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2023_10_24_Council_Agenda_Packet_REVISED
TOWN OF LEESBURG Town Hall, 25 West Market Street AGENDA Town Council Meeting October 24, 2023 7:00 PM Council Chamber 1. CALL TO ORDER 2. INVOCATION a. Council Member Wilt 3. SALUTE TO THE FLAG a. Council Member Cimino-Johnson 4. ROLL CALL 5. MINUTES a. Work Session Minutes of September 25, 2023 (Vice Mayor Steinberg absent) b. Regular Session Minutes - September 26, 2023 c. Regular Session Minutes of October 3, 2023 (Council Member Bagdasarian absent) 6. ADOPTING THE MEETING AGENDA (AMENDMENTS AND DELETIONS) 7. CERTIFICATES OF RECOGNITION 8. PROCLAMATIONS a. Domestic Violence Awareness Month (Tyler Peak, LAWS Domestic Violence & Sexual Assault Services) 9. PRESENTATIONS 10. REGIONAL COMMISSION REPORTS 11. PETITIONERS 12. APPROVAL OF THE CONSENT AGENDA a. Fiscal Year 2024 Snow and Ice Removal Services Contract Award RESOLUTION Awarding Fiscal Year 2024 Snow and Ice Removal Services Contracts to Arthur Construction Company, Inc., North Construction, Inc., Perfect Landscapes, LLC and T & J Carpentry, LLC REVISED 1 -2- b. Virginia Department of Transportation Fiscal Year 2025 Highway Safety Improvement Program Applications RESOLUTION Endorse the Application for the Virginia Department of Transportation Fiscal Year 2025 Highway Safety Improvement Program Funding for Conversion of Left Turn Traffic Signal Heads to Flashing Yellow Arrows and RESOLUTION Endorse the Application for the Virginia Department of Transportation Fiscal Year 2025 Highway Safety Improvement Program Funding for Installation of High Visibility Signal Backplates at Selected Intersections c. Encroachment Agreement for Residential Deck Installation - 734 Hunton Place RESOLUTION Authorizing Encroachment Agreement for Residential Property Located at 734 Hunton Place d. Appointment to the Airport Commission – Travis Gunnells (Vice Mayor Steinberg) RESOLUTION Appointing Travis Gunnells to the Airport Commission e. Appointment to the Thomas Balch Library Commission – Anthony Barnard (Council Member Wilt) RESOLUTION Appointing Anthony Barnard to the Thomas Balch Library Commission f. Supplemental Appropriations for the Compass Creek Annexation and Projet Aviation, LLC Matter RESOLUTION Approving Supplemental Appropriations for the Compass Creek Annexation and Projet Aviation, LLC Matter 13. RESOLUTIONS / ORDINANCES / MOTIONS a. Special Event Fee Waiver for the 2023 Downtown Trick or Treating Event RESOLUTION Waiving Special Event Fees for the 2023 Downtown Trick or Treating Event b. Economic Development and Tourism Plan RESOLUTION Adopting the Town of Leesburg Economic Development and Tourism Strategic Plan 2 -3- 14. PUBLIC HEARINGS 15. UNFINISHED BUSINESS 16. NEW BUSINESS 17. COUNCIL DISCLOSURES AND COMMENTS / ADDITIONS TO FUTURE MEETINGS a. Future Council Meetings and Agenda Topics 18. MAYOR DISCLOSURES AND COMMENTS / ADDITIONS TO FUTURE MEETINGS 19. TOWN MANAGER COMMENTS 20. CLOSED SESSION 21. ADJOURNMENT 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. 3 -4- REGULARLY SCHEDULED 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 its views to the Council during its meeting. Petitioners The petitioners’ portion of the Council agenda is the first item addressed by the Council following proclamations, certificates of appreciation, regional commission reports and presentations. This part of the meeting gives individuals the opportunity to address the Council on any matter not scheduled for a public hearing. Prior to the meeting, citizens wishing to speak should sign up on the Town’s Web site at https://www.leesburgva.gov/government/mayor- council/current-council-agenda by 4:00 p.m. the day of the meeting or on the signup sheet in the hallway outside of the Council Chamber the night of the meeting. The Mayor will give anyone the opportunity to speak that did not get a chance to sign up. Petitioners’ comments are limited to between three and five minutes at the Mayor’s discretion. Public Hearings Certain Town business items can only be conducted after the Town Council holds an advertised public hearing. Certain major issues affecting the Town’s government can also be scheduled for public hearing at Council’s discretion. Adoption of the Town budget, rezonings, special exceptions and amendments to the Town’s subdivision and zoning ordinances all require a public hearing. Prior to the meeting, citizens wishing to speak at a public hearing may sign up on the Town’s Web site at https://www.leesburgva.gov/government/mayor-council/current-council-agenda by 4:00 p.m. the day of the meeting or on the signup sheet in the hallway outside of the Council Chamber the night of the meeting. The Mayor will give anyone the opportunity to speak who did not get a chance to sign up. Public hearing comments should be limited to the topic of the public hearing and speakers will be given between three and five minutes at the Mayor’s discretion. If you wish to speak at more than one public hearing, you must sign up for each hearing separately. 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 and spell his or her name for the purpose of closed captioning. If comfortable doing so, speakers should provide their address for the record. Persons should also indicate whether they are representing anyone other than themselves. 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 Council meets twice per month, or more often as necessary, to discuss items that are placed on the agenda at the desire of the majority of Council present. Items are typically discussed at a meeting at least two weeks into the future but items may be added in a shorter time frame in accordance with Council’s adopted rules and procedures. 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 to discuss topics specifically exempted from the open meeting requirements and all closed sessions must be properly noticed and appropriate Code sections cited as to the specific statutory authority to go into closed session. The notice must also include the general topics to be discussed. Only those matters in the adopted motion to go into closed session can be discussed and members in attendance must certify that only those topics were discussed when they return to an open session. TOWN COUNCIL AGENDA MATERIALS Council agenda materials are available to citizens by end of day Wednesday immediately preceding the set of Council Meetings. Council agenda materials are posted to the Town Web site at https://www.leesburgva.gov/government/mayor-council/current-council-agenda. 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 Web site at https://www.leesburgva.gov/government/mayor- council/current-council-agenda. 4 Council Work Session September 25, 2023 1 | P a g e Council Chamber, 25 West Market Street, Leesburg, Virginia, 7:00 p.m. Mayor Kelly Burk presiding. Council Members Present: Ara Bagdasarian, Todd Cimino-Johnson, Zach Cummings, Kari Nacy, Patrick Wilt, and Mayor Kelly Burk. Council Members Absent: Vice Mayor Neil Steinberg. Staff Present: Town Manager Kaj Dentler, Town Attorney Christopher Spera, Deputy Town Manager Keith Markel, Director of Community Development James David, Zoning Administrator Mike Watkins, Preservation Planner Lauren Murphy, Assistant Public Information Officer Leah Kosin and Clerk of Council Eileen Boeing. AGENDA ITEMS 1. Item for Discussion a. Synthetic Building Materials in Old and Historic District Ms. Lauren Murphy provided an overview of allowable uses of synthetic/composite materials in the Old and Historic District. Ms. Murphy reviewed when administrative approvals are allowed by staff and when requests need to go before the Board of Architectural Review. Council and staff discussed the materials and the approval process. Proposed changes to the administrative approval process and use of composite/synthetic materials will be reviewed as part of the Zoning Ordinance rewrite. No further action is required for this item. b. Mobile Food Unit Regulations Mr. Mike Watkins reviewed Council’s request to discuss allowing food trucks in the downtown B-1 district, B-2 district, and the B-3 district. Mr. Watkins reviewed the existing regulations. Council and staff discussed current regulations which include allowing mobile food units to operate in the B-1 district under a Business Special Event Permit up to three times per year and three days per event. No further action is required for this item. 2. Additions to Future Council Meetings a. Proclamation Requests - Hispanic Heritage Month A proclamation request was received from the Diversity Commission for Hispanic Heritage Month to be proclaimed at the October 3, 2023, Council Meeting. It was the consensus of Council to add this proclamation to the October 3, 2023, Council Meeting agenda. 5 Item a. Council Work Session September 25, 2023 2 | P a g e b. Future Council Meetings and Agenda Topics Council Member Cimino-Johnson requested a motion be added to the September 26, 2023, Council agenda to approve extending benefits to Council Members at 100% of the cost assessed to Council Members as outlined in the July 10, 2023, Information Memo to Council. It was the consensus of Council to add this item to the September 26, 2023, Council Meeting. Council Member Cummings requested a Work Session discussion on signage in the historic downtown. Mr. David noted this will be addressed in the Zoning Ordinance rewrite currently underway. No additional action is required for this item. Council Member Patrick Wilt asked for the timeline of the Zoning Ordinance rewrite when discussion items on the current agenda will be reviewed. Mr. David noted that additional information will be provided at the October 19 upcoming joint session with the Town Council and Planning Commission. 3. Adjournment On a motion by Council Member Nacy, seconded by Council Member Cummings, the meeting was adjourned at 7:43 p.m. Clerk of Council 2023_tcwsmin0925 6 Item a. Page 1|September 25, 2023 September 25, 2023 – Leesburg Town Council Work Session (Note: This is a transcript prepared by a Town contractor based on the video of the meeting. It may not be entirely accurate. For greater accuracy, we encourage you to review the video of the meeting that is on the Town’s Web site – www.leesburgva.gov or refer to the approved Council meeting minutes. Council meeting videos are retained for three calendar years after a meeting per Library of Virginia Records Retention guidelines.) Mayor Kelly Burk: Welcome everyone here tonight. And tonight’s Town Council Work Session of September 25, 2023. Our first item for discussion is the synthetic building material in the old and historic district. Ms. Murphy? Lauren Murphy: Madam Mayor. For some background, which was also in your staff report. The Zoning Ordinance in the Town of Leesburg delegates administrative review authority to the Preservation Planner in a few different broad areas; for administrative review of Certificates of Appropriateness, rather than requiring full public hearing with the Board of Architectural Review. Across the board these actions are intended for minor-- [exclaims] I lost my PowerPoint. Mayor Burk: They're I’ll hold up, the-- [laughter] Lauren Murphy: I didn't print a copy. Council Member Zach Cummings: Did you memorize it? Lauren Murphy: I did not memorize it. Mayor Burk: Oh, you know what, I forgot to read the disclaimer. Kari Nacy: That happened right when I plugged my computer in. [laughter] Mayor Burk: Unplug it, see if it does something. It's not you, you don't need to worry. [pause] Lauren Murphy: I used to print the PowerPoint, and then we hired a Sustainability Manager. The Director started yelling at us for printing paper. Now I don't print paper. [silence] Mayor Burk: I always get mad when people read the PowerPoints word for word, so you could do it tonight, though. [laughs] Lauren Murphy: All right, I might have to. Mayor Burk: Not working? Do we know if people can hear us? Eileen Boeing: They should be able to hear you. Mayor Burk: While they're doing that, let me read the disclaimer. The Town has experienced audiovisual issues that is preventing video from being displayed on the cable TV channels and on the Web site. Town staff is working to correct the issue as quickly as possible. In the meantime, if you need closed captioning or a copy of tonight's presentation, please visit the Council's agenda page on the Town's Website. 7 Item a. Page 2|September 25, 2023 Lauren Murphy: I'll have it brought up on my laptop if someone will go grab it from my desk. Just say the historic way is sometimes the best way, like printing out paper. James David: Here you go. Lauren Murphy: Thank you. Okay, I'm still Lauren Murphy, the Preservation Planner and I can use this now whenever you're ready. Mayor Burk: Go ahead. She’ll catch up to you. It's okay, it's up to you. Go ahead. Lauren Murphy: The Zoning Ordinance does delegate certain authority to the Preservation Planner. It's intended to be minor actions that are clearly and easily approvable, and it's also meant to be a benefit to property owners, mostly in the Old and Historic District, which is the H-1, although there are some actions in the Gateway, and H-2 district, which can also be done administratively. In 2021 into early 2022, staff did a thorough overview and rewrite of this particular section as it relates to the H-1. We are not able to expand actions in the H-2, but we could potentially look at the Gateway district. I believe we will look at the gateway district as a part of the Zoning Ordinance rewrite. In 2021, '22, we focused primarily on the Old and Historic district, which is where the majority of our residents and property owners have parcels within an architectural control district. That list was drastically expanded, probably about three times as much in January of last year. Administrative review does not have a fee, and it is generally faster than Board of Architectural Review because it does not require a public hearing. [silence] Lauren Murphy: Can you move it for me? Eileen Boeing: [inaudible] Lauren Murphy: [laughs] Maybe. Okay, thank you. There's a release of composite materials, and I will just say I prefer the term composite over synthetic materials, so I'm going to use those interchangeably both in the staff report and in the presentation tonight. The Zoning Ordinance does not generally give authority to the Preservation Planner for the implementation of new composite materials. They can be approved as replacement in kind, meaning if someone has composite siding today, they could replace it tomorrow, with the same material. There are also other in kind replacements that can be done, like roofing, gutters, porch, flooring, et cetera. There are also circumstances where the BAR might defer certain future requests to staff, especially when the existing material is no longer available. We've seen this multiple different times in the Old and Historic district, asbestos siding and masonite siding, in particular, are known to be inferior or dangerous products, and they're no longer being produced in this country. As a result, the BAR has determined that a certain product that's on the market still today, in this case, its hardie plank or cement fiber siding is considered in kind replacement and so staff is able to make that switch from masonite to hardie plank or from asbestos to hardie plank administratively. Lauren Murphy: Can you click for me? I'm sorry, Eileen. For composite materials in general, as I said, most of those require architectural review by the Board. They can defer certain actions to staff. It's not generally acceptable for composite materials to be used as a replacement for historic or traditional materials. For example, we would not want to see someone remove their historic wood siding and replace it with something contemporary. We also wouldn't want to see somebody remove their historic windows and replace those with something contemporary. For historic buildings, repair when you can, is always the best course of action and when you can't repair anymore, replacement in kind, is always the second best course of action. However, when we do allow composite materials, we ask that they be as close to the traditional material as possible or that they visually approximate traditional materials, which is the term that I use in my industry. For 8 Item a. Page 3|September 25, 2023 example, we would say that cement fiber, fly ash, or paintable, carvable, PVC has the visual qualities of wood whereas vinyl and plastic do not. Can you click for me? I keep hoping it's going to work and it's not working. I should just put it down. The Ordinance divides our administrative review authority into five subcategories. The first is building and site enhancements, and it's really the most common area where we review administrative requests. It includes a lot of very minor actions like paint, color changes, walkways and patios, fences, gates, pergolas. You can even construct small sheds or accessory structures using this particular section of the Ordinance. It also includes low walls. That's the bulk of our administrative approval requests, and it's the most common residential requests that we get. Next slide, please. Signs are the most common commercial requests that we get. Administratively we can approve up to two per business, usually up to six square feet, although there are some minor changes to that in the guidelines and in the Zoning Ordinance. This does include composite materials that have been previously approved by the BAR. A lot of time the signs that you see in the Old and Historic district that might look like wood aren't actually wood. They're something called Extira, MDO or PVC, but again, they can be carved, they can be painted, and they have a visual approximation of a traditional sign material would. Click, please. For contributing structures, these are historic buildings or buildings older than 50 years, and they are specifically noted as contributing in our Old and Historic district architectural survey. This category has the highest standard of preservation, which means it is the most limited. It includes things that are generally easily reversible like storm windows or shutters, which can easily be changed by a future property owner. For major elements, we're talking only a replacement in kind. Replacement in kind of your siding, replacement in kind of your roof, your porch floor, your porch railing, et cetera. Next. For non-contributing structures, right now, we would say that's anything built after 1950 or a historic building that's been so substantially altered that its significance is now in question. We do have several of those in the historic district. This has wider flexibility administratively, and it can include more changes in material. For example, your roof, you could potentially change from one roofing type to another if you're considered a non-contributing structure. You also have the benefit of the same in-kind replacements that historic buildings have. This category actually also includes demolition, which has been very helpful for folks who want to take down rusted metal sheds and things like that in their backyard. Then finally is a catchall category that is for folks who have already gone through the Certificate of Appropriateness process, but recognizes that by the time they come to us at the Board of Architectural Review, their plans are not always final. This allows for minor adjustments to things that have already been approved like window and door locations. It also allows for changes in siding material, which could include composite. Then it also allows for some changes that are in what I would call a catchall category. This was a big ask from the BAR when we did these in 2021, '22. Fortunately, they were comfortable with it, which I guess is fortunate because it means they're so far comfortable with me. This is allowing the Preservation Planner to make minor adjustments that don't impact the approval, and that can capture things that aren't elsewise listed directly in the Zoning Ordinance. I think that's my-- oh no, just kidding, I thought that was my last slide. Administrative approvals, just in summary. They are for clearly approvable minor actions that are consistent with the guidelines. Larger items, particularly in the Old and Historic district, are usually referred to the Board of Architectural Review. In the OHD in particular, that's to, one, negatively reduce the impact that any changes could have on the character and the integrity of the district. But two, I like to tell people, it also ensures that the decision is being made by an appointed public body, not by one person. 9 Item a. Page 4|September 25, 2023 It's not my personal preference that's approving your addition or your new construction. It's actually a group decision of the full board and usually, that's to somebody's benefit. Finally, requests for composite materials, I would say, are considered on a case-by-case basis, with some of them being eligible for administrative approval, while others require full board review. Lauren Murphy: That, I'm confident, is my last slide. and now I can answer any questions. Mayor Burk: Thank you. Are there questions at this point? I got a couple. You used a lot of terminology and abbreviations that maybe the public isn't completely aware of or understands completely. The gist of what you're asking for here, correct me where I'm wrong, you are saying that historic structures still have to replace anything-- that any changes that they make has to go to the BAR, and it has to be historically accurate, historically appropriate? Lauren Murphy: It needs to be appropriate. There are things that can be done to historic structures administratively. A lot of them are replacement in kind. When someone wants to change a material or change a design, even if it's more historically appropriate than what they might have today, we usually say that that's something that needs to go to the BAR and be looked at by the full body. If somebody wants to replace their wood siding with wood siding, I can do that for you administratively. If someone wants to replace their wood siding with hardie plank, that's going to be something that we're going to refer to the Board of Architectural Review. Mayor Burk: Okay, and that there are things that you want to be able to approve that right now you can't approve? Lauren Murphy: I feel pretty confident in the list that we have today. I think that the Gateway District does need to be looked at. I'm not very confident in the list that we have available for the Gateway District. For the Old and Historic districts, I feel comfortable with the list that we have today. Mayor Burk: In the Gateway District, I would think composite material could be used on a regular basis. Lauren Murphy: Absolutely. Composite material is clearly allowed in the Gateway. This item was framed as a question about how composite materials can be used in the Old and Historic district. They can be allowed, but they are with limited circumstances and usually with approval from the Board. I do think that as a part of the Zoning Ordinance rewrite, we should be looking at what we allow in the Gateway. I would say the list in the H-1 right now is broader than the Gateway, which makes no sense. You would think that the Historic District would be the most strict. Mayor Burk: You guys got some questions now, Mr. Bagdasarian. Council Member Ara Bagdasarian: Of course. It always takes me a little while to catch on. Mayor Burk: Not a problem. Council Member Bagdasarian: A little slow. What composite materials can be made administratively? You said in some cases, it can be made administratively, what are those cases? Lauren Murphy: Your house, for example, is in the Old and Historic district, but it's a contemporary structure. You have hardie plank siding on your house, you could, tomorrow, put in an application to replace that hardie plank siding in kind. When you have composite materials already, even if they're not the preferred material, like there are folks that have vinyl siding and they've come and said, can't afford to upgrade, can't afford to restore the wood, can I just replace the vinyl? The answer is yes. You have it today, it's a status quo, and you can replace it tomorrow. That is an option. Then if you are a non-contributing structure, there are certain circumstances. It's mostly with roofs and gutters that you could ask to change from one material to another as long as that other material is equally consistent with the guidelines. 10 Item a. Page 5|September 25, 2023 Council Member Bagdasarian: Do we differentiate maybe that this is contributing or non- contributing between historic buildings and a building in the historic district? Lauren Murphy: Yes. A historic building would be specifically noted as contributing in our architectural survey. Technically, in an industry standard, it's anything older than 50 years. A lot of folks don't like that. I myself am close to that, so I don't personally prefer it. We in Leesburg use anything built before 1950 as our current cutoff for our period of significance. Anything after 1950, we do not currently view as non-contributing. Council Member Bagdasarian: Do we actually identify homes that were built in the early 1970s as historic buildings, is that even happening? Lauren Murphy: It does happen elsewhere. I don't know that it would necessarily happen here. There are entire neighborhoods in Fairfax County, for example, where it would be very appropriate for like a mid-mod or a mid-century neighborhood to be considered a historic neighborhood. Council Member Bagdasarian: One particular location that I'd just like some background on, I think this was before you started with the Town, but I know Market Station has composite decking. What was the process behind that and how was that allowed? Lauren Murphy: It was definitely before my time, but we have allowed composite decking for lots of other projects in the Historic district. We actually have one on the agenda earlier this week-- I guess technically, it was last week because today's Monday. We have a lot of folks who request to replace their wood decking on a rear contemporary deck with Trex. The BAR has approved that pretty consistently. I don't know the exact circumstances around Market Station, but Market Station is a conglomeration of buildings that used to be historic and really aren't anymore. I think it would probably have been viewed as a contemporary commercial development and that's why the Trex was acceptable, but since then we have started letting folks with historic homes use it on the rear. Council Member Bagdasarian: Does that also apply to fencing or is it strictly decking? Lauren Murphy: It's a good question. So far we have not come across a composite fence that has visually approximated wood. Usually folks who don't want a wood fence go with a metal fence and we'll allow aluminum. Council Member Bagdasarian: Thank you. Mayor Burk: Council Member Wilt. Council Member Patrick Wilt: Thanks. I'm wondering about if there are benefits to standardizing on some things, the streamline processes and just take some burden off of residents. For example, the Trex discussion, if one property owner in the H-1 had gone through the process and then the board decided, "Yes, Trex visually works. It's a good quality--" and I read the BAR's exception approving that. This is a fantastic material. It's better than natural wood, is there benefit to standardizing that and allowing future property owners to avoid the entire process? We've decided Trex is a viable product. If you want to use it now, we can administratively approve it. Is there benefit to doing that? Lauren Murphy: I think there could be benefit to doing that, sure. I think we've done that already in a couple of other circumstances, like the Masonite siding and the asbestos siding. The BAR has said, "You don't need to bring us any more of those that want to replace those products with hardie plank. That's a one for one replacement and we're good with it." Council Member Wilt: Then, things, have we done a wood siding replacement with hardie plank, anywhere on the H-1? 11 Item a. Page 6|September 25, 2023 Lauren Murphy: I would say, no, because I would say that's on a case by case. That would be a circumstance where it's not appropriate to remove historic wood siding to replace it with hardie plank, but it could be appropriate, for example, to remove vinyl siding and replace it with hardie plank. Council Member Wilt: I'm thinking of a big element in the Market Station justification was, they needed it to be maintenance free and that was a motivation in granting that. Lots of homeowners had that same justification. If I wanted to take down some very hard to maintain and paint and scrape, wood fascias and corbels under my eaves and replace them with a carveable PVC or a resin, is that appropriate? Lauren Murphy: It depends on the age of the structure. For a contemporary structure, again, that's one right now that we would say after 1950, I think that that's possible. The BAR has approved those in a couple of different occasions. [unintelligible] for example, had a siding on it that was inferior of a very early cement fiber. They were able to take that off and replace it and put new hardie plank on it and it looks great. Would that be right for something that is a 200-year old structure? No, I don't think it would. Council Member Wilt: Then how can we-- or is there a benefit to categorizing certain things if it's 1895, 200 years, the people who own these properties and some of them, we can walk around Town. I think there are opportunities to improve the condition of properties, because maintaining some of these is difficult, expensive, and some of them are not in terrific shape. How do we incentivize actually preserving them? I'm wondering if putting carveable PVC corbels under an eave, 35 feet above the ground, it looks like wood, and it is maintenance-free, what is the downside of that? Lauren Murphy: I think it depends on the element that you're talking about. I think the BAR probably would and has considered small details or areas where we've had homeowners who have been able to show a consistent water problem. We obviously have a lot of high-lying water areas here where flooding and water damage can be really significant. They have taken a look at that in the past and said, "Okay, in this particular instance, it makes sense." The reason why those go to the BAR is because they are a case-by-case basis, and again, that ensures that there's an open and public process, and that the decisions being made by seven people who have been appointed by y'all, not just by one person, me. I think we already have categorized the structures in the historic district by saying contributing versus non-contributing. When you're a contributing structure, you are a historic building that is significant and part of the integrity of this historic district. We have said that those have a smaller number of things that can be approved administratively. If you're a non-contributing structure, that list is broader. We already have started to make that categorization where we've said contributing, tighter list, preservation is more important. Non- contributing has more flexibility. Council Member Wilt: Okay. I think there's still some benefit to homeowners and residents defining a smoother, more predictable path to preserve their structures so that they're maintainable in the future. I'd like to see that happen somehow. Thank you. Mayor Burk: Council Member Cummings? Council Member Zach Cummings: Thank you. Thanks, Lauren, for your presentation. Obviously, when we talk about the governing documents for the Town of Leesburg Historic District, that's the Old and Historic Design Guidelines, right? Lauren Murphy: I love that you still have your copy. [laughter] Council Member Cummings: I've read it. I want everyone to know that I know how to read. No, I'm just kidding. 12 Item a. Page 7|September 25, 2023 Lauren Murphy: I don't have any stickers to give out tonight, Mr. Cummings. Council Member Cummings: We have our own guidelines we follow, but are there guidelines that historic preservationists and historic planners nationwide follow? Lauren Murphy: Yes, definitely. The Secretary of the Interior has several, more than several, it's like 30-some, preservation briefs. I do rely on those when our guidelines are silent on something if we have a really specific case, if we have something like a stained-glass window at Saint James, there really aren't a whole lot of those elsewhere in the district, so we might not necessarily have specific guidelines about how to handle stained-glass. I can rely on those preservation briefs from the National Park Service that are coming through the Secretary of the Interior. They also do put out white papers and guidelines of their own. Most of those have found their way into our own guidelines and been adopted, but occasionally they'll be something new and updated. I also will be honest, and I think there's some things that they're behind the times on, like solar panels. I think that they have room to improve their documents as well, but generally, I'd say the crux of their documents have made their way into ours, but sometimes there's just such a specific case that I might have to refer it to the National Park Service instead of our own documents. Council Member Cummings: What does the Department of Interior say about synthetic material and historic districts? Lauren Murphy: I don't think that we would like the answer, because they say you shouldn't really use it at all, but when you are going to use it, it should be on the back and on new construction only. The preference of the National Park Service is perfect preservation. I don't know that that's really achievable, but they do recognize that folks use it. It doesn't keep us from being listed in the National Register of Historic Places or from being a certified local government, but certainly, pure preservation would be the preference of the National Park Service. Council Member Cummings: Again, for contributing structures, not every structure in this district. Lauren Murphy: I think they would prefer if everybody would just use wood siding, but that's not feasible, so, yes, definitely for contributing structures. Council Member Cummings: We know what the Department of Interior says. We obviously aren't the only historic district in the Commonwealth. What do, let's say, City of Alexandria's Historic Guidelines say for synthetic material? Lauren Murphy: It's a good question. There are some, as you might guess, that are more strict than ours, and I would say Alexandria is one of those. They have very limited circumstances where they will allow contemporary materials to be used on historic buildings at all and then even on non-historic buildings. There are others that are more flexible than ours, but they also have different periods of significance. They may have a newer historic district in general. Council Member Cummings: As our resident expert for historic preservation, beyond the Gateway District, which you've explained that we need to look at when we're rewriting zoning, is there anything that you feel, as our Historic Preservationist, or Historic Planner that we should be allowing for with synthetic material that maybe we haven't, that we need to help you by putting it into the Zoning Ordinance? Lauren Murphy: I think it's certainly worth a look especially as we do the rewrite to see if best practices have changed. We did this update not too long ago in '21, '22, and that did involve a survey of other similar jurisdictions. I did look at Alexandria, I did look at Herndon, I did look at Fairfax. I would say we're in line with the jurisdictions that I would say are doing good preservation in the Northern Virginia region with the exception of Alexandria. I would say they are much tougher than us, but that's not necessarily making them a better historic district. Off the top of my head, I can't think of anything where I was like, "Oh, I wish I had that." I always think it's smart to look at it and see if there are things that have come up where we were like, 13 Item a. Page 8|September 25, 2023 "That shouldn't have had to go to the BAR. That should have been simple and straightforward." Which is how we got to that list in '21, '22 anyway. Council Member Cummings: Then I may have said final question, which I always-- Lauren Murphy: You did. [laughs] Council Member Cummings: When I do that, I always ask one more. I don't think anyone was here when we established our historic district in Leesburg. I know we're not the first, but we're right up there. Lauren Murphy: We're close, I think we're number three. Council Member Cummings: What was the intent then and do you still feel like we're working within that intent? Lauren Murphy: I do feel like we're working within that intent. I think what's really special about Leesburg's Historic District is that it was a district that was brought to the Council by the people. They had seen several significant structures be demolished in Town and they felt like there was a lot of history here that should have been protected and preserved. They came to the Council and said, "We want this," as opposed to the Council putting it on them and saying, "You're going to do this." I think that that is really good. I think that there are a lot of people in this district that still feel really strongly about the Historic District. I think that's been evident through different outreach projects that we've done, through the Comprehensive Plan update, we saw a lot of folks pointing to how important that the Historic District was to them. I do think we're still embracing the intent. I think it's just better because when you know better, you do better. There are things that we know better now that we didn't know 60-some years ago. Mayor Burk: Oh, okay. Sorry. Council Member Cimino-Johnson. Council Member Todd Cimino-Johnson: Thank you Madam Mayor. Thank you, Lauren, for your presentation. My first question is on signs in here, you put some limitations. Is that for the whole Town or just for the Historic District? Lauren Murphy: Actually, the Historic District, the H-1 specifically gets a benefit to property owners where the Board of Architectural Review can actually give them more signage and larger signage than is allowed elsewhere if the Board of Architectural Review finds that it's appropriate to the character of the district and the building. An example of that would be the Stockman Building, for example, that sign-- it's the green building at the corner of Market and King and that sign is quite large and might not have been allowed otherwise, but because there are historical photos of a sign in that location and of that general size, the BAR was allowed to grant that even though it might have exceeded what the Zoning Ordinance would have allowed elsewhere in Town. For administrative approval, that's only applying in the Historic Districts. I do think-- I take it back, Mr. Cummings. I think our signs do need looked at, but that's because our guidelines for signs are quite out of date and possibly need to be revamped. [chuckles] Right now those guidelines are very specific that I can only approve six square feet administratively. I don't understand why, I don't know why that number was picked. It seems arbitrary and most folks are like, "Fine, I'll do the six square foot sign so I don't have to go to the BAR." Could we allow folks to do a bigger sign if it was better and more appropriate to the character of their building administratively, I think we should. I definitely think that that's an area-- see, I had to think about it for a second. I think that's an area where we could probably go back and take a look at our sign guidelines and then update those so that more things would be approvable administratively that six square foot limitation's not in the Zoning Ordinance, it's in the guidelines. 14 Item a. Page 9|September 25, 2023 Council Member Cimino-Johnson: Got you. Then is there like a mission or vision for the Historic District, like we're going to save 75% of all material, all the buildings in this area? Lauren Murphy: That's a good question. We don't have a number on it. I judge it by how happy, I think, folks are, how well I think it's looking. I think we're doing a pretty good job right now. I think the Town has really embraced the historic district over the last 60-some years, and I think it's pretty cool. Council Member Cimino-Johnson: Then my last question, it will be my last question is- Mayor Burk: We'll see. Council Member Cimino-Johnson: The BAR is seeing a lot of applications for certain things, and they feel that this should come through staff and just be administratively approved. Is that a process that happens? Lauren Murphy: It is. That is kind of how we arrived at that last set of amendments, which I know was getting approved probably at your first meeting of the Council. They felt like they were seeing a larger and larger and larger consent agenda case, where it was like, if these can just constantly be approved by consent, then why aren't we just making them administrative approvals? That's how we started with the list we have today is we looked at over the last three years what are the types of things we've been approving by consent, so the BAR is not even discussing them, they're just taking our staff report for it's face value and saying, 'approved'. Then we went from there by comparing what that list looked like to other jurisdictions, adding in some things, taking out some things, and then bringing it to the Council for approval. Council Member Cimino-Johnson: Excellent. Thank you so much. Mayor Burk: Thank you very much. We really appreciate your report. Lauren Murphy: Thank you. Mayor Burk: The next item for tonight is the Mobile Food Unit regulations. Mr. Watkins. Mike Watkins: Madam Mayor, Members of Council, very good evening to you. This is a work session to discuss mobile food unit regulations. The staff report that was provided to you has a lot of background information. However, on your August 27th meeting this year you did request this discussion. We enacted regulations for food trucks or mobile food units in 2017 initially. There's been two amendments thereafter. I'm not going to read the slide to you, but wanted to tell you that we distinguish the B-1 from the B-2 and B-3 districts and others zoning districts regarding food trucks. In the Council's previous discussions they did not want the year round ability for food trucks in the B-1 and the B-2, B-3, PEC, I- 1, there is an allowance for year round permitting of food trucks. However, in the B-1 district, you can operate a food truck under a special event permit-- business special event permit. Those are limited to three times a year and no more than three days for each event. We don't get very many requests. The most frequent requester is breweries in the downtown, the microbreweries. This table just illustrates the difference between the B-1, B-2, B-3, B-4, CDC, C-I1 and PEC. Those are the districts that allow the unlimited duration for mobile food units. Those are permitted under the annual temporary use permit. Again, in the B-1, you can operate a mobile food unit, however, it is under a business special event. There is no staff position on this I'm happy to answer any questions you may have. Mayor Burk: Thank you. Appreciate it. Could you explain B-1 to the public, what do you mean by B- 1? 15 Item a. Page 10|September 25, 2023 Mike Watkins: B-1 is our downtown zoning district. It overlaps in some areas with the H1. It is our core historic downtown district. Mayor Burk: Thank you. Anyone have any questions on this, Mr. Bagdasarian? Council Member Bagdasarian: Yes, thank you. At this point there's no action on this, this is just information only, correct? Mike Watkins: Correct. Council Member Bagdasarian: Just a couple questions. Do food trucks in the H-1 or anywhere pay meals tax, are they accountable for that? Mike Watkins: I believe there is meals taxes. I'm not the financial expert on. I apologize, I don't have that answer for you. I do believe meals taxes are recouped in some fashion. Council Member Bagdasarian: I understand obviously not having food trucks on the streets and everything. If we do anything with this, I do think this would be a great opportunity for the Leesburg Movement, the Main Street Program to provide an opinion on this from the downtown businesses. I think that'd be worthwhile. Thank you. Mayor Burk: Council Member Cimino-Johnson. Council Member Cimino-Johnson: Thank you for your presentation. I have a couple questions. The first, when we're talking about the mobile food units, are we talking about on the street or are we talking about on private property? Where in the B-1 are they allowed, not allowed? Mike Watkins: Very good question. This table in the B-1 district, again, only allowed on private property under a business special event. Elsewhere, they are allowed on public streets, private streets, and on private property. Council Member Cimino-Johnson: What about Taste of Leesburg, because they were in the street? Mike Watkins: That's an event that's hosted by the Town. Those events are dealt with through an event permit that's managed by the Town Manager's Office. Council Member Cimino-Johnson: Then you said you could do three, three-day events. Is that for one business or in total? Mike Watkins: No, each business is entitled to three three-day events a year. Council Member Cimino-Johnson: Excellent. Thank you. Mayor Burk: All right, any additional questions on this and no motions or anything, all right. Thank you very much. Appreciate your report. Mike Watkins: Welcome. Mayor Burk: At this point, does anybody have-- wait a minute, I have one request for a proclamation for Hispanic Heritage Month, September 15th to October 15th. Would I get a motion to accept that proclamation request? Eileen Boeing: Just four head nods. Chris Spera: Four head nods. Mayor Burk: Four head nods. Sorry. Are there four heads that will nod to get the historic Hispanic Heritage Month, September 15th to October. Hand raises will do it too. Okay, everybody? Yes. All right, thank you. Future council meeting and agenda topics. Mr. Wilt. 16 Item a. Page 11|September 25, 2023 Council Member Wilt: Nothing, thank you. Mayor Burk: Mr. Bagdasarian. Council Member Bagdasarian: Nothing for me. Mayor Burk: Miss Nacy. Council Member Kari Nacy: Nothing for me. Mayor Burk: Oh, I see two lights on. [laughter] Council Member Cummings: You allowed too much time. Mayor Burk: Council Member Cimino-Johnson. Council Member Cimino-Johnson: Thank you, Madam Mayor, I just have one item. Under section 14.3 of the Rules of Procedure, I would like to move to add a discussion and approval of the Town Council Benefits Memo that we received from Josh Didawick on July 10th. He already created the staff report and this would be the option of adding benefits that are paid entirely by the Council Member, not the Town. Mayor Burk: Does that-- Council Member Cimino-Johnson: I know that was a lot. Chris Spera: I think what would be appropriate, Madam Mayor is a motion because that was already prepared, there was already a work session on that. I think Dr. Cimino-Johnson could add a motion- Mayor Burk: Tomorrow. Chris Spera: -tomorrow. Then you could have a discussion tomorrow on that motion. Mayor Burk: Are there four people who would like to have a discussion on the item that Council Member Cimino-Johnson has brought forward? Yes. Council Member Bagdasarian: I'm sorry. I'm not clear on what the motion is. Chris Spera: To discuss the availability of benefits to the seven of you. Council Member Cimino-Johnson: Yes, we have to add it. Council Member Bagdasarian: Yes, I'm fine with that, discussing. Mayor Burk: We got four hands. Council Member Cummings: We're discussing it. Mayor Burk: No, we would make the motion to accept it or not accept it tomorrow, right- Chris Spera: Correct. Mayor Burk: -if you're making correct. Chris Spera: This is not an adjudication of the motion itself, this is just-- Mayor Burk: Tomorrow it would be an accept or not accept. Chris Spera: Correct. 17 Item a. Page 12|September 25, 2023 Mayor Burk: Do we have four hands that wanna do that. Mr. Bagdasarian. Council Member Wilt: Are we talking about existing benefit programs that we're just adding a Council member too with full-- with no-- is there some discussion about this tomorrow night then when it's made? Chris Spera: There was a previous work session information, information item, I'm sorry- Council Member Cimino-Johnson: July 10th. Chris Spera: -that was presented to you several months ago about allowing the participation from a self-funded basis of each of you on an optional basis in various benefits that are available currently to employees. The information's already been presented to you. Council Member Wilt: Go refresh myself on my own then from that. Chris Spera: Yes. No presentation, just a motion. Council Member Wilt: Ok. Mayor Burk: We need four hands to determine if we have this on the agenda for tomorrow. Mr. Bagdasarian, Ms. Nacy, Mr. Wilt, and Mr. Cimino-Johnson, Council Member Cimino-Johnson. That will be on there for tomorrow. Kaj Dentler: Yes. We'll add that for tomorrow. Mayor Burk: Mr. Cummings. Council Member Cummings: I want to make sure I'm doing the-- I have a request for a proclamation. I don't know, to just fill the form out online, but not tonight. I will do that and then I also wanted to, from our conversation tonight, ask for a work session to talk about composite material in the Gateway District. Mayor Burk: Did you want to do that before Ms. Murphy has the chance to look it over? Didn't she say that she was going to, and maybe Mr. David could. Council Member Cummings: I mean, unless we can address it with the Zoning Ordinance rewrite, which would be just easier probably. James David: Good evening, thank you. I think staff's preference would be to put it into the Zoning Ordinance rewrite. Mayor Burk: Ok. Council Member Cummings: Wait stay here. What about signage? She brought up signage. James David: Signage, as well, is a big part of the Zoning Ordinance. Council Member Cummings: Never mind, I have nothing. Mayor Burk: Okay, I see two lights back on. [laughs] Yes, Mr. Wilt? Council Member Wilt: Yes. Just a quick specification there. The phrase, the zoning rewrite has come up on a number of different topics, and it's a two-year-long project. When we say that, is there any timeframe we get that's more specific than saying 2025, we address something. James David: Sure. The Zoning Ordinance rewrite, the next milestone is a joint Planning Commission Council Meeting on October 19th. They'll present their third-party audit or assessment of the ordinance which identifies best management practices, maybe areas where we can improve the 18 Item a. Page 13|September 25, 2023 ordinance. That'll be an important discussion topic, and we can bring these types of topics up in that discussion as well. Then we'll go through it in a systematic fashion, bringing draft chapters forward as part of the process. We'll discuss with the Planning Commission, we'll discuss with the public, we'll discuss with focus groups along the way. Certainly, once we have that a little bit more finalized, I can identify when sign regulations are going to come up, or when Gateway District would come up, or overlay districts as part of that discussion. Council Member Wilt: Okay. That would be useful. There are certain things I might want to defer for two years and other things that might be, if we can do something sooner. James David: Absolutely. We don't want you to get hit with it all at once a year and a half from now, so we'll keep you apprised of those topics that you're interested in. Mayor Burk: And Mr. Bagdasarian. Council Member Bagdasarian: I just wanted to verify that we'll be receiving information regarding Mr. Cimino-Johnson's request before the meeting tomorrow. Mayor Burk: The information from the HR guy. Council Member Cimino-Johnson: Yes. It's online from July 10th. No, I'm just kidding, I'll send it to you. [laughter] Council Member Bagdasarian: Thank you. Mayor Burk: Anybody else? Nobody else at this point. Okay. Do I have a motion to adjourn? Council Member Nacy: So moved. Mayor Burk: Second? Council Member Nacy: No one else is paying attention. Mayor Burk: I know, really. [laughs] Council Member Cummings: Second. Mayor Burk: Thank you, appreciate that. [laughter] Seconded by Council Member Cummings. All in favor? Members: Aye. Mayor Burk: Opposed? You two can stay after class-[laughter]-for talking. 19 Item a. COUNCIL MEETING September 26, 2023 1 | P a g e Council Chamber, 25 West Market Street, 7:00 p.m. Mayor Kelly Burk presiding. Council Members Present: Ara Bagdasarian, Todd Cimino-Johnson, Zach Cummings, Kari Nacy, Vice Mayor Neil Steinberg, Patrick Wilt and Mayor Kelly Burk. Council Members Absent: None. Staff Present: Town Manager Kaj Dentler, Town Attorney Christopher Spera, Deputy Town Manager Keith Markel, Assistant Town Manager Kate Trask, Director of Finance and Administrative Services Clark Case, Information Technology Customer Support Technician II Kyle Albright and Clerk of Council Eileen Boeing. AGENDA ITEMS 1. CALL TO ORDER 2. INVOCATION was given by Council Member Nacy. 3. SALUTE TO THE FLAG was led by Council Member Bagdasarian. 4. ROLL CALL a. None. 5. MINUTES a. Work Session Minutes of September 11, 2023 MOTION 2023-156 On a motion by Vice Mayor Steinberg, seconded by Council Member Nacy, the September 11, 2023, Work Session minutes were moved for approval. The motion was approved by the following vote: Aye: Bagdasarian, Cimino-Johnson, Cummings, Nacy, Vice Mayor Steinberg, Wilt and Mayor Burk Nay: None Vote: 7-0 b. Regular Session Minutes of September 12, 2023 MOTION 2023-157 On a motion by Council Member Bagdasarian, seconded by Council Member Nacy, the September 12, 2023, Regular Session minutes were moved for approval. Council Member Wilt was absent from the September 12, 2023, meeting and abstained from voting. 20 Item b. COUNCIL MEETING September 26, 2023 2 | P a g e The motion was approved by the following vote: Aye: Bagdasarian, Cimino-Johnson, Cummings, Nacy, Vice Mayor Steinberg and Mayor Burk Nay: None Vote: 6-0-1 (Wilt abstain) 6. ADOPTING THE MEETING AGENDA MOTION 2023-158 On a motion by Vice Mayor Steinberg, seconded by Council Member Nacy, the meeting agenda was moved for approval. The motion was approved by the following vote: Aye: Bagdasarian, Cimino-Johnson, Cummings, Nacy, Vice Mayor Steinberg, Wilt and Mayor Burk Nay: None Vote: 7-0 7. CERTIFICATES OF RECOGNITION a. None. 8. PRESENTATION OF PROCLAMATIONS a. None. 9. PRESENTATIONS Mayor Burk presented Vice Mayor Steinberg’s sister Barbara Steinberg with a Leesburg coin. Ms. Steinberg and family were visiting from California. 10. REGIONAL COMMISSION REPORTS Mayor Burk attended a meeting with the Northern Virginia Regional Commission where she received information on the increase of COVID and RSV cases in the region. Mayor Burk encouraged everyone to consider getting vaccinated against both illnesses. 11. PETITIONERS The Petitioner's Section opened at 7:05 p.m. Gary O’Hanlon. Spoke to Council against allowing food trucks in historic downtown Leesburg. Jen Demetrio. Spoke to Council against allowing food trucks in historic downtown Leesburg. Michael O’Connor. Spoke to Council against allowing food trucks in historic downtown Leesburg. 21 Item b. COUNCIL MEETING September 26, 2023 3 | P a g e Fabian Saeidi. Spoke to Council against allowing food trucks in historic downtown Leesburg. Cyrus Saeidi. Spoke to Council against allowing food trucks in historic downtown Leesburg. The Petitioner's Section closed at 7:20 p.m. 12. APPROVAL OF THE CONSENT AGENDA MOTION 2023-159 On a motion by Vice Mayor Steinberg, seconded by Council Member Nacy, the following consent agenda was proposed: a. Fiscal Year 2023 Edward Byrne Memorial Justice Assistance Grant RESOLUTION 2023-134 Approving Town Application to Fiscal Year 2023 Edward Byrne Memorial Justice Assistance Grant and Appropriation of $15,574 Contingent Upon Grant Award b. Other Post Employment Benefits (OPEB) Investment Policy Update RESOLUTION 2023-135 Adopting Amended Other Post-Employment Benefits (OPEB) Trust Investment Policy c. Appointment to the Residential Traffic Commission – Catherine McIntosh RESOLUTION 2023-136 Appointing Catherine McIntosh to the Residential Traffic Commission d. Appointment to the Diversity Commission – Carly Schmidt RESOLUTION 2023-137 Appointing Carly Schmidt to the Diversity Commission e. Amending the 2023 Town Council Meeting Schedule MOTION I move to amend the 2023 Town Council Meeting Schedule as approved in Resolution 2022-149 to cancel the October 2, 2023, work session and combine it with the regularly scheduled Town Council meeting on October 3, 2023. 22 Item b. COUNCIL MEETING September 26, 2023 4 | P a g e The consent agenda was approved by the following vote: Aye: Bagdasarian, Cimino-Johnson, Cummings, Nacy, Vice Mayor Steinberg, Wilt and Mayor Burk Nay: None Vote: 7-0 13. RESOLUTIONS /ORDINANCES / MOTIONS a. Town Council Benefits MOTION The following motion by Council Member Cimino-Johnson, failed due to a lack of a second. I move to allow Town Council Members to be eligible to participate in the additional Town's benefits identified in the July 10, 2023, Information Memo with the members being responsible for 100% of the cost of the benefits. No further action was taken on this item. 14. PUBLIC HEARINGS a. Town Code Amendments – Membership and Attendance Requirements for Boards and Commissions The Public Hearing opened at 7:23 p.m. Mr. Chris Spera presented Council with the proposed Town Code amendments related to the Town’s Boards and Commissions. Proposed amendments included: providing clarity regarding membership requirements for each board and commission; adding more flexibility for boards and commissions to schedule and cancel meetings; modifying the rules regarding meetings, attendance, compensation and reappointment of members removed for absenteeism; and, administrative cleanup regarding notice requirements and record keeping for Council compensation. Council and staff discussed the proposed amendments. Council Member Cimino-Johnson noted with the new changes, it is unclear if Boards and Commissions must meet monthly or if they can conduct all meetings in a shorter timeframe. Council approved Mr. Spera adding language to clarify that the intent is to have at least nine meetings held monthly throughout the year. 23 Item b. COUNCIL MEETING September 26, 2023 5 | P a g e Public Speakers: There were no speakers wishing to address Council. The public hearing was closed at 7:46 p.m. MOTION 2023-160 On a motion by Council Member Nacy, seconded by Council Member Cimino- Johnson, the following was proposed: I move to approve the proposed Ordinance amending the Town Code with the change discussed regarding the number of meetings. ORDINANCE 2023-O-020 Amending Chapter 2 (Administration), Article V (Boards and Commissions) of the Leesburg Town Code The motion was approved by the following vote: Aye: Bagdasarian, Cimino-Johnson, Cummings, Nacy, Vice Mayor Steinberg, Wilt and Mayor Burk Nay: None Vote: 7-0 15. UNFINISHED BUSINESS a. None. 16. NEW BUSINESS a. None. 17. COUNCIL DISCLOSURES AND COMMENTS / ADDITIONS TO FUTURE MEETINGS Council Member Wilt requested a zoning text amendment to allow mobile food units as accessory use on private non-residential commercial property in the B-1 District. There was no consensus of Council to add this as a future Work Session discussion. Council Member Wilt requested a Work Session discussion regarding Board of Architectural Review membership and having the majority of members being contributing property owners. It was the consensus of Council to add this as a future Work Session discussion. Council Member Bagdasarian suggested having the Main Street Program provide input on the food truck discussion. Mayor Burk noted this item did not get a consensus to move forward. 24 Item b. COUNCIL MEETING September 26, 2023 6 | P a g e Mr. Bagdasarian thanked Assistant Town Manager Kate Trask, Parks and Rec staff and the rest of the Town staff for their support of the Crossroads Music Festival. Council Member Cummings disclosed he met with Mr. Dave Gregory and his staff regarding the Mobile Home Park and the junkyard and future development there. Vice Mayor Steinberg welcomed his family members from California who were in attendance at the meeting. Mr. Steinberg disclosed he met with the group from 818 S King Street on their proposal for potential redevelopment. 18. MAYOR DISCLOSURES AND COMMENTS / ADDITIONS TO FUTURE MEETINGS Mayor Burk disclosed she met with Mr. Matt Leslie and members from his company on a possible development project next to Woodlea in the County’s Rural Policy Area. Mayor Burk also disclosed she met with Mr. Peter Kalaris regarding Meadowbrook Commercial. Mayor Burk welcomed the Williams Center to Leesburg. Mayor Burk thanked Council Member Bagdasarian and Ms. Amy Bobchek for a wonderful Crossroads Music Festival. Mayor Burk welcomed Maria’s Massage Spa to Leesburg. Mayor Burk was a judge at the Village at Leesburg’s Dog Talent Contest at the Village at Leesburg. Mayor Burk toured Simpson Middle School’s new state-of-the-art computer lab installed with the support of Amazon. Mayor Burk, along with Council Member Cummings, welcomed DoubleX Archery to Leesburg. Mayor Burk attended the groundbreaking ceremony for the latest Habitat for Humanity Home on Prince Street. 19. TOWN MANAGER COMMENTS a. None. 20. CLOSED SESSION a. Town Manager's Performance Evaluation MOTION 2023-161 On a motion by Mayor Burk, seconded by Vice Mayor Steinberg, the following was proposed: I move pursuant to Section 2.2-3711(A)(1) of the Code of Virginia that the Leesburg Town Council convene in a closed meeting for the purpose of discussing the annual performance of the Town Manager. The motion was approved by the following vote: Aye: Bagdasarian, Cimino-Johnson, Cummings, Nacy, Vice Mayor Steinberg, Wilt and Mayor Burk Nay: None Vote: 7-0 Council convened in a closed session at 7:56 p.m. Council convened in an open session at 8:19 p.m. 25 Item b. COUNCIL MEETING September 26, 2023 7 | P a g e MOTION 2023-162 On a motion by Mayor Burk, the following was proposed: In accordance with Section 2.2-3712 of the Code of Virginia, I move that Council certify to the best of each member’s knowledge, only public business matters lawfully exempted from open meeting requirements under Virginia Freedom of Information Act and such public business matters for the purpose identified in the Motion by which the closed meeting was convened were heard, discussed or considered in the meeting by Council. The motion was approved by the following roll call vote: Cimino-Johnson – aye, Cummings – aye, Vice Mayor Steinberg – aye, Nacy – aye, Bagdasarian – aye, Wilt - aye and Mayor Burk – aye Vote: 7-0 21. ADJOURNMENT On a motion by Vice Mayor Steinberg, seconded by Council Member Bagdasarian, the meeting was adjourned at 8:19 p.m. __________________________ Kelly Burk, Mayor Town of Leesburg ATTEST: _______________________ Clerk of Council 2023_tcmin0926 26 Item b. Page 1|September 26, 2023 September 26, 2023 – Leesburg Town Council Meeting (Note: This is a transcript prepared by a Town contractor based on the video of the meeting. It may not be entirely accurate. For greater accuracy, we encourage you to review the video of the meeting that is on the Town’s Web site – www.leesburgva.gov or refer to the approved Council meeting minutes. Council meeting videos are retained for three calendar years after a meeting per Library of Virginia Records Retention guidelines.) Mayor Kelly Burk: Okay, I am calling to order tonight's September 26th, 2023 Town Council meeting. If anyone in the room needs hearing assistance, please see the Clerk. Council Member Nacy will be giving the invocation, followed by the salute to the flag. I need to read this following disclaimer. The Town is experiencing an audio-visual issue that is preventing video from being displayed on the cable TV channel and on the Web site. Town staff is working to correct the issue as quickly as possible. In the meantime, if you need closed captioning or a copy of tonight's presentation, please visit the Council agenda page on the Town's Web site. Council Member Nacy? Council Member Kari Nacy: Thank you. Please join me in prayer. Dear God, we seek your help with our affairs today. Bless this meeting with your divine intelligence and help us to make the best use of our own. We are diverse opinions here, yet we wish to mend our differences and reach agreement satisfactory to all. Please share little of your wisdom with us to help us do right by all concerned. Thank you for your heavenly blessing. Amen. Mayor Burk: Mr. Steinberg. Oh, Bagdasarian. Council Member Ara Bagdasarian: Please join me in the salute to the flag. All: I pledge allegiance to the Flag of the United States of America, and to the Republic for which it stands, one Nation under God, indivisible, with liberty and justice for all. Mayor Burk: Let the record reflect that all members of Council are present. We have two meeting sessions, the work session meetings of September 11th, 2023. Do I have a motion? Vice Mayor Neil Steinberg: So moved. Mayor Burk: Moved by Vice Mayor Steinberg. Second? Council Member Nacy: Second. Mayor Burk: Second by Council Member Nacy. All in favor. Members: Aye. Mayor Burk: Opposed? That passes 7-0. Regular session minutes of September 12th, 2023. Do I have a motion? Council Member Ara Bagdasarian: So moved. Mayor Burk: Council Member Bagdasarian. Second? Council Member Nacy: Second. Mayor Burk: Council Member Nacy. All in favor, indicate by saying aye. Members: Aye. Mayor Burk: Opposed? All right, that passes. Do I have a motion to adopt the meeting agenda? Council Member Wilt: Abstain. 27 Item b. Page 2|September 26, 2023 Vice Mayor Steinberg: So moved. Mayor Burk: Abstain? Council Member Zach Cummings: He wasn't here. Mayor Burk: On the 23rd? Council Member Cummings: 12th. Mayor Burk: On the 12th. Okay, I'm sorry, I didn't realize that. Okay. That's 6-0-0-1. Okay, adopting the meeting agenda. Vice Mayor Steinberg made a motion. Is there a second? Council Member Nacy: Second. Mayor Burk: Second by Council Member Nacy? Is there any amendments or deletions anyone has to the agenda? All right. All in favor, indicate by saying aye. Members: Aye. Mayor Burk: Opposed? That passes 7-0. We have no certificates of recognition or proclamations. I do have one small quick presentation and I would like to ask Barbara to please come forward. I have something for you. [laughter] This is at the request of your brother, so it's his fault. Barbara Steinberg: I don't know this man. [laughter] Mayor Burk: We want to welcome you to Leesburg. We give you a coin representing Leesburg, that you can take back with you and you guys can fight over it. Go ahead. Feel free. [laughter] I was supposed to make sure that I embarrassed you as much as possible. Barbara Steinberg: Thank you. Mayor Burk: He was going to tell me some stories but we didn't get time, so I can't do the full job. Barbara Steinberg: Believe me, I've dirt on him. I will not even go down that road. [laughter] Mayor Burk: Thank you for coming. [laughter] All right. Now, to get back to business. Does anybody have any regional commission reports? I had the opportunity to meet with the Northern Virginia Regional Commissioners and hear from all of the Health Department Directors, and their report was cautious about the uptick of COVID illnesses. So far, the hospitalization in this region has not dramatically increased, but the number of people that have gotten COVID has increased. The real concern was with RSV, there is a large increase of those reports. That affects children as well as adults, so they're concerned about that. We wanted to encourage everybody that will consider it to get vaccines. 28 Item b. Page 3|September 26, 2023 The next thing we have is our petitioner section. One of the first orders of business is to hear from the public. All members of the public are welcome to address the Council on any item matter or issue. Please, identify yourself, and if comfortable doing so, give your address for the taped record. Any public speaker will be requested to state their name and spell it for the purpose of closed captioning. In the interest of fairness, we also ask that you observe the five-minute time limit. The green light on the timer will turn yellow when you have one minute remaining. At that time, we would appreciate your summing up and yielding the floor when the bell indicates your time is expired. Under the rules of orders adopted by this Council, the time limit applies to all. The first person on our list tonight is Gary and Jen from 9 South King Street. Gary O'Hanlon: Good evening. My name is Gary O'Hanlon and this is my wife Jennifer Demetrio. We have just taken over the Leesburg Diner. We have been the last three months, changing it, sprucing it up, and all that. Then we find out there's a petition for food trucks. We came to Leesburg-- We've been looking at Leesburg for 20 years. We've loved it for 15 years. We've wanted to come here for five years to open a business. We've done that. We want to be part of a community, that's really important to us. Already, the traction that we're getting, we're giving away brunches and lunches for schools. That's what community is all about for us. I get a bit choked up, I'm sorry. Not being from this country and coming here and being able to achieve what we've both achieved is amazing. We're grateful just to be here. I'll let my wife get into the dirty part of it. [chuckles] Jen Demetrio: Good evening, everyone. Like Gary said, we're very honored to be a new part of the community. We are already a part of the community of Falls Church, not very far away from here. We see a lot of similarities within the two communities, and we're very honored to be a part of it. We were here yesterday during the session, listening to a lot of interest about keeping the integrity of the community alive, as far as using materials for making fixes and houses and things like that and just keeping the integrity and history of the Town intact. We believe that allowing food trucks into the community would go against that thought process. Just the sheer look of it, it takes away from the integrity and the historical aspect of the Town. We also want to point out that there's not much community involvement when it comes to food trucks. When we're looking for support from our community for local sports, schools, causes, or anything like that nature, we look for local businesses in the community. The brick and mortars. We're not looking at food trucks that come in during the busy time of the day and then drive out of Town when business is dried up. Brick and mortars are there, open to close, during the slow times. The overhead costs are far higher. The employment is a bit higher. We're definitely bringing people into the diner now. We're hopefully hiring between 18-20 people. For us, that's a lot of people. For just two people that are just regular citizens, not a huge conglomerate, for us, we take a lot of pride in that. They're local folks. They're our neighbors, they're people that live in the community. For us, a restaurant is not just a place that you go to eat. It's interesting because we were talking to our new team about this today. If restaurants were just about food, you would see people, single people, just going, eating, and leaving, but you never see that in restaurants. Yes, sometimes. It's about what you're doing when you're there. You're connecting with your friends, your family. You bring your kids. You meet your friend that you haven't seen in a long time. It's not about the food. Yes, it's about the food, but that's not what it's about. We're selling food, yes, but it's an experience, right? It's about the connections that we make over that connection. Business is done there. Agreements are made. You don't build community on a four-wheel truck. We all experienced COVID. We felt all of those relationships break and what that felt like. We can probably all remember what it was like to go back out to restaurants and how great that felt. Maybe it was a little scary because we still weren't sure about the health risks, et cetera, but it felt good to see people that we haven't seen in a long time again, right? When you make plans to see your friends, to celebrate your family occasions, you don't think about sitting on the sidewalk outside. It's sitting around a table, breaking bread with your family and friends. It's important to us, and running restaurants are hard. I know I have 20 seconds left. It's very, very challenging. 29 Item b. Page 4|September 26, 2023 Food trucks, they don't play on a level playing field. That's just all there is to it. The overhead costs, the taxes, the property taxes, the meals taxes, I don't know how that's exactly going to be calculated if this is on the table, definitely something to look at, though. Appreciate your time. Thank you very much. Mayor Burk: Thank you. We look forward to the ribbon-cutting. Jen Demetrio: Yes. Mayor Burk: [laughs] Our next speaker is, I'm sure I'm going to mess this up, Alanton Demetrio. Jen Demetrio: Oh, that's me. Mayor Burk: Oh, I see. It's underneath. Did I at least get your last name right? Jen Demetrio: Yes. You [inaudible 00:13:34] Mayor Burk: Okay. All right [laughs]. Oh, and it's O'Hanlon [laughs]. Jen Demetrio: Yes. Mayor Burk: Now I see. They wrote their names underneath. Michael O'Connor, followed by Mr. Saeidi. Michael O'Connor: Good evening, Madam Mayor, Vice Mayor, Members of the City Council, it's a pleasure to be here, as always. I'd like to make note that that Irish accent you heard, coming from Gary, was in truth a Dublin accent, so we've not gone far from our roots here in Leesburg. We're here because we've heard there's more discussion about food trucks. I've not seen any support for that from this Council whatsoever, and I'm not going to worry about it. I believe that we've shut this discussion down many years ago for all the reasons we shut it down. Whether it'd be food safety, physical safety, children running in between, it's just something that we don't need in Leesburg. We have the most beautiful Town in the Commonwealth of Virginia. I think so many of us have worked, and I mean all of us, have worked very, very hard to make Leesburg what it is today. I think the best thing I can do is thank you for your leadership. This is something we do not need to do, we do not need to look at. I'd appreciate blowing past this one, and on to a bigger and better things. I've been in Leesburg for 40 years. I've chaired the Loudoun Museum. I've chaired the-- Mayor Burk: Oatlands. Michael O'Connor: I've chaired Oatlands, I've been on Board at the Morven Park and where we've been involved. I don't mean me, I mean those of us that for years and years have stood behind me. We've had a real fellowship here in this Town. I think it's something that all of us can be proud of. Staying the course is always the right way to go, as far as I'm concerned. With that, I appreciate all the work you do. Please make sure that we're not talking about food trucks any time in the future. Thank you very much. Mayor Burk: Mr. O’Connor. Mr. Saeidi, followed by Cyrus Saeidi. Fabian Saeidi: Good evening, Ms. Mayor, Town Council, my name is Fabian Saeidi, and I'm owner of Leesburg Colonial Inn, Georgetown Café, King's Tavern, and also, the Green Tree Tavern. I've been here for 52 years right here in downtown Leesburg. Let me tell you about trash truck. Food trucks exactly considered as a trash. As an owner of the restaurant, I had four people that they worked for me. They store their food trucks, and I know how they operate. You want to know about the safety and security of the food truck? Food truck are not belong to Leesburg. I don't know why you guys come in with this idea again and again. We went through the same thing. 30 Item b. Page 5|September 26, 2023 I explained to you the dangers of the food truck. Anytime any restaurant catches on fire, two things happens. Grease fire and gas. You put those two combinations together, you have a bomb. In Afghanistan, they use a food truck to blow up Americans. I don't know you guys followed the news in United States. So far, we had over 20 explosion on the food trucks. We don't want. Leesburg is a small Town. What you going to do with all the restaurant that they open in Leesburg? We got a new owner of the beautiful Leesburg Diner. We got a restaurant, if you count from on north side King Street to the south side, we got over 20 food establishments right in downtown. What you going to do with those one? Those restaurant, they are all pay food and beverage taxes. Food trucks, you don't know where they're coming from. They come and go. They are in the Fairfax one day, and on the next day, they travel all around. Any spot that they get, they park in, they sell the food and they book. Leesburg is not belong to any food truck. I want to thank you to listening to my explanation. Thank you. Mayor Burk: Thank you, Mr. Saeidi. Cyrus Saeidi? Cyrus Saeidi: Hello, my name is Cyrus Saeidi. I am the Manager of the Green Tree Tavern. As my father has recently stated, some of the dangers of food trucks also, a lot of the times, they won't be able to maintain the certain levels of sanitation that you might need because of running water and other things like that might not be as accessible in a food truck, as well as other food safeties as far as, how are they keeping the food during hot days? Can that food get compromised and things like that, which can then in turn get our community members sick. Then as has been talked about already, restaurants are a huge part of-- If you just look around the downtown community and the Leesburg community as a whole, restaurants play an important part in the economy here. Undercutting those restaurants by bringing in outside food trucks, it could really affect some of those restaurants that can be difficult to operate and run and expensive. With rent going up and things like that, we've already seen a few restaurants that have been long parts of the community, such as Andy's Pizza, recently having to close their doors after over 30 years due to some overhead and difficulties that restaurants face. Especially, it wasn't that long ago that all of our doors were closed due to the pandemic. We're really just starting to turn that page and become profitable again after some of those difficult times. Then as was already mentioned, some of the dangers of-- the trucks can bring on, as far as having those kind of heating and ovens and things in the trucks, can cause some dangers to the people running the trucks and the people who might be getting food or surrounded by them. Not to mention that this area is historic and it's beautiful. We try to keep it that way. Bringing in trucks could be somewhat of a tacky look for the downtown, and perhaps, for other areas of the Town as well. There's plenty of restaurants in Leesburg, I don't think it's really necessary. I think that those trucks have opportunities elsewhere in offices and breweries and stuff, all over the Northern Virginia region, that they'll be okay, not having them in Leesburg. Thank you guys very much for your time and your consideration. Have a great rest of your evenings. Mayor Burk: Thank you. Thank you very much for speaking. Is there anybody in the audience that didn't sign up that would like to speak at this point? All right, seeing that there's no one, I will close the petitioner's section and thank everyone that came tonight to speak. That takes us to our approval of the consent agenda. Does any Council Member have anything they want removed from the agenda? I'll read it first and then let me know if there's anything you want removed. First one is the Fiscal Year 2023, Edward Byrne Memorial Justice Assistance Grant. B is Other Employment Benefits Investment Policy Update. C is Appointment to the Residential Traffic Commission of Catherine McIntosh. Appointment to the Diversity Commission of Carly Schmidt. Amendment to the 2023 Town Council Meeting Schedule. Is there anything anybody would like to have removed? Do I have a motion to accept? Vice Mayor Steinberg: So moved. Mayor Burk: Is there a second? 31 Item b. Page 6|September 26, 2023 Council Member Nacy: Second. Mayor Burk: You're the seconder today. All in favor? Members: Aye. Mayor Burk: Opposed? That passes 7-0. All right, that takes us to our resolution. For the first one, this is Town Council Benefits. This was one that was moved from yesterday to today. Correct? That's the one we're talking about? Kaj Dentler: Correct. Mayor Burk: Is there a motion? Council Member Todd Cimino-Johnson: I’ll make a motion. Mayor Burk: Dr. Cimino Johnson makes the motion. Is there a second? There is not a second on this one. There's no second on it, so it doesn't move forward. That one doesn't move forward. I'm sorry. The next one is a public hearing. The public hearing says ethics and the quorum. No, that's not it. [background conversation] The only thing stapled to it is that the public hearing is on the Town Code Amendment. Sorry, I'm trying to find the correct wording here. I don't find it here, Eileen. Eileen Boeing: May I come behind you? Mayor Burk: Yes, please do [chuckles]. Where was it? Under public hearing. Thank you. I call to order the September 26th, 2023 public hearing of Leesburg Town Council. Unless there is an objection, I'll dispense with the reading of the advertisement. If you wish to speak, we ask that you either sign up on the sheet in the hallway outside of Council Chambers, but if you did not get the opportunity to sign up, we will give you the opportunity to speak. In the interest of fairness, we also ask that you observe the five-minute time limit. The green light in front of you will turn yellow at the end of four minutes, indicating you have one minute remaining. At that time, we would appreciate your summing up and yielding the floor when the bell indicates your time is expired. Under the rules of order adopted by this Council the five-minute time limit applies to all citizens. However, rather than have numerous citizens present remarks on behalf of the group, the Council will allow a spokesperson per group a few extra minutes. In that instance, we would ask speakers when they sign up to indicate their status as spokesperson, the group they represent, and their request for additional time. Our procedure for the public hearing is as follows. First, there is a brief presentation by staff about the item before us. Second, members of the public that have signed up to speak will be called and given five minutes to make their comments. The public hearing item on the agenda tonight is the Town Code Amendment, Membership and Attendance Requirements for Boards and Commissions. Mr. Spera. Chris Spera: Thank you, Madam Mayor, Members of Council. We're back with these changes after our work session last month. We got pretty clear direction from you at the work session in early August. What we tried to do was bring some standardization and some clarity with respect to membership, but also, with respect to payment of members, and with respect to the number of meetings. I'll run through these proposed changes rather quickly. I think they'll all be familiar to you, things that we talked about at the work session last month. These were just some cleanup sections here, where we added a specific reference to the BAR section, making it clear that the membership is set forth in the applicable section of the Zoning Ordinance and no substantive change there. With respect to the Airport Commission, and you'll see this throughout, given the instruction that you gave us, we wanted to make it clear that unless otherwise provided under State Law, at least four members of each commission shall be Town residents. 32 Item b. Page 7|September 26, 2023 What we did, so that you didn't have to go back and look elsewhere, we made it clear in the membership section for each of the commissions that this language was added. Here you'll see what I just alluded to. There's a subsection D for Diversity Commission, the Environmental Advisory Commission, Parks and Rec, Public Art, Technology, Communication, and Tree Commission. They didn't have this language. They had to go look in someplace else in the Town Code to see what that was. I thought it was unclear. If you're looking at the section of the Town Code related to a particular commission, now this is clear. It applies directly to that commission, that at least four members shall be Town residents. That change is made to the sections related to each of those commissions. Then we talked about meeting and attendance rules, and that has some interplay with the compensation rules. What you authorized me to change, and what I'm proposing here tonight is that when a commission has its initial meeting, it sets a schedule. Then once they adopt that schedule, requires a majority vote to modify that schedule. Then that interplays with the attendance requirements because somebody who was available for a regularly scheduled meeting and they make their calendar fit to do that, then the meeting gets changed and they can't make it, we felt it was unfair to penalize that person if they had to miss the rescheduled meeting when they were available for the originally scheduled one. Then I'll thank Dr. Cimino-Johnson for his suggested correction. We make it clear, if somebody is removed for absenteeism, they shall not be eligible for reappointment to any board commission for a 12-month period going forward. Dr. Cimino-Johnson pointed out that it was a little bit unclear if that only applied to the commission on which they previously sat. I appreciate his suggested rewrite. I accepted it and added it here. This section that we were proposing to change, 195(c), goes to give the commissions a little bit of flexibility. If they've got something, a light docket that makes sense to just combine things into one meeting, rather than making them meet every month, they have the ability to meet less frequently, but not less than nine times. It gives the members some flexibility in the event of a conflict or a lighter workload at a particular time during their tenure. Then this is the attendance section that we had talked about before. Failure to attend rescheduled meetings or additional meetings don't count against the attendance requirement. Again, this next Section 195(f) was just clean up. 196(b) just clean up. It says, State Freedom of Information Act. I just wanted to make it clear what State we were talking about. Then we've got the compensation case, we just added some language for HR to have a reference table for compensation. What we did here was, we moved from an annual pay model to a per-meeting pay model. It doesn't change the rate of pay, assuming that someone attends all 12 meetings, but it does it on a per- meeting basis, as your instruction to me was to set this up so that the member was paid for the meetings they attended, and that we would do the compensation monthly. These changes are related to that. Then we added some specific language, where if someone doesn't turn in their documentation, the financial documentation needed for us to process payroll, that'll be deemed a waiver of their pay. There are some members who do that voluntarily. That doesn't change the ability to waive compensation, voluntarily doesn't change, but we wanted to make it clear, if you didn't cooperate with our staff in providing the necessary documentation, that that would be deemed a waiver of compensation. Those were the changes you authorized me to make. I think they're all in there. I'm happy to answer any questions that you may have. Mayor Burk: All right. Council Member Wilt? Council Member Patrick Wilt: Yes. Thank you. Chris, I'd like to make sure I understand the amendment. I'm on slide 5. Using the Board of Architectural Review, there's the example. It says, membership shall be set forth, the Zoning Ordinance, all members shall be Town residents. [crosstalk] Chris Spera: That is what's required by the Zoning Ordinance. 33 Item b. Page 8|September 26, 2023 Council Member Wilt: Okay. Something in the current allows something about being an architect as a qualification. Chris Spera: Right. I think the language there was that the BAR specifically refers to whatever the Zoning Ordinance provides. Council Member Wilt: Okay. This is not all-inclusive. This is anything zoning [crosstalk] Chris Spera: I'm sorry. Number 5? Council Member Wilt: How is this creating a change? That's what I'm trying to get clear on. Is it saying, recreating or reestablishing? What's not here? Chris Spera: Nothing came out. The recurring reestablishes language, it's already in the Code today. The language that's being added is just making it clear that the membership is set forth in the Zoning Ordinance. That was not clear before. It wasn't stated. That's all that's been changed. Council Member Wilt: Okay. That all members shall be Town residents, with the exception. That sentence right there is the current membership requirements. Is that right? Chris Spera: Yes, sir. That's correct. Council Member Wilt: Okay. Did we consider any changes to that? Chris Spera: That was not discussed and not proposed when they had the work session. This was just an add by me to make it clear where the membership provisions for the Board of Architectural Review reside. Council Member Wilt: It occurs to me that-- I think an intent is to make sure the membership of these commissions and boards is relevant to the purpose and the skill sets required for that. It occurs to me that for the Board of Architecture Review, would it be useful to have a majority of the board, four members have a requirement that they be property owners of contributing properties in the historic district? Do you have thoughts on that? Chris Spera: To me, that is a question better asked to the Planning Director, because the Board of Architectural Review is a creature of our Zoning Ordinance. Historically, at least in the other jurisdiction where I worked, the Board of Architectural Review was set up very similar to this, that it was all residents. Not a property owner requirement, but you could certainly do it. To me, that's a policy decision, not a legal one. Council Member Wilt: Okay. That's a suggestion I would make. How do we pursue that suggestion? Chris Spera: It would be in the context of an amendment to the Zoning Ordinance because that's where the membership criteria for the Board of Architectural Review resides. Council Member Wilt: Okay. Mayor Burk: Would he want to bring that up as a future item to discuss? Chris Spera: Yes. That would certainly be something that Mr. Wilt could do. Council Member Wilt: Okay, so a new item not under-- This is a topic of membership rules. Chris Spera: Right. These are membership rules that are set forth in the Town Code. The point here is that the Board of Architectural Review, the membership criteria for that Board is set forth elsewhere, just like the membership criteria for the Planning Commission, that's set forth elsewhere. Certain boards, the membership requirements are set forth in the State Code, so the membership criteria is set forth elsewhere. What we're trying to do here is make changes to the boards and 34 Item b. Page 9|September 26, 2023 commissions that are in the Town Code. If it's a BAR change that you want, that's an amendment to the Zoning Ordinance, which is a different thing. Council Member Wilt: Okay, so Zoning Ordinance versus, when you're calling Town Code, you're saying is outside the-- Chris Spera: The Town Code is a different set of rules than the Zoning Ordinance and there's a different process that applies to each. Council Member Wilt: Good clarity. I always thought the Town Code included the Zoning Ordinance. All right, thanks Chris. Mayor Burk: Council Member Cimino-Johnson. Council Member Cimino-Johnson: Thank you, Chris, for your presentation. I have a couple questions. The first one goes back to membership. Only two of them allow if you work in the Town but you don't live in the Town, to be there. Chris Spera: That's correct. The Airport Commission and the Economic Development Commission both allow people who are employed within the Town boundaries to be members but the other commissions do not. Council Member Cimino-Johnson: Okay. Why would that be different, like Parks and Rec or Tree commission? Why wouldn't we allow someone who works in the Town to also serve on those? Chris Spera: That's a policy judgment of you as the elected officials. That means it's not a legal matter. It's, who do you as the governing body want to have on these commissions. At some point in the past, this governing body made the judgment that on those two commissions, for whatever reason, that it was the right policy to allow that additional membership criteria for eligibility of someone who's employed in the Town but is not a property owner, not a business owner, not a resident, but just someone who works here. On those two commissions, at some point in the past, it made sense to include that in the judgment of this body that was elected by the public to make that policy judgment. There's no legal reason why it couldn't be extended for the boards and commissions that you control, but it's a policy decision by you. Council Member Cimino-Johnson: Yes, because I've found people who are employees. They don't live here, but they would serve on these boards and commissions and they're not eligible because they're actually not eligible for the two that they could. I do think that's something we should look at as a board and talk about. Do we want to open it up for Tree Commission, Parks and Rec to find people who possibly work here and don't live here. The second item I have goes back to the nine meetings a year. Theoretically, could the Board or Commission schedule them nine days in a row and be done for the year? Does this allow that? Not saying they're going to [crosstalk] Chris Spera: It's really not what was contemplated. Council Member Cimino-Johnson: Right. Is it clear enough to say- Chris Spera: Let me see what I wrote. Hang on. Council Member Cimino-Johnson: -nine months or nine meetings in separate months? [silence] Chris Spera: If that is something that you are concerned about, we can certainly change that. If it is also something that we could do by not baking it into the Code, we could certainly just give it as guidance from staff. Whatever your preference. If the will of the Council is-- If we're concerned about that, I can come up with some language to make it clear that we're talking about nine meetings 35 Item b. Page 10|September 26, 2023 interspersed at regular intervals over the course of the year. I hadn't really thought about that until you just brought it up, but I think clearly, the intent was to was to have the meetings spaced out. Council Member Cimino-Johnson: Yes, no, I get that. Chris Spera: [crosstalk] It would seem to me that you have some controls in place by who you appoint and your ability to interact with them to avoid those sorts of, I guess, the term I will use is shenanigans. The intent is to have a regular board that can address issues as they come up over the course of their term. If it is the will of the Council to try and make that change, I'm happy to try and come up with some language to address that. Council Member Cimino-Johnson: I'm not proposing anything, unless someone else has an opinion, but that's just a question I had. Thank you. Mayor Burk: Council Member Nacy? Council Member Nacy: I was just going to make a suggestion. You could just leave monthly. Monthly, at least nine times during the calendar year, perhaps [laughs]. Chris Spera: Right. It's just that if it's monthly, it's 12. During at least nine months? Nine separate months? Council Member Nacy: I understand, Mr. Attorney. [laughs] Thank you. Mayor Burk: Vice Mayor? Vice Mayor Steinberg: Thank you. Actually, I never would have even considered that as a possibility, but wow, maybe as a Council, we could just put all of our meetings into a monthly [crosstalk] [laughter] Chris Spera: Then you're done. Vice Mayor Steinberg: I have a question that probably is going to be more of a policy issue, as opposed to the zoning. Do we currently have any mechanism by which a member of a Commission who's on the bubble gets contacted by either Clerk's office or the Commission Chair to say, "Hey, you will miss a meeting"? Do we contact that commission member directly prior to them being dismissed? Mayor Burk: I would like the Clerk to answer that question. Eileen Boeing: Thank you. Yes, we do. With the attendance tracking that we do that we provide to Council monthly, those that are in jeopardy of being removed for attendance issues, the liaison is contacted, and they make sure that the member is aware. Vice Mayor Steinberg: Okay. Thank you. That's all. Mayor Burk: Council Member Bagdasarian? Council Member Bagdasarian: It's just to follow-up on the whole monthly thing, the hyper meeting, nine times. You never know. If I was the chair of the EDC. Mayor Burk: I can sense a lot of excited people up here, I'm worried [laughs]. Council Member Bagdasarian: Yes, I know. Man, had I known this years ago. The language is, no less than nine monthly meetings because you could do certainly more, but if you want to put that in there. Just for clarity, I know switching to the compensation based on actual attendance, does that present any sort of administrative burden to [crosstalk]? 36 Item b. Page 11|September 26, 2023 Chris Spera: No, we asked, and frankly, they would prefer it. One of the difficulty is that the Payroll folks have expressed to Eileen, is that, particularly when there's a mid-year appointment, sometimes it's really hard to track who gets paid what, and this person had to resign because of this, and this person came in and replaced them. If you do it monthly, who was there this month? We keep track of it, we have that information, we turn that information into the Payroll folks. They issue the payment. From their perspective, doing it monthly was simpler, rather than trying to do it on an annual compensation basis, especially when we're in a situation where potentially, somebody has to resign for whatever reason, or they get excused because of absenteeism, the new person comes in to replace them, and then they got to figure it out. Council Member Bagdasarian: Okay, no, that makes sense, actually. Thanks. Chris Spera: I guess the open question, Madam Mayor, is-- Mayor Burk: I think we have one more question. Chris Spera: Oh, I'm sorry, I did not see the light. Mayor Burk: Mr. Cummings? Council Member Zach Cummings: I don't have a question, but I just wanted to provide for future Councils, the history of the at least nine times during the calendar year. This comes from the Commission on Public Arts, where they have months where their meeting would coincide with them having events in the Town, and so they felt like the volunteer effort at the event should act as that meeting. They were told they weren't allowed to cancel meetings. This is for the future Councils when they're looking at why we did this, that's the history of trying to amend this section. Chris Spera: Also, I'm aware that we've had questions come through the Clerk, where somebody has a very light agenda, that question has come up before, "Can we cancel this? Maybe we have much on the agenda, or we only have one item, can we roll it to the next one?" Then the answer, unfortunately it was, well, "It says you have to meet every month." This gives that flexibility in addition to the flexibility that Mr. Cummings referred to. I guess, Madam Mayor, if you as a group are concerned about adding some additional language to this section, 195(c), to make it clear that you can't just do all your meetings in nine days, I will work on that and get it to you. I'll figure something out. I don't have it as I stand here. Mayor Burk: I think everybody is surprised by that, very clever of Dr. Cimino-Johnson to bring it up. If that's something that could happen, we should probably deal with it. Chris Spera: All right. I will add something that refers to regular meetings or spaced regularly over the course of the calendar year, some language like that, to that effect. If you are comfortable giving me the license to add the language that I deem appropriate as opposed to bringing it back to you, then we can get this done and to you for signature. Mayor Burk: Is everybody okay with that? Chris Spera: Assuming that there's a vote in favor. You need to call the public hearing [unintelligible]. Mayor Burk: [chuckles] Thank you. Do we have a sign-up sheet? [chuckles] Is there anybody in the audience that would like to speak to this? [chuckles] I'll get ahead of myself. Thank you. All right. There is nobody signed up for this public hearing. Is there anybody in the audience that would like to address the Council on this particular topic? Seeing none, I will close this public hearing and try to find out where I am. Do we need to make a motion at this point, Mr. Spera, to accept the changes? Chris Spera: Yes. 37 Item b. Page 12|September 26, 2023 Mayor Burk: Someone want to make that motion? Council Member Nacy: Sure. I move to approve the proposed ordinance amending the Town Code. Should I mention the with-- Chris Spera: Yes, with the change discussed regarding the number of meetings. Council Member Nacy: With the change discussed regarding the number of meetings. Mayor Burk: All right. Is there a second? Council Member Cimino-Johnson: Second. Mayor Burk: Seconded by Dr. Cimino-Johnson, and moved by Council Member Nacy. All in favor, indicate by saying aye. Members: Aye. Mayor Burk: Opposed? That passes 7-0. Chris Spera: Thank you, Madam Mayor. Mayor Burk: All right. Thank you very much. Mr. Wilt, do you have anything you want to add to future meetings? Council Member Wilt: Yes, I want to bring up two items. The first item I want to recognize that for many years now, on private property, non-residential commercial property across the entirety of Leesburg, in the I-1 District, the Planned Employment Center District, the B-2, the B-3, the B-4 Districts and the CD-C and the CD-CC some districts where mobile food units have been operating with no issues, no complaints, no discussion. Mayor Burk: Can you pull your mic [inaudible]? Council Member Wilt: Is this working now? Mayor Burk: [inaudible] Council Member Bagdasarian: It’s not working. Council Member Wilt: No? Anything? Try it again? Anything? Eileen? [Noise] Council Member Wilt: I would propose to direct staff to initiate a zoning text amendment to allow mobile food units as accessory use on private non-residential commercial property in the B-1 District. Mayor Burk: So are you looking for a discussion of this? Council Member Wilt: Not a discussion. We had a discussion last night. A working session. I would like to initiate a text amendment. Mayor Burk: Ok, you have to help me [inaudible]Mr. Spera-- Chris Spera: [inaudible] Mr. Wilt has asked to add this to a future agenda and will have to get four head nods to add it. Mayor Burk: So are there four people that would be interested in initiating a change to the Zoning Ordinance, to add to the Zoning Ordinance to allow food trucks in the B-1 District. Council Member Wilt: On private property. 38 Item b. Page 13|September 26, 2023 Mayor Burk: On private property. Is there anybody [inaudible]? Ok. That does not. Alright, Mr. Wilt. You had a second thing? Council Member Wilt: Yes, I would like to initiate a working session discussion about BAR membership and the majority of the members being property owners of contributing properties. Mayor Burk: Ok, membership of BAR. Alright again are there four people that are committed to having that discussion? Alright so that passes. Mr. Wilt, Mr. Bagdasarian, Ms. Nacy, Dr. Cimino- Johnson and Mr. Cummings? Alright any disclosures? Council Member Wilt: No disclosures. Mayor Burk: Alright, Mr. Bagdasarian? Council Member Bagdasarian: If Mr. Wilt would like to bring this up for discussion in the future, I would like to for the food truck get the input of the Main Street Program. Mayor Burk: But it didn’t go anywhere. Council Member Bagdasarian: Ok. So my second item. I would like to thank Kate Trask and the Town staff for outstanding support during the Crossroads Music Festival last weekend. Thankfully it wasn’t this past weekend with not so good weather. So I just wanted to thank you, and the whole staff and everyone from Parks and Recreation. Mayor Burk: Thank you. Ms. Nacy? Council Member Nacy: No disclosures. Mayor Burk: Dr. Member Cimino-Johnson? Council Member Cimino-Johnson: I have nothing. Mayor Burk: Mr. Cummings? Council Member Cummings: One disclosure. I had a meeting with Dave Gregory and some of his staff on the Mobile Home Park and the junkyard and future development there. Mayor Burk: Ok. Mr. Steinberg? Vice Mayor Steinberg: Thank you, Mayor Burk. First of all I would like to welcome our representation from the State of California here this evening sitting in the middle row there. Nothing for future but I have one disclosure which was a meeting with the group from 818 S King Street on their proposal for potential residential development. Mayor Burk: I have a disclosure that I met with Matt Leslie and members from his company on a possible development next to Woodlea but it is in the County. It was a [inaudible] and Matt Leslie and again it’s the property next to Woodlea that is in the County in the Rural Policy Area. On the 13th I had the opportunity to welcome the Williams Center it’s a [inaudible] outpatient program. Mr. Williams has been very successful in other states. So to have this opportunity to help people here in Leesburg is a great opportunity and I am delighted to have him here and very grateful that he chose Leesburg. On the 14th I met with Peter Kalaris regarding Meadowbrook Commercial. I want to thank Mr. Bagdasarian for a wonderful music festival. [crosstalk] What a great job. He and Ms. Bobchek really had it organized. It was a delight and just fantastic. Thank you very much for putting that together. On the 15th I welcomed Maria’s Massage Spa to Leesburg. This is a new [inaudible] to Town. Also on the 16th I was one of the judges for the Dog Talent Contest at the Village at Leesburg. And we have a lot of very talented dogs in Leesburg. [inaudible] It was a great pet festival every year [inaudible] and it was as a delight to see all the dogs. We had the opportunity to spend the afternoon on the 18th with Simpson Middle School and see their new, I don’t know what they call it, computer lab, it was just an unbelievable new addition that Amazon put forward, initiated for Simpson and the kids are very excited, very fascinated. On the 23rd we welcomed DoubleX Archery and Mr. Cummings joined me there. What an interesting new business. I have to say they could not say enough good things about 39 Item b. Page 14|September 26, 2023 Leesburg. They have had a wonderful experience. It was very fortunate for them to find a place to open up. They tried the County. They tried other locations. The closest one is Warrenton. The closest archery place is Warrenton so they were delighted to be able to move to Leesburg. The staff was so helpful. They said it was such an easy process and they were very grateful and very happy. And then today I had the opportunity to do the groundbreaking for our new Habitat for Humanity Home. It’s on Prince Street. It is a duplex and [noise] house. Two houses on top instead of side by side. It’s a beautiful new addition to Leesburg. I am very grateful to all the volunteers and all the people from Habitat. Town Manager? Kaj Dentler: No comments. Mayor Burk: We do have a closed session we are going to do. Before we go into that, let me get my paper. The Facebook Live streaming of tonight’s Council Meeting is going to end at this point. Council will go into a Closed Session and will convene in an open session when the closed session concludes. However, the remaining portion of the open session will not be streaming. Other than certifying the closed session and adjourning the meeting, no other action is expected to be taken by Council. At that point, I will move pursuant to Section 2.2-3711(A)(1) of the Code of Virginia that the Leesburg Town Council convene in a closed meeting for the purpose of discussing the annual performance of the Town Manager. Do I have a second? Vice Mayor Steinberg: Second. Mayor Burk: All in favor? Members: Aye. Mayor Burk: All opposed? That passes 7-0. Council convened in a closed session at 7:56 p.m. Council convened in an open session at 8:19 p.m. Mayor Burk: I move in accordance with Section 2.2-3712 of the Code of Virginia, I move that Council certify to the best of each member’s knowledge, only public business matters lawfully exempted from open meeting requirements under Virginia Freedom of Information Act and such public business matters for the purpose identified in the motion by which the closed meeting was convened were heard, discussed or considered in the meeting by Council. Dr. Cimino-Johnson? Council Member Cimino-Johnson: Aye. Mayor Burk: Council Member Cummings? Council Member Cummings: Yes. Mayor Burk: Vice Mayor Steinberg? Vice Mayor Steinberg: Aye. Mayor Burk: Council Member Nacy? Council Member Nacy: Aye Mayor Burk: Council Member Bagdasarian? Council Member Bagdasarian: Aye. Mayor Burk: Council Member Wilt? Council Member Wilt: Aye. Mayor Burk: And Mayor Burk. Aye. Is there a motion-- Vice Mayor Steinberg: Move to adjourn. Mayor Burk: Ok. Is there a second? 40 Item b. Page 15|September 26, 2023 Council Member Bagdasarian: Second Mayor Burk: Boy that took a long time. All in favor? Members: Aye. Mayor Burk: Opposed? The meeting is over. 41 Item b. COUNCIL MEETING October 3, 2023 1 | P a g e Council Chamber, 25 West Market Street, 7:00 p.m. Mayor Kelly Burk presiding. Council Members Present: Todd Cimino-Johnson, Zach Cummings, Kari Nacy, Vice Mayor Neil Steinberg, Patrick Wilt and Mayor Kelly Burk. Council Members Absent: Ara Bagdasarian Staff Present: Town Manager Kaj Dentler, Town Attorney Christopher Spera, Deputy Town Manager Keith Markel, Assistant Town Manager Kate Trask, Leesburg Chief of Police Thea Pirnat, Director of Community Development James David, Deputy Director of Utilities Brian Stone, Deputy Director of Public Works and Capital Projects Chris Kohr, Sustainability Manager Deb Moran and Clerk of Council Eileen Boeing. AGENDA ITEMS 1. CALL TO ORDER 2. INVOCATION was given by Vice Mayor Steinberg. 3. SALUTE TO THE FLAG was led by Mayor Burk 4. ROLL CALL Council Member Bagdasarian absent. 5. MINUTES a. None. 6. ADOPTING THE MEETING AGENDA MOTION 2023-163 On a motion by Vice Mayor Steinberg, seconded by Council Member Nacy, the meeting agenda was moved for approval. The motion was approved by the following vote: Aye: Cimino-Johnson, Cummings, Nacy, Vice Mayor Steinberg, Wilt and Mayor Burk Nay: None Vote: 6-0-1 (Bagdasarian absent) 7. CERTIFICATES OF RECOGNITION a. None. 42 Item c. COUNCIL MEETING October 3, 2023 2 | P a g e 8. PRESENTATION OF PROCLAMATIONS a. Hispanic Heritage Month MOTION 2023-164 On a motion by Council Member Cimino-Johnson, seconded by Council Member Cummings, the following was proposed: I move to approve the Proclamation for Hispanic Heritage Month be presented at the October 3, 2023, Town Council Meeting. The motion was approved by the following vote: Aye: Cimino-Johnson, Cummings, Nacy, Vice Mayor Steinberg, Wilt and Mayor Burk Nay: None Vote: 6-0-1 (Bagdasarian absent) Mr. Oscar Torres accepted the proclamation. Both Mr. Torres and Leesburg Police Chief Thea Pirnat made a few remarks. 9. PRESENTATIONS a. None. 10. REGIONAL COMMISSION REPORTS a. None. 11. PETITIONERS The Petitioner's Section opened at 7:06 p.m. There were no speakers wishing to address Council. The Petitioner's Section closed at 7:07 p.m. 12. APPROVAL OF THE CONSENT AGENDA MOTION 2023-165 On a motion by Council Member Cummings, seconded by Council Member Nacy, the following consent agenda was proposed: a. Additional Engineering Design Services for Replacement of the Chemical Feed Systems at the Kenneth B. Rollins Water Treatment Plant RESOLUTION 2023-138 Approving a Change Order in the amount of $74,300 to Stantec Consulting Services, Inc. for Final Engineering Design Services for Replacement of the Chemical Feed Systems at the Kenneth B. Rollins Water Treatment Plant 43 Item c. COUNCIL MEETING October 3, 2023 3 | P a g e b. Town Manager's Employment Contract MOTION Motion to Approve a 5% Pay Increase for the Town Manager Effective October 4, 2023, as Additional Compensation in Accordance with the Town Manager's Contract The Consent Agenda was approved by the following vote: Aye: Cimino-Johnson, Cummings, Nacy, Vice Mayor Steinberg, Wilt and Mayor Burk Nay: None Vote: 6-0-1 (Bagdasarian absent) 13. RESOLUTIONS /ORDINANCES / MOTIONS a. Voting Member for the 2023 Virginia Municipal League (VML) Business Session Mayor Burk was selected as the voting member for the 2023 Virginia Municipal League Business Session and Council Member Cimino-Johnson was selected as the alternate voting member. MOTION 2023-166 On a motion by Vice Mayor Steinberg, seconded by Council Member Cummings, the following was proposed: RESOLUTION 2023-139 Designating a Voting Member and Alternate for the 2023 Municipal League Business Session The motion was approved by the following vote: Aye: Cimino-Johnson, Cummings, Nacy, Vice Mayor Steinberg, Wilt and Mayor Burk Nay: None Vote: 6-0-1 (Bagdasarian absent) 14. PUBLIC HEARINGS a. None. 15. UNFINISHED BUSINESS a. None. 16. NEW BUSINESS a. None. 17. DISCUSSION a. 2023 Sustainability Progress Report Ms. Deb Moran presented Council with the annual Sustainability Progress Report. Ms. Moran reviewed the Town’s previous sustainability accomplishments, recent sustainability efforts by the Town, the formation of a staff Sustainability Committee and outlined the Town’s next steps moving forward. Short-term goals 44 Item c. COUNCIL MEETING October 3, 2023 4 | P a g e include developing an energy efficiency conservation strategy and installing electric vehicle charging stations. Long-term goals include development and implementation of a Government Operations Plan and a Community Plan. Ms. Moran said the next Annual Sustainability Report will be presented to Council in January 2025. Council and staff discussed the report. No additional action is required for this item. b. Community Composting Ms. Deb Moran reviewed the Town’s current composting efforts. She shared the Environmental Advisory Commission’s (EAC) recommendations for Council to support Food Waste Drop Off Sites and to create a demonstration event to further educate residents on backyard food waste composting. Council and staff discussed composting and the EAC’s recommendations. It was the consensus of Council to have staff move forward with the EAC’s recommendations and develop a pilot program for food waste drop off sites and an educational program on composting for residents. c. Solar Panels on Public Property Ms. Deb Moran reviewed the benefits of solar power and some of the better options to install solar panels in Town including the Airport. Ms. Moran also reviewed the EAC’s recommendation for the Town to pursue large-scale solar projects that don’t require an upfront investment from the Town. Council and staff discussed the potential locations for solar panels and the differences between ground-mounted and roof-mounted panels. It was the consensus of Council to have staff continue to investigate more specific larger projects and return to Council with specific recommendations and details. d. Town Recycling Program Update Mr. Chris Kohr reviewed the current recycling contract with Patriot Disposal and fluctuations in the recycling commodities market. Staff recommends continuing to work with the Environmental Advisory Commission (EAC) on educational opportunities on what is recyclable, explore the use of third-party Web-based platforms centered around recycling, initiating another tagging campaign for resident awareness and contamination reduction and request another audit of the Town’s recyclable material to gauge if any progress has been made through existing efforts. Council and staff discussed the Town’s current recycling program and potential opportunities for improvement. No additional action is required for this item. 45 Item c. COUNCIL MEETING October 3, 2023 5 | P a g e 18. COUNCIL DISCLOSURES AND COMMENTS / ADDITIONS TO FUTURE MEETINGS a. Proclamation Requests A proclamation request was received from Mr. Tyler Peak for Domestic Violence Awareness Month to be proclaimed at the October 24, 2023, Council Meeting. It was the consensus of Council to add this proclamation to the October 24, 2023, Council Meeting agenda. c. Future Council Meetings and Agenda Topics Council Member Cummings asked if the Town should reach out to the County to request additional funding for the Purple Bin Program. Mayor Burk noted it was her understanding that the County was redirecting money available for this program to a new second entrance at the County landfill. No further action is required for this item. 18. MAYOR DISCLOSURES AND COMMENTS / ADDITIONS TO FUTURE MEETINGS Mayor Burk congratulated Loudoun Hunger Relief on their recent expansion on Miller Drive. Mayor Burk attended the “Meet the General Assembly Candidates,” hosted by the Loudoun County Chamber of Commerce. Mayor Burk thanked Town staff for another excellent Airshow at the Airport. Mayor Burk thanked Döner Bistro for inviting her to participate in their Octoberfest. Mayor Burk congratulated the BURG Family Reunion on their well-attended picnic get-together. Mayor Burk noted the local PTAs from four different schools would be holding a forum at Harper Park Middle School for School Board Candidates from Catoctin and Leesburg. Mayor Burk shared the Coalitions of Loudoun Towns (COLT) would be holding a debate at Ida Lee for candidates running for the Loudoun County Board of Supervisors Chair. Mayor Burk noted some of the Council Members would be attending the Virginia Municipal League (VML) Conference over the upcoming weekend. Mayor Burk thanked everybody for all their hard work and everything they’ve been able to accomplish. 19. TOWN MANAGER COMMENTS a. None. 20. CLOSED SESSION a. None. 46 Item c. COUNCIL MEETING October 3, 2023 6 | P a g e 21. ADJOURNMENT On a motion by Vice Mayor Steinberg, seconded by Council Member Cummings, the meeting was adjourned at 7:55 p.m. __________________________ Kelly Burk, Mayor Town of Leesburg ATTEST: _______________________ Clerk of Council 2023_tcmin1003 47 Item c. Page 1|October 3, 2023 October 3, 2023 – Leesburg Town Council Work Session (Note: This is a transcript prepared by a Town contractor based on the video of the meeting. It may not be entirely accurate. For greater accuracy, we encourage you to review the video of the meeting that is on the Town’s Web site – www.leesburgva.gov or refer to the approved Council meeting minutes. Council meeting videos are retained for three calendar years after a meeting per Library of Virginia Records Retention guidelines.) Mayor Kelly Burk: I would like to call to order today's October 3rd, 2023 Town Council meeting. If anyone in the room needs hearing assistance, please see the Clerk. Council Member Vice Mayor Steinberg will be giving the invocation. Followed by, I will be giving a pledge of allegiance. Vice Mayor Neil Steinberg: Thank you. Just a moment of silence, please, for a reflection before we get started with Town business. [silence] Thank you. Mayor Burk: Would you all join me in standing? I pledge allegiance- All: -to the flag of the United States of America, and to the republic for which it stands, one nation under God, indivisible, with liberty and justice for all. Mayor Burk: Let the record reflect that everyone is present tonight with the exception of Mr. Bagdasarian. We don't need a motion because Council Member Nacy is here. There is no minutes to approve. Do I have a motion to adopt the meeting agenda? Vice Mayor Steinberg: So moved. Mayor Burk: Vice Mayor Steinberg. Second? Council Member Kari Nacy: Second. Mayor Burk: Council Member Nacy. Any additions or deletions? All right. All in favor, indicate by saying aye. Members: Aye. Mayor Burk: Nay? That's 6-0-1. Proclamation. We do have a proclamation tonight, and it is Hispanic Heritage Month. I would like to read it into the record at this point. Then Oscar Torres is going to come down on the floor and join us, and I will give this to him at that point. The proclamation is for Hispanic Heritage Month. Whereas September 15th through October 15th is National Hispanic Heritage Month, and we celebrate the many ways Hispanic Americans have helped shape our community. Whereas the National Hispanic Heritage Month 2023 observation theme is Latinos: Driving Prosperity, Power, and Progress in America. The theme recognizes the important role the Hispanic community plays in moving the country forward. Whereas National Hispanic Heritage Month was created to showcase and highlight Hispanic contributions throughout our nation, and whereas the Town of Leesburg's growing Hispanic population is strong and vibrant, and a key part of the fabric of its community. Whereas the Hispanic population has had a profound and positive influence through its strong commitment to family, faith, hard work, and service. Whereas we welcome Oscar Torres, a key figure in organizing the Leesburg Police Department Annual Fiesta Latina as accepting this proclamation on behalf of the Hispanic community. Therefore, the Mayor and the Town Council of Leesburg, Virginia, hereby proclaims September 15th through August 15th, 2023, as Hispanic Heritage Month, and encourages all residents to join in recognizing and preserving the contributions made by the Hispanic Americans, proclaimed this 3rd date of October 2023. We don't have to have a vote on this. We do. Okay. Do I have a motion to accept this? Council Member Todd Cimino-Johnson: So moved. 48 Item c. Page 2|October 3, 2023 Mayor Burk: So moved by Council Member Cimino-Johnson. Second? Council Member Cummings: Second. Mayor Burk: Seconded by Council Member Cummings. All in favor? Members: Aye. Mayor Burk: Opposed. That passes 6-0-1. I'm going to go down on the floor, and I would like to ask Mr. Torres to come join me. Thank you. Hello, and thank you. Thank you very much for being here today. Would you mind sharing with us what you do with the Police Department in regard to our festival that we have every year, and how it came about? If you have that information. Because I think you're instrumental in making it happen if I understand correctly. Oscar Torres: Thank you. Thank you everybody. I'm very happy to hear and enjoy this meeting with everybody. First of all, I want to say thank you, the Police Department of Leesburg for let me work with them and introduce the Latino. We always be happy to work with them and be close to them. This event, like the soccer tournament that helps everybody to know them and they know to us. I'm very happy to work with them, and I hope next year, we can make this one bigger. Mayor Burk: Bigger than this one. Oscar Torres: Exactly. Mayor Burk: Bigger than this year too. Oh, that's fabulous. Thank you. Oscar Torres: Thank you. Mayor Burk: Chief, would you like to come up and say a few words? Thea Pirnat: Yes. I appreciate everything that Oscar Torres has done with Leesburg Police Department, with our relationships with the community. He is a very key component of getting us the Fiesta Latina. He brings in all our soccer teams and compete in the tournament, which is what draws our crowd. It gives us an opportunity to have that positive interaction with the community members. We partner with other companies. Loudoun Soccer comes out and offers scholarships, the libraries come out. It's a good opportunity for us to share services available to a community that we don't always have that kind of interaction with. We just thank him for everything that he does for us. We look forward to future events with him as he continues to support us and what we do. Mayor Burk: Thank you. Thank you very much. I've got two proclamations for you, one is in English and one is in Spanish. Thank you very much. Appreciate all that you do. [applause] Can we get a picture? All right. Thank you. All right. We have no presentations and regional commission reports at this point. That brings us to our petitioner section, and one of the first orders of business is to hear from the public. All members of the public are welcome to address the Council on any item matter or issue. Please, identify yourself, and if comfortable doing so, give your address for the taped record. Any public speaker will be requested to state their name and spell it for the purpose of closed captioning. In the interest of fairness, we ask that you observe the three-minute time limit. The green light on the timer will turn yellow when you have one minute remaining. At that time, we would appreciate you summing up and yielding the floor when the bell indicates your time has expired. Under the rules of orders adopted by this Council, the time limit applies to all. There is nobody that has signed up to speak tonight. Is there anybody in the audience that didn't get a chance to sign up that would like to have the opportunity to speak at this point? Seeing nobody, I will close the petitioner section. Put that up there. Our next item is the consent agenda. [clears throat] Excuse me. I'll read the two items that we have on the consent agenda. It is approval of the consent agenda. 12A is the Additional Engineering Design Services for Replacement 49 Item c. Page 3|October 3, 2023 of the Chemical Feed System at the Kenneth B Rollins Water Treatment Plant, and B is the Town Manager's Employment Contract. Do I have a motion? Council Member Zach Cummings: So moved. Mayor Burk: Council Member Cummings. Second? Council Member Nacy: Second. Mayor Burk: Council Member Nacy. All in favor indicate by saying aye? Members: Aye. Mayor Burk: Opposed. That passes 6-0-1, with Mr. Bagdasarian not being here. Our next item on the agenda is for Voting Member for the 2023 Virginia Municipal League Business Session. In the past, we have designated the Mayor is generally the designated voting member and we have an alternate that we send up also. Well, there's only two of us going. Is there a motion for me to become the voting member and the alternate would be Council Member Cimino-Johnson? Vice Mayor Steinberg: Madam Mayor, do we need to name who's who in the motion? Mayor Burk: Yes. Vice Mayor Steinberg: Okay. I'll make a motion to appoint Mayor Burk as the voting member and Council Cimino-Johnson as the alternate. Mayor Burk: All right, is there a second? Council Member Cummings: Second. Mayor Burk: Second. Any discussion? You ready to be an alternate? Council Member Cimino-Johnson: Sure Mayor Burk: All right. All in favor indicate by saying aye. Members: Aye. Mayor Burk: Opposed? That passes 6-0-1. We have no public hearing and we have no unfinished business. That will now take us, we are now out of the Town Council meeting and we are on the Town Council work session and we have a couple of items for discussion at this work session. The first one being the 2023 Sustainability Progress Report. Deb Moran: Hi. Mayor Burk: Hello. Deb Moran: Hi, for those of you I haven't had a chance to meet yet. My name is Deb Moran, and I am the Sustainability Manager for the Town. I started in April, and I'm really excited to present to you our first kind of report of what we've seen and what's kind of happened. I'm just going to give you a quick introduction of what to expect when you read the full report. Talks a little bit about some previous Town accomplishments in recent efforts, and then our next steps moving forward. We plan to present an annual report to you once a year so you have an idea of the progress that's going on. We hope to present it every January, but instead of coming back to you in two months, I'll see you next January and have more information for you then. Right now the report is very much what we've accomplished in the first 120 days. Additional reports will include other measures that we'll be able to capture as well as some community-scale initiatives. This report that we're presenting to you today is primarily government-based initiatives, government operations. Just to highlight some of the recent 50 Item c. Page 4|October 3, 2023 accomplishments or longstanding accomplishments. The Town has been a tree city since 1989, that's older than me. We've been really consistent in our efforts there. We've consistently have successful Keep Leesburg Beautiful events, our last one collecting over 1,000 pounds of trash. We've been slowly integrating both internal lights and streetlights to LED, doing great stream restoration work, transitioning some of our vehicles to electric vehicles, and then two newer things that we've accomplished as we became members of ICLEI, which is the International Council for Local Environmental Initiatives and we've got Energy Cap, which is a software to help us manage our energy more efficiently. One of the primary things we needed to do when we got started though, was to start a sustainability committee. The folks on that board, I think you're familiar with, all of them are members of the committee and then myself. I didn't include my picture because you can see my face right here, but we met a couple of times to establish a vision and mission for what sustainability meant to the Town. Our vision is to effectively manage Town resources that meet the needs of all of our residents while minimizing the impact on the environment. One thing that we needed to do was be able to measure our impacts and what we were doing. We looked at a couple of different baseline metrics. The baselines that we prioritized were energy and transportation. The reason we prioritized these two was because when we looked at larger-scale audits and other organizations that have been managing sustainability for a long time, we see that energy and transportation have the biggest impact on our environment. We found the year with the most complete data, which was FY21, and created a baseline of our energy use. We use about 21 million kilowatt hours of energy every year, which is a very, very high number, but we offer a lot of services. You'll see in our pie chart that the majority of that energy goes to the water treatment plant and the wastewater treatment facility. Municipal building use is the next largest, and kind of see it go from there. We expect things like water treatment plant and wastewater treatment to have high energy costs because they require a lot of energy to do their work. That's actually not too abnormal to see in an organization, but our municipal buildings could use a little improvement. To understand where we should best apply our different types of reduction efforts, we also looked at average cost per kilowatt hour based on those sectors. You'll see that's the second chart next to it. That shows us basically if we took the bill and included peak charges, energy inefficiencies, meter numbers, what the actual cost per kilowatt hour was, and we see places like parks and the Airport having big opportunities for us to put reductions in place that might have a bigger cost savings impact. We'll look at those as high-priority areas moving forward. The next area we baselined was our fleet. We have 484 fleet assets and Chris is here, so he can speak more about what exactly is encompassed in the 484, but that's anything that's deemed large enough, so ride-on lawnmowers, trucks, SUVs, all sorts of things are included in there. We use about 136,000 gallons of fuel each year, which is pretty average for an organization that hasn't really done a lot of electrification. When we look at this we get excited about all the opportunities that we could have to be leaders in this type of effort. We wanted to combine those things to help it make more sense of where we should prioritize our efforts. We took our transportation baseline information and our energy baseline information, and we created an emissions inventory. This is making those two separate things become apples and oranges, making them both apples and apples, so we can compare them more effectively. Here we see again that our building and facilities take up a really big significant chunk of our opportunity for reduction with probably a less cost for implementation. Some of our next steps we're going to be looking at short-term goals, which include developing an energy efficiency conservation strategy. We're really excited to do this because if we are able to achieve it, we're eligible for Energy Efficiency and Conservation Block Grant funding through the Inflation Reduction Act. We've been pre- approved for our funding for that. We're also for confirming a place for our EV charging station, so they'll be coming relatively soon once we get everybody on the same page for where they go. 51 Item c. Page 5|October 3, 2023 Then longer term, we're looking at developing a government-wide plan for reduction, and then hopefully a community-wide plan for reduction. With that, I know I talked very fast, but I'll open it for questions. Mayor Burk: Does anybody have any questions at this point? Vice Mayor? Vice Mayor Steinberg: Just one. The per kilowatt hour for the parks department is by far considerably higher than any of the other departments. Why is that? Deb Moran: We looked into it, it's because they have a lot of individual meters. There's a meter for the sign out front, there's a meter for every pavilion, and so those would be opportunities to try to look at maybe small-scale solar installations that wouldn't require us to have a meter to be there. Backtracking, every meter that we have is a $6.59 a month fee to have just the meter there, so that's what drives up those costs. Vice Mayor Steinberg: There you go. Okay. Thank you. Mayor Burk: I was wondering, the percentage of total energy used by the sector, you do include 3% at the Airport. Are you including the planes and how much energy they use? Deb Moran: No, this is just the buildings. Mayor Burk: Just the building itself. At some point will that go into some consideration? Deb Moran: Yes. Capturing that, we can certainly look at ways to try to pull fuel use from planes. I'm not sure about the standards we're pulling it, but I can look into it to see [inaudible]. Mayor Burk: I know there's some concern about the smaller planes using leaded gas. Is that something that we'll be looking at? I don't know what the possibilities are on all of that. Deb Moran: We can certainly look at figuring that out in the future. I know that we don't provide fuel for them, so I'd have to figure out where that's coming from and what metrics I can get in that way, but I can certainly look into it. Mayor Burk: I'm sure we can tell you. My last question on this is that I know that there was a company that came in that wanted to put chargers at the Airport and they were looking for locations. Do you know if they have found the locations? Are they ready to put those in? Deb Moran: I haven't been told about a company coming, but we are looking at charging stations right now for the Town garage, the Airport, Parks, and Ida Lee and there's one more location that I'm not-- The police station? Yes. Mayor Burk: These are for airplanes, electric airplanes. Deb Moran: Oh, no. For airplanes? What? No, I haven't been told about the airplane charging stations. Mayor Burk: I'm sure that someone can tell me that at some other point, not too far from now. Deb Moran: Airplane chargers? That's crazy. Mayor Burk: Yes. Anyway, thank you. I appreciate that. Vice Mayor Steinberg: Mayor Burk. Mayor Burk: Yes. 52 Item c. Page 6|October 3, 2023 Vice Mayor Steinberg: I was going to say [unintelligible]. It is a company called Beta and they are in a conversation with the Airport. I think they're fairly close to a decision on the location of the charger. Chris Spera: That's correct, Mr. Vice Mayor. The Town Attorney's Office is reviewing the proposed lease. We're working with the FAA on updating the Airport Plan, make sure they approve our location. That is underway. You are correct. Mayor Burk: All right. Thank you. That then takes us to, you have a busy night. Deb Moran: Another one by me. Keep talking at you. Mayor Burk: Community composting. Deb Moran: You'll be tired of my voice in a couple of minutes. Don't worry. The next topic for tonight is community composting. This is one of my favorite. I started my career in sustainability talking trash. Anything that is trashy is something I love. Just going over quickly what composting is. Composting is the diversion of organic material generally thought of to be as food scraps or yard waste into a pile where microbes break it down and it creates an organic matter that is really, really healthy soil, and that soil is so healthy that it pulls emissions from the air, reduces erosion, and provides for generally better crops. We have some existing composting services in the Town, but these are all mostly related to yard waste. Every week between April and November, we collect or our contractor collects yard waste from homes. Last year that was 782 tons of material. Then our great Public Work staff also collects leaves and brush at about 1,000 tons a year. Those are all taken to be mulched or composted at local wineries or at the yard waste facility. Our next big opportunity for composting is for food waste. In 2022, the Town disposed of about 17,500 tons of municipal solid waste. That's everything. Based on EPA estimates, we think that about 3,800 tons of that is food waste. Then if we calculate that into cost, that means it costs us about $203,000 to throw that food away, which is equal to about 3,000 tons of carbon emissions or taking almost 9,000 cars off the road. Internal combustion engine cars, I should have wrote specifically on that slide. There are three main ways to do composting. The first and by far the most encouraged best practice is backyard composting. There's low to no cost to start a backyard composting program and it can be customized to any resident. It's really important to get community buy-in and people get really engaged in the process. It's really successful when people want to take part in it and they feel the ramifications of doing it wrong, so they make sure that they do it right. Cons of doing a backyard composting program are you have to have space requirements. If you do it wrong, there could be rodent issues and there's limited types of organic material that you can put in your backyard composting bin. In my backyard composting bin I can put in vegetable scraps and uncooked food waste, but if I want to put in cooked food waste, it would probably take a long time to break down and the squirrels would have a field day. The next best option or another option is to have a food waste drop-off site. These are growing in popularity around the region. These are four different sites, two in Maryland and two in Virginia. The idea of these sites is that it gives people the opportunity to separate their food waste, bring it to a centralized location, and then a vendor comes and collects it and composts all the material, and then gives that material back to the end users. These are very successful. They only get people who want to be involved in food waste getting involved in it. It limits contamination very significantly. These sites on average cost about $5,000 to build, and then are maintained for less than $1,000 a month depending on the size of the program. Then the last option would be to do a curbside collection program, which would be similar to the way that we collect trash and recycling. The pros for this program is it's really easy to give to everyone. We would have a vendor come out and do it and they could take it from there, and you could collect all types of organic material. It's not just going to be uncooked food scraps, it could be cooked food scraps, meats, bones, everything like that could go in that bin and it's very easy and clear to 53 Item c. Page 7|October 3, 2023 understand. Unlike recycling where some plastics are accepted and some plastics aren't, either it's organic or it's not. That seems to be easier for people to get on. Cons to a program like this is it costs a lot of money, and we're not guaranteed any participation. We probably couldn't offset the cost of doing a program like this with our savings. Then multifamily properties probably wouldn't have access to a program like this as well. The EAC met on July 20th and recommended two things. They wanted to support a food waste drop-off program and then create a demonstration site or a host site where they could teach people how to do backyard food waste composting. They were considering a program very similar to their rain barrel installation program for doing a program like that. Then staff recommends creating an educational campaign that would include different information, online resources for how to guides for food waste in residential backyard spaces, and then also to look at opportunities for food waste drop off, where might it make sense to do it, and where would not be a nuisance to do it. Again, I did it in five minutes. You could tell I was practicing. Mayor Burk: You're good. Keep it up. Deb Moran: Questions. Mayor Burk: Does anybody have any questions on this? Council Member Cimino-Johnson. Council Member Cimino-Johnson: Yes. Thank you for your presentations. My question is for the drop-off locations, how do you manage people throwing just regular trash in those cans and what happens if they do? Does it soil the whole thing, or can they pull it out and separate it and still save whatever's in there? Deb Moran: Yes. I talked to those four different municipalities who currently have those programs in place, and they said 95% of the time they don't have an issue with contamination. Then I reached out to their vendors to get an idea. Generally, it's those small-scale totters that you would have at your house where you put your trash or recycling in is what they have out there. They're able to pick trash out, and then as material gets composted, they can sift it and get out any other trash that's in there. Council Member Cimino-Johnson: Have you identified any areas in Town we would set up something like this if this is the recommendation? Deb Moran: We actually have one business in Town that has a food waste drop-off container. It's Neighbors Market. They're not getting a ton of use out of it now, but they don't broadly advertise. I think it's because they're paying for it with their own funds. That area being surrounded by residents, but having a space that's also business-oriented is going to be ideal. We don't want people driving out of their way to go and drop it off. We'd have to look a little bit more deeply if we want to go down the food waste route where our residents are and where they wouldn't be going out of their way to dispose of material. Council Member Cimino-Johnson: Right. Thank you. Mayor Burk: Council Member Cummings. Council Member Zach Cummings: Yes, thank you. Have you identified any funding opportunities to help with a drop-off program as discussed? Deb Moran: The funding opportunity that's available right now is through the EPA and it's a minimum of $250,000. I don't think that we would be up to that value with a smaller-scale program, but we are continually looking for different programs with Virginia Clean Cities to see if there's something there. Council Member Cummings: Perfect. Yes. One thing I'll say, I had a conversation with the President of the Farm Bureau recently about if there's a need for the nutrient-rich composted material. She said that the farmers in Western Loudoun would be happy to take as much of this product as we could give them. I definitely would support pushing to start even a pilot program to see how it works for a year or two and go from there. 54 Item c. Page 8|October 3, 2023 Deb Moran: Yes. Council Member Cummings: Thank you. Mayor Burk: Vice Mayor. Vice Mayor Steinberg: Oh, thanks. If you're doing, there we go. If you're doing backyard composting, what is the option for homeowners for either raw or cooked animal-based products? Deb Moran: Animal-based products are probably not going to be the greatest idea for your backyard composting bin. That's just because it requires a lot of heat to break it down. Backyard composting can be, like I say, I'm a lazy composter, so it's a cold pile, and it doesn't take a long time. It takes a really, really long time for things to break down. Vice Mayor Steinberg: What's the recommendation then for the homeowners? How should they handle those? Are they simply going to go in the trash or lacking [crosstalk] Deb Moran: Yes. Lacking another alternative food-based material would be trash. Vice Mayor Steinberg: You learn something new. I wasn't aware that cooked plant-based food products don't break down as quickly. Is that what you said? Deb Moran: It depends on the particular product. If it's a piece of spinach that's been sauteed, but then covered in tons of butter and delicious sauces and things, that changes so quickly, it will be broken down, versus also the odor control aspect. If you're putting in a piece of raw spinach, it's not really going to attract too many creatures that you can't cover up the smell. If you have sauteed, and garlic and really flavorful smells, it will more likely attract rodents, which will detract from your compost pile. Vice Mayor Steinberg: When we're looking for cost savings, I'm looking at this figure of the number of tons, although, I'm not sure this applies to just leaves. I don't know if we've broken it down. Obviously, the leaf recycling program, do we simply pick all that up and deliver it to the county landfill, and then it gets mulched up there in that big mulch pile? Is that what happened? Deb Moran: For that first section on the slide, yes, that's the case. The curbside collection. The other collection is our looseleaf, which Chris and Renee's team take care of, and they take it to local wineries to be mulched. Vice Mayor Steinberg: I'm sorry. They take it to? Deb Moran: We mulch it, and it goes to local wineries and other local farms to be managed there. Vice Mayor Steinberg: Okay. When we speak of an educational process, and I recognize this becomes more difficult in HOAs where they have entirely different attitudes, but homeowners can of course take it upon themselves. They could actually mulch the leaves and grass clippings in place and just leave it as opposed to dragging it out to the curb and having it-- Do we have some idea of what that portion of our program costs us yet in terms of leaf pickup and all that? Deb Moran: I don't know what the leaf program costs, but I can work with Renee to get you some numbers for what that might be. The numbers that I referenced in this slide about the tons and the trashed amount, that's all just food waste related. All of the yard waste numbers are things that have been baked into our contract over time, like the collection of those. I'll have to ask Renee to pull those out, and then I'll have to connect with them on how much it costs for them. Vice Mayor Steinberg: Then looking for potential effect, were we to through education try to convince homeowners to keep their leaves in place, are there other-- You mentioned vineyards, for example, would they then suffer for a lack of compostable materials? 55 Item c. Page 9|October 3, 2023 Deb Moran: I don't know that they would suffer, but I also don't know that we could effectively get all of our residents to mulch their leaves in place. Vice Mayor Steinberg: Agree. Yes. Deb Moran: There's a lot that falls onto roadways, and so we have to consider slips and slick roads and protecting the stormwater inlets. There would be a desire for us to continue doing that program for those other benefits, and I don't think that the vineyards are depending on it. Vice Mayor Steinberg: Okay. All right. Thank you. Mayor Burk: Well, I was just out of my niece's birthday and the winery where we are thanked me for the composting material. They were very delighted for it. Deb Moran: That's cute. Mayor Burk: My husband and I did have a composting spot in our backyard and it's not easy. It takes work. It takes a constant work, constant turning them over, and all that kind of stuff. The thought that we could possibly have it at a pilot program or we could try and see if we could get people to bring it and take care of it that way, I think that would be very desirable for us. These recommendations, do you want us to take any actions on these tonight? Do you want to find out if we would like to have this? Deb Moran: Yes. Mostly looking for guidance in what opportunities we should be exploring further because compost is a broad topic that I brought to you guys, so I'm just looking for some guidance on where to dig deeper. Mayor Burk: Well, I think that Mr. Cummings said that creating the educational campaign, that most certainly is useful, and it would enlighten a number of people. Then having the drop off site, maybe a pilot program to see how if we can make that work. Is there anybody that would like to make that motion that we accept the recommendations from the EAC? Chris Spera: We are in a work session. Mayor Burk: Oh, that's right. Darn it. Okay. Darn. I was trying to get us ahead. Okay. Do we have four people that would be interested in the recommendations from the EAC? Deb Moran: You got it. Mayor Burk: Okay. All right. There's four of us. Thank you on that. We can move forward, and I'll try to get not voting at the next meeting. Deb Moran: All right. Last time you'll have to hear me blather on. All right. Finally, we're going to be talking solar panels on Town properties. Like I gave with composting, I'll just give a quick overview of how solar works. When we talk about solar, we're talking about solar PV, which is photovoltaic panels. Basically, the sunlight hits the roof of a solar or hits solar wherever it's at and generates DC current power. It goes to an inverter installed near the solar panel, which converts the DC power into AC power, which is the type of electricity that supplies our homes. It will use up as much electricity in your house as possible, and then if it has extra, it will shoot it out to the grid. Unless you have a battery, then it'll shoot it into a battery, and then when you need energy, it will still pull from the grid. That's the type of solar that we are talking about. We looked at a lot of different locations for solar potential in the Town. These are all the ones that we gave a lot of investigation into. The Shop, Water Treatment Facility, Utilities, Maintenance, Wastewater Treatment, Ida Lee, Town Hall, Garage, and the Airport. All of these potential locations have pros and cons and more investigation and things that are needed to really understand who would be willing to put solar there and how much we want to invest and what our costs would be. There are three main ways to procure solar. 56 Item c. Page 10|October 3, 2023 The first, and by far, often most popular is the power purchase agreement. The way a power purchase agreement works is basically we would lease property that we own to a solar contractor, and we would give it to them and say, "Build your solar panels." In response, we would sign a contract with them generally 30 years, that would lock us into purchasing that energy back. That's how they make their money, is on the purchase back of that solar. A lot of people get a little concerned about a 30-year commitment for solar and their escalating fees, but it's a no-cost way to start solar in a program. Another option is energy performance service contracts or EPCs. The way that EPCs is a contractor comes in, looks at the property, make some recommendations, and provides us with detailed analysis of what they would want to do and their estimated payback period. The Town would pay upfront for that cost, but the cost savings for the project come from the savings that are guaranteed by the EPCs contract. If these guaranteed savings aren't reached, the contractor becomes liable and covers those costs. Then the third option is the easiest one to explain, it's just buying them and putting them up. To talk about some of the solar potential we have out there, I came up with a couple of different examples. We looked at the Airport a lot because there is a ton of potential over there. We looked at roof- mounted solar just on the buildings. You can see on the map, it's not maybe the largest, but we did a heat map with NVRC to figure out which roofs had the highest potential for solar. The darker red areas are where there's significant solar. Based on those one, two, three, four, five buildings at the Airport, we estimate that we could get 663,000 kilowatt hours of energy out, which is almost exactly what the Airport uses. Could be a kind of null program, they would pay for all their energy. The one thing to know is that the Airport is in NOVEC service territory, so any extra energy we were to produce we would not get any credit for since they don't offer a net metering option. The other opportunity at the Airport is to do a ground-mounted solar field, which we're looking at a 5, 6 megawatt-sized system, so huge system, very similar to the one over at Dulles, but a lot of things come into play here, future development plans, glare analysis, what's the FAA going to say? If we wanted to look at something like that, that would be something that would be ideal for our power purchase agreement because 5-megawatt systems are huge and have a lot of management involved and getting closer to inverters and things of that nature. There's two really great different potential options in this area. We also looked at Town Hall, I know this has been a really popular point of discussion. We looked at roof mounted and ground mounted like we did for the last one. I'll just say there's too much shading here, so ground mount, it's not worth it. We're not going to put anything on the ground in the middle of the city for solar, but the roof does have some potential. We looked at the parking garage in particular, and we saw 173,000 kilowatt hours annually, which is about a quarter of what Town Hall uses. Now, again, like everything, this has its own considerations. Our Public Works team has reached out to a vendor to determine if the area is structurally sound enough to support solar and in what configurations and in what ways, and to figure out what that is going to look like on the back end. They got a quote from that vendor to see how much it would be to really understand from an engineering point if solar could be there. It looks to us like it would be a good opportunity, but again, we just have to make sure it can support it. The EAC met again on the 20th and provided a whole bunch of recommendations. They recommended that we prioritize large-scale solar projects that don't require upfront investment and that Town staff recommend continuing to investigate opportunities for solar on large-scale opportunities and bring more very particular projects to you for further discussion. That's the last I ramble for a while. Mayor Burk: Okay. Thank you. Does anyone have any questions on this? Mr. Cummings? Council Member Cummings: No questions, just a quick comment. Thank you for putting this together. The one area where I would say my personal opinion, I would like to see us focus more on roof-mounted or building-mounted rather than ground-mounted, especially at the Airport. I don't think it's the best use of green space, whether it's at an airport or somewhere else to put the solar panels. We have plenty of concrete that absorbs heat and contributes to CO2. I would like any future efforts to really focus on that roof-mounted rather than ground-mounted. Thank you. 57 Item c. Page 11|October 3, 2023 Mayor Burk: Council Member Cimino-Johnson. Council Member Cimino-Johnson: Thank you for your presentation. My one question is, any idea on cost at the Airport because you said it offset what we use there, with the space, but any idea what that system would cost if we directly buy it? Deb Moran: I did not get direct buy numbers for it, no, but I can certainly look at people to do that. When we engaged people on confirming the solar potential, they were mostly people who were looking to operate PPAs if you will. I'll have to get some numbers on a direct buy. Council Member Cimino-Johnson: Okay. Thank you. Mayor Burk: Anything else at this point? We have a recommendation to continue investigating opportunities for placing solar on public buildings and to prioritize large-scale opportunities for energy reduction savings in advance of a future Council work session. I'm not sure what that means. Deb Moran: Basically we want to come back to you with more specific larger projects that we've worked through all the details of and have a better understanding of scope and cost and what our payback periods would be because we're presenting generalized solar to you today. Mayor Burk: Okay. Does anybody have an issue of if they go back and investigate more opportunities? Anybody? Everybody okay with that? Then Council Member Cummings asked that it be focused on rooftops as opposed to-- Are there four people that would agree with Mr. Cummings that we shouldn't be looking at tearing down trees to put up solar things and that we can use rooftops much more? Vice Mayor Steinberg: I'm not necessarily adverse to the idea, but without all the information I don't know that I would say that we should completely eliminate it as an option if we found the right site for it. That's the only way I would want to look at it. Deb Moran: The site at the Airport, I'm not saying it's a perfect location, but the area is not something that we can put anything else on right now. It's not trees, it's green space, but it's still green space, so point taken. There's not a ton of space for us to put ground-mounted solar anyways. Mayor Burk: All right. Well, thank you very much. We appreciate all the information. I think there's some opportunities here to start making some environmental impacts and we would really like to see that move forward. Thank you. We have the last one is Town Recycling Program. Chris Kohr: Good evening. My name's Christopher Kohr, I'm in Public Works. Part of me feels like Deb should be given this presentation, she's the expert on sustainability, but I'll do the best that I can to answer any questions you have afterwards. Discussion topics, we'll go over the status of our current contract. We'll discuss staff recommendations, including continued work with EAC, a possible tagging campaign with our contractor Patriot Disposal, and also Waste Management offered to do an audit for us semi-annually, so we can get some data on what is actually being recycled by Town residents, and then we'll go into next steps. Our current program, it's a seven-year contract. We're in the sixth year currently. Trash and recycling, just as a review, is collected once a week for residential and downtown, business areas are collected six days a week for trash, and Tuesday, Thursday, Saturday for recycling. Our Fiscal Year 24 contract for trash and recycling both is $3,866,042. Within that price is recycling services, which amounts to $909,565. The solid waste tip fee went up slightly by about $3 to $55 a ton. The recycling tip fee at our MRF location is increased by $5 per ton this year. Rate of $115 per ton. We talked to Waste Management this week just to get an idea of what those increases were related to. Some of it's just market conditions, but there's also a slight drop in commodity market prices. Plastics has a pretty big drop of 75% and cardboard is 30% per Waste Management. Staff recommendations. We're going to recommend working continually with the EAC, including contamination reduction. They're in favor of Recycling Right campaign to just clean up that recycling stream so that what does go to that collection facility is a little bit more recycling and less refuse, and an outreach campaign, 58 Item c. Page 12|October 3, 2023 which would include social media, public education, and the like. We also talked about ReCollect, Recycle Coach. These are Web sites that are for the public to go to learn more about what should and should not be recycled. We're going to recommend using Patriot to do a tagging effort. We've done this in 21 when the contamination rate was over 20%. After the tagging campaign that dropped to about 10%. Right now, as we'll see in a minute, the contamination rate for an audit that was done in July was around 13%, so it's creeping up a little bit. We think that the tagging might be warranted at this point, and then again, use waste management to do audits so that we have the data coming in so we can make those decisions. This is the results of that audit that was done in July. As you can see at the bottom, 13% would be considered residue, which is items that are not specifically separated as recyclable material. There was a really cool-- oh, there it is. Thank you, Deb, for creating this. This is basically a pie chart of the previous chart. If you wanted to get a little bit more detail out of that. Current recycling dos and don'ts, just as an update not much has changed. Aluminum cans, sorry, steel, and tin, paper, and cardboard are the hottest commodities for the recyclers. They also accept all plastics but prefer one and two, and obviously glass, which the recycling that's done or what's done with the glass at this point once it leaves the MRF station is it's taken to King George County Landfill and it's used as cover for their landfill. What's not acceptable, and these are things that either damage their equipment or are not recyclable or have a commodity value, hoses, chains, and batteries, plastic bags/films, solid food containers, Styrofoam, textiles, beddings, and pillows. Some of the challenges that we're seeing is reducing the amount of contamination in our recycling stream. What to do with glass? That's been a hot topic lately, and the EAC is working on a letter that will be presented to you all with some recommendations here shortly. I think you're voting on the next meeting. Paul Schaefer is in the audience with us. There was discussion about the landfill having a bulk location where you could build up a large volume of glass that would entice the true recyclers to come to Leesburg and it would offset the cost of having to haul it, but that's been delayed. I've been told as of yesterday that there is a second entrance to the landfill that pushed this out, so that is no longer on their radar for the near term. Then again, how effective can we make the educational campaign and educate the public on what should be part of that recycling stream? Renee talked about in January a map, which I included here, of the locations, including the one at the landfill that I know, Mayor, you take your glass to. There are six locations within Loudoun County, and from what I understand, the Board of Supervisors has made a recommendation for additional purple cans, but Leesburg is not one of them. We would recommend that we continue to work with them to try to locate one of the purple cans closer to our jurisdiction. Then Vice Mayor Steinberg, during the last time, you had asked about what actually gets recycled of the material that's brought. The information I was able to pull together was from the EPA website and the sources at the bottom if you can't explore. They actually have a lot of really good information on there. About 25% of the glass that's wasted gets actually recycled. Some of it is burned up in combustion with energy recovery and the balance is landfilled. Plastics is a little bit less at 9%. I just thought that would be informational and interesting for you. If you have any questions, I'll be happy to answer them. Mayor Burk: Thank you. Does anyone have any questions on this? Council Member Cimino- Johnson? Council Member Cimino-Johnson: Yes. Thank you for your presentation. The one question I have is about plastics. You said they take all plastics? Chris Kohr: Yes. Council Member Cimino-Johnson: Even fives? 59 Item c. Page 13|October 3, 2023 Chris Kohr: They will take them, and it's the same answer that we gave in January. Basically, anything that does not have a commodity value ends up getting wasted, taken to the landfill. Right now, what I was told from Waste Management this past week is ones and twos are pretty much the only thing that have a value in the commodities market right now. Council Member Cimino-Johnson: Okay. Could that change very quickly, do you know? Chris Kohr: It can, yes, it does fluctuate over time. I think fives were included in that list in January, and right now at least are no longer part of that list. Deb Moran: Okay. Thank you. Chris Kohr: You're welcome. Mayor Burk: Vice Mayor? Vice Mayor Steinberg: Referencing glass, since everything is single stream, when the glass breaks and then becomes embedded in all kinds of things that are in the stream, does that mean that that entire stream is contaminated? Meaning cardboard, for example, is no longer acceptable as far as a recyclable material, and then it winds up either getting burned or going to the landfill? Is that the case? Chris Kohr: For example, if they palletize a lot of cardboard for commodities market for sale, if the buyer takes open that pallet and finds a bunch of embedded glass in that cardboard, they will consider that a contaminated load and they will actually reduce the price that they pay the MRF for that material. Vice Mayor Steinberg: Really then, at some point, we have to figure out how to deal with glass in a separate fashion as opposed to the single stream, which I think is going to be the case for a lot of these things. This 9% figure on plastics, are you saying that, in general, roughly 9% of the plastics in the end wind up in some form or fashion recycled? Chris Kohr: That's direct from the EPA website. That's nationwide, that's not just for Virginia. Vice Mayor Steinberg: When we talk about ones and twos, actually not all ones and twos are created equal, I understand. It's really the beverage bottles and laundry detergent bottles, things like that, because there are some container plastics that are marked one. Is that right? Chris Kohr: The pigmented containers have less value, but they still have some. The natural color or the lack of coloring is better. Vice Mayor Steinberg: Long term then, what are we hoping for here? I understand the idea of not scrapping, no pun intended, the recycling program altogether, but we also are painfully aware that a lot of it is not being recycled. Is our expectation that we're hoping for some magician to come up with a material that is not plastic for packaging at some point in time or are we at some point going to be faced with making hard choices on how we actually deal with this? That's what we're relying on the EAC for and you and so on. Is that basically what we're facing in the next couple of years? Chris Kohr: That's a good question that I will have to talk with the EAC to give you a clear answer on. I'm not an expert in this. Vice Mayor Steinberg: All right. Thank you. Chris Kohr: Yes, sir. Mayor Burk: At the Flower and Garden Show, I handed out those magnets that the EAC had put together on what not to recycle. I can't tell you how many people would take it and look at it and think, oh, I'm not supposed to recycle this. I didn't know that. Then they'd come back and ask about it and stuff. There's a lot that people don't realize is not supposed to be recycled. The more information we 60 Item c. Page 14|October 3, 2023 can get out about that, the better it would be for all of us. I just realized that I did not read that the Town has experienced an audio-visual issue that is preventing video from being displayed on the cable TV channels and Web sites. If you haven't seen us, it's not your TV, it's our equipment here in Town. I apologize for not reading that out right away. Thank you very much. Is there anything at this point that we need to move on or is this continuing information? Chris Kohr: I think this is continuing information. Yes, ma'am. Mayor Burk: All right. Thank you very much. Appreciate it. That takes us to a proclamation request, I have one. It is from Tyler Peak, Laws Domestic Violence and Sexual Assault Services. It is a proclamation for Domestic Violence Awareness Month. Do I --? Eileen Boeing: Just a consensus. Mayor Burk: Just a? Eileen Boeing: Four head nods. Mayor Burk: Okay. Are there four head nods that would like to bring this forward to the next meeting? I think that's just about everybody. Proclamation request. Council Member Cimino-Johnson. Council Member Cimino-Johnson: None. Mayor Burk: Not proclamations. Excuse me. Future Council meetings and agenda? Council Member Cimino-Johnson: I don't have anything. Mayor Burk: Mr. Cummings? Council Member Cummings: Just one quick question. Not to beat a dead horse, but as we're heading into budget time here and at the County level. Is there anything else we can do to try to entice, beg, ask the County on these purple cans for glass to try to work with them or are we just talking at a wall? Mayor Burk: I think you're talking at a wall because they've moved their money to move it over to get the new entrance. It is my understanding when I talk to them that they're building a new entrance to the landfill. Am I correct on that? Anybody? That's where they're putting their money at this point, is what I was told. Council Member Cummings: All of it. Mayor Burk: Every single dime. Council Member Cummings: $4 billion worth of money? Mayor Burk: Every penny into that entrance. Council Member Cummings: All right. I'll be quiet now. No, I have nothing else. Mayor Burk: All right. Mr. Wilt. Council Member Patrick Wilt: Nothing. Mayor Burk: Ms. Nacy? Council Member Nacy: I don't have anything. Mayor Burk: Vice Mayor. 61 Item c. Page 15|October 3, 2023 Vice Mayor Steinberg: Nothing for future meetings. Just congratulations to the Town on another spectacular Air Show this past weekend. I'm sure you'll speak more on that and no disclosures. Mayor Burk: All right. I would like to congratulate the Loudoun Hunger Relief expansion. It is truly amazing to see what they have done. This is a service for people that really need help. It relies on dignity and understanding, and it is just an amazing expansion of what they've done. If you haven't had the opportunity to go over and see it, it's on Miller Drive. There's lots of people that rely on it. It is a wonderful service that we have here in the County. On the 29th, I had the opportunity to participate in the Chamber, “Meet the General Assembly Candidates.” I have to admit, I was skeptical at first because you had six minutes. But in those six minutes, you really did get to know the candidates, how prepared they were and what their issues were, so it was really very worthwhile. On the 30th, I did attend the Air Show that was, again, congratulations to our Town staff. It's amazing what they do and how they make it look so easy. They put so much work and effort into making these different events perfect. This was another Air Show that was just fabulous, and I was very impressed by all of it. I also want to thank the Döner Bistro for inviting me to participate in their Octoberfest. We tried to get the Mayor of Munich involved, but they declined, maybe next year. Then I want to congratulate the BURG Family Reunion. They had their picnic get-together on the 30th, and it was very well attended. It's a great organization, and I'm very proud to be part of it. On the 4th, I wanted to let everybody know that the local PTAs from four different schools will be holding a forum at Harper Park. That will be for the School Board Candidates from Catoctin and Leesburg. On the 5th, COLT is doing a debate for the Chair positions, the people running for Chair. That's at Ida Lee at seven o'clock. The Chair, Ms. Randall, will not be participating, but the other two will. Then some of us will be attending the VML conference this weekend. I want to thank everybody for all their hard work and everything that we've been able to accomplish, I look forward to continuing. Mr. Town Manager. Kaj Dentler: No comments. Mayor Burk: Is there a motion to adjourn? Vice Mayor Steinberg: So moved. Council Member Cummings: Second. Mayor Burk: All in favor? Members: Aye. Mayor Burk: Opposed? That's 6-0-1. 62 Item c. PROCLAMATION Domestic Violence Awareness Month October 2023 WHEREAS, in 1989, the United States Congress passed Public Law 101-112 designating October of that year as National Domestic Violence Awareness Month; and WHEREAS, domestic violence victim advocates, domestic violence service providers, domestic violence first responders, and other individuals across the Nation recognize October as “National Domestic Violence Awareness Month”; and WHEREAS, Domestic Violence Awareness Month provides opportunity to not only spread awareness about domestic violence, but also lift up the voices, experiences, and resilience of domestic violence survivors; and WHEREAS, Since the COVID-19 pandemic, rates of domestic violence have increased globally and in Loudoun County; and WHEREAS, LAWS Domestic Violence & Sexual Assault Services is Loudoun County's designated service provider for survivors of domestic violence, sexual assault, and child abuse; and WHEREAS, LAWS Domestic Violence & Sexual Assault Services has been running Loudoun County's sole domestic violence shelter since 1985; and WHEREAS, we recognize Tyler Peak with LAWS Domestic Violence & Sexual Assault Services to accept this proclamation. THEREFORE, PROCLAIMED, that the Mayor and Council of the Town of Leesburg in Virginia do hereby proclaim October 2023 as Domestic Violence Awareness Month in the Town of Leesburg. PROCLAIMED this 24th day of October 2023. ____________________________________ Kelly Burk, Mayor ____________________________________ Neil Steinberg, Vice Mayor ____________________________________ Ara H. Bagdasarian ____________________________________ Todd Cimino-Johnson ____________________________________ Zach Cummings ____________________________________ Kari Nacy ____________________________________ Patrick Wilt 63 Item a. Council Meeting Date: October 24, 2023 TOWN OF LEESBURG TOWN COUNCIL MEETING Subject: Fiscal Year 2024 Snow and Ice Removal Services Contract Award Staff Contact: Renée M. LaFollette, P.E., Director, Public Works and Capital Projects Octavia Andrew, Chief Procurement Officer, Finance David A. Christianson, Deputy Procurement Officer, Finance Council Action Requested: Award task order contracts for snow and ice removal services inclusive of mobilization and demobilization costs for plow trucks, heavy equipment, and labor to: Arthur Construction Company, Inc. – Hourly rate of $250 for three dump trucks, $250 for two rubber tire loaders, $200 for two backhoes, $150 for ten skid loaders, $100 for two walk-behind snow blowers, $75 for 20 snow shovel laborers, $100 for three equipment operators and sufficient staffing for 24-hour operations; North Construction, Inc. – Hourly rate of $190 for one 2 to 5-ton truck with snow equipment, $250 for one backhoe, $145 for two skid loaders, $80 for two walk-behind snow blowers, $50 for snow shovel labor and sufficient staffing for 24-hour operations; Perfect Landscapes, LLC – Hourly rate of $230 for one 2 to 5-ton truck with snow equipment, $200 for two skid loaders, and sufficient staffing for 24-hour operations; T & J Carpentry, LLC – Hourly rate of $148 for one 2 to 5-ton truck with snow equipment and sufficient staffing for 24-hour operations. Staff Recommendation: Award task order contracts for snow and ice removal services to Arthur Construction Company, Inc., North Construction, Inc., Perfect Landscapes, LLC, and T & J Carpentry, LLC. Commission Recommendation: Not applicable. Fiscal Impact: No additional appropriation is needed. The Fiscal Year 2024 adopted budget includes $257,250 for contracted snow removal services. An additional $800,000 contingency is appropriate for emergency weather and can be allocated by the Town Manager when needed. This action will help provide the Town with a contracted level of service similar to Fiscal Year 2023. This is a task order contract based on hourly rates to determine the equipment to be put under contract. The contractors who proposed are responsible for providing the hourly rate for each piece of equipment offered to the Town. The contracts have a stipulated price for mobilization/demobilization to account for the preparation needed to outfit equipment at the start of snow season, the annual inspection by Town fleet staff, and the end of season removal of 64 Item a. Fiscal Year 2024 Snow and Ice Removal Services Contract Award October 24, 2023 Page 2 equipment. The contracts also have a stipulated price per hour for supervision required for any contractor that has more than four vehicles assigned to this contract. The total estimated value of the contracts based on past utilization of contracted snow and ice removal resources is anticipated to exceed $200,000 over the term of the contract, and as such, requires Town Council’s approval for awarding the contracts. Change order procedures are detailed in the solicitation specifications. Work Plan Impact: None. The level of resources proposed and placed under contract, in addition to Town crews, will allow for efficient removal of snow and ice for typical winter storms. Town Plan Impact: These services will help in meeting Legacy Leesburg Goal 4.4, Consider the Safety of Travelers, by improving the safety and reliability of streets, sidewalks and trails throughout the winter season. Executive Summary: The contract for snow and ice removal services is key to efficiently removing snow on Town streets without having to increase Town-owned resources. The snow and ice removal services contract was re-solicited to allow for contracting of snow resources needed to sustain the level of service provided in Fiscal Year 2023. Awarding the proposed task order contracts, the Town will be contracting a total of 43 plow trucks, 32 pieces of large equipment, 40 laborers/operators, and 5 snow blowers to assist Town staff with snow and ice removal. Background: The Department of Public Works and Capital Projects Street Division contracts for additional plowing resources. During the renewal process this year, three of the Fiscal Year 2023 contactors did not renew their contracts for Fiscal Year 2024 and those resources need to be replaced. Town staff analyzed the resources needed based on response level decisions made after the blizzard of 2016, the addition of Battlefield Parkway from the Greenway to South King Street in Fiscal Year 2019, the addition of Compass Creek Parkway, additional lanes on Sycolin Road, and various roads in Meadowbrook which became the Town’s responsibility in Fiscal Year 2023. Based on this review, the solicitation was developed for snow and ice removal resources needed for the coming year. In response to a public solicitation for Snow and Ice Removal Services, the Town received four proposals on September 14, 2023. Contractors were able to propose the resources that they had available in order to fill the needs of the Town. Of the proposals received and evaluated, all resources were reviewed to confirm they meet Town snow and ice removal needs. The additional resources are as follows: Arthur Construction Company, Inc. o 3 – Dump trucks $250.00/hour o 2 – Rubber Tire Loaders $250.00/hour o 2 – Backhoes $200.00/hour o 10 - Skid Loaders $150.00/hour o 2 – Walk-Behind Snow Blowers $100.00/hour o 20 – Snow Shovel Laborers $75.00/hour o 3 – Equipment Operators $100.00/hour 65 Item a. Fiscal Year 2024 Snow and Ice Removal Services Contract Award October 24, 2023 Page 3 North Construction, Inc. o 2 – 2 to 5-ton trucks w/plow & spreader $190.00/hour o 1 – Backhoe $250.00/hour o 2 – Skid Loader $145.00/hour o 2 – Walk-Behind Snow Blower $80.00/hour o 10 – Snow Shovel Laborer $50.00/hour Perfect Landscapes, LLC o 2 – 2 to 5-ton trucks w/plow & spreader $230.00/hour o 2 – Skid loaders $200.00/hour T & J Carpentry, LLC o 1 – 2 to 5-ton truck w/plow & spreader $148.00/hour The selection committee consisting of members from Public Works evaluated proposals received in accordance with the Town’s Procurement Policy and the requirements of the Request for Proposals and recommended awarding contracts to Arthur Construction Company, Inc.; North Construction, Inc.; Perfect Landscapes, LLC; and T & J Carpentry, LLC. All equipment has been reviewed by the Town Fleet Maintenance Division to ensure the equipment meets the solicitation specification requirements. Contract Start/End Date: Contract Start: 10/24/2023 Contract End Date: 10/23/2024 (with four one-year renewal options) Proposed Legislation: RESOLUTION Awarding Fiscal Year 2024 Snow and Ice Removal Services Contracts to Arthur Construction Company, Inc., North Construction, Inc., Perfect Landscapes, LLC and T & J Carpentry, LLC Draft Motions: 1. I move to approve the proposed Resolution awarding Fiscal Year 2024 Snow and Ice Removal Services contracts to Arthur Construction Company, Inc., North Construction, Inc., Perfect Landscapes, LLC and T & J Carpentry, LLC. 2. I move to deny the proposed Resolution awarding Fiscal Year 2024 Snow and Ice Removal Services contracts to Arthur Construction Company, Inc., North Construction, Inc., Perfect Landscapes, LLC and T & J Carpentry, LLC. OR 3. I move an alternate motion. Attachment: Draft Resolution 66 Item a. PRESENTED: October 24, 2023 RESOLUTION NO. 2023- ADOPTED: _______________ A RESOLUTION : AWARDING FISCAL YEAR 2024 SNOW AND ICE REMOVAL SERVICES CONTRACTS TO ARTHUR CONSTRUCTION COMPANY, INC., NORTH CONSTRUCTION, INC., PERFECT LANDSCAPES, LLC AND T & J CARPENTRY, LLC WHEREAS, the Fiscal Year 2024 Snow Removal services contract is required to assist Town staff with snow removal on Town-owned and maintained streets; and WHEREAS, based on Fiscal Year 2024 snow and ice removal services contract renewals, staff must replace up to eight plow trucks which were contracted in Fiscal Year 2023; and WHEREAS, in order to provide the needed resources to maintain current levels of service and to replace up to eight plow trucks and operators, the snow removal services contract was re-solicited to allow for contracting of additional snow removal equipment, labor and operators; and WHEREAS, in response to a public solicitation for proposals for the Snow and Ice Removal Services Contract, the Town received four proposals on or before September 14, 2023; and WHEREAS, contractors were able to propose the resources that they had in order to provide the resources that the Town needed; and WHEREAS, all vehicles went through a review process for the contractors that were successful proposers and had equipment passing the review were from the following firms: Arthur Construction Company, Inc. $250 per hour (3 dump trucks) $250 per hour (2 rubber tire loaders) $200 per hour (2 backhoes) $150 per hour (10 skid loaders) $100 per hour (2 walk-behind snow blowers) $75 per hour (20 snow shovel laborers) $100 per hour (3 equipment operators) 67 Item a. A RESOLUTION: AWARDING FISCAL YEAR 2024 SNOW AND ICE REMOVAL SERVICES CONTRACTS TO ARTHUR CONSTRUCTION COMPANY, INC., NORTH CONSTRUCTION, INC., PERFECT LANDSCAPES, LLC AND T & J CARPENTRY, LLC -2- North Construction, Inc. $190 per hour (2 2-5 ton trucks with plow/spreader) $250 per hour (1 backhoe) $145 per hour (2 skid loaders) $80 per hour (2 walk-behind snow blower) $50 per hour (10 snow shovel laborers) Perfect Landscapes, LLC $230 per hour (2 2-5 ton truck with plow/spreader) $200 per hour (2 skid loaders) T&J Carpentry, LLC $148 per hour (1 2-5 Ton truck with plow/spreader) WHEREAS, proposals were evaluated by a selection committee in accordance with the Town’s Procurement Policy and the requirements of the Request for Proposal; and WHEREAS, all equipment has been reviewed by the Town’s Fleet Maintenance Division to ensure that each piece of equipment meets the solicitation specifications; and WHEREAS, all equipment has been reviewed by the Town’s Fleet Maintenance Division to ensure that each piece of equipment meets the solicitation specifications; and WHEREAS, this is an hourly contract with mobilization and demobilization costs included and hourly rates; and WHEREAS, Arthur Construction Company, Inc., North Construction, Inc, Perfect Landscapes, LLC and T & J Carpentry, LLC were recommended for award by the selection committee; and WHEREAS, the snow and ice removal service contracts will be for an initial period of one (1) year and renewal for up to four (4) additional consecutive one-year periods; and 68 Item a. A RESOLUTION: AWARDING FISCAL YEAR 2024 SNOW AND ICE REMOVAL SERVICES CONTRACTS TO ARTHUR CONSTRUCTION COMPANY, INC., NORTH CONSTRUCTION, INC., PERFECT LANDSCAPES, LLC AND T & J CARPENTRY, LLC -3- 2023/08 WHEREAS, the Director of Public Works and Capital Projects recommends awarding contracts to Arthur Construction Company, Inc., North Construction, Inc., Perfect Landscapes, LLC and T & J Carpentry, LLC. THEREFORE, RESOLVED, by the Council of the Town of Leesburg in Virginia that the Town Manager is hereby authorized to execute contracts in a form approved by the Town Attorney with Arthur Construction Company, Inc., North Construction, Inc., Perfect Landscapes, LLC and T & J Carpentry, LLC. PASSED this 24th day of October 2023. ______________________________ Kelly Burk, Mayor Town of Leesburg ATTEST: ______________________________ Clerk of Council 69 Item a. Council Meeting Date: October 24, 2023 TOWN OF LEESBURG TOWN COUNCIL MEETING Subject: Virginia Department of Transportation Fiscal Year 2025 Highway Safety Improvement Program Applications Staff Contact: Niraja Chandrapu, P.E., PTOE, Transportation Engineer, Public Works and Capital Projects Christine Roe, Senior Engineer, Public Works and Capital Projects Renée M. LaFollette, P.E., Director of Public Works and Capital Projects Council Action Requested: Endorsement of the applications for Fiscal Year 2025 Virginia Department of Transportation Virginia Highway Safety Improvement Program funding. Staff Recommendation: Endorse the applications for Fiscal Year 2025 Virginia Highway Safety Improvement Program funding as follows: Program Project Eligible Project Costs Application Amount (VDOT Share) Locality’s Share FY 2025 Highway Safety Improvement Program Convert Left Turn Green Ball Signals to Flashing Yellow Arrows (FYA) $1,280,000 $1,280,000 $0 Install High Visibility Signal Backplates (HVSB) on Traffic Signal Heads $480,000 $480,000 $0 TOTAL $1,760,000 $1,760,000 $0 Commission Recommendation: Not applicable. Fiscal Impact: $100,000 per year is included in the Town’s Adopted Fiscal Year 2024 Capital Asset Replacement Program (CARP) within the Capital Improvement Program (CIP). To date, CARP funding has been used to install high visibility signal backplates at 23 intersections, seven of which were completed in Fiscal Year 2023. Any awards received through this state program would allow the Town to perform more of these important safety improvements than currently funded in the CIP. Funding received from successful 2023 Virginia Highway Safety Improvement Program (VHSIP) applications will be received in Fiscal Year 2025 and completed over a couple of fiscal years. No financial match is required from the Town. 70 Item b. Virginia Department of Transportation Fiscal Year 2025 Highway Safety Improvement Program Applications October 24, 2023 Page 2 Work Plan Impact: The high visibility backplate project is already included in the current work plan for the Department of Public Works and Capital Projects. See Attachment #3 for high visibility signal backplate example. However, the Flashing Yellow Arrow project is not currently in the Town’s workplan and will be incorporated into the work plan upon receipt of the requested funding. See Attachment #4 for Flashing Yellow Arrow example. If awarded, work would start in Fiscal Year 2025 and extend through Fiscal Year 2028. Town Plan Impact: This project promotes strategy 4.3.2 to Manage Traffic and Congestion in Legacy Leesburg by pursuing outside funding sources to make transportation improvements and by implementing technologies that increase safety. Executive Summary: The Virginia Department of Transportation (VDOT) requires that all applications for Highway Safety Improvement Program funds be accompanied by a governing body resolution endorsing the applications. The Town’s proposed applications for Virginia Highway Safety Improvement Program (VHSIP) request $1,760,000 for the following safety improvements: o Replacement of Left Turn Green Ball Signals with Flashing Yellow Arrows at Thirty -Two Intersections. See Attachment #4 for example. Safety studies have shown that drivers are more likely to yield to oncoming traffic when making a left turn at a signalized intersection when a flashing yellow arrow is displayed over the turn lane with an accompanying “Yield on Flashing Arrow” sign than when a green ball is displayed accompanied by a “Yield on Green” sign. Studies estimate that the conversion to flashing yellow arrows results in a 20% reduction in crashes at intersections. VDOT has adopted the flashing yellow arrow model and has been converting intersections at VDOT maintained intersections for some time. Town staff has identified thirty-two intersections in the Town at which conversion of left turn signals to flashing yellow arrows is appropriate, at an average cost of $40,000 per intersection. See Attachment #5 for the list of identified intersections. o Installation of High-Visibility Backplates on Signal Heads at Thirty Intersections. See Attachment #3 for example. Safety studies have shown that the installation of high-visibility back plates on traffic signal heads make the signal heads more visible to drivers. Studies estimate that the installation of high visibility signal backplates results in a 15% reduction in crashes at intersections. VDOT has been installing high visibility signal backplates at VDOT maintained intersections for some time. The list of Town intersections for high visibility signal backplate installation was developed based on 2020 crash data. Intersections were ranked based upon number and severity of crashes. Intersections that have planned Capital Improvement projects were removed from the list. Town staff has identified thirty intersections on this list to be included in a VHSIP Grant 71 Item b. Virginia Department of Transportation Fiscal Year 2025 Highway Safety Improvement Program Applications October 24, 2023 Page 3 application at an average cost of $16,000 per intersection. See Attachment #6 for the list of identified intersections. Background: VDOT recently notified localities in late July that it was accepting applications for the Highway Safety Improvement Program for Fiscal Year 2025. The Highway Safety Improvement Program provides an opportunity for local governments to obtain full state funding for local safety improvements. The program does not require that localities match the state funds provided. VDOT guidelines for the program and the application process are as follows: Applications are accepted on an annual basis. VDOT will accept applications until October 31, 2023. There is no maximum amount that a locality can request in funding each fiscal year in funding. However, lower cost projects receive priority. VDOT has identified six “systematic initiatives” for which funding priority will be given as follows: o High Visibility Signal Backplates (HVSB) o Pedestrian Crossings o Unsignalized Locations o Flashing Yellow Arrows (FYA) o Road Diets o Curvature Delineation Each application for VHSIP funds must include a resolution from the Town Council endorsing the application. Contract Start/End Date: Not applicable. Proposed Legislation: RESOLUTION Endorse the Application for the Virginia Department of Transportation Fiscal Year 2025 Highway Safety Improvement Program Funding for Conversion of Left Turn Traffic Signal Heads to Flashing Yellow Arrows and RESOLUTION Endorse the Application for the Virginia Department of Transportation Fiscal Year 2025 Highway Safety Improvement Program Funding for Installation of High Visibility Signal Backplates at Selected Intersections Draft Motions: 1. I move to approve the proposed resolutions for Town Council to endorse the applications for the Virginia Department of Transportation Fiscal Year 2025 Highway Safety Improvement Program Funding for conversion of left turn traffic signal heads to flashing yellow arrows and installation of high visibility signal backplates at selected intersections. 72 Item b. Virginia Department of Transportation Fiscal Year 2025 Highway Safety Improvement Program Applications October 24, 2023 Page 4 2. I move to deny the proposed resolutions for Town Council to endorse the applications for the Virginia Department of Transportation Fiscal Year 2025 Highway Safety Improvement Funding for conversion of left turn traffic signal heads to flashing yellow arrows at selected intersections and installation of high visibility signal backplates at selected intersections. OR 3. I move an alternate motion. Attachments: 1. Draft Resolution: Conversion of Left Turn Traffic Signal Heads to Flashing Yellow Arrows 2. Draft Resolution: Installation of High Visibility Signal Backplates at Selected Intersections 3. Example of High Visibility Back Plates Installed at Traffic Signals 4. Example of Left Turn Signal Using Flashing Yellow Arrows 5. List of Traffic Signals Identified for Installation of Flashing Yellow Left Turn 6. List of Traffic Signals Identified for Installation of High Visibility Backplates 73 Item b. PRESENTED: October 24, 2023 RESOLUTION NO. 2023- ADOPTED: ______________ A RESOLUTION : ENDORSE THE APPLICATION FOR THE VIRGINIA DEPARTMENT OF TRANSPORTATION FISCAL YEAR 2025 HIGHWAY SAFETY IMPROVEMENT PROGRAM FUNDING FOR CONVERSION OF LEFT TURN TRAFFIC SIGNAL HEADS TO FLASHING YELLOW ARROWS WHEREAS, the Virginia Department of Transportation (VDOT) Highway Safety Improvement Program provides funding to local governments to perform safety improvements to the highway systems in that jurisdiction; and WHEREAS, the Highway Safety Improvement Program provides 100% of the funding to perform these improvements and thus requires no local matching funds; and WHEREAS, the Virginia Department of Transportation is accepting 2023 applications for Highway Safety Improvement Program funds for Fiscal Year 2025; and WHEREAS, the Town of Leesburg desires to submit an application for conversion of traffic signal heads in left turn lanes from green ball displays to flashing yellow arrows at thirty- two intersections through the Virginia Department of Transportation Fiscal Year 2025 Highway Safety Improvement Program; and WHEREAS, $1,280,000 in funds are requested to fund the flashing yellow arrow conversions, at an average cost of $40,000 per intersection; and WHEREAS, the Town of Leesburg hereby supports this application for an allocation of $1,280,000 through the Virginia Department of Transportation Fiscal Year 2025 Highway Safety Improvement Program. THEREFORE, RESOLVED, by the Council of the Town of Leesburg in Virginia as follows: 74 Item b. -2- A RESOLUTION : ENDORSE THE APPLICATION FOR THE VIRGINIA DEPARTMENT OF TRANSPORTATION FISCAL YEAR 2025 HIGHWAY SAFETY IMPROVEMENT PROGRAM FUNDING FOR CONVERSION OF LEFT TURN TRAFFIC SIGNAL HEADS TO FLASHING YELLOW ARROWS 2023/08 1. The Town Council supports this application for the Virginia Department of Transportation Fiscal Year 2025 Highway Safety Improvement Program. 2. The Town of Leesburg Town Manager is authorized to execute all agreements and/or addendums for any approved projects with the Virginia Department of Transportation. PASSED this 24th day of October 2023. ______________________________ Kelly Burk, Mayor Town of Leesburg ATTEST: ______________________________ Clerk of Council 75 Item b. PRESENTED: October 24, 2023 RESOLUTION NO. 2023- ADOPTED: ______________ A RESOLUTION : ENDORSE THE APPLICATION FOR THE VIRGINIA DEPARTMENT OF TRANSPORTATION FISCAL YEAR 2025 HIGHWAY SAFETY IMPROVEMENT PROGRAM FUNDING FOR INSTALLATION OF HIGH VISIBILITY SIGNAL BACKPLATES AT SELECTED INTERSECTIONS WHEREAS, the Virginia Department of Transportation (VDOT) Highway Safety Improvement Program provides funding to local governments to perform safety improvements to the highway systems in that jurisdiction; and WHEREAS, the Highway Safety Improvement Program provides 100% of the funding to perform these improvements and thus requires no local matching funds; and WHEREAS, the Virginia Department of Transportation is accepting 2023 applications for Highway Safety Improvement Program funds for Fiscal Year 2025; and WHEREAS, the Town of Leesburg desires to submit an application for installation of high visibility signal backplates on signal heads at thirty selected intersections through the Virginia Department of Transportation Fiscal Year 2025 Highway Safety Improvement Program; and WHEREAS, $480,000 in funds are requested to fund the installation of high visibility signal backplates at thirty selected intersections at an average cost of $16,000 per intersection; and WHEREAS, the Town of Leesburg hereby supports this application for an allocation of $480,000 through the Virginia Department of Transportation Fiscal Year 2025 Highway Safety Improvement Program. THEREFORE, RESOLVED, by the Council of the Town of Leesburg in Virginia as follows: 76 Item b. -2- A RESOLUTION : ENDORSE THE APPLICATION FOR THE VIRGINIA DEPARTMENT OF TRANSPORTATION FISCAL YEAR 2025 HIGHWAY SAFETY IMPROVEMENT PROGRAM FUNDING FOR INSTALLATION OF HIGH VISIBILITY SIGNAL BACKPLATES AT SELECTED INTERSECTIONS 2023/08 1. The Town Council supports this application for the Virginia Department of Transportation Fiscal Year 2025 Highway Safety Improvement Program. 2. The Town of Leesburg Town Manager is authorized to execute all agreements and/or addendums for any approved projects with the Virginia Department of Transportation. PASSED this 24th day of October 2023. ______________________________ Kelly Burk, Mayor Town of Leesburg ATTEST: ______________________________ Clerk of Council 77 Item b. High Visibility Signal Backplates (HVSB) Example Existing (Not HVSB): Proposed (HVSB): * HVSB provide additional visibility at night. ** HVSB have an estimated crash reduction at intersections where installed of up to 15% compared to traditional backplates. 78 Item b. Flashing Yellow Arrow (FYA) Example Existing Proposed (FYA): * FYA have an estimated crash reduction at intersections where installed of up to 20% compared to permissive left-turn phasing or protected-permissive left-turn phasing only. 79 Item b. Primary Road Secondary Road 1 Leesburg Bypass (Rt 15 Bypass)Edwards Ferry Rd NE 2 Leesburg Bypass (Rt 15 Bypass)Battlefield Pkwy NE 3 Battlefield Pkwy NE Plaza St NE 4 Battlefield Pkwy NE Shanks Evans Rd NE 5 Battlefield Pkwy NE Tennessee Dr NE / Itasca Way NE 6 Battlefield Pkwy NE Potomac Station Dr 7 Battlefield Pkwy NE Potomac Station Entrance 8 Battlefield Pkwy SE Kincaid Blvd / Solitude Ct SE 9 Battlefield Pkwy SE Tavistock Dr SE / Shiloh Pl SE 10 Battlefield Pkwy SE Sycolin Rd 11 Battlefield Pkwy SE / Meade Dr SW S King St (Rt 15) 12 W Market St (Rt 7 Bus) Catoctin Cir SW / Fairview St NW 13 N King St (Rt 15 Bus) Dry Hollow Rd 14 S King St (Rt 15 Bus) Catoctin Cir SE / Catoctin Cir SW 15 S King St (Rt 15 Bus) Fairfax St SE / Safeway Entrance 16 S King St (Rt 15) Greenway Dr SW 17 S King St (Rt 15) Country Club Dr SW / Marathon Dr 18 S King St (Rt 15) Masons Ln 19 Ft Evans Rd NE Potomac Station Dr 20 Ft Evans Rd NE Leesburg Corner Outlet / Ft Evans Plaza 21 Ft Evans Rd NE Sycamore Hill Dr 22 Edwards Ferry Rd NE Costco Entrance 23 Edwards Ferry Rd NE Target Entrance 24 Miller Dr SE Hope Pkwy 25 Potomac Station Dr California Dr / Potomac Station Entrance 26 Sycolin Rd Hope Pkwy 27 Sycolin Rd Tavistock Dr SE 28 Sycolin Rd Tolbert Ln SE 29 Russell Branch Pkwy Balch Dr / Muddy Siltstone Wy 30 Russell Branch Pkwy Village Market Blvd / Shady Dolomite Wy SE 31 Catoctin Cir SE Harrison St SE 32 Catoctin Cir SW Dry Mill Rd SW Flashing Yellow Arrow (FYA) Town of Leesburg Intersection / Location 80 Item b. Primary Road Secondary Road 1 Rivercreek Pkwy Rt 7 Eastbound On/Off Ramps 2 Crosstrail Blvd Rt 7 Westbound On/Off Ramps 3 Russell Branch Pkwy Balch Dr / Muddy Siltstone Wy 4 Russell Branch Pkwy Robinson Ml Plz (Lowes Entrance) 5 Russell Branch Pkwy Village Market Blvd / Shady Dolomite Wy SE 6 Catoctin Cir SE W&OD Trail Crossing 7 Catoctin Cir SE Harrison St SE 8 Catoctin Cir SW Dry Mill Rd SW 9 Battlefield Pkwy NE N King St (Rt 15 Bus) 10 N King St (Rt 15 Bus) Dry Hollow Rd 11 N King St (Rt 15 Bus) Reid ES/Smart's Mill MS Entrance 12 Battlefield Pkwy NE Plaza St NE 13 Ft Evans Rd NE Leesburg Corner Outlet / Ft Evans Plaza 14 Ft Evans Rd NE Sycamore Hill Dr 15 S King St (Rt 15 Bus) Fairfax St SE / Safeway Entrance 16 S King St (Rt 15) Greenway Dr SW 17 S King St (Rt 15) Country Club Dr SW / Marathon Dr 18 S King St (Rt 15) Masons Ln 19 Battlefield Pkwy SE / Meade Dr SW S King St (Rt 15) 20 S King St (Rt 15) Clubhouse Dr SW 21 Battlefield Pkwy SE Compass Creek Pkwy 22 Battlefield Pkwy SE Dulles Greenway Southbound On/Off Ramps 23 Edwards Ferry Rd NE Costco Entrance 24 Edwards Ferry Rd NE Target Entrance 25 Miller Dr SE Hope Pkwy 26 Potomac Station Dr California Dr / Potomac Station Entrance 27 Sycolin Rd Hope Pkwy 28 Sycolin Rd Tavistock Dr SE 29 Sycolin Rd Tolbert Ln SE 30 W Market St (Rt 7 Bus) Catoctin Cir SW / Fairview St NW High Visibility Signal Backplates (HVSB) Town of Leesburg Intersection / Location 81 Item b. Council Meeting Date: October 24, 2023 TOWN OF LEESBURG TOWN COUNCIL MEETING Subject: Encroachment Agreement for Residential Deck Installation - 734 Hunton Place Staff Contacts: Christine M. Newton, Deputy Town Attorney Renée LaFollette, Director of Public Works and Capital Projects Council Action Requested: Authorize an Encroachment Agreement, in a form approved by the Town Attorney, to permit installation of a deck within Town-owned easements on residential property located at 734 Hunton Place. Staff Recommendation: Authorize the proposed Encroachment Agreement. Commission Recommendation: Not applicable. Fiscal Impact: None. Work Plan Impact: Preparation of the encroachment agreement is within the work plan of the Town Attorney’s office. Town Plan Impact: None. Executive Summary: An encroachment agreement is necessary to allow the residential property owner to construct a raised deck within the area of Town-owned storm sewer and 100-year surface drainage easements on property located at 734 Hunton Place. The proposed agreement allows the installation of footers and a staircase at ground level while protecting the Town’s rights and preserving appropriate drainage patterns within the easements. The agreement also preserves the Town’s rights to access the easement area without liability for damage to the encroaching structures. Background: The Town is the beneficiary of a 30’ storm sewer easement and a 100-year surface drainage easement granted to the Town in connection with a residential subdivision in 2001. These easements cross the rear yard of the residential property located at 734 Hunton Place. The owner of the property has requested the Town’s consent to allow construction of an elevated deck within the easement area. An encroachment agreement is necessary to allow the structure to be constructed within the easement area. The Department of Public Works has reviewed the request, and the owner has agreed to configure the deck and its footers in a manner that minimizes interference with the surface drainage pattern, has no negative impact on Town Public Works operations, and is acceptable to the Director of Public Works. To ensure that the deck will not be altered in the future in a manner that interferes 82 Item c. Encroachment Agreement for Deck Installation - 734 Hunton Place October 24, 2023 Page 2 with the surface drainage, the proposed agreement will run with the land and prohibits the owner from installing any additions to the deck without the written consent of the Town. The agreement preserves the Town’s rights to access the easements without liability for damage to the encroaching structures and includes indemnification provisions to protect the Town’s interests in the easements. Contract Start/End Date: Not applicable. Proposed Legislation: RESOLUTION Authorizing Encroachment Agreement for Residential Property Located at 734 Hunton Place Draft Motions: 1. I move to approve the proposed Resolution. 2. I move to deny the proposed Resolution. OR 3. I move an alternate motion. Attachments: 1. Resolution 2. Encroachment Agreement 3. Encroachment Location Sketch 2023/08 83 Item c. PRESENTED: October 24, 2023 RESOLUTION NO. 2023- ADOPTED: _______________ A RESOLUTION : AUTHORIZING ENCROACHMENT AGREEMENT FOR RESIDENTIAL PROPERTY LOCATED AT 734 HUNTON PLACE WHEREAS, Emma Ancrum (“Owner”) is the owner of certain residential real property identified as Loudoun County Parcel ID (PIN) No. 146-16-6792-000, and commonly known as 734 Hunton Pl. NE, Leesburg, Virginia 20176 (“Property”); and WHEREAS, the Town is the beneficiary of: (a) a 30’ Storm Sewer Easement; and (b) a 100 Year Surface Drainage Easement across the Property, both recorded among the Loudoun County Land Records in Deed Book 2040 Page 157; and WHEREAS, the Owner seeks to construct an elevated deck and staircase at the rear of the home and within the easement area (“Encroachments”); and WHEREAS, the Owner has agreed to design the Encroachments in a manner that minimizes interference with the surface drainage pattern, has no negative impact on Town Public Works operations, and is acceptable to the Director of Public Works; and WHEREAS, the best interests of the Town will be served by entering into an encroachment agreement with the Owner to define the rights, obligations, and liabilities of the parties with respect to the Encroachments. THEREFORE, RESOLVED, by the Council of the Town of Leesburg in Virginia as follows: 1. The Mayor is hereby authorized to execute the proposed encroachment agreement in a form to be approved by the Town Attorney. 84 Item c. A RESOLUTION: AUTHORIZING ENCROACHMENT AGREEMENT FOR RESIDENTIAL PROPERTY LOCATED AT 734 HUNTON PLACE -2- 2023/08 2. The Mayor, the Town Manager, and the Town Attorney are hereby authorized to take such actions and execute such additional documents as may be necessary and desirable to effectuate this Resolution. PASSED this 24th day of October 2023. ______________________________ Kelly Burk, Mayor Town of Leesburg ATTEST: ______________________________ Clerk of Council 85 Item c. ENCROACHMENT AGREEMENT THIS ENCROACHMENT AGREEMENT (“Agreement”) is made and entered into this ______ day of _________________, 2023, by and between Emma M. ANCRUM (“Owner”; index as GRANTOR), and the TOWN OF LEESBURG, VIRGINIA (“Town”; index as GRANTEE). RECITALS A. Owner is the record owner of real property identified as Loudoun County Parcel ID (PIN) No. 146166792000, and commonly known as 734 Hunton Pl. NE, Leesburg, Virginia 20176; (the “Property”), having acquired the Property by deed recorded among the land records in the office of the Clerk of the Circuit Court of Loudoun County, Virginia (“Land Records”) as Instrument No. 200401220006131. B. By Deed of Dedication, Subdivision, and Easement and Deed of Vacation of Easement, dated July 18, 2001, and recorded among the Land Records in Deed Book 2040 Page 157 (Instrument No. 200111080417946), as shown on the plat attached to said Deed and recorded in Plat Cab. F, Slot 389, Pg. 10, the following easements across the Property were granted to the Town: 30’ Storm Sewer Easement and 100 Year Surface Drainage Easement (collectively, the “Easements”). Copies of the deed and plat are attached as “Exhibit A” and made a part of this Agreement. C. The Town owns certain storm drainage piping and a storm drainage inlet located within the Easements (collectively, the “Drainage Infrastructure”). D. The Owner seeks the Town’s consent to construct a raised deck within the Easement area, which would require the installation of footers and a staircase at ground level within the easement (the “Encroachments”),as generally depicted on the sketch attached to and made a part of this Agreement as “Exhibit B” and in accordance with the specifications contained in the Floor Framing Plan attached to and made a part of this Agreement as “Exhibit C.” E. The Encroachments may interfere with the operation, maintenance, repair, or replacement of the Drainage Infrastructure, and the drainage pattern within the Easements. F. The Town is willing to permit the Encroachments to be constructed in the location shown on Exhibit B under the terms and conditions set forth in this Agreement. G. The parties desire to enter into this Agreement to set forth the terms and conditions upon which Owner will be permitted to encroach upon the Easements. 86 Item c. 2 NOW THEREFORE, in consideration of the above recitals, the mutual undertakings of the parties as contained herein, and other good and valuable consideration, the parties hereby agree as follows: 1. Recitals. The foregoing Recitals are incorporated herein as if fully set forth. 2. Town Approval. The Town hereby agrees to allow the Encroachments as defined herein to be constructed in the location generally depicted on Exhibit B and in accordance with the specifications contained in Exhibit C, subject to the terms and conditions set forth in this Agreement. 3. Term of Encroachment. Unless earlier terminated by the Town in accordance with Section 5 hereof (Capital Improvements), this Agreement shall remain in full force and effect so long as the Encroachments described herein remain in their present form and in the location(s) depicted on Exhibit B. Upon the removal, demolition, or destruction of all Encroachments, Owner’s right to encroach upon the Easement shall cease. 4. Town Access to Easement for Operation, Maintenance, Repair, or Replacement. The following provisions shall apply in the event that the Town requires access to the Easement area, as determined by the Town in its sole discretion, for operation, maintenance, repair, or replacement: A. Emergency Access. In the event of an emergency, as determined by the Town in its sole discretion, the Town shall immediately access the Easements as necessary. The Town shall not be responsible for and accepts no liability for any damage to the Encroachments that is caused by or occurs as a result of the Town’s efforts to enter the Easements and the Town will not replace or repair or reimburse Owner for any structure, appurtenance, or personal property damaged by the Town within or without the Easements. Due to the emergency nature of the access, advance notice cannot be provided. B. Scheduled Access for Maintenance or Repair. When the Town requires access to the Easements for operation, maintenance, or repair of a non-emergency nature, the Town will provide written notice to the Owner at least 2 days in advance of entry. Unless the Town is requesting removal of the Encroachments pursuant to Section 5 below, such notice need not comply with the provisions of Section 10 below, but may be provided by United States Postal Service first class mail. C. No liability; no replacement, repair or reimbursement by Town. The Town accepts no responsibility or liability for any damage to the Property, or to any encroaching structures, appurtenances or plantings (whether or not permitted by this Agreement), caused by the Town’s efforts to enter or access the Easements, and the Town will not replace, repair, or reimburse Owner for any structures, appurtenances, or plantings damaged or destroyed by the 87 Item c. 3 Town within or without the Easement, provided however, that the provisions of this section 4(C) shall not apply to the main structure (exclusive of the proposed deck) identified as “2 St. Brick & Frame” on the attached Exhibit B. 5. Capital Improvement; Replacement. Where necessary as determined by the Town in its sole discretion, in connection with a Town capital improvement project or other project requiring replacement of any portion of the Drainage Infrastructure, upon 180 days’ notice to Owner and without compensation to Owner, the Town may in the Town’s sole discretion require removal of the Encroachments or any portion of the Encroachments from the Easements. If not timely removed by Owner, the Town may proceed to remove the Encroachments or relevant portions thereof from the Easements at Owner’s expense. The Town will promptly invoice Owner for any removal costs incurred by the Town and Owner shall make payment within 30 days of the date of any such invoice. 6. Indemnification. The Town accepts no responsibility for the cost of removal, repair, or replacement of any encroaching structures, appurtenances or plantings, whether or not permitted by this Agreement. Owner hereby assumes all responsibility for such cost, repair, or replacement, and agrees to defend, hold harmless and indemnify the Town for any damage to the Property, or any damage to any third party, caused by the Town’s efforts to access the Easements. 7. Maintenance, Replacement, Relocation or Expansion of Encroachments. Owners may perform routine maintenance as necessary, including replacement of any damaged, destroyed, or outdated portion of such Encroachments. However, without the written consent of the Town, Owners shall have no right to: (a) replace within the Easements any Encroachment that is removed, demolished or destroyed; (b) relocate any Encroachment within the Easements; (c) expand the Encroachments, or (d) construct, install or place any additional encroachments of any kind within the Easements. For purposes of this section, addition of any attachment or improvement to the deck that is not depicted on Exhibit B, including but not limited to latticework or other screening, shall be considered an expansion or additional encroachment and shall not be permitted. The Town may grant, withhold or condition its consent in the discretion of the Town Council, and may request any information or documentation it deems necessary to evaluate the impact of the requested action. If consent is granted by the Town Council, an amendment to this Agreement may be required. 8. Reservation of Town Rights. This Agreement does not constitute a Zoning approval or relieve Owner of the obligation to comply with any applicable obligation under the Town of Leesburg Zoning Ordinance, or any other applicable law, regulation or ordinance. 9. Rights and Obligations to Run with the Land. This Agreement shall be recorded among the Land Records and is binding upon the parties hereto, and their successors and assigns. The rights and obligations established under this Agreement are 88 Item c. 4 appurtenant to and run with the title to the Property. Any conveyance of title to any part of the Property is, except as otherwise set forth herein, subject to the provisions of this Agreement, and any transferee of any interest in the Property is deemed to have agreed, by acceptance of such interest, to be bound by all of the provisions of this Agreement. 10. Notices. Any notice or other communication required or permitted to be given under this Agreement shall be in writing and shall be made by hand delivery or overnight courier service or by certified mail, postage prepaid, return receipt requested, addressed to each respective party at the address set forth below, or at such other person or address as may be hereafter specified by written notice by any party, and shall be considered to have been effectively given as of the date of hand delivery, as of the date specified for delivery if by overnight courier or as of three (3) business days after the date of mailing, as the case may be. Any notice to the Owner shall be sent to the mailing address for the Property as then listed in the tax records maintained by Loudoun County. Any notice to the Town of Leesburg shall be sent to: Renée LaFollette, Director Department of Public Works & Capital Projects 25 W. Market Street Leesburg, VA 20176 The Town shall have the right to designate a different address for the receipt of notices other than set forth below, by notifying the Owner of such new address in accordance with this Agreement. 11. Governing Law. This Agreement shall be governed by the laws of the Commonwealth of Virginia and shall be binding upon the Parties and their respective successors and/or assigns. Any dispute that may arise out of this Agreement shall be resolved in the Loudoun County Circuit Court or the Loudoun County General District Court. Each party shall be responsible for its own attorney’s fees and costs incurred as a result of such dispute. 12. Amendments. This Agreement may be amended only by an instrument in writing executed by all parties hereto and/or their successors or assigns, provided however, that the Town may unilaterally terminate this Agreement in accordance with the provisions of Section 5 hereof (Capital Improvement; Replacement). 13. Signatories. The signatories of this Agreement affirm that they have the authority to execute this Agreement. 14. Execution. This Agreement shall become effective upon execution by the Parties. 89 Item c. 5 PROPERTY OWNER ___________________________________ EMMA M. ANCRUM COMMONWEALTH OF VIRGINIA: COUNTY OF LOUDOUN: to-wit I, the undersigned Notary Public in and for the county and state aforesaid, do hereby certify that Emma M. ANCRUM, Owner whose name is signed to the foregoing Encroachment Agreement bearing the date of the _____day of ________________, 2023, has acknowledged the same before me in my county aforesaid. Given under my hand this _________day of _______________, 2023. _____________________________________________ Notary Public My Commission Expires: ____________________________ Notary Reg. No.: ___________________________________ 90 Item c. 6 Approved as to Form: TOWN OF LEESBURG By: ______________________________ By: ________________________________ Christopher P. Spera Town Attorney Kelly Burk, Mayor COMMONWEALTH OF VIRGINIA: COUNTY OF LOUDOUN: to –wit I, the undersigned Notary Public in and for the county and state aforesaid, do hereby certify that KELLY BURK, MAYOR whose name is signed to the foregoing Encroachment Agreement bearing the date of ____day of ________________ 2023, has acknowledged the same before me in my county aforesaid. Given under my hand this ____day of ______________________, 2023. ______________________________________ Notary Public My Commission Expires: _________________________ Notary Reg. No.: _______________________________ 91 Item c. CURVE TABLE CURVE RADIUS ~LENGTH TANGENT CHORD BEARING DELTA C1 ~530.00 ~81.61 ~40.89 ~ 81.53 ~N56'48'19"E 08'49'21" THIS PLAT IS NOT TO DE USED FOR THE CONSTRUCTION OF FENCES OR ANY OTHER IMPROVEMENTS. THIS PROPERTY IS NOT LOCATED IN DESIGNATED FLOOD PLAIN. BUILDING SETBACK LINES: FRONT YARD = 35 FEET REAR YARD = 25 FEET SIDE YARD = 15 FEET ZONED: PRC IP~ LINE TABLE BEARING DISTANCE S65'45'23"W 13.24 EDWARDS LANDING, L.L.C. DB. 1753 PG. 1766 DB. 1827 PG. 2057 IPS 862 - 10,666 SQ. FT. T 3(1' srM. SEW. k 100 TEAR i.9UflFALE DRAINAGE E6M 1 I 15.9 n 77.3' r tOJ' Irc m N-i 661 ~ c" BW z sr. BRIC% .~ ~'~3 663 l k FRAME W w IX734 `„O1IP051ED)p N1 A 10.3' 24.6'6' .;7 IM m CCS Bw EO N M 20.1'20.},CW Z N 36' BRL I1 ow IPS IPS HUNTON DRIVE,NE VAR. WIDTH ROW) NO TITLE REPORT FURNISHED. 7HI5 PROPERTY MAY BE SUBJECT TO ADDITIONAL EASEMENTS Of RECORD AND OTHERS UNKNOWN TO HUNTLEY, NYCE & ASSOCIATES. LTD. FINAL HOUSE LOCATION LOT 662 SECTION 8 POTOMAC CROSSING TOWN OF LEESBURG LOUDOUN COUNTY, VIRGINIA DEED BOOK 2040 PAGE 157 SCALE: 1"=30' D FHL WC 1~ o~2 U 1~ ry^ o P S IP~ ARCADIA DEVELOPEMENT CO. DB. 1280 PG. 1079 NOTES: CH =CHIMNEY BW =BAY WINDOW CW =CONCRETE WALK OW = DRIVEWAY CCS =COVERED CONC. STOOP I HEREBY CERTIFY THAT THE LOCATIONS OF ALL E%ISTING IMPROVEMENTS ON THIS PROP- ERTY HAVE BEEN CAREFULLY ESTABLISHED BY A FIELD RUN SURVEY. HUNTLEY, NYCE AND ASSOCIATES, LTD. SURYBYING - CIY6 6NGIIiEffitIIQC - IAND PGIiNING 751 MILLER DRIVE, S.E, SUITE F-2 LEESBURG, VI2GINIA 20175 703-779-4905 DRM/ORM COPYRIGHT©HUNTLEY, NYCE AND ASSOCIATES, LTD. - 2004 ENCROACHMENT AGREEMENT EXHIBIT B ENCROACHMENT LOCATION SKETCH 32’New Deck 27’4’ 40’ 92 Item c. Council Meeting Date: October 24, 2023 TOWN OF LEESBURG TOWN COUNCIL MEETING Subject: Appointment to the Airport Commission – Travis Gunnells Staff Contact: Eileen M. Boeing, CMC, Clerk of Council Council Action Requested: Consideration of an appointment of Travis Gunnells to the Airport Commission. Staff Recommendation: Not applicable. Commission Recommendation: Not applicable. Fiscal Impact: Section 2-197 of the Town Code provides for annual compensation of $1,350 for the Chair of the Airport Commission and $1,200 for Airport Commission members. Funds are available within the current Fiscal Year 2024 general fund budget. Work Plan Impact: None. Town Plan Impact: None. Executive Summary: One vacancy currently exists on the Airport Commission. This appointment belongs to Vice Mayor Neil Steinberg. Background: The terms of office for commissioners correspond to the term of the council member who appointed them. The appointment of Travis Gunnells is effective through December 2026. Membership on the Airport Commission may consist of town residents, town property owners, town business owners, or anyone employed in the town. At least four members shall be town residents. Mr. Gunnells is a town resident. Contract Start/End Date: Not applicable. Proposed Legislation: RESOLUTION Appointing Travis Gunnells to the Airport Commission Draft Motions: 1. I move to approve the proposed Resolution. 2. I move to deny the proposed Resolution. 93 Item d. Appointment to the Airport Commission – Travis Gunnells October 24, 2023 Page 2 OR 3. I move an alternate motion. Attachments: 1. Draft Resolution 2. Statement of Interest – T. Gunnells 3. Resume – T. Gunnells 2023/08 94 Item d. 2023/08 PRESENTED: October 24, 2023 RESOLUTION NO. 2023- ADOPTED: ______________ A RESOLUTION : APPOINTING TRAVIS GUNNELLS TO THE AIRPORT COMMISSION WHEREAS, participation by public-spirited citizens on town boards, commissions and committees is vital to the success of town government and the democratic process; and WHEREAS, boards, commissions and committees serve an indispensable role in providing recommendations concerning town policy and programs; and WHEREAS, Council desires to appoint effective individuals to serve at its will and pleasure on these advisory boards; and WHEREAS, terms of Boards and Commissions members correspond to the term of the Council Member that nominated them. This appointment belongs to Vice Mayor Neil Steinberg; and WHEREAS, membership on the Airport Commission shall consist of town residents, town property owners, town business owners, or anyone employed in the town. Mr. Gunnells is a town resident. THEREFORE, RESOLVED, that the Council of the Town of Leesburg in Virginia hereby appoints Travis Gunnells to the Airport Commission to a term ending on December 31, 2026. PASSED this 24th day of October 2023. ______________________________ Kelly Burk, Mayor Town of Leesburg ATTEST: ______________________________ Clerk of Council 95 Item d. Board or Commission of Interest First Name Last Name Board or Commission of Interest Description Airport Commission Travis Gunnells Hello – I’m writing to express interest in the Airport Commission opening. As a Leesburg homeowner and airplane owner, my wife and I are committed to the town's growth. I’m an instrument-rated pilot and active in a local flying club, offering unique insights into our airport's needs. I look forward to the possibility of discussing this opportunity further. 96 Item d. TRAVIS GUNNELLS CONTACT ADDRESS: 219 Prince Street NE Leesburg, VA 20176 PHONE: 405-514-8804 EMAIL: Travis.Gunnells@gmail.com LINKEDIN: https://www.linkedin.com/in/travis- gunnells-77588231 ACTIVITIES AND INTERESTS Family & Friends Flying Airplanes (Private Pilot) Skiing Piano Jazz Music Symphony Concerts Travel Great food Wineries / Breweries Emerging Leaders (AFCEA) SUMMARY I am an instrument-rated private pilot whose love for aviation was sparked at the young age of 9. Since becoming licensed in 2008, I've gained extensive flight experience and have invested in owning and maintaining my own aircraft, which is housed in a leased hangar at KJYO. I am also an active member of a flying club there, participating in a range of educational and skill-building activities. Alongside my aviation background, I have over 15 years of leadership experience and currently serve as the Vice President of a Government Contracting firm. In this role, I've managed multi- million-dollar contracts, led high-performing teams, and fostered strong relationships with federal and state agencies. My project management and negotiation skills are complemented by a decade of service in the Army, which has imbued me with a disciplined approach to problem-solving and decision-making. Beyond my professional and military roles, I am deeply committed to my community. I've been actively involved in participating in various local events and charitable activities. This commitment extends to my family life; as a homeowner, husband, and father in the town, I have a vested interest in its development and well- being. My wife, who works in the medical community, and I are both dedicated to enriching our community. Furthermore, I am committed to the success and growth of the town, community, and airport. I see these entities as interconnected, and I am dedicated to leveraging my diverse skill set to contribute meaningfully to the Airport Commission and, by extension, to the broader community. WORK EXPERIENCE Vice President Tiber Creek Consulting, Inc. Fairfax, VA (250-person company) 2012–Present Veteran / Sergeant United States Army National Guard (9 years) Texas Military Forces (2010-2012) Oklahoma National Guard (2003-2010) EDUCATION University of Central Oklahoma, Edmond, OK December 2008 Bachelor of Arts (B.A.) 97 Item d. Council Meeting Date: October 24, 2023 TOWN OF LEESBURG TOWN COUNCIL MEETING Subject: Appointment to the Thomas Balch Library Commission – Anthony Barnard Staff Contact: Eileen M. Boeing, CMC, Clerk of Council Council Action Requested: Consideration of an appointment of Anthony Barnard to the Thomas Balch Library Commission. Staff Recommendation: Not applicable. Commission Recommendation: Not applicable. Fiscal Impact: Section 2-197 of the Town Code provides for annual compensation of $1,350 for the Chair of the Thomas Balch Library Commission and $1,200 for Thomas Balch Library Commission members. Funds are available within the current Fiscal Year 2024 general fund budget. Work Plan Impact: None. Town Plan Impact: None. Executive Summary: One vacancy currently exists on the Thomas Balch Library Commission. This appointment belongs to Council Member Patrick Wilt. Background: One vacancy currently exists on the Thomas Balch Library Commission. This appointment belongs to Council Member Patrick Wilt. The terms of office for Commissioners correspond to the Council Member who appointed them. The appointment of Anthony Barnard is through December 31, 2026. The Thomas Balch Library Commission shall consist of anyone with a stated interest in the library and at least four members must be Town residents. Mr. Barnard is a Town resident. Contract Start/End Date: Not applicable. Proposed Legislation: RESOLUTION Appointing Anthony Barnard to the Thomas Balch Library Commission Draft Motions: 1. I move to approve the proposed Resolution. 98 Item e. Appointment to the Thomas Balch Library Commission October 24, 2023 Page 2 2. I move to deny the proposed Resolution. OR 3. I move an alternate motion. Attachments: 1. Draft Resolution 2. Statement of Interest – A. Barnard 3. Resume – A. Barnard 2023/08 99 Item e. 2023/08 PRESENTED: October 24, 2023 RESOLUTION NO. 2023- ADOPTED: ______________ A RESOLUTION : APPOINTING ANTHONY BARNARD TO THE THOMAS BALCH LIBRARY COMMISSION WHEREAS, participation by public-spirited citizens on town boards, commissions and committees is vital to the success of town government and the democratic process; and WHEREAS, boards, commissions and committees serve an indispensable role in providing recommendations concerning town policy and programs; and WHEREAS, Council desires to appoint effective individuals to serve at its will and pleasure on these advisory boards; and WHEREAS, terms of Boards and Commissions members correspond to the term of the Council Member that nominated them. This appointment belongs to Council Member Patrick Wilt; and WHEREAS, membership on the Thomas Balch Library Commission may consist of anyone with a stated interest in the library and at least four members shall be Town residents. Mr. Barnard is a Town resident. THEREFORE, RESOLVED, that the Council of the Town of Leesburg in Virginia hereby appoints Anthony Barnard to the Thomas Balch Library Commission to a term ending on December 31, 2026. PASSED this 24th day of October 2023. ______________________________ Kelly Burk, Mayor Town of Leesburg ATTEST: ______________________________ Clerk of Council 100 Item e. Board or Commission of Interest First Name Last Name Board or Commission of Interest Description Thomas Balch Library Commission Anthony Barnard Since I was a young child growing up in Hampton, Va, I had a very deep interest in learning about history and reading. One of my most prized gifts were a set of encyclopedias. I would get home and read them every day after school. With the love of reading came the love of history. I believe I was born in the best part of the United States for history lovers, Hampton Roads and Virginia as a whole. This continued with me my entire life! 101 Item e. ANTHONY BARNARD Leesburg, VA | (706) 294-4834 | barnard.tony88@gmail.com | Top-Secret Clearance | PMP Certified PROFESSIONAL SUMMARY Experienced Project Manager with a proven record of success helping clients conduct daily business operations by identifying problems and implementing solutions. Strong background collaborating with partners on federal agencies and cross-functional teams while taking ownership of project coordination and management. Extraordinarily confident in leadership roles, proficient communicator with significant team building and organizational skills acquired in military, workplace, and college settings. EDUCATION Marian University, Indianapolis, IN May 2018 Bachelor of Arts, Public Health; Minor, Business Administration Senior Project: Public Policy and Data Analysis of the Comprehensive Addiction and Recovery Act. PROFESSIONAL EXPERIENCE GAP Solutions Herndon, VA Project Manager; ASPR Disaster and Recovery, BARDA, DOD Logistics 2021- Present Increased Project Revenue across all projects by 35% in first year as Project Manager and continue to use data / metrics to drive project improvements Lead stakeholders on procurement activities for all potential opportunities Responsible for all financial, technical, administrative, contractual, and personnel recruitment and sustainment aspects of the contract Worked with government leads to form and develop public policies regarding projects that I led Acts as the primary focal point for stakeholders while maintaining ownership of the project Track Project cost, monitor spending, and manage Project Burn Rate to keep Project from over burning by developing and maintaining detailed spreadsheets Meet with clients across many different Federal departments to identify any potential pain points and opportunities for their strategic advancement Analyze processes and methods to streamline and improve operations Manage cross-functional teams with Business Development and Stakeholders for proposal capture Identifies new Task Order and Contract opportunities for qualification Managed over $7.5 million worth of projects Responsible for confidential and sensitive personnel material and information Served as the main Point of Contact for the Contracting Officer, and the Government Program Manager Responsible for program efforts in several areas, including cost management, schedule estimation and tracking, contract performance management, risk management, requirements analysis, and quality assurance activities Maintained and approved projects time sheets, PTO and sick requests COVID-19 Task Force, Senior Logistical Coordinator March 2020 – December 2020 Supported Assistant Secretary for Preparedness and Readiness (ASPR) task order for Readiness and Mobilization Support (RAMS) team during the COVID-19. Work included tracking all deployed personnel in the United States Public Health Service (USPHS), National Disaster Medical System (NMDS), and Incident Management Teams (IMT) at a peak of 3,900 persons. Additionally, all logistical requests were submitted by RAMS in supports of the teams in the field. Identified resources and services required to support field operations of 10,000 NDMS and PHS teams’ resources for public health emergencies and natural disasters Created and maintained a database to track all deployed staff in support of several national emergencies Received and constructed NDMS vital logistics roster in support of Hurricane Laura and Hurricane Zeta, deploying 150+ medical response members in < 24 hour Oversaw mobilization and demobilization of 130 disaster medical assistance teams (45 members per DMAT) supporting multiple COVID-19 sites throughout 12+ states and 1 U.S territory 102 Item e. Coordinated with deploying staff to secure travel funding, travel authorizations, requisitions, and reimbursements Managed ASPR Ready system and other COTS software that served for all medical logistical equipment at Medical Service Center Frederick, MD and all human capital within NMDS Managed incoming data from field units to help develop public policy regarding COVID-19 Task Force Data analysis of on-going COVID “Hot-spots” which led to better deployment of field staff Business Development Analyst 2019-2021 Maintained accurate opportunity pipeline and supported decision-making with detailed reporting Helped establish and maintain Standard Operating Procedures with Business Development Department Head In-depth experience working with Microsoft products such as Excel Worked with Contracts and Accounting Departments to forecast budget and new-work financial goals Identified and researched new business opportunities using SAM.gov, GovWin, FPDS, Ebuy, and other databases. Assisted with preparation of responses to sources sought and RFI requests which included graphics requests. Analyzed proposals upon solicitation including Basis of Estimates, Cost/ Price Analysis, and teaming agreements. Seals Ambulance Indianapolis, IN Emergency Medical Technician 2013 – 2017 Provided care for patients to and from their place of residence, medical appointments and emergency hospital visits where life saving measures were often taken Strong attention to detail and working with customers MILITARY EXPERIENCE United States Navy 2006 – 2013 Fleet Marine Force Corpsman – Trauma and Emergency Medicine Two combat deployments to Helmand Province, Afghanistan. o Provided medical support to 135 marines, canine medical support and care to Afghan National soldiers. o Delivered sick call support and managed an entire department at a military clinic. Team leader in Acute Care at MCRD, Parris Island, SC o Coordinated at 1st Marine Division Level all medical supplies for battalion in the amount of over $3M to include a multinational military exercise and in charge of all military medical equipment and supplies. Accomplishments o Managed multiple departments that collaborated with other departments with over $20M in assets. o Honorably discharged at rank of Hospital Corpsman 2nd Class, E5. E4 and E5 promotions were in combat, honorably based on merit. TECHNOLOGY SKILLS High proficiency in Microsoft Office Suite (Outlook, Word, Excel, and PowerPoint) including 7 years of experience using Excel to prepare Government Proposal Pipeline, Project Budget Tracking, in the US Navy for division reports, college course Excel Skills for Business Applications and several research projects with Excel as main data platform. 103 Item e. Council Meeting Date: October 24, 2023 TOWN OF LEESBURG TOWN COUNCIL MEETING Subject: Supplemental Appropriations for the Compass Creek Annexation and Projet Aviation, LLC Matter Staff Contact: Christopher P. Spera, Town Attorney Cole Fazenbaker, Management and Budget Officer Council Action Requested: Approve a supplemental appropriation of $300,000 from the Unassigned Fund Balance for two current legal matters. $250,000 is necessary to pay the anticipated costs associated with the proceedings before the Virginia Commission on Local Government and subsequent court proceedings related to the Compass Creek Annexation. $50,000 is needed to pay the expenses associated with defending the on-going litigation and administrative proceedings involving Projet Aviation, LLC. Staff Recommendation: Approve a supplemental appropriation to the Town Attorney’s Office in the amount of $300,000 for the Fiscal Year 2024 operating budget to cover costs related to the Compass Creek Annexation ($250,000) and Projet Aviation, LLC litigation matter ($50,000). Commission Recommendation: Not applicable. Fiscal Impact: The supplemental appropriation of $300,000 would be funded from the Unassigned Fund Balance. The Town has spent approximately $637,475 to date on the annexation matter. The Town has spent $91,355 on the Projet Aviation matter. Work Plan Impact: This project is part of the current work plan for the Town Attorney’s Office. The annexation matter has taken significant time and resources to manage over the last four years. Town Plan Impact: None. Executive Summary: A supplemental appropriation of $250,000 to the Town Attorney’s Fiscal Year 2024 operating budget is requested to continue the work necessary to take the Compass Creek Annexation to completion. The amounts previously budgeted were sufficient to cover the costs of preparing and filing the annexation petition, including the work of outside counsel and the various experts retained to satisfy the elements of the annexation petition. The supplemental appropriation is anticipated to cover the legal and expert costs of the proceedings before the Virginia Commission on Local Government and subsequent court proceedings and allow the Town to continue the annexation process. An additional supplemental appropriation of $50,000 is requested to continue to defend the Town in the ongoing litigation and administrative proceedings involving Projet Aviation, LLC. 104 Item f. Supplemental Appropriations for the Compass Creek Annexation and Projet Aviation, LLC Matter October 24, 2023 Page 2 Background: Council approved Resolution No. 2018-117, as amended through October 15, 2019, initiating a Boundary Line Agreement (BLA) for Area 1A of the Town’s Joint Land Management Area (JLMA) called Compass Creek. Pursuant to Resolution 2021-156, dated October 12, 2021, Council approved a second boundary adjustment. On April 13, 2022, the Loudoun County Board of Supervisors approved the second boundary adjustment. However, the Town and the County have been unable to arrive at an agreement related to the continued expansion of the Town' s corporate limits. On September 13, 2022, by Resolution No. 2022-113, Council approved a plan for annexation of the remaining parts of Compass Creek that are not already within the Town boundary. The Town filed its Notice of Intent to Petition for Annexation with the Commission on Local Government on September 28, 2022. Oral arguments before the Commission are tentatively scheduled for March 5-8, 2024. On June 27, 2022, ProJet Aviation, LLC, filed a complaint in the Loudoun County Circuit Court for Injunctive Relief for (i) the issuance of temporary, preliminary, and permanent injunctive relief against the Town of Leesburg; and (ii) a judgment for anticipatory breach of contract against the Town of Leesburg. While the Town has successfully defended the request for preliminary injunctive relief and very little additional activity has taken place in the court case, ProJet has now made essentially the same set of arguments in an administrative proceeding before the FAA. The additional funds are necessary to cover the costs of outside counsel in those proceedings, which includes extensive responsive materials and a mediation session. Proposed Legislation: RESOLUTION Approving Supplemental Appropriations for the Compass Creek Annexation and Projet Aviation, LLC Matter Draft Motions: 1. I move to approve the proposed Resolution. 2. I move to deny the proposed Resolution. OR 3. I move an alternate motion. Attachment: Draft Resolution 2023/08 105 Item f. PRESENTED: October 24, 2023 RESOLUTION NO. 2023- ADOPTED: _______________ A RESOLUTION : APPROVING SUPPLEMENTAL APPROPRIATIONS FOR THE COMPASS CREEK ANNEXATION AND PROJET AVIATION, LLC MATTER WHEREAS, Council approved a plan for annexation of the remaining parts of Compass Creek that are not already within the Town boundary, which requires additional funds to cover legal and expert costs for proceedings before the Virginia Commission on Local Government and subsequent court proceedings; and WHEREAS, ProJet Aviation, LLC, filed a complaint in the Loudoun County Circuit Court for Injunctive Relief on June 27, 2022 for which the Town successfully defended. Projet has now initiated an administrative proceeding before the Federal Aviation Administration; and WHEREAS, the ongoing litigation and administrative proceedings involving ProJet Aviation, LLC require additional funds for the defense of the Town; and WHEREAS, a supplemental appropriation of approximately $250,000 from the Unassigned Fund Balance is required to cover the costs associated with the Compass Creek Annexation proceedings; and WHEREAS, a supplemental appropriation of approximately $50,000 from the Unassigned Fund Balance is required to cover expenses related to defending the litigation and administrative proceedings involving ProJet Aviation, LLC; and WHEREAS, the supplemental appropriations, totaling $300,000, will cover the costs of legal services and allow the Town to continue the proceedings for both matters. THEREFORE, RESOLVED, by the Council of the Town of Leesburg in Virginia as follows: 106 Item f. A RESOLUTION: APPROVING SUPPLEMENTAL APPROPRIATIONS FOR THE COMPASS CREEK ANNEXATION AND PROJET AVIATION, LLC MATTER -2- 2023/08 1. A Supplemental appropriation from the Unsassigned Fund Balance is hereby approved in the amount of $300,000 to the Town Attorney's Office operating budget for the fiscal year beginning July 1, 2023 and ending June 30, 2024 to cover the costs associated with the proceedings related to the Compass Creek Annexation as well as the expenses associated with defending the proceedings involving ProJet Aviation, LLC. 2. All unused appropriations may be carried over to subsequent fiscal years. PASSED this 24th day of October 2023. ______________________________ Kelly Burk, Mayor Town of Leesburg ATTEST: ______________________________ Clerk of Council 107 Item f. Council Meeting Date: October 24, 2023 TOWN OF LEESBURG TOWN COUNCIL MEETING Subject: Special Event Fee Waiver for the 2023 Downtown Trick or Treating Event Staff Contact: Kate Trask, Assistant Town Manager Council Action Requested: Approval by Council is needed to waive the special event fees associated with the 2023 Downtown Trick or Treating event on October 28, 2023. Staff Recommendation: Approval by Town Council to waive the special event fees up to $1,335.00. The Town adopted a special event fee waiver policy in November 2021 which allows Town Council to waive fees or issue fee reductions for qualifying events. See Attachment #3. Upon submission of a Special Event Proposal application, an event organizer can request a special event fee waiver. A review by the staff on the Community Events Committee was conducted and a recommendation is proposed. Based on the criteria for special event fee waivers, the 2023 Downtown Trick or Treating event meets the requirements and is eligible for the fee waiver. Commission Recommendation: Not applicable. Fiscal Impact: The fiscal impact of waiving the special event fee is estimated to be $1,335.00 which will be funded through the Town Manager’s Contingency Fund as needed. The fund is allocated with an annual budget of $50,000, and there is currently a balance of $27,227.50 available. The special event fees for the 2023 Downtown Trick or Treating event are for actual time worked by staff from the Police Department, Department of Public Works and Capital Projects, and Parks and Recreation Department on October 28, 2023. The total costs are approximate and could increase or decrease depending on needs that arise during the event. Work Plan Impact: The 2023 Downtown Trick or Treating event will be held on Saturday, October 28, 2023, and requires South King Street between Loudoun and Market to be closed to vehicular traffic. See Attachment #4. The street closure is required on Saturday, beginning at 12:30pm and continuing until approximately 4:30pm. The workload of both the Police Department and the Department of Public Works will be affected. Staff would work outside normal work hours at overtime rates. For the road closure, the Department of Public Works and Capital Projects (DPW&CP) tasks include producing and installing no parking signs, and placement and management of barricades. The anticipated staffing cost for DPW&CP is $715.00. In addition to the road closure, police presence is being requested during the event for both traffic management and crowd control. Police Officers will be scheduled for the event at an estimated total cost of $520. The actual costs will be charged for reimbursement to the special event overtime personnel line items within the departmental operational budgets. 108 Item a. Special Event Fee Waiver for the 2023 Downtown Trick or Treating Event October 24, 2023 Page 2 Town Plan Impact: The Downtown Trick or Treat event supports the Legacy Leesburg strategy 1.1.4 to plan, program, and design a public realm that exemplifies Leesburg’s unique character and quality of life. Executive Summary: Mobile Hope and Leesburg Downtown Business Association (LDBA), the event organizer for the 2023 Downtown Trick or Treating, has requested the Town fees associated with the event be waived. See Attachment #2. The annual Downtown Trick or Treating event takes place in historic downtown Leesburg, enticing families to explore charming shops and restaurants. More than 70 downtown businesses are taking part in the festivities, offering treats both inside and outside their premises. These businesses are situated along Loudoun Street, spanning from the east Y to Liberty Street, as well as on King Street, from Cornwall to South Street, and along Market Street, stretching from Wirt to Harrison Street. As the event gains traction, pedestrian traffic tends to surge, prompting the request for a temporary street closure on South King Street between Loudoun and Market to ensure everyone's safety. While the event used to go smoothly without this measure, its growing popularity and increased participation have necessitated this precaution. This event is free and open to the public. Background: The 2023 Downtown Trick or Treating event is being coordinated and presented jointly by Mobile Hope, a registered 501(c)(3) nonprofit, and the Leesburg Downtown Business Association (LDBA). This marks the fourth year of the event taking place in downtown Leesburg. This event started in 2018 and successfully ran in 2019, 2021, and 2022; however, it was not held in 2020 due to the COVID-19 pandemic. Notably, the Town of Leesburg has never formally issued a permit for this event. Instead, the Town has been covered by the insurance provided by LDBA for First Fridays, which extends over a year's duration. In the event of any unforeseen circumstances, the Town was included as an additional insured party. While LDBA initially sought to obtain its own 501(c)(3) status, time constraints led them to collaborate with Mobile Hope, an established 501(c)(3), to apply for the fee waiver. As part of the collaboration, participants are encouraged to drop off canned food items at several locations during the event. Contract Start/End Date: Not applicable. Proposed Legislation: RESOLUTION Waiving Special Event Fees for the 2023 Downtown Trick or Treating Event Draft Motions: 1. I move to approve the proposed Resolution to waive the special event fees associated with the 2023 Downtown Trick or Treating Event in an amount not to exceed $1,335.00. 2. I move to deny the proposed Resolution to waive the special event fees associated with the 2023 Downtown Trick or Treating Event in an approximate amount not to exceed $1,335.00. 109 Item a. Special Event Fee Waiver for the 2023 Downtown Trick or Treating Event October 24, 2023 Page 3 OR 3. I move an alternate motion. Attachments: 1. Draft resolution 2. Fee Waiver/Reduction Request Form for 2023 Downtown Trick or Treating Event 3. Special Event Fee Waiver Policy – November 2021 4. Event Footprint 2023/08 110 Item a. 2022/01 PRESENTED: October 24, 2023 RESOLUTION NO. 2023- ADOPTED: _______________ A RESOLUTION : WAIVING SPECIAL EVENT FEES FOR 2023 DOWNTOWN TRICK OR TREATING EVENT WHEREAS, Mobile Hope along with the Leesburg Downtown Business Association (LDBA) has applied to hold the 2023 Downtown Trick or Treating event in downtown Leesburg on Saturday, October 28, 2023; and WHEREAS, Mobile Hope and LDBA has associated special event fees in the approximate amount of $1,335; and WHEREAS, Mobile Hope and LDBA has requested that the Town Council waive the special event fees associated with the Downtown Trick or Treating event; and WHEREAS, Mobile Hope along with LDBA meets the criteria of the Town’s Special Event Fee Waiver Policy; and WHEREAS, the Town Council has determined that granting the requested fee waiver is appropriate and in the public interest. THEREFORE, RESOLVED, by the Council of the Town of Leesburg in Virginia as follows: 1. The special event fees in an amount not to exceed $1,335 associated with the 2023 Downtown Trick or Treating event scheduled for October 28, 2023 are hereby waived. PASSED this 24th day of October 2023. ______________________________ Kelly Burk, Mayor Town of Leesburg ATTEST: ______________________________ Clerk of Council 111 Item a. TOWN OF LEESBURG PARKS & RECREATION DEPARTMENT FEE WAIVER/REDUCTION REQUEST FORM Important: This form is to be completed by staff. Please complete this entire form and attach applicable backup (i.e. additional applicant information, facility request information, event information, etc.). APPLICANT INFORMATION Event Name: _________________________________________________________________________________ Event Organizer(s) Name: ______________________________________________________________________ Location of Event: ____________________________________________________________________________ Date(s) and Time: _____________________________________________________________________________ Is Organization a 501(c) (___)? YES ____ NO ____ Must attach proof of Organization’s designation. Number of anticipated attendees: #______________________________________________________________ Amount requested in waived/reduced fees: $ ______________________________________________________ Town costs: rental fee $ ______________________________ staffing cost $ _____________________________ Will in-kind support be greater or equal to the fee waiver/reduction provided? YES _____ NO _____ N/A_____ Is the event open to the public? YES ____ NO ____ Is a fee being charged to participants? YES ____ NO ____ If yes, attach fees/rates. Has a permit been previously issued for this event? YES ____ NO ____ If yes, year(s) _____________ Has a fee waiver/reduction been previously issued for this event? YES ____ NO ____ If yes, year(s) ______________________ Will event be annual or one-time? _____________________ Proposed event: Provide general explanation of event and justification for recommendation selected. Submit form with information, memo, and resolution. Town Council Meeting Date: _________________ Final Recommendation: Approved ______ Denied _______ Resolution # _________ Downtown Trick or Treating Sola Pallotta for Mobile Hope and LDBA Historic Downtown Leesburg and Market Station Saturday, October 28, 2023 from 1:00pm - 4:00pm 500 1,335.00 PD: $520/DPW: $715/Parks: $100 x x x x x Annual The Downtown Trick or Treating event is held downtown to bring families to the historic district to visit shops and restaurants. Participating businesses hand out treats inside and outside of the business. The sidewalks can become congested during the event and the street closure is requested for safety. The event has been held in the past without a street closure but is seeing more popularity and participation. The event is free to the public and all are welcome. October 24, 2023 x 112 Item a. 113 Item a. 114 Item a. 115 Item a. 116 Item a. Council Meeting Date: October 24, 2023 TOWN OF LEESBURG TOWN COUNCIL MEETING Subject: Economic Development and Tourism Plan Staff Contact: Russell Seymour, Director, Department of Economic Development Council Action Requested: Adoption of the proposed Economic Development and Tourism Strategic Plan. Staff Recommendation: Adopt the new Leesburg Economic Development Strategic Plan through approval of the attached Resolution. See Attachment #1. Commission Recommendation: During their October 10, 2023, meeting, the Economic Development Commission approved moving the draft plan, with the suggested edits, to the Town Council. See Attachment #2. Fiscal Impact: The approved budget for the Economic Development and Tourism Plan is $100,000. The contract with Better City is for $89,000. To date, $70,800 has been spent. Work Plan Impact: Although development of this plan is part of the Department of Economic Development’s current work plan, this project had a significant impact on the department’s workload. In addition to by-weekly progress meetings with the consultant, staff provided background information and data, including a review of the seven previous studies related to economic development and tourism in Leesburg. Additionally, staff conducted numerous site visits with the consultants and organized and participated in meetings resulting in input from 63 community stakeholders. Town Plan Impact: The development of an Economic Development and Tourism Plan (DED Plan) is consistent with Principle 2 of the Town Plan. Principle 2 of the Town Plan, Dollars and Sense, recognizes the need for the Town to identify ways to provide employment opportunities for residents and to create a strong local economy, while enhancing the Town’s high quality of life. The proposed DED Plan builds on the strategies identified in Legacy Leesburg, providing specific goals and strategies on how to obtain them. Executive Summary: Economic Development has been recognized as an important factor for the Town of Leesburg. A major focus area includes the development, completion, and adoption of a new comprehensive Economic Development and Tourism Strategic Plan that would guide the Town’s future economic development and tourism efforts. As part of the Council Work Plan, completion of the Economic Development and Tourism Plan was approved. The Town’s consultant for this project, Better City LLC, commenced work on the development of the plan in February 2023. 117 Item b. Economic Development and Tourism Plan October 24, 2023 Page 2 During the past several months, Better City has gathered information from numerous sources, both in-person and electronically, to lay the groundwork for their analysis. Throughout the process, Better City maintained an open dialog with Town Economic Development staff. The proposed DED Plan recognizes the importance of both economic development and tourism as key target areas for the Town. The Plan identifies four specific economic development-related strategies and four specific tourism-related strategies for the Town to pursue. For Economic Development these include: Target Industry Recruitment Permitting Process Revisions Outcome-Orientated Land Use Planning Tech Incubation and Accelerators. For Tourism: Town Square Event Calendar and Tourism Information Hub Developments to Boost Visitation Venue Cross-Visitation. From these eight strategies, the Plan provides a framework to accomplish each. Background: Economic Development was identified as a key priority by the 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 and tourism efforts. The respective plan will include, but not be limited to, identifying specific target markets that coincide with Leesburg’s infrastructure and workforce, and opportunities that align with newly developing economic and visitor trends. The last Economic Development Plan was completed in 2003 (Attachment #3). An RFP was issued by the Town in September 2022. In December, Better City was selected to complete the project and work was initiated in February 2023 and completed in October 2023 (Attachment #4). Better City was established in 2012 and specializes in working with local governments. Their approach to economic development consulting focuses on strategic planning, feasibility studies, and economic development implementation services. Their focus on implementation was one of the primary reasons for their selection. Contract Start/End Date: Contract Start: 01/01/2023 Contract End Date: 12/31/2023. RESOLUTION Adopting the Town of Leesburg Economic Development and Tourism Strategic Plan 118 Item b. Economic Development and Tourism Plan October 24, 2023 Page 3 Draft Motions: 1. I move to approve the proposed Resolution. 2. I move to deny the proposed Resolution. OR 3. I move an alternate motion. Attachments: 1. Draft Resolution 2. Economic Development Commission Recommendation 3. 2003 Leesburg Business Development Strategy 4. Leesburg Economic Development and Tourism Strategic Plan 2023/08 119 Item b. 2023/08 PRESENTED: October 24, 2023 RESOLUTION NO. 2023- ADOPTED: ______________ A RESOLUTION : ADOPTING THE TOWN OF LEESBURG ECONOMIC DEVELOPMENT AND TOURISM STRATEGIC PLAN WHEREAS, Economic Development was identified as a key priority by Town Council during their Planning Retreat in April 2021; and WHEREAS, 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.; and WHEREAS, RFP NO. 100124-FY23-14 was issued on September 15, 2022, for consultant assistance to develop the strategic plan; and WHEREAS, Better City, LLC was selected and work commenced on the development of the plan in February 2023; and WHEREAS, Better City, LLC has gathered information from numerous sources, both in-person and electronically, to lay the groundwork for their analysis; and WHEREAS, the draft plan was endorsed by the Economic Development Commission on October 10, 2023. THEREFORE, RESOLVED, by the Council of the Town of Leesburg in Virginia as follows: 1. The Leesburg Economic Development and Tourism Strategic Plan dated October 2023 is hereby adopted. PASSED this 24th day of October 2023. ______________________________ Kelly Burk, Mayor Town of Leesburg ATTEST: ______________________________ Clerk of Council 120 Item b. Economic Development Commission 25 West Market Street • Leesburg, Virginia 20176 • phone: 703-77 1 -6530 • fax: 703-77 1 -2727 • www.leesburgva.gov October 11, 2023 Town of Leesburg Madam Mayor and Members of Leesburg Town Council, During their meeting on October 10, 2023, the Economic Development Commission (EDC) discussed the 2023 Economic Development Strategic Plan. Jason Godfrey, CEO of Better City, LLC, the consulting firm enlisted to complete the plan, presented the draft plan, and received input from the EDC. Following the presentation and lengthy discussion, the EDC made the following recommendation to Town Council: The Economic Development Commission recommended the draft Economic Development Strategic Plan be sent to Town Council for approval, with the suggested edits as discussed. Sincerely, Robert Cusack, Chair Town of Leesburg Economic Development Commission 121 Item b. A Business Development Strategy for Leesburg, Virginia 122 Item b. 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 123 Item b. 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 124 Item b. 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 2 125 Item b. 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 3 126 Item b. 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 4 127 Item b. 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 5 128 Item b. • 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 6 129 Item b. 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 7 130 Item b. 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 8 131 Item b. Exhibit 2- 1: Leesburg Hometown Downtown Ad Mock Ups 132 Item b. 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 10 133 Item b. 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 11 134 Item b. 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 12 135 Item b. Exhibit 2- 2: Concept Plan Showing Market East District 136 Item b. 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 14 137 Item b. • 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 15 138 Item b. 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 16 139 Item b. 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 17 140 Item b. Exhibit 2- 3: Mock up of the Beltway Breakaway Visitor Pocket Guide 141 Item b. Exhibit 2- 4: Mock Up Ads Geared toward the Washington DC Market 142 Item b. 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 F i A i t 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 20 143 Item b. 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 21 144 Item b. • 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 22 145 Item b. 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 Linkages Intersection Enhancements (Typ.) Key Development /Redevelopment Areas to Consider Overlay Districts and Design Criteria (Typ.) W&OD Trail 146 Item b. 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 24 147 Item b. 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 25 148 Item b. 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 26 149 Item b. 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 150 Item b. • 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 28 151 Item b. 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 29 152 Item b. 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 30 153 Item b. • 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 31 154 Item b. 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 32 155 Item b. 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 33 156 Item b. 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 34 157 Item b. • Create 1000 New Business Related Jobs in Leesburg • Recruit 7 New High Quality Businesses/Industries to Leesburg Business Development Strategy for Leesburg, Virginia • Page 35 158 Item b. 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 36 159 Item b. 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 37 160 Item b. 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 38 161 Item b. 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 39 162 Item b. 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 40 163 Item b. 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 41 164 Item b. 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 42 165 Item b. 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 43 166 Item b. 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 44 167 Item b. 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 45 168 Item b. 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 46 169 Item b. 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 in Leesburg • 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 170 Item b. 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 1 171 Item b. • 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 2 172 Item b. • 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 3 173 Item b. • 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 4 174 Item b. 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 5 175 Item b. 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 1 176 Item b. 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 2 177 Item b. 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 3 178 Item b. • 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 4 179 Item b. 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 5 180 Item b. 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 6 181 Item b. 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 7 182 Item b. 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 8 183 Item b. 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 9 184 Item b. 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 10 185 Item b. Leesburg Economic Development Strategic Plan October, 2023 Sponsored by Prepared by 186 Item b. Contents Prepared by Better City, October 2023 Cover Photo: Rodney Brown | Visit Loudoun Leesburg Economic Development Strategic Plan2 | COVER & CONTENTS Executive Summary 3 Project Background 6 Key Themes 7 Department of Economic Development 10 Economic Opportunities 12 Target Industry Recruitment 13 Permitting Process Revisions 19 Outcome-Oriented Land Use Planning 22 Tech Incubation & Accelerators 26 Local Tourism 29 Town Square 30 Event Calendar & Tourism Info 33 Developments to Boost Visitation 36 Venue Cross-Visitation 41 Appendices 44 Appendix A: Prior Plans 44 Appendix B: Census Data 45 Appendix C: Datafy Data 52 Appendix D: Analysis of Multi-Use Event Facility Opportunity 55 Appendix E: Community Input 68 187 Item b. Leesburg Economic Development Strategic Plan3 | EXECUTIVE SUMMARY At the onset of the new millennium, anyone asserting that in just over 20 years Leesburg would have almost 50,000 residents, only 1,600 acres of undeveloped land, and median home prices around $700,000 would have understandably invited some skepticism. Yet, that is precisely the reality we find ourselves in today. Not since the historic accidental clash at Balls Bluff in 1861 has Leesburg garnered such widespread attention. The Town has rightfully earned its place in the spotlight, with great schools, friendly neighborhoods, fantastic youth recreation programs, natural beauty, and charming downtown. All of these attributes, coupled with its convenient proximity to the thriving DC metropolitan area, are now well-recognized and cherished by residents and visitors alike. At this point in the Town’s history, the imperative is to intentionally and strategically direct growth and development to achieve the community’s vision and ensure that the Leesburg of tomorrow is the best it can be. This Economic Development and Tourism Strategic Plan builds on the foundation of the Legacy Leesburg Town Plan. The Town Plan thoughtfully articulates guidance for the Town’s future, derived from community input and rooted in the Town’s culture and history. This Economic Development and Tourism Strategic Plan takes the overarching principles and the vision articulated in the Town Plan and identifies the key, catalytic next steps. Leesburg Median Home Sale Price Leesburg Population Growth Executive Summary 188 Item b. Leesburg Economic Development Strategic Plan4 | EXECUTIVE SUMMARY Economic Opportunity Target Industry Recruitment: Leveraging its existing strengths, Leesburg can recruit and nurture specific industries that align with its economic potential. Prioritizing industries that align with the Town's highly skilled workforce, including aerospace and aviation, technology, and education sectors, presents an opportunity to diversify the local economy, reduce commuting times, and foster the creation of high-quality employment opportunities. Permitting Process Enhancements: Streamlining and improving the permitting process for businesses and development projects is essential to foster a more attractive and efficient business environment in Leesburg. By reducing bureaucratic barriers and enhancing transparency, the Town can accelerate business expansion, attract investment, and create a more welcoming atmosphere for entrepreneurs. Outcome-Oriented Land Use Planning: Prioritizing outcome-oriented land use to align with economic development goals. This entails thoughtful zoning and land use policies that facilitate the development of infrastructure and commercial spaces that are strategically located to meet the needs of businesses and residents while preserving the Town's unique character. Tech Incubation and Accelerators: Establishing a tech incubator and/or accelerator to serve as catalysts for innovation and entrepreneurship within Leesburg. By providing resources, mentorship, and networking opportunities, these initiatives nurture the expansion of startups and technology-driven businesses, contributing to economic dynamism and competitiveness. Through broad community interviews and focus groups, reviews of past studies, extensive analysis of economic, demographic, and business data, and original research, the following strategies were identified to guide the Town's economic development efforts. These strategies align with the current economic landscape and aim to capitalize on existing strengths while addressing areas ripe for improvement. 189 Item b. Leesburg Economic Development Strategic Plan5 | EXECUTIVE SUMMARY To continue Leesburg’s positive trajectory, the Town must ensure that development, business attraction and support, and downtown improvements are strategically focused on enhancing the community’s prosperity and quality of life. The strategies in this plan articulate how the Department of Economic Development will support Leesburg in reaching its goals. Tourism Town Square: Transforming the Courthouse Lawn back into a vibrant town square can help Leesburg enhance its historical charm and create a focal point for community life. Historically, downtown areas have often centered around a vital gathering place, and the Loudoun County Courthouse Lawn possesses the potential to serve this pivotal role. This new town square would draw both residents and visitors, creating a critical boost to the downtown as a bustling and dynamic hub. Event Calendar & Tourism Information Hub: Providing a centralized event calendar and a Tourism Information Hub can boost tourism in Leesburg by making it easy for visitors to access to up-to-date information about Town events and activities, making it convenient for tourists to plan their trips, explore a variety of attractions, and potentially extend their stays. Developments to Boost Visitation: Attracting a boutique hotel to downtown Leesburg, and attracting a multi-use event facility anywhere within the Town, would support the local tourism industry. The hotel would serve as a catalyst for extending the length of stay for visitors, transforming downtown Leesburg into a destination for both leisure and business travelers. The event facility would host events, conferences, and other public and private gatherings that would generate additional traffic for downtown businesses. Visitor Venue Cross-Utilization: Increasing cross visitation between local retail centers would create synergies and improve the Town’s appeal as a day trip destination. Collaborative initiatives between various attractions and venues can promote bundled experiences, enticing tourists to seamlessly explore various aspects of Leesburg. Creating convenient, cost-effective, and attractive transportation links fosters cross-visitation and enhances the overall visitor experience. 190 Item b. Leesburg Economic Development Strategic Plan6 | PROJECT BACKGROUND Project Background The Town of Leesburg, Virginia initiated its first Economic Development and Tourism Strategic Plan to provide strategic guidelines and an implementation roadmap to guide its economic development efforts. The Town engaged the economic development advisory firm Better City to collaborate on creating the strategic plan. The planning process spanned from January to October 2023 and included an assessment of the local economy, local and regional visitation, and commercial real estate development. Step 1 A review of seven previous plans and studies related to economic development and tourism in Leesburg provided a framework to leverage past insights and create a more comprehensive and impactful strategic plan. (See Appendix A) Step 2 There was extensive local stakeholders engagement, with input from 63 community stakeholders. Input was received via interviews and focus groups to gather perspectives and opinions from individuals representing different sectors of the community, including small business owners, major employers, developers, real estate brokers, elected officials, property owners, nonprofits, religious leaders, workforce service providers, Economic Development Committee Members, Loudoun SBDC, Visit Loudoun, and Loudon County High School Students. (See Appendix E) Step 3 A meticulous analysis of economic and tourism data was conducted, which provided valuable insights into the Town's economic trends and visitor markets. Additionally, extensive market research was carried out to guide the recommendations for the Town. The goal was to align the identified opportunities with emerging economic and visitor trends, ensuring the plan's relevance and effectiveness. (See Appendix B and C) This Economic Development and Tourism Strategic Plan is the synthesis of the gathered data, insights from interviews and focus groups, and the findings from market research. The strategies target specific opportunities, with a particular emphasis on capturing the potential of the "day-tripper" market. Specific next steps accompany each strategy to facilitate implementation. Rodney Brown | Visit Loudoun 191 Item b. Leesburg Economic Development Strategic Plan7 | KEY THEMES Key Themes Leesburg is cherished by its diverse population and united by a strong sense of community. In-depth interviews with local residents and community leaders revealed a deep-rooted passion Leesburg citizens have for their Town. They want to see sustainable and resilient growth through strategic planning while ensuring that the Town’s culture and community atmosphere are preserved while embracing a thriving commercial environment. Topics raised by residents include the desire for strategic and intentional land use, cooperation among the business community, focus on day-trip tourism, a vibrant and historic downtown, quality of life enhancement, and securing commercial development. The following key themes emerged from the interviews and focus groups. Hometown Feel / Quality of Life Leesburg has remarkable demographic balance – meaning it is an attractive location for families across the age spectrum and seniors. This demographic diversity contributes to the Town's dynamic character and underscores its appeal as a place to settle and enjoy various amenities by the residents. Residents extolled the excellent quality of life in Leesburg, yet expressed concern that rapid growth threatens the fundamental attributes that make Leesburg such a great place to live. Though the Town’s population is approaching 50,000, residents still cherish the small-town, neighborly ambiance that defines the community, and the prospect of losing that culture is a source of genuine concern. @villageatleesburg 192 Item b. Leesburg Economic Development Strategic Plan8 | KEY THEMES Downtown There is unanimous consensus that the downtown represents the heart and soul of the community. Its renaissance over the past several years is a huge win for the Town and has brought renewed pride and sense of place to residents. Business owners are thrilled with the growth in the number of businesses and foot traffic, and grateful for the Town’s infrastructure investments. Many businesses are still struggling, however, and are anxious to see an improvement in the trajectory of downtown. Business owners were concerned about challenges related to parking accessibility for patrons, and they desire an increase in downtown events that will increase foot traffic. Although weekend foot traffic is robust, weekday sales are low and make it hard to justify staying open. Business Cooperation The business community expressed the desire for increased cooperation and coordination, both among downtown businesses and with businesses in other parts of the Town. The newly established Main Street organization represents a pivotal step towards enhancing cooperation among businesses. Using a centralized calendar to promote both private and public events, strengthening partnerships between local businesses, enhancing communication and cross- promotion were cited as opportunities. Tourism The County's tourism initiatives primarily target overnight hotel stays, yet Leesburg's attractions are well-suited for day trips and regional tourism. There is a sentiment, especially among downtown businesses, that a broader spectrum of marketing efforts to increase awareness, and a more diverse range of experiences and events would draw visitors, especially on weekdays when it is crucial for business vitality. Permitting Process Developers and real estate professionals were united in their concerns about the Town's permitting process. The length of time for plan reviews, the number of reviews required and the lack of process transparency were identified as burdensome and costly – especially when compared to surrounding communities. Examples were give of delays in project approvals that resulted in cost overruns and resulted in higher project finance costs. Some developers have indicated that they are disinclined to pursue further projects within the Town because of difficult past experiences. 193 Item b. Leesburg Economic Development Strategic Plan9 | KEY THEMES Even business owners expressed unprompted concern about permitting and suggested that streamlining the regulatory processes and creating a more business-friendly atmosphere could help attract development groups and foster economic growth. Land Use Planning Maintaining equilibrium between residential and commercial development was a critical concern among residents. The persistent push from developers to expand residential areas has led many to advocate for a well-balanced blend of residential and commercial spaces. Residents acknowledge the profitability of housing projects for developers but also see that the community would benefit from diverse development profiles and mixed-use hubs – and the diminishing greenfield opportunities make balanced development crucial. Although the demand for office space has declined post-pandemic, there is the sentiment that there is still strong demand locally for co-working spaces and smaller office suites to accommodate small to mid-sized companies. Some cited the importance of providing opportunities for employment within the area and utilizing some of the remaining land for business uses. By fostering local job opportunities, they hope that there will be an enhanced quality of life and a better work-life balance. The Less Advantaged Heartfelt concerns were repeatedly voiced for the community members who face challenges such as living in crowded conditions or dealing with lengthy commutes for work in the Town. Many of these are service workers and laborers who fill a crucial role in the local economy. 194 Item b. Leesburg Economic Development Strategic Plan10 | DEPARTMENT OF ECONOMIC DEVELOPMENT Department of Economic Development The primary purpose of this Strategic Plan is to articulate key priorities for the Department of Economic Development (DED). The Strategic Plan becomes the strategic playbook for the next 5 to 10 years. A derivative of identifying the key recommendations is to understand the evolving role of the DED. Leesburg economic development requirements are changing to a paradigm that will require even greater intentionality and decisive intervention. As the Town moves into an era where it must be strategic about which developments to allow and which industries to pursue, the role of the DED must also realign. To execute on the requirements of this evolving role, the Department of Economic Development will need to lead collaboration, communication efforts with other Departments within the Town and other organizations within the community. It is imperative, therefore, that there be alignment within the Town with the objectives of the Economic Development and Tourism Strategic Plan and an acknowledgment of the critical leadership role that DED will need to play. Current Roles of the DED ● Small Business Development ● Business Retention and Expansion ● Day Tripper Tourism – including event planning ● Shepherding clients through the permitting process ● Marketing and advertising to promote Leesburg as a destination for business and visitors. ● Workforce Development ● Department brand promotion ● Primary Town Point of Contact and Liaison to business and development community ● State legislation – monitor and provide input on existing and proposed state legislation The DED accomplishes these functions by working with various outside agencies, both public and private. Examples include state and regional economic development and 195 Item b. Leesburg Economic Development Strategic Plan11 | DEPARTMENT OF ECONOMIC DEVELOPMENT tourism offices, primary and secondary educational institutions, and private consultants. Evolving Roles of DED To execute on the strategies articulated in this Strategic Plan, the Department of Economic Development must expand beyond its traditional roles. The DED team is well- equipped to refocus on new functions as it comprises highly-capable and experienced professionals. ● Leader of Narrative/Storytelling: Take the lead in crafting and disseminating the messaging: Leesburg is a thriving and innovative business hub and tourism destination. ● Information Hub: Central repository of local events and business information for tourists and residents. ● Development Ombudsman: Play a formalized role in helping key, strategic development projects navigate the entitlement and permitting processes. Establish the criteria for which projects are catalytic and strategic. ● Development Catalyst: Initiate projects aligned with community goals – including identifying redevelopment opportunities, working with owners to create project plans and develop site plans, identifying public/private partnership opportunities, creating incentive packages (when appropriate and necessary). ● Industry/Business Hunter: Proactively target businesses in industry segments that align with strategic goals. Develop locations and ensure a workforce that can accommodate the new ventures. 196 Item b. Leesburg Economic Development Strategic Plan12 | ECONOMIC OPPORTUNITIES Economic Opportunities The four strategies outlined in this section form a cohesive framework to accomplish the following goals: ● Diversify the local economy ● Attract high-paying jobs ● Reduce the amount of residents who commute long distances to work ● Make the community more attractive to businesses and developers ● Ensure new development suits the Town’s long-term needs ● Facilitate local entrepreneurship and innovation Loudoun Economic Development 197 Item b. Objective Diversify the local economy to enhance resilience and provide a greater variety of employment opportunities for residents. Local Economy Strategy #1 Target Industry Recruitment Leesburg Economic Development Strategic Plan13 | ECONOMIC OPPORTUNITIES Leesburg boasts a highly educated and skilled labor force, with a strong focus on fields such as science and engineering, arts and humanities, business, and education. 54.6% of the population holds bachelor's degrees or higher qualifications, and the Town has a robust workforce participation rate of 77%. 44% of Leesburg residents invest over 30 minutes in their daily work commutes, while 12% endure journeys lasting 60 minutes or longer. These statistics represent a challenge that impacts residents’ quality of life. Strategically designed commercial development can benefit the community by providing space for businesses that employ a larger segment of residents within the community. 198 Item b. Leesburg Economic Development Strategic Plan14 | ECONOMIC OPPORTUNITIES The concentration of industries makes the County’s economy more vulnerable to economic shocks and less resilient. The reliance on a few sectors puts the County, and Leesburg, at risk of exposure to market fluctuations and economic downturns. To bolster its resilience against adverse conditions, Leesburg can strategically pursue economic diversification, mitigating the risk of economic shock by opening the door to new industries, sectors, and businesses. In addition to mitigating risks, a diverse economy provides a variety of employment opportunities, so residents can find jobs that aligns with their skills. Local professional opportunities create shorter commutes, less congestion, and lower transportation costs, enhancing work-life balance and quality of life. As employment increases within the Town, local businesses benefit from lunch and casual traffic, driving sustained economic growth. Taken together, these three factors: highly educated workforce, long commute times and a high degree of industry concentration make the case for recruiting new industry clusters to create local employment. Strategy Industry recruitment targets specific sectors to allocate resources effectively and attract businesses that align with a region's strengths. Selecting specific industries that align with the Town’s strengths, resources, and goals, focuses recruitment efforts and increases the likelihood of success. The Town can streamline marketing, direct infrastructure development, and support workforce training initiatives. Loudoun County's economy has several strong sectors, including information services, professional, scientific, and technical services, real estate, rental and leasing, construction, manufacturing, and retail trade. However, the County’s economy has a relatively high concentration in a few sectors. The Hachman Index measures economic diversity within a region, calculated by comparing the employment and GDP of the entire range of industries in a region to the national mix. The index range is 0 to 100, with a higher score indicating more economic diversity. The 2021 Hachman Index score for Loudoun County was 69 – significantly lower than the State of Virginia’s 88. Hachman Index Score Comparison *Note, the Hachman Index score for Fairfax County and Prince William County include additional locations: Fairfax, Fairfax City + Falls Church, VA; Prince William, Manassas + Manassas Park, VA* 199 Item b. Leesburg Economic Development Strategic Plan15 | ECONOMIC OPPORTUNITIES Aerospace and Aviation Attract aerospace companies, aviation-related businesses, and associated support services to Leesburg, leveraging the Town's strategic location and existing assets. Sub-industries: ● Research and Development (R&D): Aviation and aerospace companies heavily invest in R&D for innovative technologies and products. Flex spaces can offer them the flexibility needed for experimentation and innovation. ● Supply Chain Management: Supply chain management operations enhance efficiency and reduce costs, given the complexity of aviation and aerospace supply chains. ● Training: Training centers support aviation and aerospace companies in training mechanics, engineers, and other personnel. Facts about Aerospace and Aviation Industries: ● The aviation and aerospace industries are significant job creators, employing over 2.1 million people in the US and over 50,000 in Virginia. ● Virginia boasts several leading aviation and aerospace companies, including Boeing, Airbus, and Northrop Grumman, along with research institutions like the NASA Langley Research Center. ● The Leesburg area is home to many aviation and aerospace companies, including Dulles Airport, Orbital ATK, and Orbital Sciences. ● Leesburg is home to educational institutions that offer programs in aviation and aerospace, such as the Loudoun County Public Schools Aerospace Magnet Program and the Northern Virginia Community College Aviation Maintenance Program. Incentives and Grants: ● Loudoun County Aerospace Industry Tax Credit: Available to aerospace companies creating new jobs and investing in facilities in Loudoun County. ● Virginia Research and Development Tax Credit: Offered to businesses conducting research and development activities in Virginia. ● Virginia Department of Aviation (DOA) Airport Improvement Program: Provides grants to Virginia airports for facility and infrastructure improvements. Technology and Innovation Focus on recruiting technology companies and startups operating in sectors such as software development, cybersecurity, data analytics, and telecommunications. Leverage the Town's educated workforce and proximity to educational institutions. As discussed in the Legacy Leesburg Town Plan (Chapter 2, p. 60), the Dulles Technology Corridor stands as a significant economic development asset. This conglomeration of tech companies draws talent from around the world and firmly places Northern Virginia on the global tech map. Given the Dulles Corridor's status as a hub for cloud computing and cyber-technology, owing to its proximity to federal agencies, a skilled labor pool, and robust infrastructure, Leesburg finds itself in a position of opportunity. 200 Item b. Leesburg Economic Development Strategic Plan16 | ECONOMIC OPPORTUNITIES Sub-industries: ● Low-code/no-code platforms, cloud computing adoption, and the demand for AI and ML solutions are driving software development. ● The increasing frequency and sophistication of cyberattacks, the growing adoption of cloud computing and the Internet of Things (IoT), and the increasing popularity of remote work are all driving the growth of the cybersecurity industry. ● The increasing volume, velocity, and variety of data, the growing demand for real- time insights, and the increasing adoption of AI and ML solutions are growing industries in the data analytics. ● The rollout of 5G networks, the increasing adoption of cloud computing and the IoT, and the growing demand for streaming video and other high-bandwidth applications are expanding in the telecommunications market. Facts about technology and innovation industries: ● The US technology and innovation industries employ over 11.9 million people, with over 400,000 in Virginia. ● Virginia hosts leading tech companies like Amazon, Google, and Microsoft, along with research institutions such as the University of Virginia, Virginia Tech, George Mason University, and George Washington University Virginia Science and Technology Campus. ● Communities in the region host many tech and innovation companies, including Periscope Aviation, Gigasheet, and EIT. ● Nearby educational institutions offer programs in technology and innovation, such as the Loudoun County Public Schools Computer Science Programs and the Northern Virginia Community College Computer Science Programs. Incentives and Grants: ● Virginia Jobs Investment Program (VJIP): Grants for companies creating new jobs in Virginia, based on the number of jobs created and their average wage. ● Virginia Investment Partnership (VIP): Tax credits for companies investing in capital projects in Virginia. ● Virginia Enterprise Zone Program (VEZ): Tax benefits for businesses locating in designated enterprise zones, often found in economically distressed areas. ● Virginia Innovation Partnership Program (VIPP): Grants to support research and development activities conducted by companies in Virginia. Education and Research Institutions Collaborate with educational institutions to establish academic programs, including satellite campuses, research partnerships, and specialized educational initiatives. This collaboration can enhance the Town's appeal as a center for learning and innovation. This focus is important not only because there are many Leesburg residents with the academic credentials to work in academia, but also because the presence of such research institutions is synergistic with and supports other industries. Having educational institutions as part of the core, priority sectors sends a signal to the market about the quality of the workforce and the area’s commitment to growing its tech and 201 Item b. Leesburg Economic Development Strategic Plan17 | ECONOMIC OPPORTUNITIES entrepreneurial sectors. Sub-industries: ● Satellite Campuses: As the cost of higher education rises and demand for education grows, satellite campuses offer students quality education within their local community, familiarizing them with the area. Additionally, they provide a pool of qualified graduates for local employers. ● Research Institutions: Playing an increasingly vital role in developing new technologies, research institutions serve as major job creators and drivers of economic growth. ● Evolving Educational Programs: In a constantly changing world with emerging technologies and industries, educational programs must adapt to prepare students for future job opportunities. Facts about education and research industries: ● The education industry in the United States employed over 15 million people in 2021, serving as a major job creator. ● Virginia stands as a significant center for the education industry, hosting leading universities like the University of Virginia, Virginia Tech, and George Mason University. The state is also home to renowned research institutions such as the National Science Foundation. ● Surrounding communities host several educational institutions, including the Northern Virginia Community College Loudoun Campus, Shenandoah University Loudoun Campus, Janelia Research Campus, and satellite campuses like the George Mason University Center for the Arts and the University of Virginia School of Continuing and Professional Studies. Incentives and Grants: ● The Virginia Department of Education (VDOE): Offers various grants to educational institutions, encompassing satellite campuses and research institutions, to support diverse programs and initiatives. These grants serve as catalysts for educational growth and innovation. 202 Item b. Leesburg Economic Development Strategic Plan18 | ECONOMIC OPPORTUNITIES Implementation Plan Plan Recruitment Strategy ☐Identify suitable sites to promote to target industries ☐Coordinate with property owners and brokers ☐Adjust zoning for selected sites as needed for planned uses Industry-specific zoning should be held inviolate and not changed ☐Require highest and best use studies as a pre-condition for any zoning variances ☐Develop high-level site plans outlining potential configuration for target industries ☐Utilize ombudsman role to expedite targeted development Industry Recruitment ☐Create industry-specific marketing materials highlighting Leesburg’s strengths ☐Develop industry-specific incentive packages: ● Relocation assistance ● Recruiting support ☐Host industry events and forums for networking and collaboration Education Collaboration ☐Identify potential educational institution partners, discuss collaborations ☐Work with partner institutions to develop satellite campuses and research partnerships 203 Item b. Objective Revise the permitting process to facilitate targeted investments and developments. Local Economy Strategy #2 Permitting Process Revisions Leesburg Economic Development Strategic Plan19 | ECONOMIC OPPORTUNITIES Loudoun Economic Development As developers pull back from the frenetic pace of new projects that characterized 2021 and 2022, attracting new investments has become highly-competitive. The best developers create the best projects – and quality projects benefit for the community, enhance the neighborhood’s aesthetic, and age well. Towns whose permitting processes imposes excessive costs, are time-consuming, or not transparent risks driving the best developers away to more accommodating communities. Developers frequently stated that the Leesburg’s permitting process is more time- consuming and unpredictable than other surrounding communities. Local businesses and residents echoed these concerns, emphasizing the length and unpredictability of the process. A complicated and lengthy permitting process puts the Town at a disadvantage—as developers will consider the complexity and timeline of a potential project when determining its feasibility. Strategy Leesburg has the opportunity to set itself apart from other communities by creating an environment that facilitates and encourages high quality development. 204 Item b. Leesburg Economic Development Strategic Plan20 | ECONOMIC OPPORTUNITIES Appoint an Ombudsman for Priority Projects Designate a dedicated point of contact responsible for overseeing priority projects through the permitting process. The Ombudsman would serve as a function/role within the Department of Economic Development, acting as a bridge between developers, businesses, and the Town, to facilitate effective communication, swift resolution of concerns, and streamlined decision-making. An Ombudsman can: ● Investigate complaints from applicants who feel that they have been treated unfairly or that their project has been delayed. ● Provide mediation services to help applicants and agencies reach an agreement on a mutually agreeable solution. ● Educate the public about the permitting process and their rights as applicants. ● Help to increase public confidence in the permitting process by providing a way for applicants to voice their concerns and have them addressed. A best practice from Urban Policy 2018 by the Manhattan Institute states: “It's crucial to enhance the connection between city hall and residents, focusing on channels where residents seek information. Instead of assuming individuals will come to city hall, mapping and promoting these interaction channels – like using Waze for traffic updates or Facebook for recreation center news – is essential for effective permitting design. This approach acknowledges the evolving preferences of residents and maximizes engagement value.” Permitting Consultant An external expert can conduct an in-depth assessment of the permitting process to identify inefficiencies and opportunities for improvement and tailor improvements to the specific challenges and unique characteristics of Leesburg's permitting process, ensuring practical and effective enhancements. Permitting process updates will help position Leesburg as a proactive and developer-friendly Town, drawing positive attention that may lead to partnerships, investments, and increased economic activity. An example of a best practice from Minnesota's permitting process is summarized by Charles Marohn, the founder of Strong Towns: “When anyone submits an application for anything – zoning review, building permit, variance, subdivision request, etc. – the city has fifteen days to decide whether the application is complete. If there is something missing, they must let the applicant know in writing what that is. This has forced a level of efficiency on local governments who frequently create checklists and other aids for applicants and reviewers because, if no letter is sent within fifteen days, the application is deemed complete. Once there is a completed application, the local government has sixty days to render a decision. That’s sixty days for all staff reviews, committee hearings, public comment, and any other part of the approval process.” 205 Item b. Leesburg Economic Development Strategic Plan21 | ECONOMIC OPPORTUNITIES Implementation Plan Process Updates ☐Form a steering committee, including the Town and development community ☐Engage a permitting consultant: ● Gather input from stakeholders. ● Assess the current permitting process and policies. ● Update the Town codes, ordinances, policies, and procedures as necessary. ● Train Community Development staff. ☐Track key performance indicators: ● Response time ● Volume of total plan reviews ● Quarterly in-depth review of three sample cases Ombudsman ☐Determine the conditions under which an ombudsman is appointed Department of Economic Development provides input about strategic importance of projects ☐Create policies outlining the role and authorities of the ombudsmen - highlighting the interaction between the Departments of Economic Development and Community Development. ☐Department of Economic Development specifies criteria for granting variances to businesses from the requirement for highest and best use studies: ● Greenfield vs. redevelopment ● Scale of project ● New vs. existing business/use 206 Item b. Objective Land use planning ensures development leads to highest social and economic outcomes. Local Economy Strategy #3 Outcome- Oriented Land Use Planning Leesburg Economic Development Strategic Plan22 | ECONOMIC OPPORTUNITIES Rodney Brown | Visit Loudoun Legacy Leesburg projects that about 1,600 acres of greenfield land remain available within Leesburg (Chapter 2, p. 65). Land listed on CoStar, excluding parcels in residential areas and ones with existing structures, puts total available greenfield land at approximately 200 acres. Given the Town's limited land resources for development, it is not only wise but also imperative to adopt a strategic approach to maximize and safeguard the development potential of every parcel. The real estate market in Leesburg remains exceptionally robust across all sectors with low vacancy rates and strong market rents: Based on the current markets, projects in any of these sectors would be successful. As the acreage available for development is a fixed and declining commodity, the most critical criteria for land use planning is to determine which types of new developments would best serve the long-term interests of the community while still respecting the rights of property owners. Building Type Inventory (M sq ft) Vacancy Rate Market Rent (sq ft/yr) Office 3.3 4.7%$29.32 Industrial 0.552 6.5%$20.49 Retail 5.2 2.7%$32.16 Multi-Family 3,393 (units)4.9%$1,909 (unit) CoStar – Q3, 2023 207 Item b. Leesburg Economic Development Strategic Plan23 | ECONOMIC OPPORTUNITIES Based on feedback from the community and a comparison between the principles outlined in the Town Plan and existing practices, there are two primary challenges associated with the current zoning paradigm: ● Unpredictability and Resource Inefficiency: Zoning variances introduce unpredictability and inefficiencies into land use policies, resulting in the misallocation of both Town and developer resources. This unpredictability often leads developers to make investment decisions based on the hope of changing zoning regulations for their parcels. ● Opportunity Cost of Under-Development: With limited greenfield development opportunities, land that is granted a use that does not achieve the highest good for the Town at large represents an irretrievable lost opportunity. When parcels designated for commercial use are rezoned as residential – as has happened on many occasions in Leesburg – it has the lasting effect of permanently reducing the opportunity to expand employment within the Town. Consistent application of land use policies yields predictable outcomes for developers and landowners. When developers perceive the possibility of obtaining variances for a property, it leads to an increase in exception requests and encourages investment decisions based on the prospect of altering zoning regulations. Highly prescriptive and restrictive zoning, an artifact of car-centric land use philosophy, limits mixed-use applications that with their broad range of uses create density, provide greater housing options, catalyze innovate office and business spaces, increase economic vitality and support small entrepreneurs. While some restrictions – such as separating residential areas from heavy industry – are obvious and necessary, excessively restrictive zoning impedes creative development. Allowing for more flexible uses encourages innovative development that meets community needs provides favorable returns for developers. Flexible uses can also drive unconventional housing options – benefiting the 30% of Leesburg residents who spend more than 30% of their income on housing. Owner Housing Burden Monthly Housing Costs as a Percentage of Household Income Renter Housing Burden 208 Item b. Leesburg Economic Development Strategic Plan24 | ECONOMIC OPPORTUNITIES Leesburg's comprehensive land use policies and regulations serve as guiding principles for shaping the Town's economic and community development landscape, influencing factors like location and intensity. While these policies significantly impact the costs incurred by residents and businesses, it is essential to recognize that they operate within a broader economic context. Multiple market factors, such as land acquisition (including demolition and potential environmental remediation), material and labor expenses, borrowing rates, return on investments expectations, and soft costs like design and entitlements, also play pivotal roles in development and its associated costs. Strategy Outcome-Focused Land Use Planning ● Create a comprehensive land use framework that clearly articulates desired outcomes for key properties within Leesburg. ● Identify priority properties and specify the desired outcomes for each, considering factors like economic growth, employment generation, and community vibrancy. ● Embrace the principles of flexible land use concepts. Direct developments to meet specific outcomes, such as square footage of office space, while retaining the flexibility to accommodate additional uses through densification or creative utilization of space. ● Permit residential units within flexible business spaces, ensuring that neighboring businesses are not adversely affected by their presence. • Mixed-use developments that include residential units can significantly enhance economic mobility by offering affordable housing options to entrepreneurs and lower-income residents. However, these housing units coexist with business activities, which may generate noise and other nuisances typically not allowed in strictly residential areas. • Adjust noise and nuisance ordinances to acknowledge that businesses have the right to conduct their normal activities, even if they impact residents in these developments. Residents choosing such accommodations must acknowledge and accept these impacts as part of the living conditions. Zoning Variance Process Adjustments Mandate that developers provide a comprehensive "highest and best use" analysis as a prerequisite for variance requests. This analysis should be conducted by an independent third party with a recognized reputation. ● Scope of Analysis: Ensure that the analysis encompasses all potential uses for the property, rather than solely focusing on the developer's intended use. ● Total Social and Community Impact: Define "highest and best use" as a measure of the total social and community impact of the development, emphasizing its contribution to the broader community beyond the developer's return on investment. ● Small Business Exemption: Exempt small businesses from the requirement for a "highest and best use" analysis, recognizing the distinct characteristics and constraints of smaller enterprises. 209 Item b. Leesburg Economic Development Strategic Plan25 | ECONOMIC OPPORTUNITIES Implementation Plan Targeted Zoning Reassessment ☐Identify the priority undeveloped properties ☐Establish minimum outcome requirements for each parcel to guide development ☐Memorialize these requirements within the zoning code to ensure transparency and consistency ☐Inform property owners and brokers of the desired uses to facilitate compliance ☐Ensure there is sufficient acreage set aside for the uses identified in Local Economy Strategy #1 – Target Industry Recruitment Outcome-Oriented Planning ☐Modify land use ordinances to accommodate the intended use while allowing flexibility for additional uses ☐Encourage and allow accessory dwelling units and non-conventional housing in non-residential zones where applicable ☐Adjust noise and nuisance ordinances for mixed use developments to exempt businesses from what would be violations in a strictly residential neighborhood ☐Eliminate the practice of proffering out certain future uses for a property both because it can run afoul of the principle of “nexus and rough proportionality” and also because it can have unintended consequences on future land use Strengthen Zoning Conformity ☐Implement a policy requiring a highest and best use study as a prerequisite for requesting a zoning variation. ● Study to be paid for by developer – must evaluate all potential uses, not just the proposed one. ● “Highest and best use” will be determined by the impact on property tax, employment, salaries, quality of life for surrounding residents, congestion, and synergy with adjacent uses ☐Department of Economic Development to determine exemptions to the requirement for a study including for the following situations: ● Existing small business ● Minor changes in land use ● Redevelopment that is consistent with overall land use plans 210 Item b. Objective Create a tech incubation and/or accelerator program(s) to facilitate local entrepreneurship and successfully launch new businesses. Local Economy Strategy #4 Tech Incubation & Accelerators Leesburg Economic Development Strategic Plan26 | ECONOMIC OPPORTUNITIES @vpdrone In 2021, Leesburg median income was $116,350, lower than Loudoun County’s $156,821 but 45% higher than the state average of $80,615. Beneath that impressive headline number is the reality of the struggles of the 20% of residents who earn less than $75,000 per year in a market where the median market rent is $1,900. Incubation and accelerator programs have the potential to act as catalysts for entrepreneurship, innovation, and community development, provided they operate in a conducive environment with the right conditions. A healthy entrepreneurial ecosystem can be a primary bridge from low / moderate incomes to higher incomes. Leesburg possesses a number of assets that position it to become an effective innovation and entrepreneurship hub. These assets include: ● A highly educated and successful mid-career workforce ● Access to capital ● Proximity to institutions of higher learning Household Income & Earnings 211 Item b. Leesburg Economic Development Strategic Plan27 | ECONOMIC OPPORTUNITIES Incubators and accelerators serve as valuable mechanisms for nurturing local talent and harnessing the power of technology to propel the growth and success of startup ventures. In 2011 the Town of Leesburg opened the Mason Enterprise Center (MEC), operated by George Mason University, as a local incubator. While the MEC was a valuable resource for startups and small businesses and helped many companies grow and succeed, it functioned primarily as a facility for housing businesses and therefore became obsolete when new co-working spaces were developed in Loudoun County – leading the Town of Leesburg and Loudoun County to discontinue funding for the MEC in 2022. A business incubator or accelerator sets itself apart from a co-working space through its comprehensive programming. While co-working spaces offer shared workspace and amenities, business incubators and accelerators provide a structured environment with specialized programs aimed at nurturing startups and small businesses. These programs often include mentorship, access to capital, educational resources, and networking opportunities. The key differentiator lies in the ultimate goal: business incubators and accelerators are designed to help startups grow and graduate from their programs and moving out of the incubator/accelerator. This emphasis on transitioning businesses to independent commercial spaces is critical to the success of the program – as it enables a new cohort of businesses to cycle through the program on a regular basis – and also benefits the larger community by stimulating economic growth by moving these new businesses into the local business landscape. Incubators Programs for long-term support to early- stage startups, typically 1-2 years. They provide a comprehensive range of resources, including office spaces, mentorship, educational opportunities, and connections to potential investors. Incubators aim to nurture and guide startups through their formative stages. Accelerators Programs that follow a more rapid and intense approach, lasting 3-4 months. They provide a focused curriculum, intensive mentorship, and direct access to investors. Accelerators are designed to expedite the growth of startups, positioning them for rapid expansion and long-term success. To expand the supply and diversity of local jobs, Legacy Leesburg Town Plan (Chapter 3, p. 111) emphasizes that a wide range of physical work spaces should be promoted. Therefore, the Town will: ● Promote new flex space developments ● Promote the availability of spaces for entrepreneurs and start-up businesses ● Encourage creation of business incubators & co-working spaces ● Prepare an economic development strategy focused on attracting jobs and investment ● Identify and leverage opportunities to continue assisting small business growth and development in Leesburg. 212 Item b. Leesburg Economic Development Strategic Plan28 | ECONOMIC OPPORTUNITIES Implementation Plan Strategic Plan ☐Create a steering committee with stakeholders from the investment community, successful startups, tech companies, and academic institutions. ☐Determine which model (accelerator or incubator) to implement. Will largely depend upon partners and the resources they bring as well as the community needs as determined by the steering committee. Partnerships and Resources ☐Develop partnerships: ● Educational institutions ● Technology companies ☐Create a business plan to run program ☐Identify resources to support the program ☐Select and setup space for the program ☐Identify similar program and obtain their curriculum, customize as desired Promotion and Recruitment ☐Recruit participants ☐Create materials and a campaign to promote Leesburg as a tech hub ☐Sponsor information / networking events Strategy Establish Incubator and/or Accelerator Program(s) Create incubator and/or accelerator programs within Leesburg to foster and promote entrepreneurship, particularly among mid-career professionals. This group brings valuable industry experience, networks, and expertise, enhancing the potential for successful startup ventures. According to the Brookings Institution, “the Washington- Arlington-Alexandria, DC-VA-MD- WV area ranked eighth among similar regions in terms of the number of accelerators between 2005 and 2015. There are over 2,100 incubators and accelerators in the United States in 2022. The number of these programs has been growing rapidly in recent years, and they are now an essential part of the startup ecosystem.” 213 Item b. Leesburg Economic Development Strategic Plan29 | LOCAL TOURISM Local Tourism The four strategies outlined in this section form a cohesive framework to accomplish the following goals: ● Revitalize the downtown area to create a focal point for community life and attract more visitors ● Increase visitor numbers ● Foster economic growth within the community ● Make Leesburg a more vibrant, attractive, and memorable destination Rodney Brown | Visit Loudoun 214 Item b. Objective Transform the Loudoun County Courthouse Lawn into a Town Square to entice residents and visitors to spend time downtown. Tourism Strategy #1 Town Square Leesburg Economic Development Strategic Plan30 | LOCAL TOURISM @plaidsheepcreative Historical downtowns have a rich tradition of being anchored around a central gathering place, often in the form of a town square. These central locations are not only physical centers but also the cultural and social hearts of the community, symbolizing the town's identity and vitality. In the case of Leesburg, Virginia, the Loudoun County Courthouse Lawn once played this pivotal role as the Town's central gathering place. It was the heartbeat of the community, a place where residents came together to celebrate, socialize, and connect. Today, Leesburg faces a challenge that many historic towns encounter – the absence of a vibrant town square in its downtown area. This void limit its potential as a dynamic and inviting destination for both residents and visitors. There is a unique opportunity to breathe new life into Leesburg's downtown area by transforming the Loudoun County Courthouse Lawn into a captivating town square once again. Situated strategically at the intersection of Market Street and King Street, this historic location holds immense potential for reestablishing itself as the vibrant hub it once was. A thoughtful transformation of the Courthouse Lawn can rekindle the spirit of its historical downtown, drawing in people from all walks of life. Such a revitalization effort would not only honor the Town's past but also shape its future, making it a welcoming and lively destination where residents and visitors alike can gather, celebrate, and create lasting memories. 215 Item b. Leesburg Economic Development Strategic Plan31 | LOCAL TOURISM Town Square contributes to: ● Community Character: The town square will contribute to the Town's overall character and distinctiveness, fostering a sense of pride and belonging among residents. ● Foot Traffic and Economic Growth: A visually appealing town square will attract more visitors to the downtown area, benefiting local businesses and encouraging the establishment of new ones, leading to economic growth and job creation. ● Community Engagement and Social Gathering: The town square will provide a space for residents to come together, interact, and participate in various events and activities, strengthening community ties. ● History and Culture: Incorporating elements from Leesburg's history into the public space and choosing a piece of public art that honors the Town's rich past and infuses a sense of dynamism and contemporary vibrancy will pay tribute to the Town’s historical roots and elevate the downtown area's allure. Strategy Revitalize the Town Square Whether through the installation of public art, other ammenities, and programming efforts, activate the Loudoun County Courthouse Lawn as a community gathering place – a vibrant town square. A variety of posible features could make the Courthouse Lawn a focal point of downtown as the town square. Potential features include (but are not limited to): ● Water Feature ● Public Art Sculptures, murals, or art installations enhance aesthetics and to celebrate the Town's heritage ● Stage ● Playground ● Information Kiosk ● Market Stalls ● Wi-Fi and Charging Stations: ● Bike Racks ● Interactive Features: Chess tables, games, or interactive exhibits for engagement. ● Iconic Photo Backdrop 216 Item b. Leesburg Economic Development Strategic Plan32 | LOCAL TOURISM Implementation Plan Partnership ☐Initiate discussions with County officials regarding the transformation / revitalization of the Courthouse lawn ☐Present evidence of public interest in the project, through surveys or public feedback ☐Collaboratively define roles, responsibilities, and financial commitments for all parties Potential Steps Community Visioning ● Engage residents, businesses, and organizations in a visioning process. ● Establish a committee composed of Town Council members, County officials, business owners, artists, historians, and community leaders to guide the visioning process. Public Art Selection ● Utilize the Public Arts Commission to curate and select public art proposals that celebrate the town's heritage and align with the community's vision. ● Create an iconic photographic space that would serve as visitor attraction. ● Involve the community in the selection process through public exhibitions and input sessions. Artist Collaboration ● Collaborate with local and regional artists. Promotion ● Organize a grand opening ceremony to unveil the public art installation. ● Promote the public art installation through partnerships with local businesses and tourism organizations. The Legacy Leesburg Town Plan emphasizes that “Public Art provides great value to a community and is directly connected to the Town Character and Authenticity. Public art will help Leesburg provide a high- quality brand and sense of place. In addition, public art can inspire, define, and strengthen the economy. Research shows that arts travelers are the perfect tourists, staying longer and spending on meals, retail, and lodging throughout the Town. Investment in public art can bring back two to three times in value” (1.3.1). 217 Item b. Objective Provide a centralized information source and calendar that tourists and community members can use to easily learn about local events. Tourism Strategy #2 Event Calendar & Tourism Info Leesburg Economic Development Strategic Plan33 | LOCAL TOURISM @jeffvogtphoto In the digital age, social media and online promotion are vital tools for communities aiming to attract tourists. Platforms like dedicated websites, Facebook, Instagram, and X (formerly Twitter) offer towns the means to engage potential visitors by sharing comprehensive information about local attractions, events, and businesses. Leesburg benefits from the promotion efforts of different organizations: ● The Town of Leesburg maintains a robust online presence, encompassing a dedicated website, a Facebook page boasting ~ 20,000 followers, an Instagram account with ~ 5,000 followers, a prominent X profile counting ~ 10,000 followers, a LinkedIn page with ~ 2,000 followers, and a YouTube channel with ~ 1,000 subscribers. ● The Economic Development Department also contributes actively, operating its own website, a Facebook page with ~ 3,000 followers, an Instagram account boasting ~ 1,500 followers, a presence on X with ~ 100 followers and YouTube with ~ 400 subscribers. ● Loudoun County employs various websites, a Facebook page with roughly 30,000 followers, and a X profile counting ~ 20,000 followers to bolster the promotion efforts of all towns in the County. ● Visit Loudoun engages through its website, a Facebook page boasting ~ 50,000 followers, a substantial X profile with ~ 37,000 followers, and an Instagram account with an impressive 30,000 followers. ● The Leesburg Main Street Movement contributes through its own website, Instagram, and Facebook page, while individual businesses maintain their websites and social media accounts to promote their venues and events. 218 Item b. Leesburg Economic Development Strategic Plan34 | LOCAL TOURISM Strategy Event Calendar A single-source event calendar can significantly boost tourism by providing a centralized and comprehensive platform for visitors to discover all the events, activities, and attractions the Town has to offer. ● Ease of Access: A single-source event calendar makes it easy for tourists to access up-to-date information about what's happening in the Town. ● Complete Information: It aggregates details about various events to ensure that tourists are well-informed about all the options available to them during their visit. ● Convenience: Tourists don't have to navigate multiple websites or sources to find events. They can access a one-stop-shop for everything they need, saving time and reducing the frustration of searching across multiple platforms. ● Planning: Visitors can better plan their trips, knowing when and where events are happening. This allows them to align their travel dates with events they're interested in attending. ● Exploration: In addition to major events, tourists can discover lesser-known, but equally enjoyable, local activities, thereby encouraging them to explore and engage more with the community. ● Extended Stays: Tourists who find numerous appealing events may decide to extend their stays, boosting the local economy through increased spending on accommodation, dining, shopping, and more. The objective is to simplify the tourism experience, making it more enjoyable and efficient for visitors to plan a trip to Leesburg. This convenience not only attracts more tourists but also encourages them to stay longer, spend more, and become more involved in the local community, ultimately boosting the destination's tourism industry and economic impact. Tourism Information Hub Develop a Tourism Information Hub as a marketing platform that serves as a one-stop resource for information about Leesburg’s attractions and upcoming events. The Tourism Information Hub can enhance the overall experience of visitors by simplifying the process of discovering, planning, and enjoying their stay in Leesburg. Tourists can access a comprehensive and updated guide to all the attractions and events in one place, eliminating the need to search across various sources. This convenience contributes to a smoother and more enjoyable visit. ● Support for Local Businesses: Local businesses, including restaurants, shops, and service providers, would be featured to increase visibility and promote their special offers or events. ● Community Engagement: A unified platform encourages community members to explore their own Town. It helps residents stay informed about local events and attractions, fostering a sense of belonging and participation in community 219 Item b. Leesburg Economic Development Strategic Plan35 | LOCAL TOURISM Implementation Plan Event Calendar ☐Create systematic way to collect information about planned events from community partners ☐Identify a software platform that enables the Department of Economic Development to regularly update a publicly accessible event calendar ☐Implement cross-promotion of events among participating entities to boost visitor engagement ☐Add links to the Town’s event calendar on the Town's website and other platforms. Include events organized by a wide variety of community partners Tourism Information Hub ☐Develop a centralized platform (e.g., a dedicated website, "bewith.io", “ITI Digital”, or similar platform) listing and promoting all Leesburg events and attractions ☐Create marketing strategy for promotion of Leesburg events and attractions, include strategies for A/B marketing and tactics to increase User Generated Content for marketing ☐Create consistent messaging that leverages the "Locally Leesburg" branding Example: #locallyleesburg activities. ● Consistency and Reliability: With a unified marketing platform, there's consistency in the information presented to visitors. This reliability builds trust, as tourists know they can depend on the platform for accurate, up-to-date details about what's happening in town. ● Promotion: This platform can be leveraged as part of a larger marketing strategy to proactively promote Leesburg to day-trip visitors and encourage visitors to explore the Town. 220 Item b. Objective Attract developments to increase visitation, including a boutique hotel and a multi-use event facility. Tourism Strategy #3 Developments to Boost Visitation Leesburg Economic Development Strategic Plan36 | LOCAL TOURISM Rodney Brown | Visit Loudoun According to cellphone geolocation data, the total addressable market for tourism for Leesburg is 7 million + visitors every year. Leesburg has a strong foundation for tourism with a substantial number of visitors and popular venues. The local tourism industry in Leesburg also has the potential for further growth and development. The following visitation analysis findings are based on the geolocation data provided in Appendix c. Tourism Demographics Leesburg is a popular destination for both in-state and out-of-state visitors, with over 4 million visitors in 2022. Out-of-state visitors account for the majority at 52.8%, while in- state visitors make up 47.2% of the total tourist population. 221 Item b. Leesburg Economic Development Strategic Plan37 | LOCAL TOURISM Peak Tourist Seasons The most common months for visitation in Leesburg are December, May, June, July, and August. These peak months represent 40% of the year but experience 60% of the total visitors. Visitor Trends by Day of the Week Weekends are the prime time for visitors with Saturday visitors accounting for 22.5% visitors, followed by Sunday with 16.2%. Increasing the number of visitors during the weekdays represents a significant opportunity because most of the venues are underutilized during those days so incremental traffic would require no further investment in space or labor. Visitor Length of Stay Over the past four years, most visitors to the Town opt for day trips, accounting for approximately 75- 77% of all visits. Strategy Recruit a Boutique Hotel to the Downtown The primary objective is to attract an upscale full-service boutique hotel with a bar and restaurant to Downtown Leesburg, offering a range of 50 to 70 rooms. ● Stimulate weekday traffic and enhance commercial activity in the downtown area. ● Cater to both business and leisure travelers, providing a unique and high-quality experience reflective of Leesburg's heritage. Boutique hotels in downtown areas offer a rich blend of history, culture, and unique 222 Item b. Leesburg Economic Development Strategic Plan38 | LOCAL TOURISM experiences. These hotels actively support local artists and host community events, contributing to the cultural vibrancy of downtown neighborhoods. Moreover, they often feature on-site restaurants and bars that become culinary destinations, benefiting neighboring eateries. By encouraging guests to explore on foot, boutique hotels increase pedestrian traffic, promoting local shops and attractions. Their commitment to sustainability and local sourcing strengthens the Town's green initiatives and supports nearby businesses. Beyond economics, these hotels serve as catalysts for downtown revitalization, attracting complementary businesses and elevating property values. With a diverse appeal catering to various travelers, boutique hotels enrich the cultural fabric of downtowns and enhance their overall walkability and connectivity, making them attractive destinations for both residents and visitors. Hospitality Market A hotel located in downtown Leesburg could act as a key catalyst in encouraging visitors to extend their stay and lead to more hotel nights. While day trips remain the dominant choice, offering overnight lodging in the heart of the Town can attract tourists looking for a more immersive experience. In the heart of Leesburg, there exists a noticeable gap in the hospitality product available to visitors. While the Town boasts several commendable mid-range hotels, within an 8.2-mile radius of the downtown area, higher-end hotel options are conspicuously absent. This vacancy presents a unique opportunity to establish a downtown hospitality experience that not only reflects Leesburg's rich history, culture, and character but also delivers an exceptional standard of quality, thereby catering to a discerning clientele. As stated in Legacy Leesburg Town Plan (Chapter 2, p. 57), Leesburg's hotel landscape comprises six nationally recognized brand hotels with a total of 571 rooms at present. Within this inventory, Leesburg's hotel offerings primarily consist of economy, limited service, and suite products. Notably, there is a conspicuous absence of luxury or upscale boutique hotels, with the most recent addition being the Home2 Suites by Hilton. According to data provided by Visit Loudoun, Leesburg's existing hotels have been performing well, underscoring the Town's appeal as a destination. Establish a Multi-Use Event Facility Develop a versatile multi-use event facility with a seating capacity ranging from 500 to 800 attendees. ● Serve as a dynamic hub for various business and leisure activities, including conferences, conventions, cultural events, and more. ● Attract a broader audience, boosting downtown visitation and benefiting local businesses. A white paper that compares a multi-use event center and a performing arts center use is included in the Appendix D. Benefits of attracting a multi-use event space to the Town: 223 Item b. Leesburg Economic Development Strategic Plan39 | LOCAL TOURISM ● Flexibility and Adaptability: A multi-use space accommodates various events, ensuring year-round utilization. ● Business-Friendly Destination: Attracting business travelers enhances Leesburg's reputation and boosts the local economy. ● Community Engagement and Cultural Enrichment: The event space supports local performances, fostering community engagement and cultural enrichment. ● Collaboration with Local Industries: Integrating with local industries, like vineyards and weddings, fosters mutual growth and support. Event Facility Market Leesburg stands to benefit significantly from the addition of a Multi-Use Event Facility. Such a facility would stimulate the local economy by attracting a variety of events, including conferences, exhibitions, trade shows, concerts, and cultural performances. These events would draw visitors to Leesburg, leading to increased spending on accommodations, dining, and shopping, ultimately boosting local businesses. The facility would also contribute to increased tourism. By hosting events that draw regional and even national attendees, Leesburg would be put on the map as a destination for tourists. Having a multi-use event facility adds diversity to the Town's offerings, making it more appealing for different demographics and interests. It complements the existing amenities and services, making Leesburg a more well- rounded and attractive place to live and visit. 224 Item b. Leesburg Economic Development Strategic Plan40 | LOCAL TOURISM Implementation Plan - both Hotel and Event Center Feasibility Study ☐Assess market share potential, revenue projections, and project financial viability ☐Determine the level of public participation required to attract a developer ☐Create project capital stack Site Selection and Zoning ☐Identify and assess potential locations (including the Liberty lot), considering accessibility, parking and commercial synergies ☐Work with Planning Commission to ensure site zoning aligns with the project ☐Utilize ombudsman role to expedite permitting and entitlement Public Private Partnership ☐Create developer project incentives (tax increment financing, infrastructure donations, payment in lieu of taxes, etc.) ☐Prepare and publish a project RFQ with project scope, projected pro-forma, projected capital stack and public participation ☐Actively recruit developers to respond to the RFQ 225 Item b. Objective Provide convenient transportation to increases visits to Downtown from visitors to the Village at Leesburg and Premium Outlets. Tourism Strategy #4 Venue Cross- Visitation Leesburg Economic Development Strategic Plan41 | LOCAL TOURISM Todd Wright | Visit Loudoun The Leesburg Premium Outlets, Village at Leesburg, and Downtown are the three most popular destinations in Leesburg. In 2022, Leesburg Premium Outlets attracts the highest number of visitors, with 15.9% of total visitors, followed by Village at Leesburg with 11.43%, and Downtown Market Station with 7.10%. Despite its appeal as a unique, authentic destination, Downtown Leesburg has lower visitation compared to other two venues. At present, only 10% of out-of-town visitors who visit Downtown, the Village at Leesburg, or Premium Outlets go to any of the other locations. Out-of-town visitors drive from at least 25 miles away and after they have invested so much in the outing, not capturing more of them for additional activities within the Town represents a lost opportunity. Increasing cross-visitation among the three major destinations would generate higher revenues per visitor and leverage the tourism that is already happening. The challenge of finding parking is often cited as a key impediment to visiting Downtown. While the difficulty of parking Downtown is likely rooted in perception as much as reality, the fact that it is so frequently mentioned indicates that it is impacting visitation. 226 Item b. Leesburg Economic Development Strategic Plan42 | LOCAL TOURISM A transportation service that takes visitors between the Town’s various commercial centers would enhance accessibility, reduce traffic congestion, and encourage visitors to explore multiple locations within the Town, and boosting economic activity in local businesses. The transportation service would eliminate the concerns and challenges with parking – allowing a multiple of current volumes with little impact on strained parking. While there are many possible modes of transportation that could cover the physical distance between the three venues (2.5 miles from the Village at Leesburg to the Leesburg Premium Outlets and 2.2 miles from the Outlets to the Courthouse), the mode that is chosen should be forward-looking and add prestige to the Town. While no current EV self-driving platforms are able to economically and operationally deliver on their immense promise, the technologies are evolving quickly and within a few years there will be many alternatives that provide a transportation service that is auspicious, cost effective, safe and convenient. If planning and evaluation begins immediately, by the time the program is ready to launch, the new technologies should be sufficiently mature to be operationally sustainable. Ideally, the transportation service would be provided free of charge to maximize utilization and create excitement around the Town. Because an increase of cross- visitation will lead to increased traffic at all three venues, sales tax revenues will increase and property tax valuations will increase for the Town’s retail and restaurant businesses. Financial modeling can determine to what extent these increases in revenue can offset the operational and capital costs of providing the transportation service. Strategy Explore Cost-Effective Transportation Alternatives Priorities to guide selection of which transportation alternative to adopt include: ● Free or Inexpensive: To encourage usage from both visitors and residents ● Innovative and Unique: Promote Town’s public transit as a tourist attraction ● Eco-Friendly: Align with sustainability goals and contribute to cleaner air An Alternative: Electric Self-Driving Taxi Service ● Pilot programs have demonstrated that the novelty of self-driving vehicles motivates initial ridership and service utilization. ● Long-term growth in sales tax revenues from increased traffic and higher property tax valuations of Leesburg's retail and restaurant businesses, could potentially offset some of the cost of providing this service at no charge. 227 Item b. Leesburg Economic Development Strategic Plan43 | LOCAL TOURISM Implementation Plan Determine Feasibility ☐Assess technical feasibility: ● Routes ● Environmental Impact ● Safety ☐Involve the community through consultations and surveys ☐Assess legal and safety requirements ☐Create project pro-forma ☐Secure financial support from investors, businesses, and grants ☐Establish partnerships for pick-up and drop-off locations ☐Obtain necessary permits and approvals for the operation ☐Prepare a detailed Request for Proposal (RFP) “It has been estimated that by roughly 2040 autonomous vehicles will be the norm. In Downtown and mixed-use centers that offer the concentration of people and destinations to support on-demand service, Stantec’s mobility innovation team projects that a typical household can save roughly $5,000 for each vehicle it no longer needs to own as it relies instead on SAVs for mobility.” (Legacy Leesburg, Chapter 1, p. 25) Benefits of Electric Self-Driving Taxis ● Enhanced Accessibility: Convenient mode of transportation that increases accessibility to Downtown Leesburg for visitors from the Village at Leesburg and Premium Outlets. ● Reduced Parking Congestion: Reduced reliance on personal vehicles, alleviates parking demand and congestion, optimizing parking infrastructure for both locals and visitors. ● Sustainability: Zero tailpipe emissions. ● Increased Safety:Advanced sensor systems and AI algorithms eliminate accidents caused by human error - such as distracted or impaired driving. Because they follow traffic rules consistently and predictably, they create safer road conditions. Challenges and Solutions ● Technology: Advances in autonomous systems will enhance self-driving taxis, ensuring safety, reliability, and cost-effectiveness. Progress towards Level 5 autonomy (full automation) is expected by 2035-2040, reducing ownership and operational costs. ● Public Acceptance: Concerns about autonomous technology and ensuring a positive user experience in self-driving taxis, including ease of use and passenger comfort, can be addressed through education. Greater public acceptance of the self-driving taxi services will happen over time. ● Charging Infrastructure and Regulations: Developing robust charging infrastructure and supportive regulatory frameworks would facilitate widespread adoption of electric and autonomous transportation as part of the long-term vision. 228 Item b. Leesburg Economic Development Strategic Plan44 | APPENDICIES Appendices The following prior plans were reviewed by the planning team to provide a framework to leverage past insights and create a more comprehensive and impactful strategic plan. Reviewed Past Plans ● Leesburg Town Plan (2012) ● Legacy Leesburg Town Plan (2022) ● Legacy Leesburg Transportation Improvement Plan (2022) ● Loudoun County ED Strategic Plan (2023) ● Strategic Plan for Economic Development of the Commonwealth of Virginia - Executive Summary & Recap (2021-2025) ● Visit Loudoun Strategic Plan (2023-2025) ● Visit Loudoun Strategic Planning Update for Leesburg (2022) Appendix A: Prior Plans 229 Item b. Leesburg Economic Development Strategic Plan45 | APPENDICIES The following data from the U.S. Census Bureau - 2021 American Community Survey were used in the economic and demographic analysis. This analysis helped guide the questions asked to local stakeholders, and the development of the strategies in this plan. Appendix B: Census Data 230 Item b. Leesburg Economic Development Strategic Plan46 | APPENDICIES 231 Item b. Leesburg Economic Development Strategic Plan47 | APPENDICIES 232 Item b. Leesburg Economic Development Strategic Plan48 | APPENDICIES 233 Item b. Leesburg Economic Development Strategic Plan49 | APPENDICIES - Loudoun County - Loudoun County - Loudoun County 234 Item b. Leesburg Economic Development Strategic Plan50 | APPENDICIES 235 Item b. Leesburg Economic Development Strategic Plan51 | APPENDICIES 236 Item b. Leesburg Economic Development Strategic Plan52 | APPENDICIES The following geolocation data was provided by Datafy LLC for the visitation analysis and to inform the tourism strategies in this plan. Appendix C: Datafy Data 2019 2020 2021 2022 237 Item b. Leesburg Economic Development Strategic Plan53 | APPENDICIES 238 Item b. Leesburg Economic Development Strategic Plan54 | APPENDICIES 239 Item b. Leesburg Economic Development Strategic Plan55 | APPENDICIES Multi-Use Event Facility vs. Performing Arts Center Overview & Analysis Summary The objective of this analysis is to evaluate the financial implications and potential community benefits of a Multi-Use Event Facility or a Performing Arts Center in the Town of Leesburg. The analysis assumes that both types of facilities would be scaled to accommodate around 500 people for various events, including conferences, performances, and community gatherings. The report details operational costs, projected demands for usage, and potential revenues - providing insights into the financial prospects of each option. Through a detailed examination of their economic contributions, this paper aims to provide insights for stakeholders, investors, and policymakers considering investments in the hospitality and entertainment sectors. Appendix D: Analysis of Multi-Use Event Facility Opportunity 240 Item b. Leesburg Economic Development Strategic Plan56 | APPENDICIES Introduction The Liberty Street Parking Lot is one of the few remaining downtown-adjacent properties and as a Town-owned parcel represents a valuable opportunity for the Town of Leesburg to utilize the space to enhance the community and local economy. Two potential uses of the site are a Multi-Use Event Facility and a Performing Arts Center. Both options have the potential to draw visitors into the community, especially during non-summer months, stimulating local dining, accommodations, retail, and other businesses. Multi-Use Event Facility A Multi-Use Event Facility (MUEF), also known as a multi-purpose event facility or venue, is a highly adaptable and versatile space tailored to accommodate a diverse spectrum of events and gatherings such as conferences, trade shows, conventions, weddings, concerts, exhibitions, and more. It is characterized by its flexibility and ability to transform to suit the specific needs of each event. Performing Arts Centers A Performing Arts Center (PAC) is a dedicated facility designed for the presentation and performance of various forms of live entertainment, primarily focused on performing arts disciplines such as music, theater, dance, opera, and other cultural performances. PACs are designed to provide optimal acoustics, seating arrangements, and technical capabilities to support artistic and cultural presentations and typically have a large stage. They contribute to the cultural enrichment of a community and serve as hubs for artistic expression. 241 Item b. Leesburg Economic Development Strategic Plan57 | APPENDICIES Comparative Economic Analysis 1. Economic Feasibility Performing Arts Center A) Cost Structure Fixed Operating Costs There are a number of fixed operating costs for Performing Arts Centers that remain constant irrespective of the size of the theater or the number of performances. Among these fixed costs, wages and benefits constitute the most substantial portion. PAC's typically have some mix of the following positions: •Executive director, development director, marketing manager, technical directors and office manager. Additional fixed costs include technical and equipment rental, non-payroll marketing expenses, front-of-house operations, fees for professional services such as legal and accounting, as well as general office expenses. Exhibit 1: Cost Structure of an Average Performing Arts Center in a US City with 50,000 Population (500 Seats) CATEGORY AVERAGE DOLLAR VALUE FIXED COSTS WAGES AND BENEFITS $500,000 INSURANCE AND UTILITIES $85,000 TECHNICAL EQUIPMENT RENTAL $120,000 FRONT OF HOUSE $80,000 MARKETING $95,000 FUNDRAISING AND DEVELOPMENT $90,000 FEES FOR SERVICES AND OTHER OFFICE EXPENSES $70,000 TOTAL FIXED COSTS $1,040,000 VARIABLE COSTS PRESENTING $200,000 TICKET AND CREDIT CARD CHARGES $95,000 VARIABLE OCCUPANCY CHARGES $85,000 TOTAL VARIABLE COSTS $380,000 TOTAL COSTS $1,420,000 Source: Better City Research 242 Item b. Leesburg Economic Development Strategic Plan58 | APPENDICIES Variable Costs: Variable costs are those that fluctuate based on the size of the facility or the number of performances hosted: •Presenting Costs: Includes advance payments to performing groups that PAC hosts, along with associated expenses and royalty payments. Calculations are based on the cost per dollar of ticket revenues linked to house-presented shows at comparable venues. •Online ticketing fees and credit card charges. •Occupancy Charges: Maintenance, repair, janitorial services, and insurance. These charges are determined based on the occupancy charges per seat, considering national benchmark theaters and comparable facilities. B) Revenue Generation Performing Arts Centers rely on two primary sources of revenue: earned income and contributed income. Earned Income: Earned income encompasses revenue generated from various sources, including: •Subscription and Season Ticket Sales. •Individual Ticket Sales. •Facility Rental: Income generated from renting out the Center's facilities for external events and functions. •Concessions. •Other Fees: Miscellaneous fees associated with services or amenities offered by the Center. Contributed Income: Contributed income includes monetary or in-kind donations from various sources: •Government Subsidy: Financial support provided by government entities to sustain and enhance the Center's operations and cultural contributions. •Foundation Support: Grants and contributions from foundations and charitable organizations that align with the Center's mission and goals. •Donations: Contributions made by individuals, businesses, and community members who value the Center's cultural significance and wish to support its endeavors. Many performing arts centers derive a portion of their subsidies from revenues generated by transient lodging taxes. 243 Item b. Leesburg Economic Development Strategic Plan59 | APPENDICIES Exhibit 2: Revenue Structure of an Average Performing Arts Center in a US City with 50,000 Population (500 Seats) REVENUE ITEM AVERAGE DOLLAR VALUE PERFORMANCE ACTIVITY SEASON 10 months AVERAGE SHOWS PER MONTH 9 Annual Performances 90 Utilization 50% Average Ticket Price $35 EARNED INCOME TICKETS AND SUBSCRIPTIONS $787,500 NET REVENUES FROM CONCESSIONS $20,000 EVENTS $50,000 SERVICE FEES AND OTHER $25,000 TOTAL EARNED INCOME $882,500 CONTRIBUTED INCOME GOVERNMENT SUBSIDY, SPONSORSHIPS, DONATIONS $650,000 TOTAL CONTRIBUTED INCOME $650,000 TOTAL REVENUES $1,532,500 Source: Better City Research C) Operating Pro�t (Loss) All the Performing Arts Centers studied operate at an operating loss – dependent upon contributed income to be solvent. Performing Arts Centers are typically nonprofits and rely on public support to offset the costs of operating the performing arts center and to make it more affordable for patrons to attend events. In addition to government subsidies, PACs also receive contributions from private donors and corporations. These contributions can help to fund specific programs and initiatives, such as educational programs and outreach programs. Exhibit 3: Profit (Loss) Structure of an Average Performing Arts Center in a US City with 50,000 Population (500 Seats) CATEGORY AVERAGE DOLLAR VALUE TOTAL FIXED COSTS $1,040,000 TOTAL VARIABLE COSTS $380,000 TOTAL COSTS $1,420,000 TOTAL EARNED INCOME $882,500 TOTAL CONTRIBUTED INCOME $650,000 TOTAL REVENUE $1,532,500 OPERATING PROFIT (LOSS)$112,500 Source: Better City Research 244 Item b. Leesburg Economic Development Strategic Plan60 | APPENDICIES D) Comparable PAC Financial Performance The following exhibit presents the financial structure of performing arts centers in several counties similar to Loudoun County in terms of population and household income, including Prince William County, VA, Arlington County, VA, Howard County, MD, and Marin County, CA. Exhibit 4: Performing Arts Centers Financial Performance Comparison TOTAL REVENUE TOTAL EXPENSES PROFIT (LOSS) SUBSIDIES AS % OF REVENUE PRINCE WILLIAM COUNTY, VA 2022 $1,071,205 $1,044,894 $ 26,311 74.31% 2021 $473,776 $ 471,985 $1,791 78.15% 2019 $761,981 $760,769 $1,212 47% ARLINGTON COUNTY, VA 2022 $489,929 $673,242 $(183,313)53.56% 2021 $508,491 $468,821 $39,670 67.59% 2019 $582,541 $562,750 $19,791 45.56% HOWARD COUNTY, MD 2022 $673,242 $1,731,810 $(1,058,568)83% 2021 $468,821 $1,443,358 $(974,537)64% 2019 $562,750 $1,496,253 $(933,503)58% MARIN COUNTY, CA 2021 $1,300,000 $1,570,000 $(270,000)38% 2019 $1,690,000 $1,650,000 $40,000 22% 2018 $1,618,199 $1,550,185 $68,014 24% Source: Better City Research The comparison cohort of PACs rely on subsidies that average 60% of total revenue to cover expenses. 245 Item b. Leesburg Economic Development Strategic Plan61 | APPENDICIES Multi-Use Event Facility Multi-Use Event Facilities are designed to be versatile to accommodate a wide range of events, from exhibitions to meetings, parties, banquets, and more. A) Cost Structure Fixed Costs Fixed costs are expenses that remain relatively constant regardless of the level of activity or events hosted in the space. They represent the baseline operational expenses necessary to keep the event space functional. Fixed costs for a multi-use event facility typically include: •Salaries, wages, and benefits: They cover both full-time and part-time personnel expenses. Approximately six (6) dedicated full-time staff members would be required to efficiently operate a MUEF of the target scale. This team would include executive management, finance, sales & marketing, box office, event management, and building operations. Services like security, parking, landscaping, and others are typically outsourced. •Additional fixed costs include, non-payroll marketing expenses, front- of-house operations, fees for professional services such as legal and accounting, as well as general office expenses. Exhibit 5: Cost Structure of an Average Multi-Use Event Facility in a US City with 50,000 Population (500 Seats) CATEGORY AVERAGE DOLLAR VALUE FIXED COSTS WAGES AND BENEFITS $420,000 INSURANCE AND UTILITIES $85,000 MAINTANANCE AND REPAIRS $70,000 MARKETING & ADVERTISING $80,000 FUNDRAISING AND DEVELOPMENT $90,000 FEES FOR SERVICES AND OTHER OFFICE EXPENSES $50,000 TOTAL FIXED COSTS $795,000 VARIABLE COSTS (AVG. 144 EVENTS) TECHNICAL EQUIPMENT RENTAL $14,400 FOOD AND BEVERAGE COSTS $310,000 TICKET AND CREDIT CARD CHARGES $260,000 SECURITY COSTS $30,000 ADDITIONAL STAFFING COSTS $50,000 MARKETING AND ADVERTISING FOR SPECIFIC EVENTS $20,000 INSURANCE $35,000 TOTAL VARIABLE COSTS $719,400 TOTAL COSTS $1,514,400 Source: Better City Research 246 Item b. Leesburg Economic Development Strategic Plan62 | APPENDICIES Variable Costs Variable costs are expenditures that fluctuate based on the size of the event space or the number of events hosted: •Catering and Food: There might be in-house or an external vendor to manage the catering and food services the Space. •Security Services: This includes expenses related to event security, covering both personnel and security equipment needed to ensure the safety and security of guests and attendees during events. •Online ticketing and credit card charges. •Additional staff and marketing and insurance might be required for specific events. B) Revenue Generation The anticipated revenue from the proposed Multi-Use Event Facility encompasses various sources, including rental income, concessions, catering, ticket rebates, advertising and sponsorship, and facility fees: •Rental Income: This income source is typically determined as a percentage of gross ticket sales or a flat rental fee, whichever is higher. Rental rates may vary depending on the event type and the portion of the facility used (e.g., full-house, half-house). Exhibit 6: Revenue Structure of an Average Multi-Use Event Facility in a US City with 50,000 Population (500 Seats) REVENUE ITEM AVERAGE DOLLAR VALUE PERFORMANCE ACTIVITY SEASON 12 months AVERAGE SHOWS PER MONTH 12 Annual Performances 144 Utilization 70% Average Ticket Price $35.00 EARNED INCOME RENTAL INCOME $57,600 CATERING $120,800 MERCHANDISE $20,000 TICKET REBATES AND SUBSCRIPTIONS $1,760,000 NET REVENUES FROM CONCESSIONS $40,000 SERVICE FEES AND OTHER $35,000 TOTAL EARNED INCOME $ 2,033,400 CONTRIBUTED INCOME GOVERNMENT SUBSIDY, SPONSORSHIPS, DONATIONS - TOTAL CONTRIBUTED INCOME - TOTAL REVENUE $ 2,033,400 Source: Better City Research 247 Item b. Leesburg Economic Development Strategic Plan63 | APPENDICIES •Concessions. •Ticket Rebates: Multi-Use Event Facilities often employ third-party ticketing services like Ticketmaster, which charge convenience fees on ticket sales. A share of these fees is typically returned to the venue. •Facility Fees: To ensure financial stability and meet potential lender requirements, a capital reserve is established. This reserve funds capital maintenance and major projects at the Event Center. Following industry standards, the reserve should receive an annual allocation equal to 0.5 percent of the venue's project cost, adjusted annually for changes in the consumer price index. C) Operating Pro�t (Loss) Multi-use event facilities can survive without public support by diversifying their revenue streams and reducing their costs. Since multi-use event spaces can host a variety of events, including concerts, plays, corporate events, and weddings, this allows them to appeal to a wider audience and generate more revenue and have higher utilization than single- use facilities. They can rent their space to other organizations for events. This can be a significant source of revenue, especially if the space is located in a desirable location. Exhibit 7: Profit (Loss) Structure of an Average Multi-Use Event Facility in a US City with 50,000 Population (500 Seats) CATEGORY AVERAGE DOLLAR VALUE TOTAL FIXED COSTS $795,000 TOTAL VARIABLE COSTS $719,400 TOTAL COSTS $1,514,400 TOTAL EARNED INCOME $2,033,400 TOTAL CONTRIBUTED INCOME - TOTAL REVENUE $2,033,400 OPERATING PROFIT (LOSS)$519,000 Source: Better City Research Selling food and beverages to attendees at events can be a profitable business, especially if the space has a full-service kitchen and bar. Moreover, multi-use event spaces can partner with other businesses in the community, such as hotels, restaurants, and transportation companies. This can help them to attract customers and generate revenue. 248 Item b. Leesburg Economic Development Strategic Plan64 | APPENDICIES D) Comparable MUEF Financial Performance Exhibit 8: Multi-Use Event Facility Financial Performance Comparison NAME ADDRESS DISTANCE FROM LEESBURG CAPACITY REVENUE Lansdowne Resort 44050 Woodridge Pkwy, Leesburg, VA 20176 Leesburg 1000 N/ A Droumavalla Farm 14980 Limestone School Rd, Leesburg, VA 20176 Leesburg 1100 N/ A Hyatt Regency Dulles 2300 Dulles Corner Blvd, Herndon, VA 20171 Herndon (15mi)700 $2,600,000 Hilton Washington Dulles Airport 13869 Park Center Rd, Herndon, VA 20171 Herndon (16mi)500 N/ A Creek’s Edge Winery 41255 Annas Ln, Lovettsville, VA 20180 Lovettsville (7.8mi)500 <$5,000,000 Dulles Golf Center & Sports Park 21593 Jesse Ct, Sterling, VA 20166 Sterling VA (11mi)1,500 <$5,000,000 Falls Church Marriott Fairview Parkway 3111 Fairview Park Dr, Falls Church, VA 22042 Falls Church, VA (27mi) 1,400 N/ A William F. Bolger Center 9600 Newbridge Dr, Potomac, MD 20854 Potomac, MD (23mi)500 $10,800,000 Jordan Springs Estate & Gardens 1160 Jordan Springs Rd, Stephenson, VA 22656 Stephenso n, VA (28mi) 750 N/ A Source: Better City Research These figures indicate revenues for multi-use event facilities around Leesburg from 2022. Multi-use event facilities are often privately owned and operated. Therefore, they are not required to disclose their financial information to the public. 249 Item b. Leesburg Economic Development Strategic Plan65 | APPENDICIES 2. Economic Impact: Performing arts centers and multi-use event facilities can both bring visitors, contribute GDP and tax base, culturally enrich their towns, and create educational opportunities. There are material differences in the visitation, economic and tax impact of the two types of venues as highlighted below: Visitation PERFORMING ARTS CENTER MULTI USE-EVENT FACILITY •Focus on cultural and artistic performances, such as theater, ballet, opera, and symphony concerts. •Visitor demographics limited to arts-oriented audience. •Visitors come for specific performances and are largely local and provide little additional economic impact. •Versatile venues capable of hosting a wide range of events, including concerts, trade shows, weddings, banquets, meetings and community gatherings. •Attracts a diverse audience due to the varied event offerings. •Many events draw regional visitors resulting in hotel stays, increased foot traffic to adjacent businesses and tourism. GDP Contribution PERFORMING ARTS CENTER MULTI USE-EVENT FACILITY •Revenue streams primarily derived from ticket sales, memberships, and contributions. •Employment multiplier: security. •GDP multiplier: Fast food / deserts, minor retail impact •The preponderance of attendees would be local. •Half-day visit economic impact: o Average spending of $40 per visitor •Revenue generated from events, ticket sales, concessions, and merchandising. •Employment multiplier: event management, catering, security, and hospitality sectors. •GDP multiplier: hospitality, restaurants, retail, tourism, event management, catering. •Mix of local and out-of-town visitors. •Half-day visit economic impact: o Average spending of $50 per visitor •Full-day visit: o Average of $215 for out of town per visitor 250 Item b. Leesburg Economic Development Strategic Plan66 | APPENDICIES Local Tax Revenue PERFORMING ARTS CENTER MULTI USE-EVENT FACILITY •Sales tax: concessions, and merchandise. •Property tax: None (assuming public ownership). •Sales Tax: Concessions, catering and merchandise. •Property Tax: $17,740 (assuming $10M assessment). •Hotel Tax: Increased hotel nights from events drives higher hotel occupancy and transient room taxes. Cultural Contribution PERFORMING ARTS CENTER MULTI USE-EVENT FACILITY •Dedicated to preserving and promoting the fine arts and cultural heritage. •Support and showcase performing arts disciplines like theater, dance, and classical music, preserving cultural traditions. •Collaborate with local artists and educational institutions, fostering cultural growth and creativity. •Provide a platform for community gatherings, local talent showcases, and cultural festivals. •Can enhance cultural inclusivity by hosting events representing different cultures and traditions. Educational Opportunities PERFORMING ARTS CENTER MULTI USE-EVENT FACILITY •Provide a platform for arts education programs, including workshops, classes, and performances. •Can host school performances and matinees. •Can collaborate with local schools and colleges, creating opportunities for students to engage with professional artists. •Students interested in event management, hospitality, and marketing can gain practical experience through internships. •Can host educational workshops and seminars. •Local schools and colleges can use these spaces for graduations, and cultural programs. 251 Item b. Leesburg Economic Development Strategic Plan67 | APPENDICIES 3. Construction Financing: Performing Arts Centers are typically public facilities whose construction is typically funded by local government entities and or non-profits with support of grants from the state and federal government, foundations, and local benefactors. Multi-Use Event Facilities are typically owned by private entities – most often attached to a hospitality property. The revenue from room nights, catering and food and beverage help subsidize the operating costs of the facility. In smaller communities, local governments, recognizing the employment and GDP multiplier impacts of MUEFs and the boost they provide to local tourism often help defray the cost of construction through participating in the cost of providing infrastructure and utilities, payment in lieu of tax arrangements or tax increment financing. 252 Item b. Leesburg Economic Development Strategic Plan68 | APPENDICIES Quotes on key themes from community input are provided below. City Bureaucracy Approximately 40% of stakeholders said doing business in Leesburg was very difficult, especially for construction related projects. ● “Heavy bureaucracy. Second to none in [our] market (all Northern Virginia and Maryland). Leesburg has been known to be a difficult place. That has kept development groups outside of Leesburg.” ● “There are issues with re-development and re-zoning. Leesburg is by far the most difficult. Twice the time to get permission in Leesburg and 40% more expensive on requirements and delays.” ● “Their architectural review process is very strict, with a lot of layers… then there is the zoning process. Then the Gateway District has its own guidelines. Plus, there is the board of architectural review.” ● “Developers feel that their process is onerous. It is a culture thing: planning staff their whole job is to meet the regulations. When the regulation is fuzzy or the project doesn’t fit into the rules then the knee- jerk reaction is no.” ● The Town is a difficult place to do business in from an approval standpoint...not many projects get approved, because the approval process...and takes a lot of time and money.” ● “There are so many hands in the pot, that the sources and individuals you have to go through—they should streamline to benefit the developers.” Low Pay and Livable Wage Approximately 50% of stakeholders reported it was hard to work a job in Leesburg and make a livable wage. Many people noted that many hourly jobs do not pay enough to support the cost of living. This leaves the poor and minority communities disadvantaged. Many people telework or commute to work out of the city. They want to attract more businesses and jobs to the Town. ● “Living wage is $24/hr in Leesburg/Loudoun. There are not many jobs that pay that.” ● “Latino communities lack of visibility in the region...Everyone is living under the 30% AMI. In most apartments, more than one family share the apartment.” ● “A burger [needs] to cost $28 to pay a decent pay to these people. Can’t pass on a 40% increase to prices. Community believes minimum wage Appendix E: Community Input 253 Item b. Leesburg Economic Development Strategic Plan69 | APPENDICIES is not enough. Young kids in Leesburg aspire for more.” ● “Some of the policemen, teachers, etc. can’t afford to live in Loudoun County.” ● “People who commute to work in Leesburg make more than they could working where they live...it is hard to keep pace with salary requirements, and paying people enough for them to live there is a challenge.” ● “You can walk through downtown Leesburg and not find a franchise. That means that the small businesses cannot afford to pay the salaries that the franchise restaurants can pay.” ● “[Main Street] businesses often struggle, hiring and workforce housing are major challenges...most people who work in services don’t live in the County.” Hotel / Convention Space Approximately 40% of stakeholders said there is a major need for a hotel/events space. A a few were against it due to the perception that it will take up parking space. ● “Our hotels are aged with no space for weddings and events.” ● “Hotels are needed in the Town. The new housing development and businesses moving there are driving that demand.” ● “The current hotel and convention center is a dilapidated and eyesore. There has been no employment or tax benefits to the Town in over 10 years.” ● “...what we don’t have is a place for people who want to stay. We need a hotel in downtown Leesburg.” ● “There is no hotel in downtown Leesburg currently, they are on the fringes of Town.” Lack of Parking Approximately 30% of stakeholders noted the need for more parking areas in the Town. ● “Parking is a problem.” ● “[We get] parking complaints all the time.” ● “Parking is always a challenge downtown. [People must] park one or two blocks away to do things.” ● “Parking is the hot topic, it’s what I get the most complaints about. My idea is to add another garage.” Affordable Housing Approximately 25% of stakeholders said affordable housing is a major issue for Leesburg. ● “Rent is ~$2,000/month on average...rents are going up...affordable housing is a big issue.” ● “[I am] trying to work on affordable housing, it is a big need but has challenges.” ● “Need a mix of everything—from light industrial to the downtown retail and housing core.” ● “[I] live 30 miles away...people are commuting for even 2 hours. Property is much cheaper. Housing prices are the key difference.” 254 Item b. Leesburg Economic Development Strategic Plan70 | APPENDICIES Lack of Of�ce Space Approximately 25% of stakeholders said lack of office space is a major issue for business attraction. ● “Lack of class-A office space in Leesburg and Loudoun...Office demand in local government (Loudoun and Leesburg).” ● “Biggest threat to quality of life: too dense of a community. Think exclusively about having enough commercial [space].” ● “Economic problem: the actual physical space is small square footage. ● “[Businesses] cannot grow, they will move out if they need to expand...no warehouse for industry, no basements...stores are succeeding without the space that other businesses use to thrive.” ● “I am concerned about having a ratio of residential to commercial. I think the public [underestimates] value of the commercial development to support a balanced tax base.” ● “Getting space in the Town is tricky for physically oriented businesses.” 255 Item b. COUNCIL ACTIONS CALENDAR Tentative/Subject to Change MeetingDate MeetingType Name SubmittedBy 10/19/2023 Town Council Work Session DISCUSSION: Zoning Ordinance Rewrite - Code Audit and Annotated Outline Arnett, Betsy 10/23/2023 Town Council Work Session CLOSED SESSION: Legal Matters Spera, Christopher DISCUSSION: Liberty Lot Access from South Street (P)Southerland, Danielle DISCUSSION: Liberty Street Parking Lot - Consideration of Remediation Study with Associated Costs (P)Belote, Tara DISCUSSION: State of the Utility (Water and Wastewater) (Include Current Drought Conditions)Wyks, Amy INFORMATION MEMO: Monthly Board and Commission Report - Activity and Attendance Smith, Ann INFORMATION MEMO: Visit Loudoun Monthly Report Seymour, Russell INFORMATION MEMO: Traffic signal at Battlefield Parkway and Fieldstone Drive NE (P)Southerland, Danielle 10/24/2023 Town Council Meeting CONSENT: Appointment to the Airport Commission (Vice Mayor Steinberg)(NP)Boeing, Eileen CONSENT: Appointment to the Thomas Balch Library Commission (Council) (NP) - Tentative (Sept 18)Boeing, Eileen CONSENT: Authorizing Encroachment Agreement for Deck Installation: 734 Hunton Place Smith, Carmen CONSENT: Fiscal Year 2024 Snow and Ice Removal Services Contract Award Kohr, Chris CONSENT: Virginia Highway Safety Improvement Program (VHSIP) Application Endorsements (NP)Southerland, Danielle PROCLAMATION: Domestic Violence Awareness Month Boeing, Eileen RESOLUTION: Adoption of Economic Development Strategic Plan (P)Turney, Elaine RESOLUTION: Supplemental Appropriations for the Compass Creek Annexation and Projet Aviation, LLC Matter Spera, Christopher RESOLUTION: Fee Waiver - Downtown Trick or Treating Event Trask, Kate 11/13/2023 Town Council Work Session DISCUSSION: Chief of Police 100 Day Report (P)Pirnat, Thea DISCUSSION: Downtown Parking Strategies Follow Up Markel, Keith DISCUSSION: Speed Camera in School Zone (P)Pirnat, Thea DISCUSSION: VDOT S. King Street/Bypass Interchange (with Crash Data)(P)Southerland, Danielle INFORMATION MEMO: P&R Annual Report Eagle, Tabitha INFORMATION MEMO: Quarterly Progress Report on Council Retreat Workplan Items Dentler, Kaj INFORMATION MEMO: Visit Loudoun Monthly Report Turney, Elaine 10/18/20232:55 PM 256 Item a. COUNCIL ACTIONS CALENDAR Tentative/Subject to Change MeetingDate MeetingType Name SubmittedBy 11/14/2023 Town Council Meeting CONSENT: Appointment to the Commission on Public Art (Council Member Cummings)(NP)(Dec. 16)-Tentative Boeing, Eileen CONSENT: Evergreen Mill Road Widening Design Change Order (NP)Southerland, Danielle CONSENT: Land Acquisition Authorization for Evergreen Mill Road (NP)Southerland, Danielle CONSENT: Staff Augmentation Contract (NP)Wyks, Amy CONSENT: Veterans Park - Tree Clearing Construction Contract Award (NP)Southerland, Danielle PUBLIC HEARING: I-1 Zoning Text Amendment Watkins, Michael PUBLIC HEARING: Morven Park Road Sidewalk Project Condemnation Southerland, Danielle PUBLIC HEARING: Utility Rates Wyks, Amy RESOLUTION: 2024 ArtsPARKs Sculptures at Raflo Park Kosin, Leah RESOLUTION: 2024 Town Calendar Kosin, Leah RESOLUTION: Council Recommendation to Circuit Court - BZA Appointment Harlow, Evan RESOLUTION: Plaza Street Pedestrian Improvements - Design Endorsement (P)Southerland, Danielle RESOLUTION: Town Council Meeting Schedule for Calendar Year 2024 Boeing, Eileen RESOLUTION: Village Pump Station Sanitary Sewer Pro-Rata (P)Wyks, Amy 11/27/2023 Town Council Work Session DISCUSSION: Potential Changes to BAR Membership (P)Spera, Christopher DISCUSSION: Remote Electronic Participation Policy (P)Spera, Christopher INFORMATION MEMO: Monthly Board and Commission Report - Activity and Attendance Smith, Ann INFORMATION MEMO: Quarterly Budget and Capital Improvements Program Update Keesecker, Tamara INFORMATION MEMO: QUARTERLY PARKING UPDATE Weaver, Liz 11/28/2023 Town Council Meeting CONSENT: Contract Award CCTV Miscellaneous Storm Drainage Improvements Southerland, Danielle CONSENT: Town Branch Stream Channel Improvements Design Change Order (NP)Southerland, Danielle CONSENT: Water Plant Hypo Tank and Feed System Replacement (NP)Wyks, Amy CONSENT: Water Treatment Plant Roof-Top HVAC Unit Replacement (NP)Wyks, Amy ORDINANCE: Utility Rates and Town Code Amendments Wyks, Amy PUBLIC HEARING: Petco Veterinary Hospital Parker, Scott RESOLUTION: Amendment to Microsoft Service Agreement (P)Wyks, Amy 10/18/20232:55 PM 257 Item a. COUNCIL ACTIONS CALENDAR Tentative/Subject to Change MeetingDate MeetingType Name SubmittedBy 12/11/2023 Town Council Work Session DISCUSSION: Battlefield Parkway and Route 15 Bypass Interchange Access Report Endorsement (P)Southerland, Danielle DISCUSSION: Evaluate the Establishment of a Business Assistance Team Harlow, Evan DISCUSSION: Main Street – Quarterly Update (P)Turney, Elaine DISCUSSION: Traffic Concerns on Fort View Boulevard (Leegate/Tuscarora Village)Chandrapu, Niraja INFORMATION MEMO: 2023 Economic Development Commission Annual Report Turney, Elaine INFORMATION MEMO: Monthly Board and Commission Report - Activity and Attendance Smith, Ann INFORMATION MEMO: 2023 Diversity Commission Annual Report Rodriguez, Kara INFORMATION MEMO: Visit Loudoun Monthly Report Turney, Elaine 12/12/2023 Town Council Meeting CONSENT: Water Treatment Plant Electrical Upgrades (NP)Wyks, Amy RESOLUTION: Amending the Contract for the DCSM/SDLR Rewrite Arnett, Betsy RESOLUTION: Amending 2023 Town Holiday Schedule Belote, Tara RESOLUTION: Battlefield Parkway and Route 15 Bypass Interchange Access Report Endorsement (P)Southerland, Danielle RESOLUTION: Renewal of Private Property Mural Program (P)Kosin, Leah 10/18/20232:55 PM 258 Item a. COUNCIL ACTIONS CALENDAR Tentative/Subject to Change MeetingDate MeetingType Name SubmittedBy 01/22/2024 Town Council Work Session Capital Intensity Factor Project Update Arnett, Betsy DISCUSSION: Noise Ordinance Amendments (P) TENTATIVE Smith, Carmen PRESENTATION: Financial Advisor Presentation Case, Clark 02/12/2024 Town Council Work Session DISCUSSION: Zoning Ordinance Rewrite (P) (ONLY ITEM FOR DISCUSSION DURING WORK SESSION)David, James 02/13/2024 Town Council Meeting PRESENTATION: Town Manager Fiscal Year 2025 Proposed Budget Dentler, Kaj RESOLUTION: Fiscal Year 2025 Budget Review and Adoption Schedule (P)Fazenbaker, Cole 02/26/2024 Town Council Work Session DISCUSSION: Budget Work Session (1 of 3): Key Enhancements and Capital Projects (P)Fazenbaker, Cole INFORMATION MEMO: Quarterly Budget and Capital Improvements Program Update Keesecker, Tamara INFORMATION MEMO: QUARTERLY PARKING UPDATE Weaver, Liz 02/27/2024 Town Council Meeting PUBLIC HEARING: 2023 Personal Property Tax Rate (P)Fazenbaker, Cole 03/11/2024 Town Council Work Session DISCUSSION: Budget Work Session (2 of 3): Utilities, Boards & Commission, Initial Mark-up Session (P)Fazenbaker, Cole 03/12/2024 Town Council Meeting PUBLIC HEARING: Fiscal Year 2025 Budget Public Hearing (P)Fazenbaker, Cole 03/25/2024 Town Council Work Session DISCUSSION: Budget Work Session (3 of 3): Final Mark-up Session (P)Fazenbaker, Cole 03/26/2024 Town Council Meeting ORDINANCE: Fiscal Year 2025 Budget Adoption (NP)Fazenbaker, Cole PUBLIC HEARING: 2024 Tax Rate and Fees Ordinance (P)Fazenbaker, Cole RESOLUTION: Fiscal Year 2025-2030 Capital Improvements Program Adoption (NP)Fazenbaker, Cole 04/23/2024 Town Council Meeting PUBLIC HEARING: Capital Intensity Factors (P)Arnett, Betsy 10/18/20232:59 PM 259 Item a.