated such amount per regular, special, or committee
meeting as may be approved by the appointing authority, not to exceed $50 per meeting day, and may be reimbursed for necessary
traveling and other expenses incurred while on the business of the authority;
12. To borrow money and to accept contributions, grants and other nancial assistance from the United States of America and
agencies or instrumentalities thereof, the Commonwealth, or any political subdivision, agency, or public instrumentality of the
Commonwealth, for or in aid of the construction, acquisition, ownership, maintenance or repair of the authority facilities, for the
payment of principal of any bond of the authority, interest thereon, or other cost incident thereto, or in order to make loans in
furtherance of the purposes of this chapter of such money, contributions, grants, and other nancial assistance, and to this end
the authority shall have the power to comply with such conditions and to execute such agreements, trust indentures, and other
legal instruments as may be necessary, convenient or desirable and to agree to such terms and conditions as may be imposed; and
13. To make loans or grants to any person, partnership, association, corporation, business, or governmental entity in furtherance
of the purposes of this chapter including for the purposes of promoting economic development, provided that such loans or grant
shall be made only from revenues of the authority which have not been pledged or assigned for the payment of any of the
authority's bonds, and to enter into such contracts, instruments, and agreements as may be expedient to provide for such loans
and any security therefor. An authority may also be permitted to forgive loans or other obligations if it is deemed to further
economic development. The word "revenues" as used in this subdivision includes contributions, grants and other nancial
assistance, as set out in subdivision 12.
The authority shall not have power to operate any facility as a business other than as lessor and shall not have the power to
operate any single or multi-family housing facilities. However, the authority shall have the power to apply for, establish, operate
and maintain a foreign-trade zone in accordance with the provisions of Chapter 14 (§ 62.1-159 et seq.) of Title 62.1. Any meeting
held by the board of directors at which formal action is taken shall be open to the public.
If a locality has created an industrial development authority pursuant to this chapter or any other provision of law, no other such
authority, not created by such locality, shall nance facilities, except pollution control facilities, within the boundaries of such
locality, unless the governing body of such locality in which the facilities are located or are proposed to be located, concurs with
the inducement resolution adopted by the authority, and shows such concurrence in a duly adopted resolution. Notwithstanding
the foregoing, nothing contained herein shall be deemed to invalidate or otherwise impair any existing nancing by an authority
or the nancing of any facilities for which application has been made to an authority prior to July 1, 1981.
Notwithstanding the provisions of this section, and notwithstanding the provisions of any other law, general or special, nothing
herein shall be deemed to impair the authority of the town council of the Town of Front Royal from creating its own independent
industrial development authority, separate and apart for all purposes from any currently existing or future industrial developmen
authority. A Town of Front Royal independent industrial development authority, created solely by the town, shall have all powers
granted industrial development authorities generally as set forth in this chapter. Such industrial development authority may also
include Warren County in any of its economic development projects for a period of ve years ending July 1, 2025.
1966, c. 651, § 15.1-1378; 1970, c. 598; 1972, c. 783; 1973, c. 528; 1981, c. 3; 1991, c. 6; 1993, c. 896; 1994, c. 317; 1997, cc. 587,
758, 763; 1998, c. 728; 2005, c. 575; 2020, c. 1001.
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§ 15.2-4906. Public hearing and approval.
A. Whenever federal law requires public hearings and public approval as a prerequisite to obtaining federal tax exemption for the
interest paid on industrial development bonds, unless otherwise speci ed by federal law or regulation, the public hearing shall be
conducted by the authority and the procedure for the public hearing and public approval shall be in accordance with this section.
B. For a public hearing by the authority, notice of the hearing shall be published once a week for two successive weeks in a
newspaper having general circulation in the locality in which the facility to be nanced is to be located of intention to provide
nancing for a named individual or business entity. The applicant shall pay the cost of publication. The notice shall specify the
time and place of hearing at which persons may appear and present their views. The hearing shall be held not less than six days
nor more than twenty-one days after the second notice shall appear in such newspaper.
The notice shall contain: (i) the name and address of the authority; (ii) the name and address (principal place of business, if any)
of the party seeking nancing; (iii) the maximum dollar amount of nancing sought; and (iv) the type of business and purpose an
speci c location, if known, of the facility to be nanced.
If after the hearing has been held the authority approves the nancing, a reasonably detailed summary of the comments expresse
at the hearing shall be conveyed promptly to the locality's governing body together with the recommendation of the authority.
C. For public approval, the governing body of the locality on behalf of which the bonds of the authority are issued shall within
sixty calendar days from the public hearing held by the authority either approve or disapprove nancing of any facility
recommended by the authority.
Action of the governing body shall be by a majority of a quorum set out in a resolution. Such vote shall be recorded and disclose
how each member voted.
In case of a joint authority the approval required by the governing body of the locality shall be that governing body of the area
where the facility will be located, if permitted by federal law or regulation.
The provisions of this section shall not apply to bonds, notes or other obligations issued pursuant to hearings held and
governmental approvals obtained prior to the effective date of this act in compliance with federal law or regulation.
1983, c. 514, § 15.1-1378.1; 1997, c. 587.
§ 15.2-4907. Fiscal impact statement.
Every request for industrial development (facility) nancing when submitted to the governing body of the locality for approval
shall be accompanied by a statement in the following form:
____________________
Date
________________________________________
(Name of Applicant)
________________________________________
(Facility)
1. Maximum amount of nancing sought $_____
2. Estimated taxable value of the facility's real property to be constructed in the locality $_____
3. Estimated real property tax per year using present tax rates $_____
4. Estimated personal property tax per year using present tax rates $_____
5. Estimated merchants' capital tax per year using present tax rates $_____
6. a. Estimated dollar value per year of goods that will be purchased from Virginia companies within the locality $_____
b. Estimated dollar value per year of goods that will be purchased from non-Virginia companies within the locality $_____
c. Estimated dollar value per year of services that will be purchased from Virginia companies within the locality $_____
d. Estimated dollar value per year of services that will be purchased from non-Virginia companies within the
locality
$_____
7. Estimated number of regular employees on year round basis $_____
8. Average annual salary per employee $_____
Signature
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________________________________________
Authority Chairman
________________________________________
Name of Authority
If one or more of the above questions do not apply to the facility indicate by writing N/A (not applicable) on the appropriate line.
The provisions of this section shall not apply to bonds, notes or other obligations issued pursuant to hearings held and
governmental approvals obtained prior to the effective date of this act in compliance with federal law or regulation.
1983, c. 514, § 15.1-1378.2; 1997, c. 587; 1998, c. 728.
§ 15.2-4908. Issuance of bonds, notes and other obligations of authority.
A. Subject to the limitations of Chapter 50 (§ 15.2-5000 et seq.) of this title, the authority may issue bonds from time to time in its
discretion, for any of its purposes, including the payment of all or any part of the cost of authority facilities and including the
payment or retirement of bonds previously issued by it. All bonds issued by the authority shall be payable solely from the revenue
and receipts derived from the leasing or sale by the authority of its facilities or any part thereof or from payments received by the
authority in connection with its loans, and the authority may issue such types of bonds as it may determine, including, without
limiting the generality of the foregoing, bonds payable, both as to principal and interest: (i) from its revenues and receipts
generally; (ii) exclusively from the revenues and receipts of a particular facility or loan; or (iii) exclusively from the revenues and
receipts of certain designated facilities or loans whether or not they are nanced in whole or in part from the proceeds of such
bonds. Unless otherwise provided in the proceeding authorizing the issuance of the bonds, or in the trust indenture securing the
bonds, all bonds shall be payable solely and exclusively from the revenues and receipts of a particular facility or loan. Bonds may
be executed and delivered by the authority at any time and from time to time, may be in such form and denominations and of such
terms and maturities, may be in registered or bearer form either as to principal or interest or both, may be payable in such
installments and at such time or times not exceeding 40 years from the date thereof, may be payable at such place or places
whether within or outside the Commonwealth, may bear interest at such rate or rates, may be payable at such time or times, may
be evidenced in such manner, and may contain such provisions not inconsistent herewith, all as shall be determined by the board
of directors. If deemed advisable by the board of directors, there may be retained in the proceedings under which any bonds of the
authority are authorized to be issued an option to redeem all or any part thereof, at such price or prices and after such notice or
notices and on such terms and conditions as may be determined by the board of directors and as may be brie y recited on the face
of the bonds, but nothing herein contained shall be construed to confer on the authority any right or option to redeem any bonds
except as may be provided in the proceedings under which they shall be issued. Any bonds of the authority may be sold at public
or private sale in such manner and from time to time as may be determined by the board of directors of the authority to be most
advantageous, and the authority may pay all costs, premiums and commissions which its board of directors may deem necessary
or advantageous in connection with the issuance thereof. Issuance by the authority of one or more series of bonds for one or more
purposes shall not preclude it from issuing other bonds in connection with the same facility or any other facility, but the
proceedings whereunder any subsequent bonds may be issued shall recognize and protect any prior pledge or mortgage made for
any prior issue of bonds. Any bonds of the authority at any time outstanding may from time to time be refunded by the authority
by the issuance of its refunding bonds in such amount as the board of directors may deem necessary, but not exceeding an amoun
suf cient to refund the principal of the bonds so to be refunded, together with any unpaid interest thereon and any costs,
premiums or commissions necessary to be paid in connection therewith. Any such refunding may be effected whether the bonds t
be refunded shall have then matured or shall thereafter mature, either by sale of the refunding bonds and the application of the
proceeds thereof to the payment of the bonds to be refunded thereby, or by the exchange of the refunding bonds for the bonds to
be refunded thereby, with the consent of the holders of the bonds so to be refunded, and regardless of whether the bonds to be
refunded were issued in connection with the same facilities or separate facilities, and regardless of whether the bonds proposed to
be refunded are payable on the same date or on different dates or are due serially or otherwise. The determination of the form,
denominations, maturities, redemption provisions, places of payment, interest rate or rates, payment installations, dates and all
other terms and provisions of bonds as authorized in this section may be made by the board of directors in such manner as the
board may provide, including the determination by reference to indices and formulas or by agents designated by the board of
directors under guidelines established by it.
B. All bonds shall be signed by the chairman or vice-chairman of the authority or shall bear his facsimile signature, and the
corporate seal of the authority or a facsimile thereof shall be impressed or imprinted thereon and attested by the signature of the
secretary (or the secretary-treasurer) or the assistant secretary (or assistant secretary-treasurer) of the authority or shall bear his
facsimile signature, and any coupons attached thereto shall bear the facsimile signature of the chairman. In case any of cer whos
signature or a facsimile signature appears on any bonds or coupons ceases to be an of cer before delivery of such bonds, such
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signature or such facsimile shall nevertheless be valid and suf cient for all purposes the same as if he had remained in of ce until
such delivery. When the signatures of both the chairman or the vice-chairman and the secretary (or the secretary-treasurer) or th
assistant secretary (or the assistant secretary-treasurer) are facsimiles, the bonds shall be authenticated by a corporate trustee or
other authenticating agent approved by the authority.
C. If the proceeds derived from a particular bond issue, due to error of estimates or otherwise, are less than the cost of the
authority facilities for which such bonds were issued, additional bonds may in like manner be issued to provide the amount of
such de cit and, unless otherwise provided in the proceedings authorizing the issuance of the bonds of such issue or in the trust
indenture securing the same, shall be deemed to be of the same issue and shall be entitled to payment from the same fund withou
preference or priority of the bonds of the rst issue. If the proceeds of the bonds of any issue shall exceed such cost, the surplus
may be deposited to the credit of the sinking fund for such bonds or may be applied to the payment of the cost of any additions,
improvements or enlargements of the authority facilities for which such bonds shall have been issued.
D. Prior to the preparation of de nitive bonds, the authority may, under like restrictions, issue interim receipts or temporary
bonds with or without coupons, exchangeable for de nitive bonds when such bonds shall have been executed and are available fo
delivery. The authority may also provide for the replacement of any bonds which are mutilated, destroyed or lost. Bonds may be
issued under the provisions of this chapter without obtaining the consent of any department, division, commission, board, bureau
or agency of the Commonwealth, and without any other proceedings or the happening of any other conditions or things other
than those proceedings, conditions or things which are speci cally required by this chapter; however, nothing contained in this
chapter shall be construed as affecting the powers and duties now conferred by law upon the State Corporation Commission.
E. All bonds issued under the provisions of this chapter shall have and are hereby declared to have all the qualities and incidents
of and shall be and are hereby made negotiable instruments under the Uniform Commercial Code of Virginia (§ 8.1A-101 et seq.),
subject only to provisions respecting registration of the bonds.
F. In addition to all other powers granted to the authority by this chapter, the authority may issue, from time to time, notes or
other obligations of the authority for any of its authorized purposes. The provisions of this chapter which relate to bonds or
revenue bonds shall apply to such notes or other obligations insofar as such provisions may be appropriate.
1966, c. 651, § 15.1-1379; 1968, c. 687; 1983, c. 514; 1991, c. 6; 1997, c. 587; 2003, cc. 353, 683.
§ 15.2-4909. Liability of Commonwealth, political subdivisions, directors and of cers.
A. Bonds issued pursuant to this chapter shall not be deemed to constitute a debt or a pledge of the faith and credit of the
Commonwealth, or any political subdivision thereof, including the locality which created the authority issuing such bonds, but
such bonds shall be payable solely from the funds provided therefor as herein authorized. All such bonds shall contain on the face
thereof a statement to the effect that neither the Commonwealth, nor any political subdivision thereof, nor the authority shall be
obligated to pay the same or the interest thereon or other costs incident thereto except from the revenues and moneys pledged
therefor and that neither the faith and credit nor the taxing power of the Commonwealth, or any political subdivision thereof, is
pledged to the payment of the principal of such bonds or the interest thereon or other costs incident thereto.
B. Neither the directors of the authority nor any person executing the bonds shall be liable personally on the bonds by reason of
the issuance thereof.
C. All expenses incurred in carrying out the provisions of this chapter shall be payable solely from the funds of the authority and
no liability or obligation shall be incurred by the authority hereunder beyond the extent to which moneys shall be available to the
authority.
D. Bonds issued pursuant to the provisions of this chapter shall not constitute an indebtedness within the meaning of any debt
limitation or restriction.
1966, c. 651, § 15.1-1380; 1997, c. 587.
§ 15.2-4910. Security for payment of bonds; default.
The principal of and interest on any bonds issued by the authority shall be secured by a pledge of the revenues and receipts out of
which the same shall be made payable, and may be secured by a trust indenture covering all or any part of the authority facilities
from which revenues or receipts so pledged may be derived, including any enlargements of and additions to any such projects
thereafter made. The resolution under which the bonds are authorized to be issued and any such trust indenture may contain any
agreements and provisions respecting the maintenance of the projects covered thereby, the xing and collection of rents for any
portions thereof leased by the authority to others, the creation and maintenance of special funds from such revenues and the
rights and remedies available in the event of default, all as the board of directors shall deem advisable not in con ict with the112
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provisions hereof. Each pledge, agreement and trust indenture made for the bene t or security of any of the bonds of the authorit
shall continue effective until the principal of and interest on such bonds have been fully paid. In the event of default in such
payment or in any agreements of the authority made as a part of the contract under which the bonds were issued, whether
contained in the proceedings authorizing the bonds or in any trust indenture executed as security therefor, such payment or
agreements may be enforced by writ of mandamus, or by a suit, action or proceeding at law or in equity to compel the authority
and the directors, of cers, agents or employees thereof to perform the terms, provisions, and covenants contained in any trust
indenture of the authority, by the appointment of a receiver in equity or by foreclosure of any such trust indenture or any one or
more of said remedies.
1966, c. 651, § 15.1-1381; 1997, c. 587.
§ 15.2-4911. Rents, fees and other charges.
The authority shall x and revise from time to time the rents, fees and other charges to be paid to it in connection with the lease
or sale of various authority facilities and for any other services furnished or provided by the authority. Such rents, fees and charge
shall provide at least suf cient funds to pay the cost of maintaining, repairing and operating such projects and the principal and
interest of any bonds issued by the authority or other debts contracted as the bonds become due and payable. The authority and
the political subdivision in which all or any part of a particular authority facility is located may agree on payment by the authority
on account of governmental services to be rendered by the political subdivision in such amounts as the authority may nd to be
consistent with the purposes of this chapter. A reserve may be accumulated and maintained out of the revenues and receipts of th
authority for extraordinary repairs and expenses and for such other purposes as may be provided in any resolution authorizing a
bond issue or in any trust indenture securing the authority's bonds. Subject to such provisions and restrictions as may be set forth
in the resolution or in the trust indenture authorizing or securing any of the bonds or other obligations hereunder, the authority
shall have exclusive control of the revenues and receipts derived from the lease or sale of any authority facility and the right to us
the revenues and receipts in the exercise of its powers and duties set forth in this chapter.
1966, c. 651, § 15.1-1382; 1968, c. 687; 1973, c. 528; 1997, c. 587.
§ 15.2-4912. Exemption from taxation.
The authority is hereby declared to be performing a public function in behalf of the locality with respect to which the authority is
created and to be a public instrumentality of such locality. Accordingly, the income, including any pro t made on the sale thereof
from all bonds issued by the authority, shall at all times be exempt from all taxation by the Commonwealth or any political
subdivision thereof.
1966, c. 651, § 15.1-1383; 1997, c. 587.
§ 15.2-4913. Authority to be nonpro t; excess earnings.
The authority shall be nonpro t and no part of its net earnings remaining after payment of its expenses shall enure to the bene t
of any individual, rm or corporation, except that if the board of directors of the authority determines that suf cient provision ha
been made for the full payment of the expenses, bonds and other obligations of the authority then any net earnings of the
authority thereafter accruing shall be paid to the locality with respect to which the authority was created. However, nothing herei
contained shall prevent the board of directors from transferring all or any part of its facilities or properties in accordance with the
terms of any contract entered into by the authority.
1966, c. 651, § 15.1-1384; 1973, c. 528; 1997, c. 587.
§ 15.2-4914. Dissolution of authority; disposition of property.
Whenever the board of directors of the authority by resolution determines that the purposes for which the authority was formed
have been substantially complied with and all bonds theretofore issued and all obligations theretofore incurred by the authority
have been fully paid, the then members of the board of directors of the authority shall thereupon execute and le for record with
the governing body of the locality which created the authority, a resolution declaring such facts. If the governing body of the
locality which created the authority is of the opinion that the facts stated in the authority's resolution are true and that the
authority should be dissolved, it shall so resolve and the authority shall stand dissolved. Upon such dissolution, the title to all
funds and properties owned by the authority at the time of such dissolution shall vest in the locality creating the authority and
possession of such funds and properties shall forthwith be delivered to such locality.
1966, c. 651, § 15.1-1385; 1997, c. 587.
§ 15.2-4915. Bonds as legal investments and lawful security.
The bonds issued pursuant to this chapter shall be and are hereby declared to be legal and authorized investments for banks,
savings banks, trust companies, building and loan associations, insurance companies, duciaries, trustees, guardians and for all113
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public funds of the Commonwealth or other political corporations or subdivisions of the Commonwealth. Such bonds shall be
eligible to secure the deposit of public funds of the Commonwealth, localities, school districts or other political corporations or
subdivisions of the Commonwealth, and shall be security for such deposits to the extent of their value when accompanied by all
unmatured coupons appertaining thereto.
1966, c. 651, § 15.1-1386; 1997, c. 587.
§ 15.2-4916. Authorities acting jointly.
The powers herein conferred upon authorities created under this chapter may be exercised by two or more authorities acting
jointly. Two or more localities may jointly create an authority, in which case each of the directors of such authority shall be
appointed by the governing body of the respective locality which the director represents.
1966, c. 651, § 15.1-1387; 1982, c. 463; 1997, c. 587.
§ 15.2-4917. Facility sites.
Any locality may acquire, pursuant to § 15.2-1800, but not by condemnation, a facility site and may likewise transfer any facility
site to an authority. Such transfer may be authorized by a resolution of the governing body of the locality without submission of
the question to the voters and without regard to the requirements, restrictions, limitations or other provisions contained in any
other general, special or local law. Such facility sites may be located within or outside or partially within or outside the locality
creating the authority. If a real estate broker licensed under § 54.1-2100 represents a party in a transaction through which a
facility site is acquired, the locality may pay a reasonable brokerage fee to such real estate broker.
1966, c. 651, § 15.1-1388; 1997, c. 587; 1998, c. 728.
§ 15.2-4918. Provisions of chapter cumulative; construction.
This chapter neither limits nor restricts any powers which the authority might otherwise have under any laws of this
Commonwealth. No proceedings, notice or approval shall be required for the organization of the authority or the issuance of any
bonds or any instrument as security therefor, except as herein provided. However, nothing herein shall be construed to deprive th
Commonwealth and its political subdivisions of their respective police powers over properties of the authority or to impair any
power thereover of any of cial or agency of the Commonwealth and its political subdivisions which may be otherwise provided by
law. Nothing contained in this chapter shall be deemed to authorize the authority to occupy or use any land, streets, buildings,
structures or other property of any kind, owned or used by any political subdivision within its jurisdiction, or any public
improvement or facility maintained by such political subdivision for the use of its inhabitants, without rst obtaining the consent
of the governing body thereof.
1966, c. 651, § 15.1-1389; 1997, c. 587.
§ 15.2-4919. Provisions of chapter controlling over other statutes and charters.
Any provision of this chapter which is found to be in con ict with any other statute or charter shall be controlling and shall
supersede such other statute or charter to the extent of such con ict.
1966, c. 651, § 15.1-1390; 1997, c. 587; 2015, c. 709.
§ 15.2-4920. Validation of creation of authorities, appointment of directors and proceedings; curative resolutions.
All proceedings heretofore taken with respect to the creation of authorities by any locality pursuant to this chapter are hereby
validated and con rmed and all such authorities are declared to be legally created. All incumbent directors of authorities are
declared to be and are lawfully appointed directors of authorities, notwithstanding any failure to conform to the requirements of
this chapter, and all such appointments are hereby rati ed, validated and con rmed. However, all terms of incumbent directors
shall conform to § 15.2-4904. The governing body of any locality is hereby authorized to adopt such corrective resolutions as may
be necessary to carry out the requirements of the immediately preceding sentence. All proceedings heretofore taken to provide fo
or with respect to the authorization, issuance, sale, execution or delivery of bonds by or on behalf of any authority are hereby
validated, rati ed, approved and con rmed, and any such bonds so issued shall be valid, legal, binding and enforceable obligation
of such authority.
1980, c. 304, § 15.1-1391; 1997, c. 587.9/15/202
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U.S. Constitution
115
Item d.
Date of Council Meeting: September 27, 2021
TOWN OF LEESBURG
TOWN COUNCIL WORK SESSION
Subject: Virginia Main Street Program
Staff Contact: Russell Seymour, Director of Economic Development
Council Action Requested: Council requested a follow up Work Session to discuss the process to
establish a Virginia Main Street model program in Leesburg.
Staff Recommendation: Supports moving forward with submitting an application to the Virginia
Department of Housing and Community Development (DHCD) for Tier Two – Exploring Main
Street Program. Tier Two is designed for localities who are exploring the Main Street approach.
From this point, using the available resources and support, a determination can be made if moving
further in the program is desired or warranted. There is no requirement for a locality to proceed to
further Tiers.
The Main Street program is both a revitalization and a preservation-based program. For those areas
already experiencing revitalization, a Main Street program can assist in the on-going work and
provide the opportunity to enhance planned development projects.
Commission Recommendation: The Economic Development Commission (EDC) discussed the
Virginia Main Street Program at their July 7, 2021 meeting. The EDC is generally in favor of the
program and with moving forward with the Tier Two application. Further discussion would be
needed should the Town have interest in pursuing conducting a study to determine if the need for
expanding beyond a Tier Two position.
Fiscal Impact: Dependent upon Council direction. The development and initial implementation
of a program could be accomplished with minimal investment to include the application for Tier
Two status.
From there, should the Town have interest in conducting a comprehensive study to determine the
need to expand the program, additional funding would be needed. It is important to note that a
Tier Two position would allow the Town to apply for a grant of up to $7,000 for further study and
program expansion.
The average range of annual budgets for existing Main Street programs is between $150,000 and
$225,000. This type of program can be managed and funded by a locality or through the
development of a non-profit through Tier Three. Moving into Tier Four requires the establishment
of a separate 501(c)(3). If a non-profit is established, funding is made up of both public and private-
sector contributions. On average, although not required, once there is an established Main Street
program, managed through an established non-profit, localities provide 25% to 35% of funds, with
the remainder coming through sponsorship and fundraising.
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Item e.
Virginia Main Street Program
September 27, 2021
Page 2
Work Plan Impact: Staff time will be required to establish a program at the Tier Two level - which
would include some training. As localities move beyond a Tier Two level, the work load associated
with meeting the set criteria greatly increases. Localities that desire to move on into Tier Three,
do so with the expectation that they are going to continue program through completion, Tier Four,
becoming a Virginia Main Street Designated Community. A Tier Four designation requires the
establishment of a 501(c)(3) organization with an independent Board of Directors and paid
executive director. The work to establish such an organization, meeting the specific requirements
of a fully designated community are all completed during Tier Three. Therefore, it is important
that during Tier Two, the program is well vetted and the steps that it will take to move beyond are
well-know. As such, should the Town elect to move beyond Tier Two, a dedicated staff person
would be needed.
Executive Summary: At their April 24, 2021 Planning Retreat, Town Council identified an action
item to consider pursuit of the Virginia Main Street Program for the Town of Leesburg. At the
subsequent May 24, 2021 Work Session, Council requested a follow up meeting to discuss the
process to establish a Virginia Main Street model program in Leesburg.
The Virginia Main Street Program is designed to assist in the preservation and redevelopment of
historic downtown centers. The program is based upon a national Main Street America initiative
developed as an economic development revitalization effort.
Background: The Main Street Approach is a national model created by the National Main Street
Center (NMSC), a subsidiary of the National Trust for Historic Preservation. The program goal is
to leverage both public and private investment to spur economic redevelopment in historic
commercial districts and in small to mid-sized downtown areas.
The Virginia Main Street Program (the Program), established in 1984 and based upon the Main
Street America model, provides assistance and support for local revitalization efforts. The Program
is run through the Virginia Department of Housing and Community Development (DHCD).
According to DHCD, between 1984 and 2019, the Virginia Main Street Program created more than
7,000 businesses, 24,000 jobs, and generated more than $1.8 billion in public and private
investment in Virginia.
The Program is divided into four (4) Community Revitalization Program Tiers (Tier 1- Introducing
Main Street, Tier 2- Exploring Main Street, Tier 3- Mobilizing Main Street, and Tier 4- Advancing
Virginia Main Street). Each tier provides increasing opportunities and responsibilities depending
upon the level selected.
In order to move from one tier to another, all requirements from the previous tier must be met.
Tier 1 is open to all localities, does not require an application, and provides access to training
opportunities and information. Tier 2 requires a simple, non-competitive application, supported
by a Town Council resolution, and allows a locality to become eligible for several grants including
a DHCD Community Vitality Grant which can be used to research and establish a designated
program.
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Page 3
Tier 3 begins the competitive application process, and is typically achieved by those communities
that intend to pursue application for Tier 4. Communities typically remain in Tier 3 for two years
before being eligible to move to the final tier. Also, the establishment of a 501(c)(3) organization is
usually completed in Tier 4 which is a requirement.
A description of each Tier’s requirements is included in the Virginia Main Street 2020 Program
Guidelines. See (Attachment #2).
Attachments:
1. Tier Two, Exploring Main Street Program Application
2. Virginia Main Street 2020 Program Guidelines
Rev. 05/27/2021
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Item e.
Exploring Main Street Program Application
The Exploring Main Street option is for communities that are exploring downtown revitalization,
that are preparing for designation or that may not be eligible for Advancing Virginia Main Street
designation. It provides access to all Virginia Main Street training and limited on-site assistance,
as resources permit. The applicant may be the local government, or a partnership of local
government and a private sector organization. Please see the Virginia Main Street Program
Guidelines for more information.
Submission Instructions
Applications for Exploring Main Street status may be submitted at any time, and should be
submitted on the forms provided by the Department of Housing and Community Development
(DHCD). All questions must be answered in the space provided.
Applications should be typed and transmitted in electronic format (i.e. pdf, doc)
Attachments, such as maps, should fit within the 8 1/2" x 11" application.
If you have questions, please contact:
Virginia Main Street Program
Virginia Department of Housing & Community Development
600 East Main Street, Suite 300
Richmond, VA 23219
mainstreet@dhcd.virginia.gov
(804) 371-7171
Applications Should Be submitted via email to*:
mainstreet@dhcd.virginia.gov
*In the subject line of the transmittal email, please include your community name and affiliate
application.
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Item e.
Exploring Main Street Program Application
Page 1 of 2
Applicant Information
Community: Population:
Private Sector Organization (if applicable):
Designated Contact Person:
(include Name, Title/Affiliation, Address, Phone, Fax and E-mail)
Date:
Commitment Statement
agrees to meet the requirements of an Exploring Main Street community as outlined in
the VMS Program Guidelines and will eligible to receive Exploring Main Street services from
DHCD as long as the requirements are met. (Attach a resolution adopted by the local
government – and by the private sector partner organization, if applicable – authorizing this
application)
____________________________________________________________________________
Signature of Authorizing Agent from Local Government (please print name and title)
____________________________________________________________________________________
Signature of Authorizing Agent from Private Sector Organization, if applicable (please print name and
title)
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Item e.
Exploring Main Street Program Application
Page 2 of 2
Community Information
1. Briefly describe the economic and physical characteristics of your downtown or
commercial district (attach an 8½” X 11” map with building footprints showing district
boundaries; include an aerial photo, if available).
2. Briefly describe the structure of your organization (attach list(s) of Board or
committee members)
3. Briefly outline the efforts made to improve the downtown or commercial district
over the past five years.
4. Briefly describe what you hope to achieve by participating in Exploring Main
Street.
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Item e.
2020 Program Guidelines
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1
CONTENTS
Introduction ......................................................................................................................................................................................................... 2
4 Tiers of Participation .................................................................................................................................................................................... 2
Tier One: Introducing Main Street ........................................................................................................................................................ 3
Tier Two: Exploring Main Street (formerly Commercial District Affiliates)............................................................................ 3
Tier Three: Mobilizing Main Street (formerly Virginia Downtowns) ........................................................................................ 5
Tier Four: Advancing Virginia Main Street (Virginia Main Street Designated Community) ........................................... 6
Eligibility Criteria ..................................................................................................................................................................................... 7
Requirements for Designation .......................................................................................................................................................... 8
Resources for New Advancing Virginia Main Street Communities .................................................................................... 9
Resources for Established Advancing Virginia Main Street Communities ..................................................................... 10
Consultant Services ........................................................................................................................................................................................ 11
Architectural Design Services ................................................................................................................................................................ 11
Organization Visits..................................................................................................................................................................................... 12
Downtown Development Planning / Economic Vitality Visits .................................................................................................. 13
Center for Nonprofit Excellence ........................................................................................................................................................... 13
Grant Funding ................................................................................................................................................................................................... 14
Downtown Investment Grants .............................................................................................................................................................. 14
Financial Feasibility Grants ..................................................................................................................................................................... 14
Performance Monitoring .............................................................................................................................................................................. 15
Main Street America Standards ................................................................................................................................................................. 15
Non-Compliance and Remediation ......................................................................................................................................................... 15
Fine Print ............................................................................................................................................................................................................. 16
APPENDICES ...................................................................................................................................................................................................... 17
Appendix A: Traditional Main Street® Districts.............................................................................................................................. 17
Appendix B: Main Street Fundamental Activities ........................................................................................................................ 18
ECONOMIC VITALITY .......................................................................................................................................................................... 18
DESIGN ..................................................................................................................................................................................................... 19
PROMOTION .......................................................................................................................................................................................... 21
ORGANIZATION ................................................................................................................................................................................... 22
Appendix C: Reporting Information Required for Advancing Virginia Main Street Communities ........................... 24
Appendix D: Main Street America Accreditation .......................................................................................................................... 25
Appendix E: Virginia Main Street At-A-Glance .............................................................................................................................. 26
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2
INTRODUCTION
The Virginia Main Street (VMS) program nurtures successful local revitalization programs across the
state based on the Main Street ApproachTM.1 Main Street is a national model created by the National
Main Street Center (NMSC), a subsidiary of the National Trust for Historic Preservation. Main Street is
designed to bring jobs, dollars, and people to small towns and commercial districts. Main Street
programs leverage private investment and capitalize on the unique appeal of
historic downtowns. The result is one of the most successful economic
revitalization strategies in the country. From 1984 to 2019, the Virginia Main
Street program has created more than 7,000 businesses; 24,000 jobs; and
generated more than $1.8 billion in public and private investment in Virginia.2
Over 35 years the Virginia Main Street program has created more than 7,000 businesses, 24,000 jobs,
and generated $1.8 billion in public and private investment in Virginia. The Virginia Department of
Housing and Community Development is a Main Street America™ Coordinating Program for the
Virginia Main Street program. As a Main Street America™ Coordinating Program, DHCD helps to lead
a powerful, grassroots network consisting of over 40 Coordinating Programs and over 1,200
neighborhoods and communities across the country committed to creating high-quality places and to
building stronger communities through preservation-based economic development.
4 Tiers of Participation
Housed in the Virginia Department of Housing and Community Development (DHCD), the Virginia
Main Street program provides technical assistance, consulting services, training and grant funding to
communities of all sizes with different levels of experience in, and commitment to, commercial district
revitalization. Every community in Virginia falls within one of the following tiers:
1 2 3 4
Introducing Exploring Mobilizing Advancing
Main Street Main Street Main Street Main Street
Open to All Formerly Commercial Formerly Virginia Main Street District Affiliates Virginia Downtowns Designated Communities
1 National Main Street Center; Main Street America; Main Street; Main Street Four Points; and Main Street Approach are registered
trademarks of the National Main Street Center.
2 Adjusted to 2019 dollars using the Consumer Price Index.
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Item e.
3
The Department, through the Virginia Main Street program, works with all four tiers, utilizing local and
regional assets, community vision, and market understanding to create qualitative and quantitative
outcomes through targeted design, economic, organization and promotional strategies and activities.
Through grant opportunities and technical assistance with economic development, entrepreneurship,
urban design, and fundraising, DHCD strives to provide each community with individualized support.
Communities in all four tiers are encouraged to leverage VMS training, information, and consulting
services, with other DHCD programs and funding such as Community Development Block Grants
(CDBG), Community Business Launch (CBL), and the Industrial Revitalization Fund (IRF) – just to name
a few.
COMMUNITY REVITALIZATION PROGRAM TIERS
A community does not need to be designated as “Main Street” to do “Main Street” work. In fact, many
of the most successful programs started off by focusing on the work of a downtown organization and
eventually applied for designation later. DHCD assists all communities working to improve the vitality
of their downtowns, whether designated or not. Appendix B outlines a non-exhaustive list of
progressive activities communities can undertake across all four tiers of participation.
Tier One: Introducing Main Street
The Introducing Main Street tier has no VMS requirements while still offering access to high-quality
resources to get started. There is no application and there are no ongoing requirements. Just join the
email list at www.virginiamainstreet.com, follow our social media platforms, and attend any training
events.
Introducing Main Street
Services available (as resources permit)
Training Opportunities Introducing Main Street staff and volunteers are encouraged to attend any VMS training
opportunities and the annual NMSC Conference.
VMS Staff Consultation DHCD is available by phone, e-mail, virtual meetings, or in-person as resources allow.
Resource & Information Sharing
Phone consultations and DHCD’s web-based communication platforms allow local
programs to access programs, services, and information from anywhere. On-site state
and regional trainings also connect local programs with peers.
Other DHCD Revitalization Grants
DHCD can connect communities with other DHCD revitalization programs such as
Community Development Block Grants, the Industrial Revitalization Fund, Community
Business Launch, and others.
Tier Two: Exploring Main Street (formerly Commercial District Affiliates)
Exploring Main Street communities can be incorporated municipalities, counties, or urban
neighborhood commercial districts who are exploring the Main Street Approach for commercial
revitalization. Exploring Main Street communities have access to all the same services as Introducing
Main Street communities plus organizational structure development assistance, milestone and
achievement awards, and grant funding.
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4
Application Process: Communities complete a simple, non-competitive application.
Applications are accepted on a rolling basis. Exploring Main Street communities must
keep their community contact information updated with DHCD and are expected to
attend VMS trainings or request VMS technical assistance at least once a year.
Participants are also encouraged to join the NMSC at the Affiliate level. To learn more,
contact Virginia Main Street at mainstreet@dhcd.virginia.gov.
Grants: Exploring Main Street communities may apply for DHCD Community Vitality
Grants. An Exploring Main Street applicant can apply for projects such as:
organizational development consulting services, entrepreneur support programs, place
making projects, façade programs, and environmental design consulting services. Each
fiscal year, DHCD publishes a Community Vitality Grant application instruction manual
that outlines all program requirements, application deadlines, and available grant
amounts. Applicants are strongly encouraged to consult with DHCD staff throughout
the grant application process to ensure compatibility with the program’s desired
outcomes.
Main Street Idea Pitch: Main Street Idea Pitch! is a live pitch competition for Exploring
Main Street, Mobilizing Main Street, and Advancing Virginia Main Street communities
to present innovative commercial revitalization project ideas to a panel of judges and
the winner(s) receive(s) grant funding to implement their project. Applicants must be
active in the VMS network as of the date the pitch application is submitted.3
Exploring Main Street
Requirements
Follow the Main Street Approach The Main Street Approach is the foundation of long-term sustainable revitalization.
Active Participation Each year, Exploring Main Street staff or volunteers should attend at least one VMS-
sponsored training from the calendar at www.virginiamainstreet.com.
Reporting Requirement Exploring Main Street communities must maintain updated contact information with
DHCD.
National Main Street Center
Membership at Affiliate level
Exploring Main Street communities are encouraged to join the NMSC at the Affiliate
level. This membership provides access to additional resources, contacts, and
examples.
Work in a pedestrian-oriented
commercial district
Exploring Main Street programs should generally have a pedestrian-oriented
commercial area with a high percentage of locally owned businesses. A county may
become an Exploring Main Street community on behalf of one or more communities
within the county. Neighborhood districts within larger cities may become Exploring
Main Street communities through their local government, or an active non-profit
organization.
Services available (as resources permit)
Tier 1 Services Exploring Main Street communities have access to all the services available to
Introducing Main Street communities.
3 “Active” is defined as within the last year a community representative contacted a Virginia Main Street representative for technical
assistance or attended a Virginia Main Street training.
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5
Organizational Visit DHCD assists with organizational issues including roles and responsibilities of staff and
Board. Work planning assistance is also provided. (On-site or Virtual)
Awards Program Exploring Main Street communities are eligible to participate in the VMS annual
milestone and achievement awards programs.
Grants
Grants of up to $7,000 are available for services such as organizational development,
facilitating visioning or mission statements; brand development; and physical
enhancement projects. Eligible to present a Main Street Idea Pitch with a maximum
award of $5,000. May be eligible for other DHCD grants.
Tier Three: Mobilizing Main Street (formerly Virginia Downtowns)
The third tier provides targeted organizational development support to build a community’s
revitalization program using the Main Street Approach. This tier is ideal for communities that intend to
pursue application for Advancing Virginia Main Street designation.
Mobilizing Main Street communities work with DHCD staff to develop individualized work plans with
the expectation of implementation and outcomes measured by completion of program benchmarks.
Participation in Mobilizing Main Street typically lasts two years.
Application Process: Local programs aspiring to pursue Advancing Virginia Main
Street designation should contact DHCD staff to discuss their goals, level of need,
potential for investment, and resources, including those available through DHCD. If
appropriate, DHCD will invite the community to submit an application for the
Mobilizing Main Street tier. The community should meet the description of a
Traditional Main Street District as described in Appendix A unless previously discussed
with DHCD. If the community and VMS determine that the community could support a
Main Street program, the local program will submit an application for Mobilizing Main
Street. Application is on a rolling basis and new communities will be accepted into this
tier as resources allow.
Mobilizing Main Street communities must document their program’s progress each year,
by submitting an annual report to include:
Current/updated community contact information;
Dates, topics, & attendance records for board, volunteer and staff training;
Key accomplishments and achievements using the Main Street Approach;
Net new jobs and net new businesses in the downtown district, if available; and
Current downtown revitalization work plan, if applicable.
Mobilizing Main Street communities may also have community-specific benchmarks
which typically include:
Board training
Incorporation and 501(c)(3) non-profit status
A balanced and comprehensive work plan
A fund development strategy
Participation in all Virginia Main Street training opportunities
Mobilizing Main Street communities meeting the criteria for Advancing Virginia Main
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Street designation may apply during those program designation application cycles.
Grants: Mobilizing Main Street communities are eligible for DHCD Community Vitality
grants. For more information, see the Exploring Main Street tier above. They are also
encouraged to apply for additional DHCD grants to leverage additional resources in the
community. DHCD staff can assist with more information on these opportunities.
Main Street Idea Pitch: Mobilizing Main Street communities are also eligible for the
annual Main Street Idea Pitch competition detailed in the Exploring Main Street tier
above.
Mobilizing Main Street
Requirements
Tier Two Requirements Mobilizing Main Street communities must meet all the requirements of Exploring Main
Street communities.
Active Participation
Mobilizing Main Street community staff and/or volunteers are expected to attend all
VMS-sponsored trainings. Steering Committee/Board of Directors members are
required to complete training around topics such as: Main Street 101; Board Roles &
Responsibilities; Work Plans & Budgets; Marketplace Development. Paid or volunteer
Executive Directors are encouraged to complete VMS Professional Development
training prior to designation application.
Progress Reporting
Mobilizing Main Street programs must annually submit to DHCD: minutes of Steering
Committee/Board of Directors meetings; Treasurer’s Reports; and follow-up activity
evaluations.
National Main Street Center
Membership at Affiliate level
Mobilizing Main Street programs must join NMSC at the Affiliate level. This membership
provides access to additional resources and examples of how to implement the Main
Street Approach.
Work in a pedestrian-oriented
commercial district
Mobilizing Main Street communities should have pedestrian-oriented commercial areas
with a high percentage of locally owned businesses, unless otherwise approved by
DHCD. See Appendix A for more details.
Services available (as resources permit)
Tier Two Services and Grants Mobilizing Main Street communities are eligible for all the services and grants of
Exploring Main Street communities.
Reconnaissance Visit VMS and/or outside specialists perform a preliminary needs assessment of the physical
and economic environment of the community and downtown. (On-site or virtual)
Organizational Services
VMS and/or NMSC staff assists with organizational issues including roles and
responsibilities of staff and Board. Assistance includes: annual work plan development,
fund development, volunteer management plans, and non-profit organizational
management. Additional topics available.
Tier Four: Advancing Virginia Main Street (Virginia Main Street Designated Community)
Advancing Virginia Main Street designations are available through a competitive application process
offered every few years as state resources permit. Competitive applicants are community driven and
have strong organizational capacity to implement downtown revitalization based on the Main Street
Approach. Advancing Virginia Main Street programs must be established 501(c)(3) non-profit
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organizations with an independent Board of Directors and a paid executive director dedicated to
managing the work plan of an all-volunteer organization.
New Advancing Virginia Main Street communities receive a full range of intensive services to
accelerate their revitalization programs, while established Advancing Virginia Main Street communities
continue to monitor and fine-tune their effectiveness. All Advancing Virginia Main Street communities
adopt tools for downtown revitalization such as design and economic incentives, market driven
promotions, and volunteer recruitment programs, with information and technical support from DHCD.
Key things to keep in mind include:
Independent Organization Experience shows that an Advancing Virginia Main Street
organization functions most successfully as an independent 501(c)(3) nonprofit. Working in
partnership with local government, as well as Chambers of Commerce and other community
organizations, successful Advancing Virginia Main Street programs focus on creating an
inviting downtown business environment, rather than the larger geographical area addressed
by other community partners. If your community is interested in Advancing Virginia Main
Street designation, your organization will need to apply with the Internal Revenue Service for
501(c)(3) status.
Financial Commitment Financial support, stability, and diversity is key to an Advancing
Virginia Main Street program’s success. A comprehensive fund development program should
include pledged support from local government(s), corporations, independent businesses, and
individuals, as well as anticipated revenue from fee-based programs and services, registrations
from events, attractions, and organizational/event sponsorships. Commitments for funding
support for your Advancing Virginia Main Street program’s first three years of operation must
be in place and documented in the designation application.
Community Driven Main Street promotes a community-driven process that brings diverse
stakeholders from all sectors together, inviting them to be proactive participants in the
revitalization process. This essential step provides a foundation for outlining the community’s
own identity, expectations, and ideals while confirming real and perceived perceptions, needs
and opportunities. It also ensures that the vision is a true reflection of the diversity of the
community.
Eligibility Criteria
Towns, cities, or counties must meet the following requirements to be eligible to apply for Advancing
Virginia Main Street designation:
1. Have a population of no more than 75,000 based on the 2010 Census (cities and towns
only). There is no population maximum for Counties that apply on behalf of an
unincorporated area or village.
2. Have at least 50 commercial enterprises and 70 commercial structures in the proposed
Main Street district. Experience shows that there must be a critical mass of buildings and
businesses in a traditional district to form a foundation for revitalization efforts (see
“Traditional Main Street Districts” in Appendix A). The pace of transformation can be
quickened and further leveraged if those buildings are also eligible for other
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rehabilitation/financial incentives. Counties may submit an application on behalf of an
unincorporated area that has at least 50 commercial enterprises and 70 commercial structures
in the proposed Main Street district.
3. Be an Affiliate member of the National Main Street Center (NMSC). The most basic form
of participation in the Main Street America network, NMSC Affiliate membership indicates a
community’s commitment to the Main Street Approach to revitalization. To join, visit
www.mainstreet.org.
4. Demonstrate local program support through a 501(c)(3) non-profit organization
dedicated to downtown revitalization. Revitalization organizations must be incorporated
with the Commonwealth of Virginia, hold or have applied for 501(c)(3) non-profit status with
the Internal Revenue Service, and maintain an independent Board of Directors with
independent decision making, fund development, and fiscal management. With written
approval by DHCD, local programs may be housed within or partnered with another local
organization, but must maintain organizational self-government.
5. Demonstrate active partnership with at least one (1) local government partner. The
municipality within which a local program operates benefits the most from the revitalization
organization’s efforts. Increased entrepreneurship, private investment, and social activity
restore economic vitality to the heart of the community. Fiscal and in-kind support from local
government is critical to, but not the sole support of, the local program. Communities are
required to provide a written commitment of the financial support provided by their local
governments as a component of eligibility, as well as ongoing support.
6. Demonstrate a plan for organizational sustainability. Local revitalization efforts are often in
the hands of a dedicated group of property owners, business owners, and community
volunteers. However, the demands of work, family, and other community activities can become
too demanding for that core volunteer group to maintain their initial level of activity. Many
Boards of Directors serve no more than two (2) successive terms with one-third (1/3) of the
Board rotating from service on an annual basis. Former Board members can make valuable
committee members and are encouraged to serve in alternate capacities for at least one three-
year term before being invited to return to Board service.
Requirements for Designation
Communities selected to join Advancing Virginia Main Street must meet the National Main
Street Center accreditation requirements found in Appendix D. In addition to those, DHCD
expects the program will also meet the following criteria and continue to meet them to maintain their
designation and receive VMS services.
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Advancing Virginia Main Street Requirements (in addition to National Standards)
Work in a traditional
Main Street district
Main Street districts must be a physical setting conducive to applying the Main Street Approach,
including a pedestrian scale and orientation; critical mass of buildings and businesses; and critical
mass of structures that would be eligible for frequently used rehabilitation incentives. See
Appendix A for the specific criteria.
Use the Main Street
Approach
Main Street provides the only proven, comprehensive approach specifically designed to address
the issues and opportunities of traditional downtown commercial districts. Following the
approach is a requirement of initial and on-going designation. Downtown revitalization in the
context of historic preservation is central to the approach. Whether your program is project- or
committee-driven, the strategic inclusion of the components of Design, Organization, Economic
Vitality, and Promotion are vital to its success.
Public/Private Letter of
Agreement; DHCD
Contracts
Local commitment and support is critical to Main Street success. In designated communities, the
downtown organization signs a letter of agreement with the local government as well as an
organization contract with DHCD that clearly specifies the responsibilities of each entity.
Advancing Virginia Main Street communities are required to renew their contract with DHCD bi-
annually.
Submit timely
information to VMS
All designated Main Street communities must submit the following each year: 1) twelve monthly
reports (submitted quarterly); 2) salary survey; 3) program survey; and 4) an annual report that
includes: a) a vision and mission statement, b) the actual budget, including revenues and
expenses, c) a list of the board of directors, d) dates and topics of training for board, volunteers
and staff (including attendance record for VMS training), e) key accomplishments and
achievements, and f) the current Comprehensive Main Street work plan.
Resources for New Advancing Virginia Main Street Communities
DHCD provides the most intensive services in the first three years of Advancing Virginia Main Street
program designation. Special services are provided in the first year in order to help the community assess
issues facing downtown, map out a strategy for revitalization, and equip the community with tools and
techniques needed to succeed. The services listed below are provided to communities based on their
progressive performance in reaching appropriate targets and outcomes discussed by DHCD and the
community.
Resources for New Advancing Virginia Main Street Communities
Advancing Virginia Main Street
Services
New Advancing Virginia Main Street communities receive all services available to
established Advancing Main Street communities
Specialist Services and Technical Assistance
Resource Team Visit
A team composed of members from NMSC, DHCD, and specialists will spend several
days with local public and private stakeholders to analyze, evaluate, and make
recommendations for organizational work plan, budget, and marketplace development
direction. (On-site or Virtual)
Specialist Visits On-site visits by DHCD staff and subject matter experts to help communities address
specific issues identified during resource team visits. (On-site or Virtual)
Annual Evaluations DHCD and outside professional staff may provide on-site organizational progress
assessments and recommendations.
Program Support and Professional Development
NMSC Network Membership Benefits include subscriptions to technical publications, newsletters, trainings and access
to archived resources.
Work Planning Assistance DHCD staff is available to facilitate local strategic and work planning. (On-site or Virtual)
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Marketing
Road Signage Road signs to denote Main Street designation are provided.
Public Relations Regular press coverage and exposure provided through media releases and marketing
materials, consumer advertising, and other promotional opportunities.
Resources for Established Advancing Virginia Main Street Communities
Restored facades, lower vacancy rates, and new streetscapes are not signs that revitalization is
finished. It means that Advancing Virginia Main Street programs are entering the management phase
and must continue to meet all designation requirements. DHCD provides ongoing services to assist
current communities in maintaining long-term effectiveness and progress. Using a performance-
based approach, DHCD will provide the services listed below, as resources allow and as determined
between the community and DHCD to set appropriate strategic outcomes.
Resources for Established Advancing Virginia Main Street Communities
Tier Three Services
Established Advancing Virginia Main Street communities are eligible for all the
services of Mobilizing Main Street communities. They are also eligible to participate
in the Idea Pitch competition but not the Commercial District Affiliate grant
program.
Specialist Services and Technical Assistance
Design Assistance Comprehensive assistance from an architect experienced with older historic
commercial architecture, including façade designs, consultations, and training.
Specialist On-site Visits DHCD staff available on request.
Remote Consultation DHCD and NMSC staff members available by phone, video meetings, and e-mail.
Organizational Visit
DHCD and/or NMSC staff assists with organizational issues including roles and
responsibilities of staff and Board. Assistance includes: annual work plan
development, fund development, volunteer management plans, and non-profit
organizational management. Additional topics available. (On-site or Virtual)
Annual Evaluations An annual evaluation is conducted to determine NMSC Accreditation according to
ten performance standards which provides national recognition.
Research DHCD research assistance on topics of interest using state and national contacts.
Program Support and Professional Development
Program Director Training Regular training by state and national experts is provided. Local program directors
must attend.
Regional Board Training Board members are required to attend State or National Main Street Board training
within one year of the beginning of their term of service.
Virginia Main Street Conferences,
Webinars and Trainings
A variety of training for local program professionals, public and private partners, and
local officials. Provided by DHCD and outside specialists to include virtual, classroom
and field session training, as well as presentations on downtown revitalization topics.
Main Street Now Conference Scholarships to the NMSC’s annual conference are provided as resources allow. (Only
available to Accredited Main Street communities.)
Resource & Information Sharing
Frequent electronic communications from the NMSC and DHCD assist local
programs with accessing programs, services, and information around the Main Street
global network. On-site state and regional meetings provide networking and
resourcing opportunities among local programs.
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Marketing
Public Relations Regular press coverage and exposure provided through media releases and
marketing materials, consumer advertising, and other promotional opportunities.
Use of Main Street Logo The Main Street America logo is available for use only by nationally accredited
communities.
Use of VMS Logo The Virginia Main Street logo is available for use only by designated Advancing Main
Street communities.
Consultant Services
DHCD, through the VMS program, provides consultant services that are connected to the
ongoing work and plans of Advancing Virginia Main Street, Mobilizing Main Street, and
Exploring Main Street communities as resources and eligibility allow. Steady progress in
meeting fundamental activities must occur during the first three to five years of the
organization’s Advancing Virginia Main Street designation in order for specialist services to
continue. Progress on fundamental activities will be assessed during end-of-year evaluations.
Architectural Design Services
Design services are available, as program resources allow, for a variety of services. Those
services, based on the scope of work identified by DHCD and the architectural design service
consultant each program year, may include the following services.
Site visits - Site visits can include meetings with property owners and studying individual
buildings to find feasible design solutions for historically sensitive restoration and
maintenance. Design consultations will range from providing assistance with compatible
signage design to storefront design and rehabilitation recommendations. The Consultant shall
also provide general technical assistance on proper building rehabilitation techniques
consistent with the Secretary of the Interior’s Standards for Rehabilitation, as well as look at
non-building improvements such as streetscape or parking lot layouts.
Long Distance Façade Renderings – Long distance façade improvement renderings and
recommendations that property owners can use to complete their projects in a historically
sensitive manner.
Specialized Design Visits – A limited number of specialized design visits are offered to
Advancing Virginia Main Street communities. The purpose of the visits may include:
a. Wayfinding Sign Systems. Wayfinding consultation includes a preliminary inventory of
existing signs, interviews with key stakeholders in the community about the need for a
system, potential destinations, and current and potential graphics or system. During the
visit, a presentation to the community summarizes these findings along with an overview of
how wayfinding works, and recommendations for next steps. A follow-up report includes
schematic designs for the community including gateway and trailblazer signage, shows
examples from other communities, and provides guidance for the community to move
forward with designing and implementing a system. This guidance includes cost estimates
and examples, but not construction documents.
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b. Adaptive Reuse/Feasibility Study. Feasibility studies show property owners and the
community how to proceed with making improvements to “white elephant” buildings or
buildings “ready for demolition.” A feasibility study visit includes the evaluation of the
building, which can be roughly 30 feet wide by 100 feet deep and two-stories high. The
visit also includes a preliminary assessment of the building’s architectural features and
historic value, documentation of the building, and an interview with the property owner to
learn possible uses. The feasibility report outlines a scope of work to bring the building
back into service, a building code analysis, potential uses, plans, historic tax credit
potential, and a range of comparable construction cost estimates.
c. Other Study. In the course of the year, if another type of study related to design or
aesthetics is determined necessary by the DHCD, a specialized site visit can be customized
to that need.
Only Advancing Virginia Main Street organizations may apply for these services. DHCD
approves each service in consultation with the Consultant (architect). Service value ranges from
$1,500 -$25,000 per project, depending on the service.
Organization Visits
Organization visits must involve the local Advancing Virginia Main Street organization board,
all of the committees, staff, local government representatives and other local Main Street
stakeholders. Organization services are available, as program resources allow, for a variety of
services. Those services, based on the scope of work identified by DHCD and the National
Main Street Center each program year, may include the services described below.
Organizational Assessment Visit - NMSC and DHCD staff conduct a one or two-day visit to
evaluate an Advancing Virginia Main Street organization’s efforts, recognize the program’s
accomplishments and develop strategies for future programming. This includes assessing the
Advancing Virginia Main Street program’s structure, strategic plan, and committee work plans.
The consulting team looks at Board health, the effectiveness of each committee to ensure that
Design, Promotion, Economic Vitality, and Organization activities are included, and the
perception of the Advancing Virginia Main Street organization by local government leaders
and stakeholders. A final report providing recommendations for the Advancing Virginia Main
Street program will be provided shortly after the visit.
Organization Consulting Visit - NMSC provides, in coordination with DHCD, one- to one-
and-half day visits for communities needing additional board and committee training, strategic
planning assistance, fundraising planning, and/or work plan development. The NMSC
consultant customizes each organizational visit.
Fundraising Plan Development - NMSC provides, in coordination with DHCD, one-and-a-half
day visits for communities needing additional fundraising development assistance. This service
helps the organization plan, implement, and market a comprehensive fundraising campaign
tailored to challenges and opportunities in a specific community.
Promotional Assessment Visit - NMSC provides, in coordination with DHCD, one-and-a-half
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day visits for communities needing assistance evaluating their promotions events and
calendars. This service helps the organization better plan, implement, and market a
comprehensive promotional calendar given the distinct challenges and opportunities in a
specific community.
Advancing Virginia Main Street communities are eligible for these organizational services,
valued at an estimated $7,500 each. DHCD, at its discretion and as funds are available, may
offer any organizational consulting visits and services to Exploring Main Street and Mobilizing
Main Street communities that are working to pursue Advancing Virginia Main Street
designation.
Downtown Development Planning / Economic Vitality Visits
Economic Vitality services are available, as program resources allow. Those services, based on
the scope of work identified by DHCD and the National Main Street Center each program year,
may include the follow services.
Community Transformation Strategy - NMSC and DHCD staff conduct a two-day visit to
assist in creating a downtown development plan, identifying and prioritize work for the
Economic Vitality Committee, and developing a market position strategy. The visit usually
includes a two- to three-hour work session and results in a final report providing
recommendations for the Advancing Virginia Main Street organization’s economic vitality
strategies. The report will be provided shortly after the visit. All visits are customized based on
a community’s previously completed economic vitality studies and planning.
This service is only effective with the full involvement of the Advancing Virginia Main Street
Board, Economic Vitality Committee, staff, local downtown development experts and local
stakeholders.
Only Advancing Virginia Main Street communities are eligible for this service with priority
given to Accredited Main Street America programs. The value of this service is estimated at
$7,500.
Center for Nonprofit Excellence
The Center for Nonprofit Excellence (CNE) is a 501(c)(3) that provides consulting, training,
information, tools, and resources to nonprofits organizations. Advancing Virginia Main Street
communities may access CNE member services such as:
- Discounted training rates for board, management, and finance,
- Leadership mentoring, coaching, and mastermind groups,
- Best practices information and research, and
- Online job board, event calendar and social media postings.
More information about CNE and their services can be found at their website,
www.thecne.org. If used to its full capacity, this service value is estimated at approximately
$1,000 or more per community, annually.
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Grant Funding
Each year Advancing Virginia Main Street communities are eligible for competitive grant funding,
with NMSC accredited communities given first priority.
Applications must be completed through DHCD’s CAMS online system. All applicants must
complete an organization profile before submitting an application. Applicants are encouraged
to consult with DHCD/Virginia Main Street staff throughout the grant application process to
ensure compatibility with the program’s desired outcomes.
Quarterly progress and final reporting through CAMS are required.
Downtown Investment Grants
Purpose: Downtown Investment Grants (DIGs) allow Main Street organizations to take on
unique, one-time projects that measurably, creatively, and sustainably advance the
organization’s goals and strategies. DIGs involve multiple downtown partners and require
active leadership and participation by the organization’s board, committees and volunteers.
Communities are encouraged to utilize Consultant Services to develop design projects, as well
as the planning and organizational support components for economic vitality projects. DIGs
can be used to complete projects, provide seed funding for new projects, develop a website or
mobile application, or close financing gaps to allow a project to become fully funded. Other
categories contributing to economic vitality will be considered.
Each fiscal year, DHCD publishes a Downtown Investment Grants (DIGs) application instruction
manual that outlines all program requirements, application deadlines and available grant
amounts. Applicants are strongly encouraged to consult with DHCD staff throughout the grant
application process to ensure compatibility with the program’s desired outcomes.
Financial Feasibility Grants
Purpose: Financial Feasibility Grants allow Advancing Virginia Main Street organizations to
work with owners of significant “white elephant” buildings or those with non-productive upper
floor space. The purpose is to identify the highest and best use of such properties, and to
develop sufficient information to allow the owner or the Advancing Virginia Main Street
organization to market the rehabilitation and reuse of the property to private developers and
investors. Feasibility grants can fund the development of preliminary engineering reports,
environmental reports, and market demand studies for an identified highest and best use and
gap-financing research for identified properties, as well as identify sources and uses for
funding the rehabilitation.
Financial Feasibility grants are available on a rolling basis as funds are available. These grants
target projects that hold the potential for positive impact on the Economic Vitality goals and
strategies. Priority is given to projects that demonstrate the presence of: match funding, a
financial feasibility team with appropriate credentials, and the organization’s capacity to
complete the project on time. Feasibility grants require the awarded organization to complete
a full study as designed during contract negotiations.
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Each fiscal year, DHCD publishes a Financial Feasibility Grant application instruction manual
that outlines all program requirements, application deadlines and available grant amounts.
Applicants are strongly encouraged to consult with DHCD staff throughout the grant
application process to ensure compatibility with the program’s desired outcomes.
DHCD, at its discretion and as funds are available, may offer Financial Feasibility Grants to
Exploring Main Street and Mobilizing Main Street communities.
Performance Monitoring
DHCD maintains long-term relationships with Advancing Virginia Main Street communities. To
keep their progress visible, Advancing Virginia Main Street Communities are required to
submit quarterly and annual performance reports (see Appendix C).
Main Street America Standards of Performance
NMSC has ten (10) Standards of Performance that a community program must meet to be
considered an Accredited Community (See Appendix D). Receiving Accredited Main
Street America status is a prestigious designation. While every Advancing Virginia Main Street
program can work toward accreditation, not every program receives it every year. DHCD
evaluates Advancing Virginia Main Street programs every year and submits those eligible for
national accreditation to NMSC for recognition.
Performance to the accreditation standards of the NMSC is required of all Advancing Virginia
Main Street communities. Failure to achieve accreditation for two consecutive years may result
in a program losing Advancing Virginia Main Street designation. If an Advancing Virginia Main
Street program is unable to meet the accreditation standards, the organization, DHCD, and the
local government will agree upon a remedial action plan.
Non-Compliance and Remediation
Occasionally, a community with an interest in maintaining Advancing Virginia Main Street
designation encounters difficulty meeting the requirements in one or more areas. The
organization is strongly recommended to contact DHCD as soon as possible to discuss the
situation, arrange assistance, and develop a schedule to address the issues in a timely manner.
DHCD will review the reporting information that programs submit (Appendix C) and will work
with localities, as needed, to strengthen areas that may impact the program’s effectiveness and
its ability to meet designation requirements. In such cases, DHCD will offer targeted assistance
to the program, including assisting with the development of a detailed work plan to address
areas of concern in a timely fashion.
Advancing Virginia Main Street communities that are unable to meet accreditation
requirements for two consecutive years will be offered the choice to: 1) join the Mobilizing
Main Street program and commit to a remediation plan designed by DHCD to address the
organizational issues preventing the community from achieving full accreditation, or 2) be
placed in the Exploring Main Street program. At DHCD’s sole discretion, and based on
extenuating circumstances, DHCD may allow additional options for participation.
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Communities choosing option one (1) above that successfully complete their remediation plan
will have their Advancing Virginia Main Street designation reinstated administratively. If the
community is not able to successfully complete the remediation plan, they will relinquish their
Advancing Virginia Main Street designation. Any former Advancing Virginia Main Street
community may re-apply for designation through the competitive application process during a
regular VMS designation round.
Dedicated and well-planned efforts by a local program to meet designation requirements are
vital to continued economic health in downtown and a strong partnership with DHCD.
Additional special services may be provided at DHCD discretion to help the community with
designation requirements and strengthening their organization. Other staff and consultant
services may be provided to assist with this organizational growth, as well as to identify areas
of improvement.
DHCD will always work to assist communities in maintaining their designation.
Fine Print
Until a community achieves Advancing Virginia Main Street accreditation, they may not use the
Main Street America™ logo, unless they have been accredited or are affiliated, through
membership, with Main Street America™. A community may not use the Virginia Main Street
logo unless it achieves Advancing Virginia Main Street designation. Former Advancing Virginia
Main Street Communities, who are no longer designated, may not continue using the logo
until they have been re-designated as an Advancing Virginia Main Street community.
MAIN STREET AMERICA™ word and logo marks: The Licensee’s right to use, and to delegate
use of the MAIN STREET AMERICA™ word mark and the following MAIN STREET AMERICA
logos are limited to use made to identify the Licensee as a member in good standing as a
Coordinating Partner Member in the MAIN STREET AMERICA program, and to identify Local
Programs, that are members in good standing of the MAIN STREET AMERICA program at the
Affiliated and Accredited membership levels.
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APPENDICES
Appendix A: Traditional Main Street® Districts
The Virginia Main Street Program is a preservation-based economic and community development
program that follows the Main Street Approach created by Main Street America. The program was
designed to address the need for revitalization and on-going management of smaller to mid-sized
downtowns and uses the traditional assets of downtowns as a catalyst for revitalization. Nationwide
and in Virginia, successful Main Street districts share certain common characteristics:
A pedestrian scale and orientation;
A critical mass of buildings and businesses which form the foundation for revitalization efforts;
A critical mass of structures that would be eligible for frequently used rehabilitation incentives
(for example, state and federal tax credits and local tax abatement).
In order to assure a physical setting conducive to applying the Main Street Approach to commercial
revitalization, Mobilizing Main Street and Advancing Main Street districts must have:
At least 50 commercial enterprises and 70 commercial structures;
At least 2/3rds of the structures are commercial (or commercially zoned) buildings and have
a pedestrian scale and orientation including such elements as ground floor storefronts;
At least 25 percent of the linear street frontage has a setback of 15' or less from the
sidewalk;
A compact size and regular pattern of sidewalks so that it can be comfortably walked by
pedestrians.
Communities interested in Mobilizing Main Street or Advancing Virginia Main Street designation may
request that DHCD review a potential district for its appropriateness. Advancing Main Street programs
seeking to enlarge the boundaries of their current districts must also meet these guidelines for the
expanded district. Exploring Main Street communities are not required to have a traditional district,
but should have a pedestrian-oriented commercial district and submit the appropriate maps along
with their application. For Exploring Main Street and Mobilizing Main Street communities that plan to
pursue Advancing Virginia Main Street designation in the future, it is suggested that the traditional
district criteria be used in order to prevent the need for a change to the boundaries when application
for designation is made.
The community must propose specific boundaries for the commercial district revitalization effort and
provide evidence that the district meets these criteria. DHCD can provide assistance with methods for
compiling this information including building and business inventories, as well as guidance on how to
measure setbacks.
DHCD will review the district criteria and make an on-site visual assessment of the commercial district
at the request of the community to determine the appropriateness of the proposed new or expanded
district. A written summary of the assessment can also be provided.
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Appendix B: Main Street Fundamental Activities
While individual projects and activities are unique to the community, there are some general tasks and
types of projects found to be vital to the progressive growth of a Main Street program. These
competencies are meant to be a base level of activity, and communities should strive to undertake
more challenging projects as they build capacity.
In order to build a strong foundation for the program, a very active Board of Directors should work on
many of the projects listed under this category. Although there are many important organizational
tasks, it is necessary to remember that the Main Street Approach is comprehensive. Activities in the
areas of Economic Vitality, Design, Promotion, as well as Organization, are also essential for an action-
oriented program that achieves successful, on-going revitalization of the historic central business
district.
Broad community engagement supports the implementation of a successful Main Street program. A
collaborative Main Street vision with wide support drives quantifiable outcomes that demonstrate
economic impact to funders and key stakeholders. The Main Street Approach consists of three
tightly-integrated components:
1. Identifying local and regional assets, community vision, and understanding the local market
(Inputs)
2. Implementing transformation strategies through the Main Street Approach framework
3. Impact and measurement, monitoring quantitative, and qualitative outcomes (Outputs)
Fundamental Activities often build upon each other and are interrelated. While each community will
complete the fundamental activities in their own time frame, it is recommended that they be
completed in the general sequence in which they are listed. The activities listed are for guidance and
should not be considered all-inclusive or exhaustive.
ECONOMIC VITALITY
This element of the Main Street Approach concentrates on strengthening the district’s existing
economic base while finding ways to expand its economy and introduce compatible new uses. This
work is rooted in a commitment to making the most of a community’s unique sense of place and
existing historic assets, harnessing local economic opportunity and creating a supportive business
environment for small businesses and entrepreneurs.
The Economic Vitality Committee and/or project teams have the job of identifying new market
opportunities for the traditional commercial district, finding new uses for historic commercial
buildings, and stimulating investment in real property. To succeed, this committee must develop a
thorough understanding of the community’s economic condition and opportunities for incremental
market growth. Specifically:
Build entrepreneurial economies;
Strengthen and grow existing businesses and recruiting new ones;
Find new economic uses for traditional Main Street buildings;
Develop financial incentives and capital for business development and retail operations
layout;
Monitor the economic performance of the district.
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Basic
Complete and maintain building inventory for the downtown including:
o Rental rates
o Square footage
o Age of building
o Unique features
o Condition
o Ownership
o Vacancy
o Taxes
o Current photograph
Complete and maintain a business inventory for the downtown including:
o Cumulative number of businesses
o Ownership
o Product / Service
o Customers
o Amount of sales
o Sales patterns
o Lease conditions
o Availability (date / price)
Track program impact, including:
o Changes in sales tax revenue
o Changes in property tax revenue
o Net new jobs
o Net new businesses
o Amount of private investment
o Number of volunteer hours
Create a new business owners’ orientation kit. Develop a network of entrepreneur development
partners to assist new entrepreneurs and existing businesses (micro-enterprise development
organizations, SBDC, SCORE, EDA, Chamber of Commerce, etc.)
Intermediate
Complete market analysis including:
o Surveys
o Sales leakage assessment
o Business recruitment plan
o Business retention plan
o Summary report
Develop a downtown development vision and strategy
o Identify target niche markets
o Develop a downtown clustering/leasing plan/strategy
Develop and market economic development incentives, including
o Business seminars
o Loan pool programs
o Grant programs
Develop a small, local business recruitment packet and procedures
Develop business retention programs
Advanced
Expand organization’s role to develop or be a partner in the development of property in downtown
Expand organization’s role to provide micro-business development services, including micro-
financing, credit building, etc.
Tap the power of local banks for local investment and work with financial institutions to create
additional lending platforms (e.g. linking local deposits with local loans)
Develop community owned and supported businesses
Start a Local Investment Opportunity Network (LION) or other local angel investor “club”
Find ways to incorporate crowdfunding (e.g., Kickstarter.com, Indiegogo.com, Fundrise.com) into
new business development
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DESIGN
This element of the Main Street Approach focuses on improving the physical environment by
renovating buildings, constructing compatible new buildings, improving signs and merchandise
displays, creating attractive and usable public spaces and ensuring that planning and zoning
regulations support Main Street revitalization.
The Design Committee and/or its project teams play a key role in shaping the physical image of Main
Street as a place attractive to shoppers, investors, business owners, and visitors. To succeed this
committee must persuade business owners, building owners, and civic leaders to adopt a specific
approach for physical improvements to buildings, businesses, and public improvements. Specifically:
Educate others about good design by enhancing the image of each business as well as that of
the district;
Provide good design advice by encouraging quality improvements to private properties and
public spaces;
Plan Main Street’s development by guiding future growth and shaping regulations;
Motivate others to make changes by creating incentives and targeting key projects.
Basic
Develop and market improvement incentives and assistance including:
o Working with the Virginia Department of Historic Resources to list the downtown district
on the National Register of Historic Places and/or the Virginia Landmarks Register
o Design assistance through VMS consultant
Evaluate existing physical assets – buildings, streets, public signs, parking lots and open spaces
Inventory conditions of physical environment
Façade improvements
Intermediate
Develop and market improvement incentives and assistance including:
o Loan programs
o Grant programs
o Design Assistance through VMS services
Explore a formalized design review process with custom design guidelines
Develop district identification signs
Create a detailed and visually appealing map of downtown
Photograph downtown extensively; including before, during and after photos of rehabilitation
work and promotional events; Streetscape improvements
Mid-size rehabilitation projects
Advanced
Conduct a traffic study
Conduct a parking study (if appropriate)
Continue façade improvements
Large rehabilitation projects
New development
Infill development
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PROMOTION
This element of the Main Street Four Points deals with marketing the district’s assets to residents,
visitors, investors, and others through special events, retail promotion, and activities that improve the
way the district is perceived.
Promoting Main Street takes many forms, but the ultimate goal is to position the downtown or
commercial district as the center of the community and the hub of economic activity, while creating a
positive image that showcases a community’s unique characteristics. To be effective this committee
and/or project teams must move beyond cookie-cutter downtown promotion ideas. Specifically:
Understand the changing market - identifying both potential shoppers and the competition;
Identify downtown assets - including people, buildings, heritage and institutions;
Define Main Street’s market niche - its unique position in the marketplace;
Create new image campaigns, retail promotions and special events - to bring people back to
downtown.
Create coordinated website, social media, and direct e-mail platforms
Develop, approve and publish a balanced annual calendar of promotional events that includes a
mix of special events, retail and image events.
Evaluate promotional events - including information on number of attendees and impact in
reaching program goals
Develop a media resource list
Conduct outreach / media relations activities including:
o Press releases
o Print media columns
o Press liaison
o Feature articles
o Radio/TV talk shows
Create a downtown business directory
Initiate and complete at least one special event
Initiate and complete at least one retail event
Conduct downtown image development activities including:
o Identify downtown’s assets
o Compile information about the marketplace
o Analyze data
o Match assets with market niches
o Write a positioning statement
o Conduct Image advertising (Examples: social media, newspaper, radio, TV, direct email, etc.)
o Develop collateral materials (Examples: entrance signs, banner, shopping bags, buttons,
Tee-shirts w/ logo)
o Develop media relations (Examples: media kits, press releases, press receptions for major
projects, TV, radio and newspaper interviews)
o Develop image-building events (Examples: downtown progress awards ceremonies,
ribbon-cutting for new projects, “before and after” renovation displays)
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ORGANIZATION
A strong organizational foundation is crucial for a sustainable Main Street revitalization effort. This
element of the Main Street Four Points focuses on building collaboration among a broad range of
public and private sector groups, organizations and constituencies.
The Organization Committee and/or its project teams play a key role in keeping the board,
committees and staff functioning by attracting people and money to the Main Street Program. To
succeed, this committee must take responsibility for managing these financial and logistical aspects of
the non-profit organization:
Raise money - for projects and administration, from donations and sponsorships;
Oversee volunteer activities- recruit and supervise people, and reward good work;
Promote the program - to downtown interests and the public;
Manage finances - develop good accounting procedures.
In general, projects grouped in the basic category should be completed before the organization
moves onto intermediate activities. Intermediate activities should be completed before tackling
advanced projects. This progression will serve to build a strong foundation upon which the
organization can build a long-term, successful program.
Basic
Develop an organizational structure, Articles of Incorporation and by-laws
Formulate accounting systems (It is suggested that all programs have an annual audit by a CPA.)
Bookkeeping system
Payroll/employee number
Bank/charge accounts
Hire a Program Director
Set up Main Street office including:
o Permanent Location
o Equipment
o Furnishings
Registrations: state, county, city
Develop a clear, shared mission and write it as a mission statement
Hold annual work planning sessions
Develop a written work plan
o Achieve Board approval
o Send to VMS
Form committees and hold regular meetings
Intermediate
Develop an organization logo (letterhead, etc.)
Develop 501(c)(3) non-profit application to Internal Revenue Service (IRS)
Develop an annual Board approved budget
Initiate an annual, signed agreement with local government
Create and regularly update job descriptions for both staff and volunteers
Compile and send Board of Directors list, including contact information and mini-resume for each
Officer and Director
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Advanced
Develop a five-year fundraising plan including:
o Sustainable and diverse income base
o List of private contributors
o At least one fundraising event
o Produce an informational brochure about the organization
o Develop various methods for communicating with donors throughout the year
Create email and snail mailing lists for the organization including:
o Downtown business owners
o Downtown property owners
o Local interest groups
o Officials
o Supporters
Develop a communications strategy
o Website
o Social media
o Downtown map with business and attractions directory
o Print and broadcast media resources
o Downtown brochure
Build a volunteer database
o Develop and maintain a method for documenting volunteer hours and skill sets
o Develop and maintain a Volunteer Participation waiver
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Appendix C: Reporting Information Required for Advancing Virginia Main Street
Communities
Main Street program performance information must be submitted to DHCD each year. This serves the
dual purpose of determining eligibility for recognition as an Accredited Main Street America™
Community and providing an opportunity for targeted assistance from VMS as needed. Communities
must submit:
Monthly business creation, job creation and investment reports, which are submitted quarterly
to DHCD
An annual report that includes:
Vision and mission statement,
The actual budget, including revenues and expenses,
List of board of directors,
Dates and topics of training for board, volunteers and staff (including attendance record for
VMS training),
Key accomplishments and achievements,
Policies and procedures,
The current Comprehensive Main Street work plan,
Salary and benefits survey, and
Program evaluation survey.
If these items are not submitted, or indicate that the organization may not be meeting accreditation
requirements, DHCD will immediately begin working with the community on a plan to maintain
designation.
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Appendix D: Main Street America Accreditation
Main Street America™
Nationally Recognized. Locally Powered.
The Main Street America network consists of well over 1,000 community based organizations and 45
city, state, and regional Coordinating Programs working together to create vibrant, people-centered
places to live, work, and play. United by a commitment to revitalizing historic downtowns and
commercial districts, Main Street America communities represent the great diversity this country has
to offer, from small rural towns to busy urban corridors, and everything in between.
Being a recognized community or program of Main Street America is a mark of distinction, and
represents a commitment to continual improvement, community engagement, and rigorous outcome
measurement. The status that comes with being a part of this network also sends a strong message to
local stakeholders, as well as city, state, and national funders. It signifies that you are part of a greater
movement that has a proven track record for generating impressive economic returns for the
economy, preserving community character, and celebrating local history.
Each year, Coordinating Programs may designate their Main Street America communities as either
Accredited or Affiliate programs. The guidelines for each category are below.
Accredited
Being a Main Street America Accredited community is a mark of distinction that signifies commitment
to comprehensive revitalization, community engagement, and rigorous outcome measurement. These
are programs or organizations that have a proven track record of success in planning, implementing,
and measuring results that align with the Main Street Approach and have met a series of rigorous
accreditation standards.
Main Street America Accreditation Criteria
Has developed vision and mission statements relevant to community conditions and to the
program’s organizational stage.
Has a current work plan which ties directly to the community’s vision and mission
statement and prioritizes activities based on established community transformation
strategies
Actively demonstrates a commitment to reusing older and historic buildings within the
district.
Demonstrates active engagement with key community stakeholders, including local
government. Has active Board of Directors which meets regularly and conducts annual
review of Director.
Has an adequate operating budget.
Has paid professional staff.
Staff/board/volunteers attends ongoing training as required by Coordinating Program.
Tracks and Reports key statistics in accordance with NMSC guidelines.
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Terms and Conditions of Receiving Designation
Makes use of “Main Street America” Logo as required by terms of NMSC branding
licensing agreement.
Is a member in good standing with the National Main Street Center.
In exceptional circumstances, Coordinating programs or NMSC may designate programs that
do not meet certain governance or programmatic requirements.
Affiliate
Main Street America Affiliates are programs or organizations that have demonstrated a commitment
to the comprehensive community revitalization and are on the pathway to achieving meaningful
economic, social, physical and organizational improvements in their downtown or commercial districts.
Affiliate communities are selected by their Coordinating Program according to local criteria, or by
NMSC in consultation with existing Coordinating Program. NMSC may also designated Affiliates in
areas where there is no Coordinating Program.
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Appendix E: Virginia Main Street At-A-Glance
AT-A-GLANCE
VIRGINIA MAIN STREET PROGRAM
How to Apply for Designation
Any Virginia community may participate under Introducing Main Street. Applications for Exploring
Main Street and Mobilizing Main Street are accepted on a rolling basis. Application rounds for
Advancing Virginia Main Street designation are competitive and held every few years as state
resources allow. Communities with an interest in Advancing Virginia Main Street designation are
encouraged to start with Exploring Main Street or Mobilizing Main Street and work toward
competence in the Main Street Approach until the next designation cycle.
How to Apply for Grants
Application rounds are typically held each spring for funding projects beginning on or around July 1,
as state resources permit. Matching requirements vary depending on the nature of the program.
Introducing Exploring Mobilizing Advancing VA
Main Street Main Street Main Street Main Street
REQUIREMENTS
Employ the Main Street Approach Encouraged,
not required ● ● ●
Attend Trainings Encouraged,
not required
At least 1 per
year ● ●
Member of the National Main Street
Center Network
Encouraged,
not required Goal ● ●
Reporting Requirements Minimal Annual Quarterly and
Annual
Traditional Main Street District ● ●
Public/Private Letter of Agreement Encouraged,
not required ●
DHCD Contract Encouraged,
not required ●
Independent Downtown Organization Goal ●
Diversified & Sustainable Funding Goal ●
Employ an Executive Director Goal ●
Organizational Systems & Structures:
Vision, Mission, and Work Plan Goal ●
Competitive Application and maintain
NMSC Accreditation ●
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Introducing Exploring Mobilizing Advancing VA
Main Street Main Street Main Street Main Street
SERVICES THROUGH VIRGINIA MAIN STREET PROGRAM
Virginia Main Street Trainings/Workshops ● ● ● ●
Telephone Consultation ● ● ● ●
Main Street Information Resources and
Sessions ● ● ● ●
Organizational Assistance ● ● ●
Community Milestone Awards ● ● ●
Award Program Eligibility ● ● ●
Designated Staff Contact at DHCD ● ●
Director Training/Professional
Development ● ●
New Director Orientation ● ●
Media Releases About Your Community ● ●
Work Plan Retreat for Board ● ●
Economic Vitality Assistance ●
Promotion Development Assistance ●
Design Services and Assistance ●
Training and Event Scholarships As resources
allow
As resources
allow
Main Street America™ Accreditation
Review ●
May use the Main Street Trademark ●
Center for Nonprofit Excellence
Membership ●
SERVICES FROM MAIN STREET AMERICA™
Organization Consultant Visits As resources
allow ●
Fundraising Plan Development As resources
allow ●
Downtown Marketplace Assessment &
Plan Development As resources
allow ●
“Tune Up” Consultant Visits ●
Promotion Assessment Visit ●
COMPETITIVE GRANTS
Eligible for other DHCD Grants ● ● ● ●
Main Street Idea Pitch ● ● ●
DHCD Affiliate Grants ● ●
VMS Downtown Investment Grant ●
VMS Financial Feasibility Grant ●
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Department of Housing and
Community Development
600 East Main Street
Richmond, Virginia 23219
804-371-7171
mainstreet@dhcd.virgnia.gov
www.dhcd.virginia.gov/mainstreet
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Item e.
Date of Council Meeting: September 27, 2021
TOWN OF LEESBURG
TOWN COUNCIL WORK SESSION
Subject: Promotion of Leesburg Art, Culture, and History
Staff Contact: Russell Seymour, Director of Economic Development
Council Action Requested: A work session to discuss the promotion of the arts, culture, and
history in Leesburg.
Staff Recommendation: After researching and evaluating current needs and opportunities, staff
recommendations a comprehensive approach to tourism that focuses on the entire Town, and a
focus on the promotion of Leesburg as a destination for the arts, culture, and history.
Creation of a Tourism Zone:
o Reshape and modify the current Arts and Cultural District incentive to create a
Tourism Zone. The new zone would expand the current designated area to include a
larger portion of the Town, and to allow more opportunities for businesses.
o While the Tourism Zone would be the new “incentive” program, the Arts and Cultural
District designation would become the primary marketing name for the downtown
area.
o Tourism Zones are recognized by the state via the Virginia Tourism Corporation
(VTC) which promote established zones and grant opportunities.
o See Attachments #1, 2, and 3.
Creation of a Tourism Plan:
o Focus on Town priorities, provide marketing direction, and identify resources.
o As the Department of Economic Development is currently starting the development
of their strategic plan, a Tourism Plan could be incorporated.
o Additional initiatives could include:
Arts Trail – partnership with other localities.
Examples: Waynesboro, Danville and Richmond
Annual grant program focusing on smaller, “arts-focused” businesses.
Town Economic Development Website:
o Provide a new section focused on Leesburg tourism opportunities, attractions, and
events.
o Many smaller, attraction-focused businesses need marketing assistance.
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Item f.
Promotion of Art, Culture, and History
September 27, 2021
Page 2
Videos and Apps:
o Continue to update and expand the current Walking Tour App.
o Expand marketing of programs similar to the Virtual Art Tour.
o Create a series of videos for the website and YouTube on the following:
Arts in Leesburg
Historic Locations and Architecture
Conduct spotlights for artists and art-based businesses.
Increase focus on History:
o This would include, but not be limited to working closer with the Loudoun Museum
and the Marshall House.
o Highlight information provided by the Thomas Balch Library.
Community Events:
o Reason to Return – Use each event as a marketing opportunity.
o Focus on promoting the Town as a destination, not just for the event.
o Provide attendees with information on other reasons to visit Leesburg.
Example – Downtown business connection to the upcoming Virginia
Municipal League (VML) annual conference. See Attachment #4.
Commission Recommendation: None at this time.
Fiscal Impact: Dependent upon Council direction.
Work Plan Impact: Dependent upon Council direction. Several identified components could be
worked in with current economic development staff initiatives, and would require working with
other Commissions and staff liaisons such as the Commission on Public Art (COPA), and the
Thomas Balch Library Commission.
Executive Summary: During their June 7, 2021 Work Session, it was the consensus of Council to
have staff work on recommendations for the marketing and promotion of the Historic District and
the Art & Cultural District at a future work session.
Background: At their April 24, 2021 Planning Retreat, Council created a Work Plan item for
discussion regarding the promotion of art, culture, and history in Leesburg. At their June 7, 2021
Work Session, it was the consensus of Council to have staff work on recommendations for the
marketing and promotion of the Historic District and the Art & Cultural District in advance of a
follow-up work session.
Promoting an area’s art, culture, and historic assets provide localities with the opportunity to attract
visitors, increase revenue, and add to the overall quality of life. This type of promotion can also
help identify areas as “communities” thus instilling a sense of place, public pride, and ownership.
Per Council direction to date, staff has researched existing programs at the state, regional, and local
levels to identify additional initiatives, to modify existing ones, and to create and promote similar
opportunities in Leesburg.
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Item f.
Promotion of Art, Culture, and History
September 27, 2021
Page 3
Attachments:
1. Tourism Zone in Virginia
2. Tourism Zone Matrix
3. Tourism Zone Localities
4. VML Package Map
Rev. 05/27/2021
154
Item f.
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Item f.
156
Item f.
Tourism Zones in Virginia: Incentives Matrix
Locality Name of Tourism Zone Date Established Eligibility Requirements Local Benefits/Incentives Offered BPOL or Business License Tax Incentive Machinery and Tools Tax Incentive Real Estate Tax Incentive Business Tangible Personal Property Tax Incentive Targeted Industry Status or Expedited Review Water/Sewer Connection Fee Waivers or Reductions Fee Reductions, Waivers or Rebates (other than water/sewer)Sales, Meals or Lodging Tax Incentives Marketing Assistance Incentives not Specified
Fredericksburg Celebrate Virginia South - Central Park Tourism Zone 7/10/2007
1. Capital Investment: $500,000
OR
2. Create and sustain 25 FT jobs
1. Reduction or waiver of business license tax 2. Reduction or waiver of permit fees and/or water and sewer availability fees 3. Reduction of any type of gross receipts tax (meals, lodging, admissions, local sales) 4. Reduction of machinery, tools, and business personal property taxes, as applicable.
X X X X X X
Fredericksburg Downtown - Princess Anne Street Tourism Zone 7/10/2007 1. Existing business: $125,000 in capital investment or 5 new FT jobs2. New businesses: $250,000 or 10 new FT jobs
1. Reduction or waiver of business license tax 2. Reduction or waiver of permit fees and/or water and sewer availability fees 3. Reduction of any type of gross receipts tax (meals, lodging, admissions, local sales) 4. Reduction of machinery, tools, and business personal property taxes, as applicable.
X X X X X X
Spotsylvania Courthouse Corridor Tourism Zone 10/13/2009 1. Existing Business Capital Investment: $250,0002. New Business Capital Investment: $500,0003. Job creation requirement not included in ordinance
1. Tax rebates (BPOL and M&T)2. Targeted industry status (fast track development review, permitting and inspections)X X X
Spotsylvania Route 2 Corridor Tourism Zone 10/13/2009 1. Existing Business Capital Investment: $250,0002. New Business Capital Investment: $500,000
3. Job creation requirement not included in ordinance
1. Tax rebates (BPOL and M&T)2. Targeted industry status (fast track development review, permitting and inspections)X X X
Spotsylvania Lake Anna Corridor Tourism Zone 10/13/2009 1. Existing Business Capital Investment: $250,0002. New Business Capital Investment: $500,0003. Job creation requirement not included in ordinance
1. Tax rebates (BPOL and M&T)2. Targeted industry status (fast track development review, permitting and inspections)X X X
Blacksburg Downtown Tourism Zone 11/10/2009 $15,000 capital investment minimum 1. BPOL tax rebate2. Rebate of other town fees (building permit fees, water sewer connection fees, and rebate of fees from site plan review)X X X
Colonial Beach Colonial Beach Tourism Zone 9/9/2010 Must be an eligible tourism business making a substantial capital investment and creating new jobs in the tourism zone
1. BPOL Tax Exemption/Reduction2. Planning, zoning, and review fee rebate3. Other incentives may made available on a case-by-case basis X X
Fredericksburg Eagle Village
Tourism Zone 10/26/2010
1. Capital Investment: $500,000
OR
2. Create and sustain 25 FT jobs
1. Reduction or waiver of business license tax 2. Reduction or waiver of permit fees and/or water and sewer availability fees
3. Reduction of any type of gross receipts tax (meals, lodging, admissions, local sales) 4. Reduction of machinery, tools, and business personal property taxes, as applicable.
X X X X X X
Pocahontas Pocahontas Tourism Zone 1/17/2011 Not defined in ordinance 1. Business License Tax Rebate2. Real Estate Tax Rebate3. Application fee waiver X X X
Wytheville Wytheville Tourism Zone 9/26/2011 Capital investment: $15,000 1. BPOL Tax Rebate2. Fee reimbursements (building code fees, subdivision fees, water/sewer connection fees)X X X
Prince Edward Route 15 South Tourism Zone 12/13/2011 1. Existing businesses: $250,000 capital investment or 10 new FT jobs2. New businesses: $500,000 or 25 new FT jobs Not specified in ordinance X
James City James City County Tourism Zone 1/24/2012 Capital investment: $350,000
1. Reduction of development review fees2. BPOL grant3. Business tangible personal property grant4. Expedited review process
X X X X
Newport News Upper Warwick Blvd/Denbigh
Tourism Zone 2/14/2012 1. New businesses: $250,000 capital investment or 4 FTE jobs
2. Existing Businesses: $125,000 capital investment or 2 FTE jobs
1. Reduction or waiver of BPOL taxes2. Performance grants on tax revenue generation from meals, lodging, admissions, and local sales, as applicable X X
Newport News Patrick Henry Tourism Zone 2/14/2012 1. New businesses: $500,000 capital investment or 8 FTE jobs2. Existing Businesses: $250,000 capital investment or 4 FTE jobs
1. Reduction or waiver of BPOL taxes2. Performance grants on tax revenue generation from meals, lodging, admissions, and local sales, as applicable X X
Newport News Greater Hilton Tourism Zone 2/14/2012 1. New businesses: $250,000 capital investment or 4 FTE jobs2. Existing Businesses: $125,000 capital investment or 2 FTE jobs
1. Reduction or waiver of BPOL taxes2. Performance grants on tax revenue generation from meals, lodging, admissions, and local sales, as applicable X X
Newport News Southeast Community Tourism Zone 2/14/2012 1. New businesses: $250,000 capital investment or 4 FTE jobs2. Existing Businesses: $125,000 capital investment or 2 FTE jobs
1. Reduction or waiver of BPOL taxes2. Performance grants on tax revenue generation from meals, lodging, admissions, and local sales, as applicable X X
Fauquier Fauquier County Tourism Zone 3/8/2012 1. New businesses: $500,000 capital investment or 10 FT jobs2. Existing Businesses: $250,000 capital investment or 3 FT jobs
1. Tax rebates (BPOL, business tangible personal property, and M&T)2. Permit fee rebates (for site plans, building and zoning permits)3. Targeted industry status (expedited review program)X X X X X
Virginia Beach Resort Area Tourism Zone 3/13/2012 Not specified in ordinance Not specified in ordinance X
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Item f.
Tourism Zones in Virginia: Incentives Matrix
Locality Name of Tourism Zone Date Established Eligibility Requirements Local Benefits/Incentives Offered BPOL or Business License Tax Incentive Machinery and Tools Tax Incentive Real Estate Tax Incentive Business Tangible Personal Property Tax Incentive Targeted Industry Status or Expedited Review Water/Sewer Connection Fee Waivers or Reductions Fee Reductions, Waivers or Rebates (other than water/sewer)Sales, Meals or Lodging Tax Incentives Marketing Assistance Incentives not Specified
Tazewell Cavitt's Creek Park Tourism Zone 5/1/2012 1. $25,000 capital investment2. Create at least one full-time job
1. Investment grants (BPOL, M&T, and property tax)2. Targeted industry status3. Permit fee grant4. Marketing assistance
5. Additional incentives on case-by-case basis
X X X X X X
Tazewell Tazewell Area Tourism Zone 5/1/2012 1. $25,000 capital investment2. Create at least one full-time job
1. Investment grants (BPOL, M&T, and property tax)2. Targeted industry status3. Permit fee grant4. Marketing assistance5. Additional incentives on case-by-case basis
X X X X X X
Purcellville Old Town Tourism Zone 5/8/2012 1. Capital investment: $250,002. Must be a transient lodging facility Incentive types not specified in ordinance; reimbursable incentives for up to nine years X
Strasburg Arts and Tourism District 8/14/2012 Any business or organization defined as a qualified arts or tourism business 1. BPOL tax reduction or exemption2. Water and sewer fee reductions X X
Bristol Tourism Zone Overlay District 1/26/2013 Not specified in ordinance
1. Reduction of permit fees2. Reduction of user fees3. Reduction of any type of gross receipts tax 4. Permit process reform5. Exemption from ordinances as permitted by state code6. Gap financing
X X
Windsor Town of Windsor
Tourism Zone 3/11/2013 $25,000 capital investment 1. Reimbursement of town real estate tax
2. 50% reimbursement for initial facility fee for water services X X
Prince William Prince William Tourism Zone 6/18/2013 Not specified in ordinance Not specified in ordinance X
Albemarle Crozet Tourism Zone 8/16/2013 Not specified in ordinance Not specified in ordinance X
Buena Vista Buena Vista Tourism Zone 10/13/2013 1. Existing businesses: $250,000 capital investment 2. New businesses: $500,000
1. Business License Tax Rebate2. Real Estate Tax Rebate3. Targeted industry status (business placed in city's Fast Track Development Review, Permitting, and Inspections program)
X X X
Hillsville Town of Hillsville Tourism Zone 10/28/2013 1. Existing businesses: $250,000 capital investment and 5 new jobs2. New businesses: $500,000 and 5 new jobs
1. BPOL tax grant2. M&T tax grant3. Real estate tax grant4. Meals tax grant5. Lodging tax grant
X X X X
Tazewell Back of the Dragon Tourism Zone 11/12/2013 1. $25,000 capital investment
2. Create at least one full-time job
1. Investment grants (BPOL, M&T, and property tax)2. Targeted industry status3. Permit fee grant4. Marketing assistance5. Additional incentives on case-by-case basis
X X X X X X
Carroll County Carroll County Tourism Zone 11/14/2013 1. Existing businesses: $250,000 capital investment and 5 new jobs2. New businesses: $500,000 and 5 new jobs
1. BPOL tax grant2. M&T tax grant3. Real estate tax grant
4. Meals tax grant5. Lodging tax grant
X X X X
Waynesboro Downtown Tourism Zone 11/25/2013 Not specified in ordinance
1. Tax reimbursements (real estate, property tax, and BPOL)2. Fee reimbursements (building permit fee, tourism development zone application fee, sign permit fee)3. Marketing grants
4. Payment of membership dues to specific organizations5. Training scholarship6. Potential access to other city grant programs
X X X X X
Waynesboro East Main Tourism Zone 11/25/2013 Not specified in ordinance
1. Tax reimbursements (real estate, property tax, and BPOL)2. Fee reimbursements (building permit fee, tourism development zone application fee, sign permit fee)3. Marketing grants4. Payment of membership dues to specific organizations5. Training scholarship6. Potential access to other city grant programs
X X X X X
Waynesboro Interstate Tourism Zone 11/25/2013 Not specified in ordinance
1. Tax reimbursements (real estate, property tax, and BPOL)
2. Fee reimbursements (building permit fee, tourism development zone application fee, sign permit fee)3. Marketing grants4. Payment of membership dues to specific organizations5. Training scholarship6. Potential access to other city grant programs
X X X X X
Saint Paul Saint Paul Tourism Zone 12/16/2013 Not specified in ordinance
1. Real estate tax reimbursement2. Business license fee waiver3. Sewer connection fee waiver4. Marketing incentives
X X X X
158
Item f.
Tourism Zones in Virginia: Incentives Matrix
Locality Name of Tourism Zone Date Established Eligibility Requirements Local Benefits/Incentives Offered BPOL or Business License Tax Incentive Machinery and Tools Tax Incentive Real Estate Tax Incentive Business Tangible Personal Property Tax Incentive Targeted Industry Status or Expedited Review Water/Sewer Connection Fee Waivers or Reductions Fee Reductions, Waivers or Rebates (other than water/sewer)Sales, Meals or Lodging Tax Incentives Marketing Assistance Incentives not Specified
Danville Danville Tourism Zone 12/17/2013 Not specified in ordinance Not specified in ordinance X
Rockbridge Natural Bridge Tourism Zone 1/13/2014 1. Existing businesses: $250,000 capital investment and 5 new FT jobs2. New businesses: $500,000 in capital investment and 10 new FT jobs
1. BPOL tax rebate (50%)2. Priority consideration and review of all county permit applications3. Building and zoning fee rebate (50%)X X X
Rockbridge Raphine Tourism Zone 1/13/2014 1. Existing businesses: $250,000 capital investment and 5 new FT jobs2. New businesses: $500,000 in capital investment and 10 new FT jobs
1. BPOL tax rebate (50%)
2. Priority consideration and review of all county permit applications3. Building and zoning fee rebate (50%)X X X
Prince George Exit 45 Tourism Zone 4/8/2014 1. Existing business: $125,000 in capital investment or 5 new FTE jobs2. New businesses: $250,000 or 10 new FTE jobs
1. Discount of 50 percent on initial connection fees for water and sewer 2. "Gap" financing through allocation of local sales tax, not to exceed $200,000.00, in conjunction with the authorized state financing program 3. Rebate of 25 percent of collected meals tax revenue for new businesses for five years 4. Rebate of 25 percent of new local sales tax, new meals tax or new transient occupancy taxes for expanded businesses for five years 5. A guaranteed 21 calendar day review process of site plans.
X X X
Norfolk 100Main Tourism Zone 5/20/2014 Not specified in ordinance Not specified in ordinance X
Culpeper Town of Culpeper Business Investment Area Zone 6/10/2014 1. Existing business: $50,000 in capital investment or 2 new FT jobs2. New businesses: $100,000 or 4 new FT jobs Not specified in ordinance X
Front Royal Downtown Business Tourism Zone 3/23/2015
1. A minimum new capital investment of $25,000.2. A minimum creation of one new (1) job.3. Conformance with the Town’s Comprehensive Plan.4. Compliance with the Town Code.
1. BPOL tax reduction2. Permit fee reduction3. Tap fee incentive X X X
Front Royal Community Business Tourism Zone 3/23/2015
1. A minimum new capital investment of $25,000.2. A minimum creation of one new (1) job.3. Conformance with the Town’s Comprehensive Plan.4. Compliance with the Town Code.
1. BPOL tax reduction2. Permit fee reduction3. Tap fee incentive X X X
Front Royal Entrance Corridor Tourism Zone 3/23/2015
1. A minimum new capital investment of $25,000.2. A minimum creation of one new (1) job.3. Conformance with the Town’s Comprehensive Plan.4. Compliance with the Town Code.
1. BPOL tax reduction2. Permit fee reduction3. Tap fee incentive X X X
Hampton Hampton Waterfront Tourism Zone 4/8/2015 Not specified in ordinance Not specified in ordinance
Hampton Coliseum Central Tourism Zone 4/8/2015 Not specified in ordinance Not specified in ordinance
Lynchburg Lynchburg Tourism Zone 9/8/2015 Not specified in ordinance Gap financing X
Warrenton Warrenton Tourism Zone 1/12/2016 1. Existing business: $100,000 in capital investment and 2 new FT jobs2. New businesses: $250,000 and 5 new FT jobs
1. Tax rebates (BPOL, tangible business personal property, M&T)2. Permit fee waivers or rebates (site plan, building, and zoning permits)3. Targeted industry status (accelerated review program)X X X X X
Farmville Town of Farmville Tourism Zone 1/13/2016 1. Existing business: $50,000 in capital investment2. New businesses: $250,000
1. Waiver of twenty-five (25) percent or one thousand dollars ($1,000.00), whichever is greater for water and sewer availability and tap fees (within the Town of Farmville). 2. A five (5) year real estate tax reinvestment credit on one hundred (100) percent of value of improvements resulting from renovation work (within the Town of Farmville). 3. Accelerated development review process (within the Town of Farmville).
4. Town will reimburse property owner up to one thousand dollars ($1,000.00) for architectural design fees for downtown façade improvements in the historic district upon completion of construction work and approval by town. 5. Waiver of land disturbance/soil and erosion permit fees. (West Third Street).
X X X X
Petersburg Downtown Petersburg Tourism Zone 2/2/2016 1. Existing business: $125,000 in capital investment or 5 new FT jobs2. New businesses: $250,000 or 10 new FT jobs Not specified in ordinance X
159
Item f.
Tourism Zones in Virginia: Incentives Matrix
Locality Name of Tourism Zone Date Established Eligibility Requirements Local Benefits/Incentives Offered BPOL or Business License Tax Incentive Machinery and Tools Tax Incentive Real Estate Tax Incentive Business Tangible Personal Property Tax Incentive Targeted Industry Status or Expedited Review Water/Sewer Connection Fee Waivers or Reductions Fee Reductions, Waivers or Rebates (other than water/sewer)Sales, Meals or Lodging Tax Incentives Marketing Assistance Incentives not Specified
South Boston South Boston Tourism Zone 6/13/2016 1. Existing business: $50,000 in capital investment2. New businesses: $250,000
1. A five (5) year real estate tax reinvestment credit on one hundred (100) percent of value of improvements resulting from renovation work (within the Town of South Boston) 2. Accelerated development review process (within the Town of South Boston). 3. Town will reimburse property owner up to one thousand dollars ($1,000.00) for architectural design fees for downtown façade improvements in the historic district upon completion of
construction work and approval by town.
X X X
Richmond Downtown-East End Tourism Zone 6/27/2016 Not specified in ordinance Not specified in ordinance X
Richmond Fan-Boulevard-Carytown Tourism Zone 6/27/2016 Not specified in ordinance Not specified in ordinance X
Richmond Manchester Tourism Zone 6/27/2016 Not specified in ordinance Not specified in ordinance X
Richmond Port of Richmond Tourism Zone 6/27/2016 Not specified in ordinance Not specified in ordinance X
Richmond Scott’s Addition Tourism Zone 6/27/2016 Not specified in ordinance Not specified in ordinance X
Clifton Forge Downtown Business Tourism Zone 9/27/2016 1. $150,000 in capital investment or 5 new jobs2. Other requirements include level of tax generation, alignment with the town's plans, sensitivity to
environmental issues, and historic preservation.
1. BPOL tax reduction/waiver2. Performance grants based on tax revenue from meals, lodging, M&T, and business personal property taxes3. Permit fee reduction/waiver
X X X X X
Berryville Downtown Business Tourism Zone 10/11/2016
1. A minimum new capital investment of $25,000.2. A minimum creation of one new (1) job.3. Conformance with the Town’s Comprehensive Plan, Berryville Area Plan, Town Code, and Town Zoning Ordinance.
1. BPOL tax reduction2. Permit fee reduction
3. Tap fee incentive X X
Berryville Entrance Tourism Zone 10/11/2016
1. A minimum new capital investment of $25,000.2. A minimum creation of one new (1) job.3. Conformance with the Town’s Comprehensive Plan, Berryville Area Plan, Town Code, and Town Zoning Ordinance.
1. BPOL tax reduction2. Permit fee reduction3. Tap fee incentive X X
Berryville Community Business Tourism Zone 10/11/2016
1. A minimum new capital investment of $25,000.2. A minimum creation of one new (1) job.3. Conformance with the Town’s Comprehensive Plan, Berryville Area Plan, Town Code, and Town Zoning Ordinance.
1. BPOL tax reduction2. Permit fee reduction
3. Tap fee incentive X X
Williamsburg Williamsburg Culinary Arts and Hospitality District 10/13/2016 1. Existing business: $50,000 in capital investment2. New businesses: $250,000 1. Tax rebates (BPOL, local sales tax, meals tax, and room tax)2. Zoning and building fee waiver X X X
Gate City Gate City Tourism Zone 10/25/2016
1. Existing business: $15,000 in capital investment and at least one new full-time job at a rate of pay in excess of minimum wage2. New businesses: $75,000 in capital investment and at least two new full-time jobs at a rate of pay in excess of minimum wage
1. BPOL tax rebate (50%)2. Real estate tax rebate (100%)X X
Cape Charles Cape Charles Tourism Zone 11/17/2016
1. Must create and maintain a minimum of one new full time or two new part time jobs 2. Must make a new verified capital investment of no less than $2,000.00 in a building, building improvements, and/or in depreciable assets. A capital investment does not include the cost to purchase real property 3. Must hold a current town business license and be current in all tax and utility bill obligations to the
town, and all tax obligations to Northampton County 4. Must be in compliance with all town ordinances
1. A credit equal to 25 percent of the new or increased capital improvement tax paid to the town with a verified capital investment of not less than $2,000.00 to a maximum of $1,000,000.00 capital investment 2. A credit equal to 50 percent of the amount of the net increase in real estate tax paid to the town 3. A credit equal to 50 percent of the amount of BPOL tax paid to the town 4. For a qualified tourism business that maintains at least 85 hours weekly of full time and part
time staff employment, a credit of up to 50 percent of the facility and connection fees paid to the town 5. A credit of up to 50 percent of the building permit fees paid to the town for the approved project.
X X X X
Manassas Downtown Manassas Tourism Zone 11/28/2016 Not specified in ordinance Not specified in ordinance X
Manassas Gateway Tourism Zone 11/28/2016 Not specified in ordinance Not specified in ordinance X
Salem Downtown Tourism Zone 12/6/2016 Not specified in ordinance Not specified in ordinance X
Salem Texas Street Tourism Zone 12/6/2016 Not specified in ordinance Not specified in ordinance X
Salem East Main Street
Tourism Zone 12/6/2016 Not specified in ordinance Not specified in ordinance X
Salem Kesler Mill Tourism Zone 12/6/2016 Not specified in ordinance Not specified in ordinance X
Norfolk Ocean View Tourism Zone 5/23/2017 Not specified in ordinance Not specified in ordinance X
160
Item f.
Tourism Zones in Virginia: Incentives Matrix
Locality Name of Tourism Zone Date Established Eligibility Requirements Local Benefits/Incentives Offered BPOL or Business License Tax Incentive Machinery and Tools Tax Incentive Real Estate Tax Incentive Business Tangible Personal Property Tax Incentive Targeted Industry Status or Expedited Review Water/Sewer Connection Fee Waivers or Reductions Fee Reductions, Waivers or Rebates (other than water/sewer)Sales, Meals or Lodging Tax Incentives Marketing Assistance Incentives not Specified
Norfolk Downtown Tourism Zone 5/23/2017 Not specified in ordinance Not specified in ordinance X
Norfolk Military Highway Tourism Zone 5/23/2017 Not specified in ordinance Not specified in ordinance X
Scott County Scott County Tourism Zone 5/2/2018
Two tiers of eligibility:1. Retail and Tourism Based Businesses creating a minimum of 10 net new jobs AND $100,000 in investment2. Retail and Tourism Based Businesses creating a minimum of 2 net new jobs OR $50,000 in investment
1. Tax grants on a sliding scale for five years for tourism businesses creating a minimum of ten net new jobs and $100,000 investment.
2. Tax grants on a sliding scale for four years for tourism businesses creating a minimum of two net new jobs or $50,000 investment.
3. Qualifying tourism businesses also receive a waiver of the building permit fee and the zoning fee.
X X
New Market New Market Tourism Zone 10/15/2018
New or existing tourism businesses must meet at lease one of the following requirements to qualify for incentives:
1. Create and maintain a minimum of one new full time job 2. Create and maintain a minimum of two new part time jobs3. Make a new verified capital investment of no less than $5,000.00.
1. A reduction in annual BPOL tax 2. A fifty percent reduction in real estate tax due annually3. Reduction of water/sewer connection fees X X X
Roanoke Downtown Tourism Zone 3/4/2019 Determined by the Roanoke City Council and the Economic DevelopmentAuthority of the City of Roanoke
Qualified tourism projects may be eligible for incentives as determinedby the Roanoke City Council and the Economic DevelopmentAuthority of the City of Roanoke, Virginia and for gap financing as
provided in Section 58.1-3851.1 of the state code .
X
Martinsville Martinsville Tourism Zone 10/8/2019 Economic incentives and regulatory flexibility may be made available to any new or expanded business, which seeks to attract customers in the Martinsville region. The business must commit to a performance agreement based upon investment, jobs, revenues, or other significant criteria.
Qualified projects may be eligible for incentives as determined by the Tourism Zone Administrator, subject to the approval of City Council, and for gap financing as provided in Section 58.1-3851.1 of the Code of Virginia, as amended.
Economic incentives may be provided for up to 10 years through the performance agreement. In
the case of multi-year incentives, the business shall establish its qualification for the incentives on an annual basis.
X
161
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Item f.
LOUDOUNCHURCH
CHURCHWIRTWIRTROYAL ROYALROYAL
WEST MARKET EDWARD’S FERRY
SOUTH KINGHARRISONSOUTH KINGNORTH KINGEAS
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Crescent Station 0.2
MIles
Ida Lee 0.7
MIles
SHOP
1 27 South Interiors
2 Bespoke Books and Archives
3 Birch Tree Bookstore
4 Black Shutter Antique Center
5 Books and Other Found Things
6 Brick & Mortar Mercantile
7 Bummer Lamb
8 Designer Goldsmiths
9 DIG! Records and Vintage
10 District Hemp Botanicals
11 Eyetopia
12 Finch Sewing Studio
13 Neighbors: A Local Market
14 Leesburg Cigar & Pipe
15 Leesburg Gourmet
16 Leesburg Hobbies & Collectibles
17 LoCo Beans Fresh Roasted Coffee
18 Madisonbelle
19 Misguided Angels
20 Muz & Rose
21 Painted Tiger Art Studio
22 Photoworks
23 Plum Grove Cyclery
24 Sunflower Shack
25 The Corner Store
26 The Global Local
27 The Lucky Knot
28 The Resourceful Woman Thrift Store
29 Very Virginia
30 WldWst
31 Zest Clothing
EAT + DRINK
1 19 West Burgers
2 BKD Bagels*
3 Black Hoof Brewing Company
4 Black Walnut Brewery
5 Buford’s Biscuits
6 China King Restaurant
7 Cocina on Market
8 Cowbell Kitchen
9 Crooked Run Brewing
10 Delirium Cafe
11 Downtown Saloon
12 Dynasty Brewing West
13 Fire Works Wood-Fired Pizza
14 Georgetown Café & Bakery
15 Goosecup Coffee
16 Greenheart Juice
17 Gruto’s Soft Serve
18 Jasmine Chinese Cuisine & Sushi
19 Kahilva Coffee House
20 King Street Coffee
21 King Street Oyster Bar
22 King’s Tavern & Wine Bar
23 La Chocita Grill
24 Leesburg Diner
25 Lightfoot Restaurant and Ladies Waiting
26 Los Tios Grill
27 Loudoun Brewing Company
28 MacDowell Brew Kitchen
29 Mocatinas
30 Mom’s Apple Pie Bakery
31 Puccio’s New York Deli
32 Rebellion Bourbon Bar*
33 Schmidt’s Barbecue
34 Señor Ramon Taqueria
35 Shoes Cup & Cork
36 Sidebar
37 South Street Under
38 Tarbender’s Lounge
39 Thai Pan
40 The Nutrition Spot
Leesburg
41 Trinity House Cafe
42 Trungo’s
43 Tuscarora Mill Restaurant
44 Wild Hare Hard Cider
45 Wine
Kitchen
PLAY
1 Dance King Studios
2 Escape Room Loco
3 Tally Ho
4 W&OD Trail
RELAX
1 Awakenings Spa Boutique
2 Hair Savvy Salon
3 Hairscapz LLC
4 Hany’s Barber
5 Lasheida Spa
6 Leesburg Nails Spa
7 Lindsey’s Organic Salon
8 Mond Hair Lounge
9 Robin Lee Hair & Makeup
10 Rouge Spa and Boutique
11 Thairapy Studio
12 Waves Salon
Eat + Drink
Play
Learn
Relax
Shop
LEARN
1 AWL Creative at a Wedding Loft
2 George C. Marshall’s
Dodona Manor
3 Loudoun Museum
4 Medlin Art Gallery
5 The Fine Gallery
6 The Ordinary Art Gallery & Studio
*Opening Soon — Updated as of 9/15/21Visit leesburgva.gov
for more info!
Discover many ways to Eat + Drink,
Play, Learn, Relax, and Shop,
around downtown Leesburg.
Visit leesburgva.gov for more info!163
Item f.
CRESCENT STATION
Atoka Properties
458 Harrison Street SE
Baldino’s Locksmith
442 Harrison Street SE
BCT — The Community’s Bank
446 Madison Trade Plaza SE
Be Balancd
221 Crescent Station Terrace SE
Best Rack Around
454 Madison Trade Plaza SE
Drapery House Inc.
438 Harrison Street SE
Green Mansions
424 Madison Trade Plaza SE
Kramer Paris Hair Salon
225 Crescent Station Terrace SE
Loudoun Nail Spa
438 Madison Trade Plaza SE
Michelle Lindsay
428 Madison Trade Plaza SE
New Era Eyecare Optometrists
420 Madison Trade Plaza SE
Restocked Sneakers
450 Madison Trade Plaza SE
Salon 454
454 Harrison Street SE
Smiles of Loudoun
430 Harrison Street SE
Stop & Go Convenience Store
217 Crescent Station Terrace SE
Studio Twenty8Fifty7
450 Madison Trade Plaza SE
The Liberry
458 Madison Trade Plaza SE
Transition Tri Sports
400 Madison Trade Plaza SE
Virginia Kitchen & Bath
213 Crescent Station Terrace SE
LEESBURG PARKS & RECREATION ANNUAL EVENTS
The Town of Leesburg is proud to offer family-friendly events and
festivals to residents and visitors alike. Take in the sights and sounds
of Historic Downtown Leesburg while enjoying one of our many festive
events. Gather in Ida Lee Park to celebrate Independence Day, or search
for the perfect gift during one of two annual fine arts and crafts shows
held at Ida Lee Park Recreation Center. No matter your interests, the
Town of Leesburg is home to an event for everyone. For more detailed
information about Leesburg events including dates and times, please visit
leesburgva.gov/events
Leesburg Parks & Recreation Annual Events
Spring Bling, a Hometown Fine
Arts & Crafts Show: Shop outdoors
for handcrafted, one-of-a-kind
gifts. The event is free to the public.
Leesburg’s Annual Easter Egg
Hunt: Children ages 1-6 years old
can hunt for prize filled eggs and
visit with the Easter Bunny!
Annual Leesburg Flower and
Garden Festival: Leesburg will
be in bloom for the annual event!
Landscape designs, plants, flowers
and herbs, outdoor gardening
supplies, and so much more.
Leesburg Kids to Parks Day: The
Town of Leesburg will celebrate
National Kids to Parks Day by
joining the #MyParkMyWhy
campaign.
Memorial Day Ceremony: Annual
ceremony honoring those who
lost their lives in battle serving
the United States and recognizing
those currently serving in the
United States military.
Acoustic on the Green:
Performances are held Saturday
evenings beginning in June
and run through August on
the Town Green. This Town
of Leesburg summer concert
series is free to the public.
Bring a blanket or lawn chairs.
No pets, alcohol, or smoking.
Annual Independence Day
Celebration: Start the day with
the Independence Day Parade
from Ida Lee Park to Fairfax
Street through historic downtown
Leesburg. End the evening with
a music concert in the park
followed by the area’s largest
fireworks display!
TASTE Leesburg:
Eat. Drink. Shop. Enjoy.
September 11th Observance: The
Leesburg Town Council will hold
a remembrance ceremony at
the Town’s Freedom Memorial,
located at Freedom Park.
Leesburg Airshow: File your
Flight Plan for this event held
in September at the Leesburg
Executive Airport.
Freeze Your Gizzard Cross
Country 5K and 1 mile Fun Run
held at Ida Lee Park in partnership
with Loudoun Hunger Relief.
ART & CULTURE
For over 250 Years, the Town
of Leesburg has been the
cultural hub of Loudoun.
Today, visitors can tour National
Historic Landmark Dodona
Manor (once the home of General
George Catlett Marshall), take
in the historic architecture, learn
about local history in the Loudoun
Museum, wander through galleries
filled with masterful creations by
local artisans, peruse shops, listen
to live music performances on the
Town green, dine in award-winning
restaurants, and take in the murals
and public art installations.
Discover the Charm
Mural located on Liberty Street
LOVEworks
Sculpture located on Harrison Street
Stanley Caulkins Memorial
Sculpture located on King Street.
The Train Mural at King Street
Bridge
Located on each side of the exterior
concrete wall of the King Street
Bridge adjacent to Georgetown
Park and the W&OD Trail.
For more information about the
Arts and Cultural District, and
other public art displays, visit
visitloudoun.org/towns-and-
places/leesburg/leesburg-arts-
cultural-district/
Welcome to Downtown Leesburg!
Known for being one of the best preserved
and most picturesque historic downtowns
in Virginia, the Town provides visitors with
a vibrant culinary scene, a large selection of
breweries, award-winning wineries, boutiques,
antiques, and a wide-range of startup to
enterprise size companies.
We hope you enjoy your time here, discovering
new experiences and revisiting the ones you
know and love.
FIRST FRIDAY’S
Stroll around historic
downtown Leesburg on the
First Friday of each month
(except January), to enjoy
numerous live music performances
throughout the town, art exhibits,
wine tastings, lectures, yoga, book
signings, and so much more! It’s
FUN and its Free!
HOLIDAYS IN LEESBURG
Christmas Tree Lighting: This fun
ceremony will be held on Town
Green in front of the Leesburg
Town Hall to bring in the Holiday
Season.
Annual Holiday Fine Arts & Craft
Show: The crafts show will be held
at Ida Lee Park Recreation Center
in the main hallway, basketball
courts, group fitness room, and
lower level. Shop for one-of-a
kind, handcrafted items from over
95 local and regional artisans.
Christmas and Holiday Parade:
The annual parade will begin at
Ida Lee Park and travel down King
Street through historic downtown
Leesburg ending at Fairview Street.
Discover many ways to Eat + Drink, Shop, Play, Relax, and Learn, around downtown Leesburg.Visit leesburgva.gov/business to learn what Leesburg has to offer.
164
Item f.
Discover many ways to Eat + Drink,
Play, Learn, Relax, and Shop,
around downtown Leesburg.
Visit leesburgva.gov for more info!165
Item f.
Visit leesburgva.gov
for more info!
166
Item f.
COUNCIL ACTIONS CALENDAR
Tentative/Subject to Change
9/22/20219:22 AM
MeetingDate MeetingType Name SubmittedBy
09/27/2021 Town Council Work Session DISCUSSION: Economic Development Strategic Plan (P)Turney, Elaine
DISCUSSION: Promotion of Leesburg Arts/Cultural and History (P)Turney, Elaine
DISCUSSION: Economic Development Authority (P)Turney, Elaine
DISCUSSION: Employee Vaccine Policy Direction (P)Dame, Joe
DISCUSSION: Main Street (P)Seymour, Russell
DISCUSSION: Town Code Batch Amendments (P)Smith, Carmen
INFORMATION MEMO: Board and Commission Report - August Boeing, Eileen
09/28/2021 Town Council Meeting CONSENT: Appointment to the Thomas Balch Library Commission (Fox) - Tentative (NP)Boeing, Eileen
CONSENT: General Hauling Continuing Services Contract Award (NP)Steyer, Cindy
CONSENT: Lumos Networks Inc. - Third Amendment to License Agreement (NP)Southerland, Danielle
CONSENT: Retiree Medicare Part D Contract with Retiree First (NP)Didawick, Josh
CONSENT: Third Renewal of License Agreement with AT&T (NP)Southerland, Danielle
MOTION: Approving Proclamation for Polish-American Heritage Month Belote, Tara
PRESENTATION: Tree Commission Presentation to Town Council - Spotted Lanternfly (P)Southerland, Danielle
PROCLAMATION: National Arts and Humanities Month Belote, Tara
RESOLUTION: FY 2023 Capital Funding Request To Loudoun County (P)Fazenbaker, Cole
10/12/2021 Town Council Meeting: Regular + Work Session CONSENT: Awarding Task Order to Evoqua Water Technologies for Travelling Water Screen Rebuild (NP)McClaughry, Lesley
CONSENT: Sponsorship RFP (Placeholder)Eagle, Tabitha
CONSENT: Tree Bank Appropriation for Childrens Center Road (NP)Southerland, Danielle
CONSENT: Tuscarora Creek Trail – Design Task Order Approval (NP)Steyer, Cindy
DISCUSSION: Airport Commission Presentation- Village at Clear Springs Coffman, Scott
DISCUSSION: Public Loitering Smith, Carmen
DISCUSSION: SRTC Discussion Belote, Tara
INFORMATION MEMO: Visit Loudoun Monthly Report Turney, Elaine
PRESENTATION: S.T.E.A.M. Culture Center (Bleu Gold)Boeing, Eileen
PROCLAMATION: Bullying Prevention Month Belote, Tara
PROCLAMATION: Domestic Violence Awareness Month Belote, Tara
PROCLAMATION: Dysautonomia Awareness Month Belote, Tara
PROCLAMATION: Polish-American Heritage Month Belote, Tara
PUBLIC HEARING: At Home and Walmart BLA at Compass Creek Smith, Carmen
PUBLIC HEARING: Cornerstone Proffer Interpretation Watkins, Michael
RESOLUTION: Market St/King St Intersection - Construction Contract Award (P)Steyer, Cindy
10/25/2021 Town Council Work Session DISCUSSION: Affordable Dwellings and Accessory Housing Cicalese, Karen 167
Item a.
COUNCIL ACTIONS CALENDAR
Tentative/Subject to Change
9/22/20219:22 AM
MeetingDate MeetingType Name SubmittedBy
10/25/2021 Town Council Work Session DISCUSSION: Town Recycling Program Southerland, Danielle
DISCUSSION: Black History Mural (P)Kosin, Leah
DISCUSSION: Business Signage Outside of the Historic District (P)Cicalese, Karen
DISCUSSION: Home Stay Use Cicalese, Karen
DISCUSSION: Mobile Home Park Zoning Cicalese, Karen
DISCUSSION: Quarterly Budget and CIP Update (P)Fazenbaker, Cole
DISCUSSION: Town's Financial Advisor - Financing Request for Proposal Results (P)Fazenbaker, Cole
INFORMATION MEMO: Board and Commission Report - September Boeing, Eileen
10/26/2021 Town Council Meeting CONSENT: Award Task Order to WGK for Water Plant Fluoride Tank Replacement McClaughry, Lesley
PUBLIC HEARING: Town Code Batch Amendments (Tentative)Smith, Carmen
RESOLUTION: Additional Appropriation for Transit Program (NP)Fazenbaker, Cole
RESOLUTION: Airport Maintenance Facility Construction Change Order Approval (NP)Steyer, Cindy
RESOLUTION: Black History Mural (Dependent Upon Council Direction)Kosin, Leah
RESOLUTION: Procurement Policy Revisions (P)Haley, Lisa
RESOLUTION: Royal St Drainage – Construction Contract Award (NP)Steyer, Cindy
11/08/2021 Town Council Work Session DISCUSSION: Follow-up Discussion on Liberty Lot RFP Smith, Carmen
DISCUSSION: Proposed Clutter Ordinance Smith, Carmen
DISCUSSION: Review of IT Commission (Technology Ideas, Propose Priorities)Callahan, John
INFORMATION MEMO: Visit Loudoun Monthly Report Turney, Elaine
11/09/2021 Town Council Meeting CLOSED SESSION: Town Manager's Performance Evaluation Belote, Tara
PROCLAMATION: Diabetes Awareness Month Belote, Tara
PROCLAMATION: National American Indian Heritage Month Belote, Tara
PROCLAMATION: Small Business Saturday Belote, Tara
PROCLAMATION: Veterans Day Belote, Tara
PUBLIC HEARING: Town's Financial Advisor - Financing RFP Results (P)Fazenbaker, Cole
11/22/2021 Town Council Work Session DISCUSSION: Event Fee Waiver Policy Trask, Kate
DISCUSSION: Gun Restrictions in Town Owned Buildings Markel, Keith
DISCUSSION: MEC Lease/Memorandum of Understanding (MOU)/Future Direction Turney, Elaine
INFORMATION MEMO: Board and Commission Report - October Boeing, Eileen
11/23/2021 Town Council Meeting CONSENT: Award Contract for Industrial Coatings Application for Utilities (NP)Wyks, Amy
CONSENT: Northern Virginia Transportation Authority Fiscal Year 2022-2027 Six Year Program for Route 15 Leesburg Bypass and Edwards Ferry Southerland, Danielle
MOTION: Approve Town Manager Compensation Belote, Tara
PUBLIC HEARING: Virginia Village (Tentative)Cicalese, Karen 168
Item a.
COUNCIL ACTIONS CALENDAR
Tentative/Subject to Change
9/22/20219:22 AM
MeetingDate MeetingType Name SubmittedBy
11/23/2021 Town Council Meeting RESOLUTION: Town Council Meeting Calendar for Year 2022 Boeing, Eileen
12/13/2021 Town Council Work Session DISCUSSION: Overview of Snow Plans and Operations (P)Southerland, Danielle
DISCUSSION: Strategic Property Acquisitions Belote, Tara
INFORMATION MEMO: Board and Commission Report - November Boeing, Eileen
INFORMATION MEMO: Visit Loudoun Monthly Report Turney, Elaine
INFORMATION MEMO: Quarterly Progress Report on Council Retreat Workplan Items Belote, Tara
12/14/2021 Town Council Meeting PRESENTATION: Brown Edwards & Company Presentation of Fiscal Year 2021 Annual Financial Report Case, Clark
PROCLAMATION: Recognition of Public Service of Town Employees Retiring Belote, Tara
PUBLIC HEARING: Proposed Clutter Ordinance Smith, Carmen
169
Item a.
Date of Council Meeting: September 27, 2021
TOWN OF LEESBURG
TOWN COUNCIL WORK SESSION
INFORMATION MEMORANDUM
Subject: Monthly Board and Commission Report – Activity and Attendance
Staff Contact: Eileen M. Boeing, CMC, Clerk of Council
Council Action Requested: None. Information memo only.
Staff Recommendation: None. Information memo only.
Commission Recommendation: Not applicable.
Fiscal Impact: No impact.
Executive Summary: Town Code requires a monthly report to Council listing key events/actions
from each meeting. Additionally, attendance issues are to be reported to Council. Specifically in
terms of attendance, if a member misses more than three consecutive meetings or four meetings in
a 12-month period, Council may require a member to resign. Attendance reports are provided for
Council’s awareness. A listing of all Board and Commission vacancies is also included for
Council’s reference.
Background: Town Code Section 2-195(h) requires Board and Commission chairs or their
designee to provide key events/actions from each meeting in summary format to Council on a
monthly basis. Additionally, Town Code Section 2-195(b) requires the chair to report any
attendance problems to the Town Council which has the authority to require a member to resign.
Attendance problems include, but are not limited to, if the member is absent from three consecutive
meetings or four missed meetings in a 12-month period. A year-to-date monthly attendance report
for calendar year 2021 and a calendar year 2020 attendance report are attached.
Current Board and Commission Vacancy:
Thomas Balch Library Commission (Council Member Fox)
Attachments:
1. Monthly Board and Commission Report
2. Attendance Report – August 2021
3. Attendance Report – Calendar Year 2020
Rev. 05/27/2021
170
Item a.
BOARD & COMMISSION REPORT
August 2021
Airport Commission
• The Airport Commission reviewed edits to the Commission’s bylaws, discussed the allocation
of condominium hangar spaces once the Town takes ownership, and discussed concerns to
be shared with the County regarding the proposed Clear Springs development near the airport.
Board of Architectural Review
August 2, 2021 Work Session
Continued cases in the H-1 Overlay Old & Historic District
a. TLHP-2021-0009, 423 South King Street
Roof Replacement
This application was approved as revised.
Old Business
a. Outreach Strategy
The Board discussed the report provided by its subcommittee and other suggested
components that could be incorporated into an overall Outreach Strategy. There was also
discussion of various “fixes” in our current processes/communications that could be
addressed as well. Staff will consolidate the suggestions provided and the Board will have
another discussion on September 8, 2021, regarding prioritization of items of strategic
elements and implementation of the plan.
b. Zoning Ordinance Amendment – Administrative Approvals for Certificates of
Appropriateness
The Board discussed staff’s recommendation regarding various areas where administrative
authority could be expanded within the H-1 and Gateway Overlay Districts. A review of the
draft ordnance language as well as discussion with the Zoning Administrator regarding the
proposed alterations to the Zoning Ordinance has been scheduled for the September 8,
2021, meeting.
c. BAR Survey Discussion
There was discussion regarding the review of the survey by the Board’s subcommittee and
it was noted that the subcommittee will be meeting with staff to review suggested edits.
New Business
a. TLZM-2019-0001 – Virginia Village Rezoning
There was a brief overview of the proposal to rezone a small portion of property in the
Gateway District to Crescent Design District as part of this broader development proposal.
Staff noted that the Planning Commission may request input from the BAR regarding this
element of the project during their public hearing review process.
171
Item a.
Board of Zoning Appeals
• The BZA did not meet in August.
Diversity Commission
• Participating in the Halloween parade
• Preliminary commission logo designs
• Working with Parks & Recreation to increase diversity of the Acoustic on the Green artists for
next year
• Creating a Junior DEI Coalition to involve younger residents of the Town in diversity efforts
Economic Development Commission
• Staff updated the EDC regarding the current study being conducted on Downtown Loading
Zone Management. A survey has been sent out to local businesses and 2 video conferences
have been set to get input. Cambridge Systematics is the firm conducting the study.
• Staff discussed current plans for a September 30th job fair. This event will focus primarily on
adults and will not impact the annual youth job fair the Town holds in the spring. Currently, job
seekers are down 50% from 2019.
• A presentation was made by Keane Enterprises regarding plans for the redevelopment of
Virginia Village. A discussion ensued, including concerned shared by EDC members
regarding the timing of the commercial portion of the project.
• The EDC discussed the current lack of home-based childcare in the County. Statewide, the
SBDC is currently looking at initiatives/programs to assist people with interest in opening
childcare centers.
• The EDC discussed murals on private buildings within the downtown area. Commissioner
Miller was appointed to represent the EDC on the newly developed taskforce.
Environmental Advisory Commission
• Recycling, including potential updates to recycling information and a potential tour of recycling
facilities
• Updates to EAC Portal and google analytics data
• Potential posting of environmental related topics to the Towns Social Media accounts
• Potential revisions to the Town’s Energy Conservation Plan
• Discussion of EAC Strategic Plan
• Discussion of the Plastic Bag Tax
• Board and Commission Networking Event
Parks & Recreation Commission
• The Commission did not meet in August.
172
Item a.
Planning Commission
August 5, 2021
• TLTA-2019-0001, TLZM-2019-0001 and TLSE-2020-0004 Virginia Village Public Hearing
The public hearing was opened and closed and the Commission voted (7-0) to defer to a
series of work sessions on the application.
• Legacy Leesburg Town Plan – Overarching Issues
The Commission continued their discussion and review of the draft Town Plan update.
August 16, 2021
• Joint meeting with Town Council to discuss the Legacy Leesburg Town Plan Review Status.
Public Art Commission
• COPA’s Art Advisory Panel has selected Kim P. Kim as the artist whose work will be installed
in the alley of Lassiter Way. COPA/FOLPA will contact the artist and begin the process of
working on her proposal before taking it to the Leesburg Town Council for review.
• Elizabeth Ransom was appointed to be on the committee for the Private Property Mural Pilot
Program for the Town.
• New members were added to the Art Advisory Panel. An updated spreadsheet will be made
available at the next meeting and shared electronically with all COPA members.
• COPA gave Leah the green light to move forward with booking the Town Hall Art Exhibit on the
1st floor. Several artists have submitted proposals for consideration in 2022/2023. Once slots
have been filled in, Leah will bring the artwork to a meeting before it goes to council for final
approval.
• All recipients of the Creative Communities Partnership Grant have been notified. We are still
waiting to hear back from two. FOLPA and Loudoun Lyric Opera are in the process of
receiving their grants.
• COPA is partnering with the Crossroads Festival on September 18 for an official launch of the
Arts & Cultural District. A special meeting will be held on Wednesday, August 11 to discuss
details in more depth. It is currently being proposed that COPA/FOLPA has an interactive art
display on the courthouse ground. A BINGO scavenger hunt is also in the works as well as
promotion of the Virtual Art Tour on the Tour Leesburg app and a kick-off/thank you event on
one of the main stages.
Standing Residential Traffic Committee
• Dan Baker traffic request. All way stop installation at four intersections. Old Waterford Road at
Morven Park Road, Ayrlee Ave and Ayr Street including all way stop sign installation at Arylee
and Ayr NW. All way stops were not warranted per the Manual on Uniform Traffic Control
Devices (MUTCD) which describes warrants for installing multi-way stop signs. Leesburg
Police conducted speed study near 301 Ayrlee Avenue with an average speed of 20 MPH and
85th percentile of 26 MPH. Morven Park Road with an average speed of 16 MPH and 85th
percentile of 26 MPH. The total average weekday volume was 539 VPD. Speed studies on Old
Waterford Road with an average speed of 24 MPH and 85th percentile of 29 MPH. The total
average weekday volume was 578 VPD. The SRTC question the low traffic count numbers on
Old Waterford Road. On motion by Jeff Phillips, seconded by Keith Reeve the Committee 173
Item a.
requested Town staff to conduct another speed study on Old Waterford Road the last week in
September 2021 and report back at the October 4, 2021, meeting.
• Karen Pearson request for a speed study on Phillips and Normandy Drive and enforcement of
stop signs. Leesburg Police Department conducted speed studies on Normandy Drive with an
average speed of 13 MPH and 85th percentile of 15 MPH. Phillips Drive with an average
speed of 20 MPH and 85th percentile of 24 MPH. Based on the low speed the SRTC
recommended no further action. Because of the low speeds LPD did not add stop sign
violation enforcement to the selective list.
Technology/Communications Commission
• Did not reach a quorum.
Thomas Balch Library Commission
• The Commission did not meet in August.
Tree Commission
• Did not reach a quorum.
Reports compiled by Ann Smith.
174
Item a.
Date: 8/26/2021
Page 1 of 2
Town of Leesburg Legend:
Boards & Commisssions Attendance Present No Quorum
Calendar Year 2021 E = Present via Electronic Participation E P = No Quorum but Member was present P
Absent Recused from Meeting
No Meeting Emeritus Status
Not on / No Longer on Commission R = Rescheduled R
Airport Commission Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Arrington, Lindsay
Boykin, Dennis
Miller, Sybille
Duenkel, Daniel E
Forsythe, Hugh
Toth, Tom E
de Haan, Raymond E E
Thomas Balch Library Commission Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Woolard, Russ E E E E
Hershman, James
Pellicano, Mary
Mattina, Adrian E E E
Schonberger, Martha E E E E
Kinne, Mandy E E E
Jewell, Tom
Commission on Public Art Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Ward, Jeanette E E E E E E
Beijan, Minu E E E E E
McCullough, Kareem E
Torraca, Donna
Ransom, Elizabeth E E
Kreingold, Linda
Kim, Kim P.E
Diversity Commission Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Randolph, Mary
McCray, Linda
Maddox, Vanessa E E E E E
Carter, Devon E E E E E
Poisson, Jean-Joseph E E E
Kunzelman, Dana E E E E E E E
Martinez-Harris, Jasmin E E E
Economic Development Commission Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Youkers, Brittany E E E E E
Byrd, Eric E E E E
Edwards, Marantha E E E E E
Neel, Britta E E E
Allred, Curtis E E
Choi, James E E E E E
Miller, Jason E
Williams, Patrick
Boardman, Andrew
McCarter, Nick
Arbogast, Kevin
Environmental Advisory Commission Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Chu, Jennifer
Jones, Martha E E E
Brafford, Kohler
Bolthouse, Julie E E
Sheafer, Paul
Bergheim, Maria E E
Bill Replogle
Kelemen, Gabe
Parks & Recreation Commission Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Cimino-Johnson, Todd E E
Fulcer, Rob E
McCray, Brody E E
Shabanowitz, Kirsten E
Drupa, David E E
Hart, Rachel E E
Burke, Laurie E E
175
Item a.
Date: 8/26/2021
Page 2 of 2
Standing Residential Traffic Committee Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Grossman, Sandy E
Caney, Brian C.E
Jones, Raymond
Sproul, Robert J.E
Phillips, Jeff E
Vella, Michael
Patel, Deepan E
Burnham, John E
Sisson, Julie
Technology and Communications Commission Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Hill, Peter E E
Binkley, John E
Nadler, Aaron E E
Johnson, Katherine E E P
Curtis, John (Jack)
Jackson, Richard E
Cheema, Ahmad E P
Kolas, Mark
Tree Commission Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Welch, Elizabeth P
Groothuis, John P
Marshall, Philip
Adams, Thomas E E
Hatfield, Pat E E
Hower, Earl P
Platt, Ron E
Board of Architectural Review Jan Feb Feb Mar Mar Apr Apr MayMay Jun Jun Jul Jul Aug Aug Sep Sep Oct Oct Nov Nov Dec Dec
Pastor, Julie
Reimers, Paul
Scheuerman, Donald
Nicholson, Erin
Minchew, Teresa
Aikman, Helen E E
O'Neil, Tom
Goodson, Dale
Koochagian, Richard
Skinner, Stacy
Planning Commission Jan Jan Feb Feb Mar Mar Apr Apr May May Jun Jun Jul Jul Aug Aug Sep Sep Oct Oct Nov Nov Dec Dec
Barnes, Ad
Robinson, Gigi
Hoovler, Earl C.
McAfee, Brian L.
Reeve, Keith
Barney, Al
Lanham, Rick
Miles, David
Board of Zoning Appeals Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Carter, Joseph
Moffett, Susan
Semmes, Martha Mason
Gutierrez, Gregory
Vanderloo, Peter L.
176
Item a.
Date: 2/11/2021Page 1 of 2Town of Leesburg Legend:
Boards & Commisssions Attendance Present No Quorum
Calendar Year 2020 E = Present via Electronic Participation E P = No Quorum but Member was present P
Absent Recused from Meeting
No Meeting Emeritus Status
Not on / No Longer on Commission R = Rescheduled R
Airport Commission Jan FebMarAprMayJun Jul AugSeptOct Nov DecBoykin, DennisForsythe, HughAllex, Vaughn E E E E E E E EArrington, LindsayRogerson, Garyde Haan, Raymond EToth, Tom EHarper, Mary
Thomas Balch Library Commission Jan FebMarAprMayJun Jul AugSeptOct Nov DecBohanon, DonnaHershman, Jr., JamesJewell, ThomasKinne, MandyPellicano, MarySchonberger, MarthaWoolard, Russ
Commission on Public Art Jan FebMarAprMayJun Jul AugSeptOct Nov DecBeijan, MinuKidder, KDKreingold, LindaLorrig, JeremiahRansom, Elizabeth E E E EToracca, DonnaWard, Jeanette E E E E
Diversity Commission Jan FebMarAprMayJun Jul AugSeptOct Nov DecButler, Pamela EGonzalez, Enrique PMartinez-Harris, JasminMcCray, Linda PPeters, Jr., Oliver PPoisson, Jean-Joseph ERandolph, Mary E
Economic Development Commission Jan FebMarAprMayJun Jul AugSeptOct NovDecAllred, Curtis EArbogast, Kevin PBoardman, Andrew E E EByrd, Eric P P PChoi, James PMcCarter, NickYoukers, Brittany E
Environmental Advisory Commission Jan FebMarAprMayJun Jul AugSeptOct Nov DecBergheim, Maria EChu, JenniferBrafford, KohlerKelemen, GabriellaSheaffer, PaulElliott, BobbiYeager, Sarah
Parks & Recreation Commission Jan FebMarAprMayJun Jul AugSeptOct Nov DecBurke, LaurieDrupa, DavidFulcer, RobHart, RachelMcCray, BrodyTyree, PeggieWalker, Clint
177
Item a.
Date: 2/11/2021Page 2 of 2
Standing Residential Traffic Committee Jan FebMarAprMayJun Jul AugSeptOct Nov DecCaney, BrianPhillips, JeffBurnham, JohnPatel, DeepanGrossman, SandySisson, JulieSmart, Suzanne
Technology and Communications Commission Jan FebMarAprMayJun Jul AugSeptOct Nov DecBinkley, JohnNadler, AaronBingaman, Adam ECurtis, John (Jack)Cheema, Ahmad E EHill, Peter EKolas, Mark E
Tree Commission Jan FebMarAprMayJun Jul AugSeptOct Nov DecHatfield, Pat P E E E EGroothuis, John PPlatt, RonHower, EarlAnderson, FlintButler, David PSmart, Jason E
Board of Architectural Review Jan Jan Feb Feb MarMarApr Apr Apr MayMayMayJun Jun Jul Jul Aug Aug Sep Sep Oct Oct Nov Nov Dec DecGoodson, Dale E EKoochagian, Richard E EMinchew, Teresa EO'Neil, Tom EPastor, Julie E E E E E E EReimers, Paul ESkinner, Stacy E E E E E E E E E E E E
Planning Commission Jan Jan Feb Feb MarMarApr Apr Apr MayMayJun Jun Jul Jul AugAug Sep Sep Oct Oct Nov Nov Dec DecBarnes, AdBarney, Al E ENacy, KariRobinson, Gigi EFaliskie, DavidClemente, Nicholas E EHarper, Mary E EWalker, JoAnnLanham, Rick
Board of Zoning Appeals Jan Feb MarApr MayJun Jul AugSeptOct NovDecMoffett, SusanVanderloo, PeterSemmes, Martha MasonCarter, JosephGutierrez, Gregory
178
Item a.