3 4 WORK PLAN - Downtown Roanoke · perform a SWOT analysis for growing office space occupancy. ......

2013‐2014 WORK PLAN

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CONTENTS

Overview ...................................................................................................................................................... 3

Mission/Preamble .................................................................................................................................... 3

Strategic Direction .................................................................................................................................... 3

Funding ..................................................................................................................................................... 4

Partners .................................................................................................................................................... 4

2013‐2014 Strategies and Actions ............................................................................................................... 5

“Downtown shall be the preferred location for business” ....................................................................... 5

“Public Space shall be Attractive and Functional” .................................................................................... 6

“Downtown shall be readily accessible” ................................................................................................... 7

“Downtown shall be clean and safe” ........................................................................................................ 8

“Downtown shall be the primary location for cultural attractions, entertainment, festivals, shopping and dining” ................................................................................................................................ 9

“Downtown shall be the center of government” ................................................................................... 11

“Downtown shall be a great place to live” ............................................................................................. 12

“The history and vitality of the Farmers Market shall be preserved and enhanced” ............................. 12

“Downtown shall improve with Quality Real Estate Development” ...................................................... 14

Resource Requirements ............................................................................................................................. 16

Staff Responsibilities .............................................................................................................................. 16

DRI Organizational Chart ........................................................................................................................ 18

FY 2014 DRI Budget .................................................................................................................................... 19

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OVERVIEW

MISSION/PREAMBLE

Stemming from the belief that an economically strong, vibrant, clean and safe downtown is essential for the health of the entire Roanoke Valley and its surrounding region, THE MISSION OF DOWNTOWN ROANOKE, INC. (DRI) IS TO MAKE DOWNTOWN ROANOKE THE PREFERRED PLACE TO WORK, LIVE AND PLAY.

The City of Roanoke collects a special district assessment from Downtown property owners within the downtown service district in order to provide services not being offered uniformly throughout the entire city. These supplemental services include, but are not limited to, economic development and events/promotional activities intended to foster business retention, business recruitment, and developer recruitment as well as to promote sound management and community relations in the downtown area.

DRI receives the majority of its funding from contracts with the City of Roanoke which makes DRI the primary provider of the supplemental services and event management.

STRATEGIC DIRECTION

As a responsible steward of the public trust and in keeping with our mission, DRI commits itself as an advocate for the following:

• Downtown shall be the preferred location for business.

• Public space shall be attractive and functional.

• Downtown shall be readily accessible.

• Downtown shall be clean and safe.

• Downtown shall be the primary location for cultural attractions, entertainment, festivals, shopping, and dining.

• Downtown shall be the center of government.

• Downtown shall be a great place to live.

• The history and vitality of the Farmers Market shall be preserved and enhanced.

• Downtown Roanoke shall improve with quality real estate development

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FUNDING

DRI has five main funding sources to support its initiatives. First, as the management entity for the Downtown Special Assessment District, DRI receives funding from assessments paid by Downtown property owners. Under its contract with the City of Roanoke, DRI provides services not being offered uniformly throughout the entire city. Second, as a membership organization, it receives dues from voluntary members throughout the community who want to invest in the future of Downtown. Third, DRI generates revenue through earnings from advertising, fees and sponsorships. Fourth, as the managing entity of the Historic Roanoke City Market, DRI collects rent from individual vendor contracts which are used exclusively for the management and promotion of the Market itself. Finally, DRI generates revenue through earnings from Special Events and the Special Event Contract with the City of Roanoke dedicated to produce and support events.

PARTNERS

DRI works with a range of vital organizations to fulfill its mission. Partners include government agencies as well as business, community, civic and cultural organizations.

DRI is an active member of the ROANOKE ECONOMIC DEVELOPMENT COALITION. Through membership in the coalition, DRI seeks to maximize resources, reduce mission overlap, and align priorities (when they impact Downtown) with major economic development, marketing, and tourism partners including the Roanoke Regional Chamber of Commerce, the Roanoke Regional Partnership, Salem‐Roanoke County Chamber, Roanoke‐Blacksburg Technology Council, the Roanoke Valley‐Alleghany Regional Commission, and the Roanoke Valley Convention and Visitors Bureau.

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2012‐2013 STRATEGIES AND ACTIONS

“DOWNTOWN SHALL BE THE PREFERRED LOCATION FOR BUSINESS”

Achievement of this goal shall be characterized by the presence of a mix of businesses, including but not limited to, corporate offices, business start‐ups, retail stores, restaurants, non‐profit organizations, post‐ secondary education institutions, professional services and supporting services. Storefronts shall be occupied, and the number of downtown workers and commercial space occupancies shall increase throughout the entire district. There shall be increased sales tax and business tax revenue. Downtown shall be known for its barrier‐free attitude.

PRIORITY ACTION ITEMS:

• In coordination with FY2014 Economic and Community Development Strategy in partnership with the City of Roanoke, the Roanoke Regional Partnership, Roanoke Regional Chamber of Commerce, property owners, businesses, and other key stakeholders in the Downtown Special Assessment area.

• Continue a leading role, in cooperation with the City of Roanoke, Roanoke Regional partnership and the brokerage community, in identifying and recruiting “regional chain lets” to downtown. Work with retail recruitment consultants to develop retail recruitment plan and begin implementation.

• With strong support from downtown retailers, plan and market the Downtown Sidewalk Sale in late August 2013 as a signature showcase of local shopping.

• Expand participation and sales of the newly launched Downtown Gift Card program.

• Continue Partnership with Cox Communications and the City of Roanoke to support Downtown Wi‐Fi. Upgrade the existing network/equipment to bring technology and functionality up to date in the Market District. Establish partnership with local hardware company to provide temporary Wi‐Fi setup for Downtown Roanoke events. Develop plan for next expansion location by researching utilization of existing access points.

• Work with Economic Development Committee, property owners, and other stakeholders to perform a SWOT analysis for growing office space occupancy. Create strategy that builds on strengths, addresses weaknesses where possible and takes advantages of opportunities.

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• Implement a Downtown Roanoke Office Tour in the spring.

• Create and distribute “Business Welcome Kits” to new businesses that open in the Downtown District.

CONTINUING ACTIONS:

• Expand multi‐platform marketing efforts tied to the Downtown business brand, “an address that means business,” positioning downtown as western Virginia’s premier business address. Expand coverage of the brand to business locations in the South Jefferson corridor and Riverside development.

• Host quarterly retail and restaurant meetings in part to develop additional marketing initiatives and maintain strong communication with those stakeholder groups.

• Continue to leverage the DRI Economic Development Committee, including representation from major brokerage firms, to identify large blocks of available office space, drive priority of marketing efforts, determine how best to support the brokerage community and better understand the needs of employers and employees in downtown.

“PUBLIC SPACE SHALL BE ATTRACTIVE AND FUNCTIONAL”

Streetscapes, park areas and open public squares shall be landscaped with an abundance of trees and other plantings. Street markings and signage shall be orderly and consistent in appearance. Quality hardscape materials shall be applied in strategic locations to enhance sidewalks, crosswalks, and open squares. The market square and urban parks shall be functional for outdoor dining, festivals, music and other programming. They shall also be pedestrian friendly and provide green space where feasible.


• Continue “tactical urbanism” experiments, especially in Market Square and underutilized open spaces in advance of permanent street‐activation programs to test viability; support similar efforts by other groups.

• Build partnership with the City of Roanoke’s Arts Commission to identify priority areas and launch a beautification program that includes streetscape improvements, public art, and other possible aesthetic improvements. Identify potential funding sources for the program, such as grants or partnerships.

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• Continue to identify new financial resources for the improvement and maintenance of “greenscaping” elements such as hanging baskets in partnership with the City of Roanoke. Coordinate with relevant City resources to expand streetscape decorations along the South Jefferson corridor.

• Represent the interests of downtown stakeholders through participation in the City’s planning initiative for new investments, including the City of Roanoke’s new Downtown Roanoke Plan, planned improvements to Market Square and its re‐establishment as a major open space amenity and attraction for visitors to downtown.

• Identify and implement new support and programming for the Market Street Walkway Kiosk.

CONTINUING ACTIONS:

• Advocate for the maximum utilization through various types of programming for all of Downtown’s open spaces.

• Push for development of inviting public spaces such as Franklin and Elm (Outlook Roanoke).

• Serve as liaison to the City of Roanoke for property owners, businesses and other Downtown stakeholders in the development of the new Downtown Roanoke Plan.

“DOWNTOWN SHALL BE READILY ACCESSIBLE”

Success here shall be characterized by the presence of multiple parking locations with the options and terms easily known and recognized by regular parkers, occasional users, downtown residents, tourists and newcomers. Public transportation shall be available; streets and walkways shall be pedestrian and bicycle=friendly. Way finding shall be clear to both pedestrian and vehicular traffic. Parking laws shall be enforced, and two‐way traffic patterns for streets shall be utilized where dictated by best practices.


• Expand marketing efforts of the city’s existing parking validation programs for the retail/restaurant and office tenant communities.

• Continue financial partnership with the Carilion Foundation, City of Roanoke and others to operate existing Star Line Trolley service. Work with adjacent neighborhoods to identify barriers to access. Investigate feasibility of including route maps to current signage.

• Work with community and neighborhood organizations, the Roanoke Valley‐Alleghany

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Regional Commission, the City of Roanoke and other stakeholders to identify barriers to accessing Downtown Roanoke, and opportunities for improving the connections between adjacent neighborhoods.

• Coordinate with Bike Roanoke, Roanoke Outside, and the City of Roanoke to improve bicycle parking options in downtown.

• Investigate the feasibility and costs for implementing a comprehensive way finding program for Downtown Roanoke. Identify potential funding sources for implementation.

CONTINUING ACTIONS:

• Maintain an appointment to the Greater Roanoke Transit Company Board of Directors.

• Continue to participate in the City’s “Mobility Task Force” focusing on downtown parking and alternative transportation solutions. As appropriate take a leadership role in the implementation of action items from the task force.

• Work closely with the City of Roanoke and other stakeholders to identify optimal locations and develop plans for the proposed expansion of Amtrak to Roanoke.

• Advocate for improvement to parking location signage at key entry corridors to downtown as well as rate and availability information at garage entrances.

• Continue to market DRI’s standard and mobile actuated websites (specifically, parking search functions) as a consumer information portal for parking and transportation information. Continue to manage Park Noke application and website.

“DOWNTOWN SHALL BE CLEAN AND SAFE”

A welcoming and pleasant environment is essential for the downtown district. The sidewalk, streets and other public spaces of the district shall be free, to the greatest extent practical, of commercial waste, general litter, cigarette butts, and the like items that can often challenge the cleanliness of an urban environment. Streets and public access areas such as parking garages shall be well lit and free of loitering and panhandling.


• Expand marketing efforts to combat cigarette litter; secure outside financing to support efforts and advocate for increased enforcement of anti‐littering ordinances.

• Continue to expand the “Big Belly” compacting stations with the installation of four models

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on Campbell and Jefferson Street.

• Research and establish another area in Downtown West for a communal trash compactor and recycling station thereby eliminating street side trash.

• Work with the City of Roanoke Parks and Recreation Department to expand the hanging basket program in downtown, and to establish an “Adopt a Park” program for Century Plaza and Lee Plaza.

• Investigate programing with the Rescue Mission Ministries concerning a Downtown Ambassador Program and establish ongoing dialogue in regard to homelessness.

CONTINUING ACTIONS:

• Partner with the City of Roanoke in maintaining a program of starling/pigeon abatement.

• Meet quarterly with the City's Department of Public Works; as needed, assist in implementation of action items derived through that partnership.

• Meet quarterly with Roanoke City Police Department officials; continue to advocate for additional deployment of police resources in Downtown.

“DOWNTOWN SHALL BE THE PRIMARY LOCATION FOR CULTURAL ATTRACTIONS, ENTERTAINMENT, FESTIVALS, SHOPPING AND DINING”

The market area shall be increasingly recognized as the heart of the region and the premier spot for public gatherings and festivals. Its popularity shall be shared among a broad range of ages, family status, and cultural background within our community; and it shall be recognized as a highly desired destination for visitors and tourists. Downtown shall be connected with the city’s greenways and shall accommodate those seeking healthy living opportunities. The resulting mix of leisure, recreation, and social opportunities shall help make Downtown Roanoke a place that is vibrant 24 hours, 7 days per week.


• Execute the organization’s marketing plan. Significant marketing priorities include: Elmwood Park opening, Market Square design and Membership Drive.

• Recruit participants and produce a downtown “Restaurant Week” in January 2014 for restaurants.

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• Leverage the high profile of the new Center in the Square “Box Office” by proceeding with

installation of an interactive visitor screen running the new DRI website. Install the fourth interface (IPAD) at the Carilion Hospital or VTC.

• Hold “Dickens of a Christmas” as the preeminent holiday celebration for the region and

major showcase of downtown shopping and dining destination. Continue partnerships with the City Market Building and expand festival events to include the Taubman Museum of Art and Center in the Square.

• Complete the 2013 “Movies in the Park” (located in Wells Fargo Plaza) event running July‐September. Conduct a strategic review of the event series in advance of the 2014 calendar year. Upon completion: • Proceed with the 2013 event series • Identify a 3rd party (non‐profit or private) organization to produce the event, or • Develop new programing in Elmwood Park as a replacement for the current event series.

• Produce the City’s St. Patrick’s Day Parade and the Downtown Shamrock Festival in March

2014. Substantially increase involvement of Downtown restaurants and retailers to maximize the economic impact of the Festival.

• Produce the “Party in Elmwood” event series beginning in May 2014 in front of the library. Increase involvement with downtown restaurants and retailers to maximize the impact of the series.

• Produce the “Blues and Barbeque” festival in September 2013 inside the newly renovated Elmwood Park

• Assist the City of Roanoke with a grand opening event for Elmwood Park in September 2013.

• Investigate the opportunity to create a new event within the downtown district.

CONTINUING ACTIONS:

• Work with independent event planners to keep annual events downtown and foster new events in all areas downtown. Continue as the special event permitting agent for the City of Roanoke.

• Maintain event performance measures including: • Number of participants at DRI produced special events, • Number of 3rd party events held in downtown, and • Percent leverage of City invested funds by sponsorship and event revenue generated. • Increase revenue for our stakeholders

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• Continue to promote DowntownRoanoke.org as the primary web portal for consumer

information about downtown. Identify new investments as needed to maintain the website's effectiveness.

• Continue implementation of a social media strategy using various outlets (weekly e‐blasts, blog, Facebook, Twitter, Instagram, Pintrest, etc.) as drivers for consumers and stakeholders to the website as a central hub of information.

• Maintain a comprehensive event listing, including the Roanoke Civic Center, to be hosted on DowntownRoanoke.org.

• Continue to leverage the marketing agreement with the Roanoke Civic Center to showcase Civic Center programing in Downtown and utilizing the Civic Center as a marketing vehicle for downtown messaging.

“DOWNTOWN SHALL BE THE CENTER OF GOVERNMENT”

As major employers and as agencies with high visitation, government services can strengthen the entire region by locating themselves in the downtown district. Therefore, in addition to the majority of government offices for the City of Roanoke, regional federal and state agencies shall be located in Downtown Roanoke.


• Build relationships with “decisions makers” at various levels of government to secure future support for downtown locations/relocations of government offices.

• Work with the City of Roanoke to establish and market the Courthouse District (or Government Center).

CONTINUING ACTION ITEMS:

• In cooperation with major regional partners, advocate for the optimal location of city and local divisions of state and federal governments within downtown.

• Continue monitoring a database of relevant government agencies and their lease status in order to position DRI as an advocate for their relocation or retention at the appropriate time.

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“DOWNTOWN SHALL BE A GREAT PLACE TO LIVE”

A growing number of permanent residents will be welcomed by a variety of choices in the size, cost, and ownership type of residential properties. Residents shall have convenient access to amenities such as grocery, pharmacy, green space, public space, “third spaces” and family restaurants.


• Continue and expand outreach efforts to downtown residents; expand marketing efforts of the “Downtown Living Brand” through social media, enhanced web presence and PR.

• Incorporate existing and planned residential options in the South Jefferson Corridor into the existing “Downtown Living Brand”. Promote Downtown Roanoke as the region’s most exciting and diverse neighborhood.

• Produce and promote the Downtown Living Tour in Fall 2013.

• Produce a regular social event for property owners, residents, and other stakeholders

• Investigate new neighborhood initiative funding via City of Roanoke Neighborhood Development Grant Program.

• Strengthen relationship with Downtown Neighborhood Association (DNA); align DRI’s neighborhood improvements and outreach efforts so as to avoid unnecessary duplication of services. Work with DNA to secure grant funding that might not be available to DRI.

CONTINUING ACTIONS:

• Continue to evolve and improve "Resident Welcome Kits" for distribution to new downtown residents via property managers.

• Implement plans to increase residential self‐identification with Downtown sub‐districts.

“THE HISTORY AND VITALITY OF THE FARMERS MARKET SHALL BE PRESERVED AND ENHANCED”

The Farmers Market is a premium source and regional destination for the growing popularity of farm‐to‐consumer products, and for quality crafts created by artisans of our region. Success here shall be characterized by

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active and profitable sales of predominantly local food products, and a variety of hand‐made crafts and similar products not found in mass markets. Vendor stalls shall have full occupancy during the selling season.


• Marketing Priorities include; Friends of the Farmer’s Market, Art Market, SNAP program, Pop‐up Market, and campaigns to increase customers and revenue.

• Establish stronger partnerships with downtown restaurants with creation of “Sourced from the City Market” program

• Establish partnership with Optima Health to provide value‐added health insurance to City Market vendors and DRI Members that will also provide a small amount of revenue.

• Create a series of workshops for farmers/vendors that will help them grow as business owners. Topics to include marketing tools, social media, and merchandising.

• Complete the 2013 City Market Saturdays (April through September) event series and Harvest Festival (September) to add vitality and originality to the Farmers Market on Saturdays. Plan, capitalize, and launch the 2014 City Market Saturday’s series in April of 2014.

• Continue to investigate the viability of creating additional “off‐hour markets” (e.g. Thursday evenings) in Downtown, specifically in the Downtown West sub‐district as an additional sales opportunity for existing City Market vendors.

• Complete grants for EBT/SNAP benefit matching program in May 2014. Identify and secure philanthropic funding sources for a continuing of the program beginning no later than June 2014.

• Author and advance to the City Manager for approval, appropriate changes to the Farmers Market handbook and a rate increase of 8.5‐10% to offset increased management costs.

• Establish partnerships with large companies (ex. Coca‐Cola and Carilion) to provide a farm to employee bulk/Community Supported Agriculture type of program.

CONTINUING ACTIONS:

• Continue to implement management changes, including enhanced vendor signage, to protect the “Virginia Grown” brand and increase customer confidence and sales.

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• Maintain a 75%/25% ratio of producers and food vendors to crafters through the continued recruitment of local producers to the market.

• Manage and grow the “Friends of the Farmers Market” campaign in cooperation with the Roanoke Foundation for Downtown, Inc.

• Coordinate seasonal special events including “Greening the Market” and participation in the St. Patrick's Day parade to mark seasonal changes on the Market.

“DOWNTOWN SHALL IMPROVE WITH QUALITY REAL ESTATE DEVELOPMENT”

Success here shall be characterized by the conversion of underutilized structures to buildings that are fully occupied. There will be an increase in real estate investment dollars and construction permits within the downtown district. Information for development opportunities, market data, and financial incentives shall be readily obtainable through DRI, and the permitting requirements and process shall be development‐friendly.


• Implement tactics from FY2014 Economic and Community Development Strategy and FY2014 Place‐making and Destination Marketing Plan.

• Undertake a strong partnership with the City’s Department of Planning, Building and Development to revise the Downtown Plan. Assign dedicated staff resources to ensure strong inclusion of the South Jefferson Corridor and Downtown West in the planning process.

• Continue and expand vacant store front activation efforts to improve the visible impact of such structures in downtown, especially on Jefferson Street and in the Downtown Arts District.

• In partnership with the City of Roanoke, begin efforts to expand existing real estate development incentive programs to include surface parking and vacant lots.

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CONTINUING ACTIONS:

• Maintain and grow DRI’s position as a repository of critical information for the development community including the local development process and available grants/incentives for developers.

• Continue to develop and maintain research, including downtown housing trends, critical to the development and lending communities.

• Maintain the signature development opportunities database; expand the database to include properties in the South Jefferson Street Corridor.

• In partnership with the Roanoke Regional Partnership and the City’s Economic Development Department, continue a robust developer recruitment program with special emphasis on the development of vacant parcels on Williamson Road, surrounding Elmwood Park, and the South Jefferson Corridor.

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RESOURCE REQUIREMENTS

STAFF RESPONSIBILITIES

PRESIDENT AND CEO

The President of Downtown Roanoke, Inc. is responsible for staff development, establishing work programs, budget development, work assignments, and direction of the activities and programs of the organization.

VICE PRESIDENT OF EVENTS (75%), OPPERATIONS (25%)

The Vice President is responsible for all aspects, including the planning, coordination, sponsorship and execution, of DRI’s event repertoire, and is responsible for fulfillment of DRI’s special event permitting obligations and the management of DRI staff resources dedicated to events. The Vice President also provides supplemental support as the Operations Manager and the primary liaison to vital City of Roanoke services including the Police Department, Public Works and Parks & Recreation.

EVENTS AND COMMUNICATIONS MANAGER

The Events and Communications Manager develops and implements the annual marketing plan, oversees the development and production of advertising and promotional materials, coordinates media activities and is responsible for content management of the DRI web site and related social media. The Events and Communications Manager assists the Vice President of Events in aspects of special event production and management. The Manager may provide assistance in planning/managing special events on the City Market and assists in populating DRI’s on‐line event calendar.

FARMERS MARKET MANAGER (50%); SPECIAL PROJECTS COORDINATOR (50%)

The primary responsibilities of the Farmers Market Manager/Special Projects Coordinator are the day to day operation of, recruitment of new vendors to and development of strategic and marketing plans for the Historic City market and to keep the President/CEO sufficiently briefed of all development therein. As Special Projects Coordinator, the Manager is responsible for short and long term public art, environmental stewardship, WIFI and economic development projects as identified in the work plan or as assigned by the President/CEO.

ECONOMIC DEVELOPMENT SPECIALIST; MEMBER RELATIONS

The Economic Development Specialist is responsible for the continued advancement of Downtown Roanoke Inc. as a major force for Economic Development in Downtown Roanoke. The Specialist

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develops and implements strategies related to retail recruitment and retention, growth of Downtown as a residential neighborhood, developer recruitment, and positioning Downtown as the region’s premier business destination. Additionally, the Specialist coordinates with relevant government departments and partner organizations to ensure maximum return for Downtown on existing economic development programs. The Economic Development Specialist is also responsible for membership development, member relations, and the Annual Meeting.

OFFICE MANAGER

The Office Manager is responsible for organizing and coordinating office operations and procedures in order to ensure organizational effectiveness and efficiency. The Office Manager provides administrative support for the DRI staff, Board of Directors, committees, and members in general operations and organization, scheduling and correspondence, and other areas when needed.

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DRI ORGANIZATIONAL CHART

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FY 2014 DRI DRAFT BUDGET

Notes:4000 536,895.00 4005 130,000.00 Events Contract

Attendance Fees 5,000.00 Sponsorship 3,000.00

4105 Total Annual Meeting 8,000.00

Gift Certificate Sales 3,000.00 25% increase expected due to conversion to gift cardsDowntown Wi‐Fi 25,000.00 Fixed as 1/2 project expense, manual invoicePigeon & Starling Management 3,750.00 Fixed as 1/2 project expense, manual invoiceRFDI Contract Revenues 200.00 Administrative time only, no special projects

4050 31,950.00

Dickens of a Christmas 56,250.00 Movies in the Park 7,500.00 St. Patrick's Day 40,000.00 Party in the Park 184,850.00 Other Event Revenue 12,000.00 Downtown Living Tour

4100 300,600.00 4160 366.44 4150 ‐ 4200 30,000.00 4305 ‐

Total Revenue 1,037,811.44$

Membership DuesUnbudgeted Income

Fiscal Year 2013‐2014 Budget

City Event Contract

41364137.24137.1

In‐Kind Revenue

Annual Meeting41104115

Interest Revenues

Revenue

4141

Downtown Roanoke, Inc.

Total Event Revenue

Event Revenue4130

4145

Downtown Service DistrictFY 2014

413841374015

Total Program Area Revenue

Program Revenue

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Star Line Trolley 27,403.74 Projected 5% increaseDowntown Wi‐Fi 50,000.00 Includes updating existing / possible expansionGift Certificates 5,400.00 Budgeted as revenue neutral + $200/month overheadNew Initiatives 54,500.00 Downtown Plan, Retail Strategy, Strategic Marketing for Working & Investing in Downtown, Interin, Smokers, GIS

5000 137,303.74

Dickens of a Christmas 55,950.00 Movies in the Park 6,544.91 St. Patrick's Day 25,000.00 Party in the Park 154,867.00 Other Event Expenses 15,000.00 Sidewalk Sale & Restaurant Week& Downtown Living Tour

5005 Total Events 257,361.91 5013.1 Contract Labor 3,299.99

Pigeon & Starling Management 7,500.00 Cigarettes/Litter 3,000.00 New Initiatives 45,000.00 Includes 5 x Big Belly Trash Cans & Increase in Basket Program & Ambassador Program

5014 55,500.00

Employee Benefits 34,656.00 Gross Wages 289,428.70 Payroll Taxes 23,733.15

5020 347,817.85 5100 65,000.00 *Access Contract5101 5,000.00 5102 15,000.00 Photograph Library Development + Kiosk/Maps

Office Supplies 2,200.00 Equipment Rental/Maintenance 1,375.00 Office Rent 45,478.18 Telecommunications 6,009.37 Website/Newsletter 10,000.00 Update Website/EventsPrinting 2,736.00 Other G&A 3,000.00 Postage 928.57

6000.1 71,727.12

Insurance 15,000.00 Increase due to Event InsuranceDues & Subscriptions 1,396.00 Legal & Professional Fees 1,471.04 Payroll Processing FeesAudit Fees 5,000.00 Accounting Services 9,500.00

6010 32,367.04 6050 5,496.00

Interest Expense 110.00 Write Offs 1,925.00 Bank Service Charges 1,103.07

6059 3,138.07

Annual Meeting Expense 8,000.00 Workshop Planning/Retreat 737.60 Employee Training/Education 5,000.00 Business District Training ‐ PriceEmployee & Community Mtgs. 4,808.11 Membership Meetings 2,400.00 Employee Travel 13,000.00

6600 33,945.71

Taxes & Licenses 630.00 Unbudgeted/Other 1,945.00

6770 2,575.00 1,035,532.43$

Net Regular Income 2,279.01$

5006

Total Expenses

6607

Finance Charges

Total Training/Meetings/Travel

6003

Training/Meetings/Travel

6605

Total Professional Fees

60126040604560466047

60065118

6080

Total Finance Charges

6060

6772

6005

Professional Services

Expenses

5007

5015

5012########

####6610

Economic Development

Communications & PR

Events

Total Clean & Safe

50045016

5009.15002

50145014.35014.4

Clean & Safe

Total Economic Development

Total General & Administrative

General & Administrative

Total Salaries & Benefits

Salaries & Benefits

60006001

6004

Advertising Expenses

50405060

5025

Event MarketingMarketing Special Projects

6090

Depreciation Expense

Other Expenses67746775

Total Other Expenses

6617

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Miscellaneous Revenue 989.09 10% of sponsorships and promotional item salesManagement Fees 21,307.00 Contract Fees (six month and daily)Grants/ Grant Administration 1,937.00 FOFM Management Contributions + 10% of grantsMarket Reimbursements 2,350.00 Matched expenses in account #8005

7000 26,583.09

Promotions Fees 9,721.00 Grants 2,025.00 Promotional Sales Items 805.40 90% with remainder split to operationsCost of Goods Sold (702.95) Sponsorships & Contributions 8,100.00

7010 19,948.45 46,531.54

Farmers Market OperationsSupplies & General Expenses 367.31 Transaction Fees 323.75 Reimbursable Expenses 2,350.00 Telecommunications 165.22

8000 Total Operations Expenses 3,206.28 Farmers Market Promotions

Advertising & Promotions 8,917.45 Misc. Expenses 2,668.50 Seasonal Decorations 900.00 Farmers Market Events 7,462.50

8010 Total Promotions Expenses 19,948.45 Total promotions expenses match total promotions expensesSalaries & Benefits

FM Gross Wages 17,197.50 FM Payroll Taxes 1,615.19 FM Benefits 3,561.33

8030 22,374.02 Total Farmers Market Expenses 45,528.75

Net Farmers Market Income 1,002.79$

70117012

Total Market Management Revenue

Farmers Market Revenue

7013

7001

8012

8016

8004

80068005

8003

8015

Total Salaries & Benefits

80348002

8031

Total Farmers Market Revenue

Market Promotions

Market Management

70047005

7002

8011

Farmers Market Expenses

Total Promotions Revenue

7013.17014

Total Net Income 3,281.80$

3 4 WORK PLAN - Downtown Roanoke · perform a SWOT analysis for growing office space occupancy. ......

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