HomeMy Public PortalAbout2023_tcwsmin0121_Council_RetreatCOUNCIL RETREAT January 21, 2023
Ida Lee Park Recreation Center, 60 Ida Lee Drive NW, Leesburg., 8:30 a.m. Mayor Kelly Burk
presiding.
Council Members Present: Ara Bagdasarian, Todd Cimino -Johnson, Zach Cummings, Kari
Nacy, Vice Mayor Neil Steinberg, and Mayor Kelly Burk.
Council Members Absent: Patrick Wilt.
Staff Present: Town Manager Kaj Dentler, , Deputy Town Manager Keith Markel, Deputy
Town Attorney Christine Newton and Public Information Officer Kara Rodrigues.
Facilitator: Berkley Group Executive Manager Kimball Payne.
Minutes prepared by Mr. Kimball Payne.
AGENDA
ITEMS
1. CALL TO ORDER
2. ITEMS FOR DISCUSSION
a. Goal Setting and Strategic Planning
Mr. Payne welcomed everyone and reviewed suggested goals and ground rules for
the retreat.
• Suggested goals for the retreat:
o Work as a team and develop consensus.
o Confirm the Town's Vision, Mission, and Values.
o Identify major strategic goal areas and priorities.
o Identify objectives, with assigned responsibility and timelines, to advance the goals.
o Craft a work plan for the next 18 to 24 months.
o Bore down deeper into selected issues if time permits.
o Understand constraints to progress and identify means to overcome them.
• Ground rules
o Everyone participates; no one dominates.
o Engage.
o Be honest.
o Listen to each other.
o Respect different opinions.
o No idea is too outlandish.
o Seek to understand.
o Ask questions.
o Seek consensus (formal action at a future Council meeting).
o Silence means consent — speak up if you disagree.
o Use the parking lot for issues that may evade consensus or require more
background.
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COUNCIL RETREAT January 21, 2023
o Have fun.
o We will take breaks when it seems appropriate.
Council accepted the goals and ground rules by consensus.
Mr. Payne then shared with Council the common themes and issues mentioned by two or more
members, that he heard during the pre -retreat interviews he conducted.
Common Themes
• The future character of Leesburg's land use; development and redevelopment, infill,
urbanism, implementation of the Town Plan.
• Revision of the Zoning Ordinance and Council's role in the process.
• Revision of the Crescent District Design Standards — lessons learned from the Virginia
Village project.
• Transportation: traffic congestion, safety, pedestrian amenities, transit, and parking.
• Parking, especially in the Historic District.
• Affordable housing.
• Staffing: recruitment and retention, salaries and benefits, and succession planning.
• Environmental initiatives.
• Budget and longer -term financial sustainability and resiliency.
• Relations with Loudoun County.
Council members were then asked to respond to the following questions:
1. Are the goals for this retreat consistent with your expectations for today? Do you have any
other thoughts to add?
2. What do you hope Council and staff accomplish by the end of today's retreat?
3. What would inhibit our success today?
Council members' thoughts were captured on flip chart #1. (A transcription of the retreat's flip
chart notes, with annotations for clarity, is included as an attachment.) There was consensus that
the goals were consistent with Council's expectations and a desire to have a better sense of
direction, with actionable items in major focus areas by the end of the day.
Throughout his pre -retreat interviews with Council members and during the early statements that
morning, Mr. Payne said that he repeatedly heard a desire to maintain or preserve what makes
Leesburg special. He asked, "What is Leesburg? What distinguishes the Town from other places?
Why is it special?"
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COUNCIL RETREAT January 21, 2023
s
Council members offered the following thoughts (captured on flip chart #2):
• Unique
• Architecture
• History
• Walkability
• Identifiable gateways
• Downtown
• People
• Small town feel
• Public green spaces
• Arts
Mr. Payne suggested that much of Council's focus on what makes Leesburg unique and special is
the historic downtown, with its characteristic grid street pattern, sidewalks, and building
placement and design. He pointed out that due to modern building codes, materials, and
construction standards, it would be hard, if not impossible, to replicate the historic downtown to
accommodate new growth in Leesburg. Nevertheless, if Leesburg is going to grow, Council will
have to think about how that growth will happen.
Mr. Payne asked Council to envision a Town population of 75,000 and think about where, and in
what form, the new development might occur. While the preservation of the historic downtown
will remain the priority, Mr. Payne suggested that Council think about what tools it had to
facilitate appropriate development, compatible with the historic downtown. He said that such
tools would include the zoning ordinance, with guidelines regarding height, setbacks, massing,
etc., but wondered if it was the Town's role to dictate to private developers such things as building
materials, a specific look, or colors.
The ensuing discussion touched on the importance of the upcoming revisions of both the Zoning
Ordinance and the Crescent District Master Plan. Mr. Payne suggested that the Town clarify the
boundaries of "downtown" to include both the historic commercial district and adjacent areas
where new development of that same sort of urban density might be appropriate.
Mr. Payne then asked Council to review and reaffirm the Town's vision, mission, and values as
the foundation for the work that would follow to develop a work plan.
Vision
The Town of Leesburg will be a prosperous, fiscally sound, and family oriented community with a full range
of housing, business, cultural, and recreational opportunities in a safe and attractive environment for residents,
businesses, and visitors.
Mission
The Town of Leesburg is dedicated to providing excellent municipal services that enhance the quality of life for
our diverse community.
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Values: What We Believe In
We value:
• Our taxpayers, residents, customers, and employees.
• Development and empowerment of our employees to apply their knowledge, skills, and capabilities to
support a culture of customer service excellence.
• Civic pride.
• Safe neighborhoods.
• Town culture and heritage.
• Entrepreneurship and innovation.
• Parks and open spaces.
• The Historic District (Downtown).
• Fiscal responsibility.
• Accountability.
Mr. Payne asked if the vision, mission, and values were still relevant in serving as a guide for the
Council's strategic planning. Council was in general agreement that the statements were still
relevant, although there were suggestions that fiscal resourcefulness, the arts, and resource and
environmental responsibility were also values to be noted (flip chart #3). Mr. Payne offered that
perhaps "fiscal resourcefulness" was already addressed under "fiscal responsibility," and that "the
arts" might be better addressed as a strategic goal area. Finally, "environmental responsibility"
could be added to the list of values.
The next step was to identify major strategic goal areas. Mr. Payne showed Council the list of
"big rocks" that were identified during their 2021 planning retreat:
• Environmental Responsibility.
➢ Land Development and Redevelopment — Strategy.
> Economic Development.
• Minority Outreach.
• [Being a] Prepared Town.
Land Acquisition.
Town Plan Approval Process.
Boards & Commissions.
Economic Development.
JLMA [Joint Land Management Area] .
County Relations.
Arts & Culture.
Downtown.
vVVvviv ?V
Mr. Payne suggested that Council identify about a half dozen major strategic goal areas under
which the above issues could be addressed. He suggested that Council might better document its
strategic planning efforts over time with a set of consistent strategic goal areas. Those goal areas,
along with the vision, mission, and values statements can form the foundation of an ongoing
strategic plan. The adopted plan can serve as a guide to other planning efforts such as the Town
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Plan, the Capital Improvements Plan (CIP), the annual budget, and Town ordinances.
Furthermore, although the plan should be reviewed and revised every two years, after an election,
it can serve to help guide the inevitable transitions of elected officials and staff.
Council identified the following Strategic Goal Areas (flip chart #4):
❖ Economic Development.
❖ Land Use, or Community Development.
❖ Arts, Culture, & Entertainment.
❖ Government Performance.
•'• Transportation.
❖ Environmental Stewardship.
Mr. Payne pointed out that the strategic goal area were not "silos" and that there could be overlap
among them, with some issues and actions relevant to more than one area. He also noted that the
strategic goal areas were not static and could be amended to address changing circumstances.
Finally, Mr. Payne suggested that, over time, the Town should develop statements for each
strategic goal area describing what is meant by the title.
[For example, the descriptor for Economic Development could be, "Support business development
and expansion that enhances the tax base and provided gainful employment while minimizing negative
impacts."
Similarly, the descriptor for Government Performance could be, "Continually work to improve
organizational efficiency, effectiveness, and equity in service delivery through the adoption of appropriate
policies, procedures, and practices; adapt and implement best practices.'1
Council recessed for lunch at 12:00 p.m. and reconvened at 12:30 p.m.
After lunch, Mr. Payne said that the primary task for the remainder of the retreat was to identify
action items and deadlines for objectives or priorities under each strategic goal area. First,
however, he wanted everyone to recognize the significant major actions that were either imminent
or ongoing and would require continued attention and resources.
Y Virginia Main Street Program.
➢ Economic Development Strategic Plan.
Zoning Ordinance Update.
• Crescent District Master Plan Update.
y What else?
In response to the "What else?" question, two additional activities were acknowledged (flip chart
#5):
➢ The development of Capital Intensity Factors as a basis for accepting cash proffers — to be
completed by March 1, 2024
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> Resolution of the annexation that the Town has initiated — by the end of calendar year
2023.
Council then proceeded to address actions under each strategic goal area.
Arts, Culture, and Entertainment (flip charts #6 & #7)
In response to Mr. Payne's question about what was meant by this strategic goal area, Council
responded that it related to the quality of life in the community, to the integration of the arts into
the community and to their promotion and appreciation. It also involved the Town being the
location of and a destination for arts infrastructure in the region.
[A possible descriptor, "The integration of the arts into the cultural fabric of the community, with the
Town hosting venues and activities that enhance the quality of life in the region. '1
Actions:
• Continue to evaluate the public/private partnership proposal received for the Liberty Street
parking lot; consider reissuance of the request for proposals if appropriate — underway and
ongoing.
o Complete development feasibility study, with associated costs — June 1, 2023
o Completion of the final study with recommendations — by Fall 2023 (October 1)
• Consider the purchase of the Tally Ho performance space if the opportunity presents itself.
• Evaluate the "Acoustics on the Green" program to determine if the Town should continue
to manage it after the 2023 season — by January 1, 2024.
• Evaluate and decide if closing King Street on Friday and Saturday nights is still necessary
or desirable — recommendation to Council by March 1, 2023.
• With regard to the possible location of a new outdoor performance venue, ask the Parks
and Recreation Commission for recommendations since it did not support a location in Ida
Lee Park — June 1, 2023.
• Consider alternatives to the Liberty Street site for a performing arts center; define the scope
of the center and look at centers in other communities (e.g., The Harvester Center in Rocky
Mount, Va.).
• Clarify the applicability of the Town's noise ordinance to outdoor events — February 28,
2923, Council agenda.
Government Performance (flip charts #7, #8, #9, & #11)
• Develop a communications plan to explain to the citizens the impacts on utility rates,
inside and outside of town, of the proposed revenue sharing agreement with the County —
30 days (March 1, 2023).
• Address public safety pay & benefits — a proposal will be included in the Town Manager's
proposed Fiscal Year 2024 Budget.
• Complete implementation of the on-line permitting & land use system — April 2023.
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COUNCIL RETREAT January 21, 2023
• Consider the creation of a "digital town hall" - evaluate for possible inclusion in the Fiscal
Year 2025 budget - by February 1, 2024.
• Streamline the land use application & permitting process - to be addressed in the revision
of the Zoning Ordinance.
• Staff report on organizational succession planning - September 1, 2023.
• County relations.
o Meet with the Board of Supervisors - ls` quarter 2024.
o Continue to work together on the permitting process - ongoing.
• Legislative program.
o Earlier adoption of the Town's legislative agenda - July 2023.
o Explore hiring a legislative liaison, employee, or consultant, to advocate for specific
legislation and funding - report to Council by May 1, 2023.
• Review the charter of each board and commission to clarify purpose, goals, and Council's
expectations; share with each board and commission a copy of the adopted work plan and
consider how each could help to achieve its goals - over the next twelve months.
• Develop messaging to explain how compliance with sound financial management policies
promote fiscal sustainability and resiliency - by January 1, 2024.
As an aside, Mr. Payne asked the Town Manager to identify some of the significant budget
drivers, affecting either revenues or expenditures, in the upcoming Fiscal Year 2024 budget. Mr.
Dentler stated that police officer pay, technology, and the capital improvements plan would have
significant impact.
Community Development & Land Use (flip charts #9 & # 10)
• Zoning ordinance rewrite - consultant contract award February 2023; rewrite completion
by January 2025.
o Council will have an opportunity to provide input at the beginning of the process.
o Quarterly progress reports will be provided to Council.
o The entire plan will not be dumped on Council at the end of the process.
• Revision of the Crescent District Master Plan - by September 1, 2023.
• Discuss Mr. Cummings' affordable/workforce housing plan at a future Council work
session.
• Consider the inclusion of a staff position to focus on housing in the Fiscal Year 2025
Budget; develop a job description by February 1, 2024.
Economic Development (flip chart #10)
• Adoption of an Economic Development Strategic Plan - October 1, 2023.
• Main Street Program, advancement to tiers 2 and 3 and the creation of a 501c(3)
organization - provide Council with milestones and a potential timeline by March 1, 2023.
• Redefine the "downtown footprint;" clarify the boundaries of "Downtown Leesburg" to
support appropriate economic development activities.
• Explore the creation of an incubator/entrepreneurial program - report to Council by July
1, 2023.
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• Explore standing up a Business Assistance Team; consider as part of the Economic
Development Strategic Plan - October 1, 2023.
Environmental Stewardship (flip chart # 12)
• Consider projects for solar retrofits on public buildings, EV charging stations on
public property, and stormwater management - Fiscal Year 2024 - Fiscal Year 2029
Capital Improvement Program (CIP).
• Hire a sustainability manager; develop a job description - Fiscal Year 2024 Budget.
• Consider funding for a new tree canopy survey - Fiscal Year 2024 Budget.
Transportation (flip chart #13)
• Implement the Transportation Improvement Plan adopted in March 2022 - ongoing.
• Conduct a feasibility study, including the cost of operating a trolley service for downtown
workers and visitors - contact the Department of Rail and Public Transit (DRPT) for
assistance.
• Provide a report on the purpose, goals, pros, and cons of establishing a Parking Authority -
by April 1, 2023.
• Develop a Downtown Parking Master Plan; define study scope and goals - proposal to
Council March 2023.
With the conclusion of the discussion on Transportation, the retreat was at an end.
Mr. Payne thanked all in attendance for their engagement and for the opportunity to be of service
to the Town. He said that he would write up notes for the retreat and share them with the Town
Manager for review. Once finalized, the notes could be used as the Town deemed appropriate.
21. ADJOURNMENT
On a motion by Mayor Burk, the meeting was adjourned at 2:30 p. m.
ATTEST:
Clerk of Council
2023 tcwsmin0121 Council Retreat
Attachment: Transcription of Notes from the Flip Charts
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COUNCIL RETREAT January 21, 2023
Leesburg Town Council Planning Retreat
January 21, 2023
Transcription of Notes from the Flip Charts
(w/ annotations for clarity)
Flip Chart #1
END OF THE DAY
GOALS
UNDERSTANDING - DIRECTION
MAJOR FOCUS
VISION - DIRECTION
ACTIONABLE THINGS
Flip Chart #2
WHAT IS LEESBURG
UNIQUE
ARCHITECTURE
HISTORY
WALKABILITY
GATEWAYS
DOWNTOWN
PEOPLE
SMALL TOWN FEEL
GREEN SPACES
ARTS
Flip Chart #3
VALUES
FISCAL RESOURCEFULLNESS
THE ARTS
RESOUCES & ENVIRONMENTAL RESPONSIBILITY
STRATEGIC PLAN
1
TOWN PLAN
ORDINANCES, CIP, BUDGET
Flip Chart #4
STRATEGIC GOAL AREAS
ECONOMIC DEVELOPMENT
LAND USE (COMM. DEV.)
ARTS & CULTURE
GOV. PERFORMANCE
TRANSPORTATION
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ENVIRONMENTAL RESP.
Flip Chart #5
ONGOING
➢ CAPITAL INTENSITY FACTORS
"IMPACT" FEES - PROFFERS
MAR 1, 2024
ANNEXATION - EOY 2023
REDEFINE DOWNTOWN BOUNDARIES
Flip Chart #6
ARTS, CULTURE, & ENTERTAINMENT
QUAL OF LIFE, INTEGRATION,
PROMOTION, APPRECIATION
INFRASTRUCTURE - LOCATION/DESTINATION
➢ RFP LIBERTY ST LOT (PPP) - ONGOING
1. FEASIBILITY STUDY $ TO COUNCIL - JUNE 1
2. STUDY COMPLETE - FALL
TALLY HO
➢ EVALUATE "ACOUSTICS ON THE GREEN" - FALL '23
➢ KING ST. CLOSURE - FEB/MAR
OUTDOOR PERFORMANCE VENUE - ASK P&R COMMISSION FOR
RECCOMMENDATIONS - JUNE 1
Flip Chart #7
A, C, & E CONT.
➢ (ALTERNATIVE to the Liberty Street Proposal) PERFORMING ARTS CENTER
- SCOPE, LOCATION
GOVERNMENT PERFORMANCE
➢ COMMUNICATIONS PLAN FOR IMPACTS OF REVENUE SHARING
AGREEMENT ON UTILITY RATES - 30 DAYS
➢ PUBLIC SAFETY PAY & BENEFITS - FY 2024 BUDGET
• ON-LINE PERMITTING & LAND USE SYSTEM - APRIL '23
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Flip Chart #8
GOV. PERF.
y DIGITAL TOWN HALL - EVALUATE FOR POSSIBLE INCLUSION [in the]
FY 2025 BUDGET
STREAMLINING APPLICATION & PERMITTING PROCESS (ZONING
ORDINANCE REVISION)
• SUCCESSION PLANNING - SEP 1, 2023
COUNTY RELATIONS - MEET W/BOS [Board of Supervisors] - 1ST QTR '24
PERMITTING PROCESS
r LEGISLATIVE AGENDA - JULY '23
Flip Chart #9
GOV. PERF.
EXPLORE LEGISLATIVE LIAISON - 3 MOS.
LAND USE/COMMUNITY DEVELOPMENT
ZONING ORDINANCE AMENDMENT REWRITE
[consultant] CONTRACT, FEB [`23] - [completion] END - JAN 2025
• CRESCENT DISTRICT MASTER PLAN - SEP 1
AFFORDABLE/ WF [workforce] HOUSING - FUTURE AGENDA
Flip Chart #10
LAND USE CONT.
• CONSIDER HOUSING POSITION - FY 25 BUDGET
ECONOMIC DEVELOPMENT (INC. TOURISM)
• ECONOMIC DEVELOPMENT STRATEGIC PLAN - 9 MOS.
• MAIN STREET PROGRAM, TIER 2/3 - 501c(3) -
[identify] MILESTONES [by the] END [of] FEB
✓ REDEFINE "DOWNTOWN" FOOTPRINT - ECON DEV
• INCUBATOR/ENTREPRENEURIAL PROGRAM -
INFORMATION [in] 6 MOS
• BUSINESS ASSISTANCE TEAM - STAFF REPORT - PART OF THE
ECONOMIC DEVELOPMENT STRATEGIC PLAN - 9 MOS
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Flip Chart #11
GOV. PERF.
PROVIDE CLEARER DIRECTION TO ADVISORY COMMISSIONS
[regarding] COUNCIL GOALS & EXPECTATIONS
REVIEW CHARTERS — CY '23
➢ MESSAGING REGARDING FISCAN SUSTAINABILITY Sc. RESILIENCY —
THIS YEAR
FY 24 BUDGET DRIVERS
PD PAY
TECHNOLOGY
CIP
Flip Chart #12
ENVIRONMENTAL
SOLAR
EV'S
STORMWATER
HIRE SUSTAINABILITY MANAGER — NOW
TREE CANOPY SURVEY — CONSIDER IN FY 2024 BUDGET
Flip Chart #13
TRANSPORTATION
IMPLEMENT PLAN [adopted in March 2022]
• TRANSIT (TROLLEY) — FEASIBILITY STUDY
• EXAMINE NBHD. TRAFFIC CONCERNS PROCESS
- [Provide a report on the] WHY? PROS & CONS OF [establishing a] PARKING
AUTHORITY (APRIL 1ST)
r PARKING MASTER PLAN — MARCH '23, FY 2024
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