3 Year Strategic Plan (2020-2022)

2020-2022 Strategic Plan

We are so pleased to share our 2020 – 2022 strategic plan with you.

This plan kicks off our 22nd year of catalyzing progress in Downtown Lynchburg, and through this work, we look ahead to even more impact in the coming years. Throughout the history of our organization, Downtown Lynchburg has changed immensely.

What was once a desolate landscape is now a burgeoning urban hub.

The district has become an attraction – a destination for those seeking great food, a fantastic cultural experience, or a unique overnight stay. At the same time, we have seen the downtown residential population explode, with more and more people adopting the urban living lifestyle. These changes did not happen without effort. Downtown Lynchburg Association has been a crucial player in this story, bringing thousands of visitors to cultural events, beautifying the landscape, promoting and supporting Downtown’s businesses, and tirelessly advocating for the continued investment in downtown improvement. We have worked alongside the City to reinvigorate the district, and we are proud of what has been achieved, but our work is far from over.

Although we have momentum on our side, we are facing challenges that could hinder our progress. Major road construction for the foreseeable future along with changing trends in retail shopping habits could pose significant threats to our growth. And even though perceptions of Downtown have shifted in a more positive direction, concerns about parking and accessibility remain. These are just a few of the reasons that it is more important than ever to increase our efforts and move things forward.

Why is our work so important? A fully revitalized downtown is an essential element of a strong and successful city. It forms our community identity, is home to arts and culture, and is the center of commerce for our entire region. Most importantly, it’s an economic driver.

As more and more young people are choosing where to call home based on the vibrancy of the city itself, creating a strong and exciting downtown will position us to compete with other mid-size cities for new businesses and top talent. In 2018, the City of Lynchburg passed the Downtown 2040 plan, which outlines the city’s vision for downtown over the next 20 years.

As a primary implementation partner for Downtown 2040, Downtown Lynchburg Association will work to move us closer to that vision, through the projects and programs you will see in this plan. We will need support to make this happen, and we hope you will join us in the effort to make a better downtown for the benefit of our entire region.

Sincerely, Brandon Farmer PRESIDENT, Downtown Lynchburg Association Board of Directors

PRESIDENT Brandon Farmer, Bank of The James VICE PRESIDENT Dorie Smiley, Academy Center of the Arts SECRETARY Victoria Bartholomew, Flint Property Group TREASURER Sandy Lawrence, Innovative Wireless Technologies PAST PRESIDENT Larry Jackson, Appalachian Power Company CITY LIAISON Reid Wodicka, City of Lynchburg David Cook, VA Department of Transportation Victoria Glasgow, City of Lynchburg Billy Hansen, Hansen Realty Dave Henderson, The Water Dog, The Glass House Brandon Jones, Pacific Life Todd Leap, Bailey Grey David Midkiff, Stifel Don Pendleton, Consensus Real Estate Court Shipman, Gentry Locke Attorneys Jennifer Slightham, 434 Marketing Ashley Rae Vaughan, Wells Fargo

We strive to create a strong, vibrant, and welcoming downtown with a unique and historic character.

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Passion for a vibrant and unique downtown Dedication to inclusivity Enthusiasm for historic preservation Integrity in all we do Foster collaboration and a strong downtown community

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Downtown Lynchburg Association, a 501(c)(3) non-profit organization, has been working as the champion for downtown revitalization for 22 years. Throughout our history, the organization has been a catalyst for positive growth. Alongside the City of Lynchburg, as well as other community partners, we have been executing projects and programs that have moved Downtown forward. But in 2017, the organization (then called Lynch’s Landing) found itself at an important juncture. After three years of staff and board turnover, and large periods of time with no staff at all, Lynch’s Landing was struggling to find its footing. Strategic direction among the board was unclear, and the organization was under threat of dissolution. During that difficult period, organizational impact declined, as did its relationships and reputation.

To address these issues, the board of directors led an effort to restore the organization and begin accelerating the process of Downtown growth. A new executive director was hired and the current board of directors allowed for large-scale organizational change. Lynch’s Landing was rebranded as Downtown Lynchburg Association, a name that more clearly articulated the organization’s mission. The new DLA then worked alongside stakeholders to develop and execute annual plans of work that addressed the needs of a changing downtown environment. At the same time, DLA worked to strengthen the organizational foundation – diversifying funding sources, attracting and retaining a talented staff, and building a supportive and powerful board of directors.

Today, Downtown Lynchburg Association finds itself at another key pivot point. The success of recent years has positioned DLA to have an even stronger, and more direct impact on the progress of Downtown. The team is poised and ready to accelerate positive growth and economic development and we are the right organization to do it. This 3-year plan outlines the work that we believe will help to move Downtown Lynchburg toward the ultimate vision of complete revitalization. It also discusses the organizational goals that must be acheived in order for us to do the work. As our organization grows and strengthens, so too will Downtown.

The creation of the DLA 2020-2022 strategic plan took place over an 18-month process led by a DLA board committee. The committee began the process with a few simple questions: What is the long-term vision for Downtown?

What is the gap between where we are now and where we want to be?

What are some achievable goals we can set for the next three years in the service of that long-term vision?

What is the work that DLA can do to achieve those three-year goals?

Over this year and a half, the committee sought to answer these questions by following a strategic and thorough process that included stakeholder input, existing plan reviews, and best practice research.

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STAKEHOLDER INPUT Downtown 2040 Input Data – 900+ surveys from citizens across the city, focus groups DLA focus groups – Retail and restaurant owners, arts and culture organizations, property owners and developers, citywide major employers DLA survey – 350 downtown stakeholders

BEST PRACTICES RESEARCH Phone calls/visits with eight comparative model cities Industry research through International Downtown Association and Project for Public Spaces

KEY TAKEAWAYS Working with a wealth of input and data allowed DLA to challenge our own assumptions about Downtown Lynchburg and what was needed to move it forward. We found that what local stakeholders wanted to see happen in their city aligned very well with the research we conducted on model cities.

Below are some of the key takeaways from our research: Downtown Lynchburg needs more things for people to do. While our restaurant scene is growing, we are still lacking the variety of amenities that provide a full visitor experience. We need more retail options, entertainment, attractions, and activities for our downtown to be a true all-day destination.

In order for businesses to succeed in Downtown, more foot traffic is needed. The ecosystem is not yet self-sustaining.

Although perceptions of Downtown have shifted in a positive direction in the past few years, some negative perceptions surrounding parking availability, construction, and overall accessability still linger, and pose a threat to business success.

Overall beautification is highly desired.

Downtown stakeholders and citizens from all over the city want to see more investment in large public infrastructure projects in Downtown.

OUTCOMES The research phase of the project yielded some insights that helped us to determine how Downtown Lynchburg Association can be instrumental in moving the needle on downtown revitalization in a targeted and strategic way. Not only do we believe that this is the right work to be done at this time, but that we are the best organization to do it. The following key strategic goals will guide our work for the next three years.

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Foster a thriving and diverse storefront economy that supports Downtown Lynchburg’s business community, excites visitors, and meets the needs of residents OBJECTIVE 1: Collaborate with stakeholders to identify an ideal storefront mix that includes a variety of retail, dining, and entertainment businesses.

Then, recruit/attract 10 prioritized businesses over the next 3 years.

In collaboration with the Office of Economic Development and Tourism, engage a consulting firm to conduct a market study and provide ideal market mix recommendations Provide study results to potential developers, business owners, and property owners to help guide their efforts Based on market mix recommendations, establish top priority business targets, and identify business targets in other area communities for potential expansion to Lynchburg

OBJECTIVE 2: Collaborate with stakeholders to retain existing businesses and increase storefront occupancy by 10% over the next 3 years Encourage downtown visitation through positive branding and marketing efforts targeted at local and regional residents Support existing business and property owners through communication efforts to keep them informed and connected Position Downtown Lynchburg as a great place to do business through data-driven targeted marketing campaigns Work with the City of Lynchburg Office of Economic Development and Tourism to provide more streamlined processes and information for potential new business owners Work with the City of Lynchburg Office of Community Development to develop policies and incentives to reduce vacant storefronts

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Cultivate a lively and engaging downtown atmosphere that identifies Downtown Lynchburg as a destination for locals and tourists alike OBJECTIVE 1: Create a Downtown event vision and action plan in cooperation with the City that identifies at least 5 ideal ongoing/periodic events for Downtown and producing partners to execute each event Conduct situation analysis on events in Downtown Lynchburg and provide recommendations to City for improvement Advocate for the creation of a City of Lynchburg event attraction/incentive plan for downtown

OBJECTIVE 2: Produce a diverse program of DLA events that attract visitors to Downtown and engage downtown businesses Re-imagine and produce Get Downtown Continue the production of Tree Lighting at the Craddock Terry event Plan a series of smaller activation events

OBJECTIVE 3: Work with downtown businesses to increase the number of events they offer Educate downtown businesses on the merits of events and activities Provide enhanced marketing for business events and activities Partner with tour transportation company to establish downtown tour opportunities

OBJECTIVE 4: Plan and execute placemaking initiatives through the development of activity-focused public space improvements that will increase usage of those spaces over 3 years Create targeted initiatives for Riverfront Park and Bluffwalk that drive visitors to those public attractions Create a series of small-scale activation events that provide more consistent activity in public spaces

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Create a truly welcoming environment that enhances the experience of Downtown Lynchburg’s visitors and residents OBJECTIVE 1: Improve the overall aesthetic of the downtown district so that visitors and residents enjoy a clean, attractive environment downtown Partner with the City to develop a 3-year beautification plan with prioritized projects – banners, planters, signage, gateway improvements, etc.

Encourage property owners to beautify their storefronts through regular recognition and direct communication Continue the Bluffwalk Lights program and expand seasonal decorations Continue the Adopt-a-Block Program

OBJECTIVE 2: Address accessibility challenges such as downtown’s hills, construction, and parking so that visitors feel that they can navigate Downtown comfortably Increase DLA communication and marketing around visitor issues that cause concern – parking, construction, and safety Actively engage in the planning and implementation of a comprehensive 3-year parking plan that balances the needs of all downtown users, and that is welcoming, easy-to-use, and easy to understand Advocate for transportation and accessibility expansion Advocate for a comprehensive solution that addresses current trash and refuse challenges in downtown

OBJECTIVE 3: Advocate for the continued investment in downtown improvement projects Act as champion for the implementation of the Downtown 2040 Master Plan with continued communication and collaboration Develop recommendations for public improvement projects that should be prioritized, and provide those recommendations to the City of Lynchburg as guidance Work with the City of Lynchburg to conduct feasibility studies on prioritized projects Assist the City of Lynchburg with the identification of private funding to support prioritized projects

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Increase DLA’s organizational effectiveness and ability to deliver on its mission now and in the future

OBJECTIVE 1: Create an organizational culture that attracts and retains the best available talent to meet DLA’s goals Create performance development plans for each employee and conduct annual reviews Offer professional development opportunities for each employee Develop salary adjustment goals and processes Develop staff, board, and volunteer recognition programs Create a Board Development Committee (which will incorporate the Nominating Committee) whose responsibility it is to cultivate, recruit, and support active board members with the skills and passion needed to drive the organization’s mission

OBJECTIVE 2: Cultivate a healthy, supportive relationship with the City that creates the conditions for increasing investment from the City in DLA’s work over time Communicate with City leadership and City Council regularly, including quarterly and annual reports outlining DLA efforts Actively engage in the planning and implementation of a comprehensive 3year parking plan that balances the needs of all downtown users, and that is welcoming, easy-to-use, and easy to understand Develop and maintain strong relationships with each member of City Council, meeting with each of them individually at least once a year Collaborate with City departments on programs, projects, and activities related to downtown Provide counsel and assistance to City staff on issues related to downtown Conduct feasibility study for boundary expansion to increase organizational impact

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OBJECTIVE 3: Increase financial support for DLA’s mission from individuals (30%) and businesses (40%) through targeted fundraising over the next 3 years Increase organizational visibility through marketing and direct outreach Cultivate major individual donors Establish culture of regular corporate giving Increase event sponsorship Cultivate current donor relationships with regular engagement Engage the DLA Board in donor cultivation and stewardship

OBJECTIVE 4: Develop new sustainable funding mechanisms Conduct a feasibility study on the potential for a special tax district that would generate annual funds for downtown improvement efforts Develop proposal for $50,000 annual contract with the City of Lynchburg for economic development and placemaking activities

OBJECTIVE 5: Develop a set of organizational policies that support DLA’s long-term sustainability Enhance DLA Board by developing a stated policy focused on cultivation of Board leadership and encouraging diversity and inclusion at the Board level Establish a financial policy regarding targeted operational funds balance and endowment spending

EXECUTIVE DIRECTOR

@DOWNTOWNLYNCHBURG /DOWNTOWNLYNCHBURG

ashley@downtownlynchburg.com

WWW.DOWNTOWNLYNCHBURG.COM

(434) 485-7251

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