Sunflowers at Ballston Farmers Market
at Welburn Square
TABLE OF CONTENTS
Mission, Vision and Goals . . . . . . . . . . . . 1
Governance . . . . . . . . . . . . . . . . . . . . . . . 2
Strategic Advantages . . . . . . . . . . . . 3 - 4
Challenges . . . . . . . . . . . . . . . . . . . . . . . . 4
SWOT(T) Summary . . . . . . . . . . . . . . 5 - 10
BID Participants & Boundary . . . . . . . . . 11
BID Tax Rate & Budget . . . . . . . . . . . . . 12
Accomplishments Since December 2011 . . . . . . . . . . . . . . . . . . . 13
3-Year Budget . . . . . . . . . . . . . . . . . . . . 14
3-Year Service Plan . . . . . . . . . . . . . . 15-17
MISSIONThe Ballston Business Improvement District (BID) will preserve and enhance Ballston as a vibrant, innovative, and attractive urban place to ensure the competitive success of its existing and future commercial properties.
VISIONBallston will be widely recognized as the destination of choice for business, entertainment, education and living.
GOALS1. Establish a unique urban place and
attractive sense of arrival.
2. Create a recognized identity and brand that maintains and enhances Ballston’s competitive advantages.
3. Attract and retain highly sought after commercial tenants, residents, and hotel brands.
4. Be a thriving community with a diversity of shops, restaurants and entertainment venues.
To accomplish these goals, the Ballston BID will focus on the following activities:
• Marketing and Branding that will better position Ballston within the region
• Physical Enhancements that build on the District’s sense of place while helping shoppers, visitors and employees make better use of Ballston’s offerings
• Transportation Enhancements that improve on the District’s strength as an intermodal transportation hub
• Managementthat will help tie the activities together and create opportunities for further public and private collaboration
• Supplemental Beautification that sets the highest standards for the appearance and function of the public realm of Ballston
S T R AT E G I C P L A N | 1
“ Ballston, the western anchor of the Rosslyn-Ballston Metro corridor, is Arlington’s hub of science and technology and contains the nation’s greatest concentration of scientific research agencies, anchored by the National Science Foundation . Their ability to collocate within a compact, urban environment creates tremendous synergy and drives limitless ingenuity and innovation . The Ballston blend of urban sophistication and neighborhood charm is unmatched in the region . Elegant high-rises, national and regional corporate and association headquarters, upscale hotels, shopping, restaurants and green spaces all contribute to create a vibrant, pedestrian-friendly mix of business and pleasure .”
— Arlington Economic Development
The Ballston Business Improvement District (BID) was approved by the Arlington County Board in December 2010 and the Ballston BID was authorized in August 2011 to operate under a Service Agreement with Arlington County from July 1, 2011 to June 30, 2016.
The Ballston BID submitted its application to the IRS to be recognized as a 501(c)(6) organization in January 2012.
The Ballston BID is governed by a Board of Directors of no more than 21 members, whose members are elected by and represent the commercial property owners and various business constituencies located within the District including tenants; cultural and recreational interests; educational, science, and/or technology interests. The Board also includes two representatives appointed by Arlington County. The Board of Directors develops BID policies, oversees all Ballston BID activities and provides guidance to the Ballston
BID’s staff as well as: (i) prepares an annual Work Plan and associated budget for submittal to the Arlington County Board (the “County Board”) for consideration and approval, (ii) implements the annually approved Work Plan, (iii) publishes an Annual Report recapping its activities, (iv) convenes an Annual Meeting of its members, and (iv) keeps Arlington County, the commercial property owners, and the tenants of properties within the District of Ballston informed about the Ballston BID activities.
The Board of Directors establishes committees to accomplish the goals of the organization and deliver the BID services described in the annual Work Plan. These committees currently include: strategic planning; marketing and branding; mobility/placemaking; as well as a citizen advisory group, a retail and hospitality advisory group, and a science and technology advisory group.
GOVERNANCE
Ballston is just minutes from
major regional destinations,
including downtown DC
and the growing Northern
Virginia suburbs, including
Tysons Corner.
2 | B A L L S T O N B I D
• Center for Research, Innovation and Discovery— Ballston is home to a cluster of science and technology organizations, such as the National Science Foundation (NSF), the Defense Advanced Research Projects Agency (DARPA), Virginia Tech/IBM’s Center for Community Security & Resilience, Accenture, Applied Predictive Technologies, CACI as well as the Ballston Science & Technology Alliance.
Arlington is known as a center for the “creative class,” having the highest concentration of workers in science and technology in the Washington, D.C. region, with Ballston as the epicenter of research and innovation. In addition to NSF and DARPA, Ballston is also home to major extramural research agencies such as the Office of Naval Research (ONR), the Air Force Office of Scientific Research (AFOSR), and the Homeland Security Advanced Research Projects Agency (HSARPA). These government agencies all reside within about a 5 block radius of each other and attract many nonprofit organizations, think tanks and private sector companies that are engaged in research, science and technology.
• Strong Presence of Higher Education Organizations—Virginia Tech Advanced Research Institute, Marymount University, George Washington University and nearby George Mason University.
• Convenience and Access—Ballston is a mixed-use, live/work community offering the benefits of Smart Growth living. Ballston is a regional hub, strategically located just minutes from major destinations including easy access to both Tysons (10 miles) and downtown DC (4 miles).
• Transit and Mobility Options—Ballston has been designated the most walkable neighborhood in Arlington, earning a walk score of 90 from Walkscore.com. It is bike friendly as well with dedicated bike lanes on its major streets and 7 Capital Bikeshare stations. Ballston is a key stop along the Metro Orange Line with about 25,000 trips per day and serves as a vital bus transit hub with about 9,000 trips per day. Ballston is the commercial intersection of many of Northern Virginia’s major arterials and highways- Route 66, Glebe Road, Fairfax Drive and Wilson Boulevard. It is located only 8 miles from Washington National Airport.
• Office Densities—Ballston is home to approximately 8,300,000 SF of primarily high-rise, high density office uses. The number of employees in Ballston is about 32,500.
• Residential Options—Within the BID boundaries there are nearly 8,000 residential units, both rental and owner occupied, representing a range of market-rate options necessary for a vibrant live-work community. These include rental apartments, mid-price and luxury condominiums, retirement living, and nearby single-family homes.
• Access to Culture and Recreation—Recreation opportunities in the Ballston area include Quincy Park, Arlington Arts Center, and Kettler Capitals Iceplex. Other entertainment venues are The Comedy Spot and a 12-screen Regal Cinema, both located at the Ballston Common Mall. Ballston includes about 1,000,000 SF of retail space.
STRATEGIC ADVANTAGES
S T R AT E G I C P L A N | 3
• Restaurants—Ballston hosts a large number, and a wide-variety of restaurants including destination venues such as Willow, Pinzimini and Grand Cru, to great pubs such as World of Beer, The Front Page and the Green Turtle, to lunchtime and dinner hotspots such as PF Chang’s and Rustico, as well as a multitude of quick and tasty options for midday meals including Sweetgreen, Panera Bread, Bruegger’s, and Zoe’s Kitchen. Ballston also hosts the annual Taste of Arlington which highlights restaurants throughout Arlington, drawing over 15,000 visitors to Ballston in one afternoon.
• Hotels—Ballston has nearly 1,000 hotel rooms with the Westin Arlington Gateway, Hilton, Comfort Inn and Holiday Inn. In addition, the 183 room Residence Inn by Marriott at Founders Square will arrive in 2013.
• Upper-Middle-Class Incomes and a Professional Workforce—Ballston delivers the quality of lifestyle and work environment to attract top corporations and is the preferred location by many of their employees to live and work. The residential population is about 12,400 people with an average age of 36. 85% of the population have a college degree and more than 38% of the population hold advanced degrees. The average household income is approximately $125,000 and each person spends an average of $36,000 a year in retail stores.
4 | B A L L S T O N B I D
CHALLENGES• Potential Large Spike in Office Space
Vacancies throughout the Region—With new GSA rules for leasing office space (reduced SF per person and reduced $ per SF permitted) as well as the overall shrinkage in Government spending, there is a strong possibility that large amounts of commercial space will come on the market over the next 2-3 years in the DC Metro region. Estimates have been made up to an additional 10,000,000+ square feet on the market in Arlington alone. This will create a much tougher environment in which to attract and retain tenants. The BID will need to work closely with the commercial property owners and Arlington County to make Ballston a more desirable place to do business and possibly provide incentives for businesses to locate in Ballston.
• Danger of Being a Place that can be Anywhere—While Ballston has many competitive advantages, the model of mixed-use, transit-friendly development is firmly established and is moving further into the outer suburbs and beyond. Already strong competitors, like Tyson’s Corner, will become stronger as they emulate the Ballston model. While Ballston was the first district along the Rosslyn-Ballston Corridor to create a truly mixed-use community, it has been followed by others, including Rosslyn and Clarendon. And with the proposed extension of the Metro transit system to Tyson’s Corner, Ballston is confronting a future where its distinctiveness may be eroded by newer, better-marketed areas that will also feature Metrorail service. Indeed, there is a danger that many other neighborhoods can look like Ballston in
the future. Therefore, it is critical that the BID create a highly desirable brand and take some calculated, dynamic risks to set Ballston apart from other communities. The BID must also develop strong relationships with commercial brokers, who can help market Ballston, and aggressively market Ballston to desired, targeted tenants.
• Small Budget Relative to Other BIDs—The Ballston BID budget is about ½ of the budgets of the Rosslyn and Crystal City BIDs, however, Ballston has very similar branding, marketing, maintenance, improvements and beautification needs. One possible advantage here is that the Ballston BID has a much smaller boundary, where we can likely do more with a lot less funding by being strategic about what is implemented and when it’s implemented. The BID also must be creative not only with its ideas to improve Ballston, but also with the manner in which programs are funded. The BID will need to explore alternative funding sources, such as partnerships and private investment, as well as other sources of income including sponsorships and programs.
S T R AT E G I C P L A N | 5
STRENGTHSUnique assets highlighted in bold
BUSINESSES• Research, S&T, Innovative and
Entrepreneurial tenants• Agency and defense businesses• Association tenants (TNC, ATA)• Strong educational locations• Lower taxes and operating
expenses (vs. DC)• Developed skyline
ATTRACTIONS• Washington Capitals• Great hotels• Restaurants
REASONS TO BELIEVE• The most scientists/technologists
per square mile in the world• Education (VA Tech, GW,
Marymount), especially Virginia Tech’s research center
• Some of the most powerful ideas and innovations have come from Ballston (e.g., the internet,GPS, speech recognition software)
• Strong mix of private business, education and government with science and technology as a core focus
ACCESSIBILITY• Proximity to DC/Tysons
• Access to 66
• Metro underground
• Parking
• Flat Topography (existing street grid)
• Walkable, Bikeable
• Less congestion (Easy to get in and out)
LIFESTYLE/COMMUNITY• Restaurants
• Washington Capitals
• Access to fitness/running trails
• Harris Teeter (nice grocery store)
• Upscale residents and residences
• Mixed use zoning and Mixed use lifestyle
• Young entrepreneurs
• Safe and clean
• Parks and open spaces
• Access to hospitals
• Good school systems
6 | B A L L S T O N B I D
WEAKNESSESGreatest opportunity highlighted in bold
BUSINESS
• Lack of diverse retail
• Arlington County approval process and regulations
• Not as close to DC as other R-B corridor competitors
DESIGN
• Nondescript aesthetics
• Overtly masculine (design)
• No gateway (border definition)
• Uninviting streetscapes
• Weak signage
• Some areas are unkempt
LIFESTYLE
• Lack of higher-end restaurants
• Lack of the arts and culture
COMMUNICATION/ MARKETING
• Lack of image/category
• Many area benefits remain hidden
S T R AT E G I C P L A N | 7
OPPORTUNITIESGreatest opportunities highlighted in bold
A DESTINATION FOR BUSINESS
• Leverage research, S&T cluster
• Attract more research, S&T, innovative and entrepreneurial companies
• Integrate high technology to spaces
• Attract more companies interested in teleworking (like Accenture)
• Attract more international business
BUILD A COMMUNITY
• Create or define a central gathering place (epicenter)
• Improve walkability
• Attract more tourists to Ballston hotels
• Become more pet-friendly
• Improve Retail Offerings
• Bring more of the arts (theater, art, music, culture)
• Better utilize and leverage parks and open space
• Invest in public library(s) and/or community center
• Become a place where young people want to be (work, play, live)
8 | B A L L S T O N B I D
THREATS
MARKET FORCES AND CHANGES
• BRAC–shifts resulting in office space vacancies
• GSA rent cap
• Weak Economy
COMPETITIVE
• Tyson’s Silver line expansion
• Competition from Adjacent Fairfax County
• Expansion of sub-markets (Rossyln, Crystal City, Columbia Pike)
S T R AT E G I C P L A N | 9
TRENDSWhat’s happening around us?
• Entrepreneurs/Incubators
• Adoption of technology (mobile, apps, wireless cities)
• Cyber security
• Younger demographics (average resident age of 36)
• Increase of renters (vs. owners)
• Increased emphasis on fitness as an attraction
• Declining needs on a SF per person basis for commercial office space
• Increasing average household income
• Continued emphasis on sustainability (eco, green)
• Food trucks
• Passion for pets as part of the family
1 0 | B A L L S T O N B I D
Washington Blvd.
N. Fairfax Dr.
N. Q
uin
cy St.
Carlin S
prings R
d.
N. Glebe Rd.
Wilson Blvd.
Welburn
Square
Kettler Capitals Iceplex
N. V
erno
n St.
N. V
ermo
nt St.
N. U
tah St.
N. Taylo
r St.
N. Stu
art St.
N. Staffo
rd St.
N. R
and
olp
h St.
N. P
ollard
St.
11th St.
9th St. N.
7th St N
5th Rd N
5th Rd N
N. P
olla
rdSt
.
N. R
and
olp
h S
t.
N. G
lebe R
d.
N. Fairfax Dr.
N. Glebe Rd.
Wilson Blvd.
N. Fairfax Dr.
Wilson Blvd.
10th St. N.
9th St. N.
Ballston BIDBoundary
Line
Ballston Metro
To Interstate 66
Ballston Mall
S T R AT E G I C P L A N | 1 1
The Ballston BID is comprised of:
• 119 commercial properties (the BID only includes commercial properties);
• Approximately 8.3 million square feet of development; and
• More than 118 acres.
BID TAX RATEThe Ballston BID requests, and the Arlington County Board approves and fixes an assessment rate for the BID’s programs each fiscal year. The County then levies an assessment for those activities (the “BID Assessment”) based upon the applicable assessed value of each non-residential, commercial property located within the District. The BID Assessment is an ad valorem tax against each property. The BID may accept voluntary contributions from tax-exempt properties to show support of the Ballston BID activities and programs. The assessment rate for Ballston BID activities for FY12 and FY13 is the rate $.045 per $100 of assessed value of each non-residential, commercial property.
BUDGETThe Arlington County Board approved a rate for CY 2011 of $0.045 per $100 of assessment for each non-residential, commercial property located within the District. For the fiscal years ending June 30, these are the funds received or budgeted from commercial property tax assessments in the District:
FY Budget Tax Rate*
2012 $1,241,759 .045
2013** $1,482,632 .045
2014*** $1,527,111 .045
* Tax rate is per $100 of assessed value
** 19.4% increase in assessed property values per Arlington County Department of Management and Finance over prior calendar year assessments
*** Estimated 3% increase from FY13 budget
1 2 | B A L L S T O N B I D
ACCOMPLISHMENTS SINCE DECEMBER 2011BRANDING AND MARKETING• Developed RFP, interviewed, selected
and engaged a marketing and branding firm to conduct a market analysis and determine the BID’s marketing and branding strategy, as well as create a logo and collateral materials. This process is underway and will be completed in the fall of 2012.
• Developed and launched a temporary BID website. The new permanent website will be completed as part of the marketing and branding engagement.
• Hosted the Taste of Arlington in May 2012 with 15,000 attending.
• Operated Ballston Arts & Crafts Market.
• Engaged a new market operator, FRESHFARM Markets, to manage the Ballston Farmer’s Market beginning in June 2012.
• Sponsored Bisnow’s RB Corridor event in May 2012
• Developed and sponsored a NoVa Tech event in partnership with Bisnow, AED and the Ballston Science & Technology Alliance focusing on the technology and innovative hub of Ballston.
• Sponsored the opening reception of the National Science Foundation’s 1st Annual Global Summit in Ballston.
• Held over 100 meetings to introduce the BID and its mission to members of the Arlington County Board, Arlington County Staff, members of the press, community groups, property owners, tenants and Arlington non-profit organizations.
• Represented the BID at 25 industry events in NoVa and the District of Columbia.
PHYSICAL ENHANCEMENTS & SUPPLEMENTAL BEAUTIFICATION• Developed an RFP to engage a firm to
develop a Placemaking Plan. Work began in June 2012 and will be completed in the fall of 2012.
• Sponsored Capital Bikeshare Station at Welburn Square.
MANAGEMENT, FINANCE AND ADMINISTRATION• Applied for 501c6 status with the IRS.
• Hired the Executive Director in December 2011.
• Hired additional staff – Information Specialist (March 2012) and Director of Marketing & Communications (May 2012).
• Obtained and fit out office space, set up IT, communication and all supporting systems.
• Set up accounting, payroll systems and insurances.
• Created employee manual.
• Created a strategic plan with the Board of Directors.
S T R AT E G I C P L A N | 1 3
* Estimated budget based on 19 .4% increase in assessed property values per Arlington County Department of Management and Finance
** Estimated 3% increase from FY13 budget .
BALLSTON BID 3-YEAR BUDGET
FY2012 FY2013* FY2014**
Branding and Marketing $477,557 $537,436 $400,000
Develop Branding Strategy, Logo, Collateral materials
Develop BBID website
PR/Media/Ads
Physical Enhancements & Supplemental 282,245 320,057 500,000Beautification Mobility Enhancements
Placemaking Plan
Short-term physical/landscaping project
Management, Finance and Administration 319,495 499,247 497,307
General & Administrative Expenses
Personnel
Strategic Planning
BBID Contingency 59,000 74,000 76,356
Arlington County Fee 12,418 14,826 15,271
Delinquency & Appeals 31,044 37,066 38,178
Start-up/Organizational Costs 60,000
TOTAL $1,241,759 $1,482,632 $1,527,111
1 4 | B A L L S T O N B I D
B
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S T R AT E G I C P L A N | 1 5
BALLSTON BID SERVICE PLAN - FY2012-2014
Att
ract
and
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hig
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soug
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afte
r co
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tena
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ed t
enan
ts) t
o at
trac
t an
d re
tain
co
mm
erci
al t
enan
ts
XX
Mai
ntai
n or
incr
ease
occ
upan
cy r
ates
for
com
mer
cial
te
nant
s
Incr
ease
d n
umb
er o
f inq
uirie
s ab
out
Bal
lsto
n fr
om
com
pan
ies
and
med
ia o
rgan
izat
ions
Ach
ieve
mon
thly
inte
ract
ion
with
75%
of t
enan
ts t
hrou
gh
com
mun
icat
ions
, per
sona
l mee
ting
s, o
r at
tend
ance
at
pro
gra
ms/
even
ts
Esta
blis
h w
ebsi
te/d
atab
ase
for
pro
per
ties-
sta
tistic
s an
d
avai
lab
le s
pac
e
Cre
ate
an o
wne
r/d
evel
oper
com
mitt
ee
Cre
ate
a b
roke
rs ro
und
tab
le t
o en
gag
e b
roke
rs, s
olic
it fe
edb
ack
on p
rog
ram
s
Ad
opt
stra
teg
ies
to e
nhan
ce m
obili
ty o
ptio
ns in
co
njun
ctio
n w
ith A
rling
ton
coun
ty p
rog
ram
s an
d o
ther
re
leva
nt g
roup
s
Beg
in w
ork
to re
solv
e at
leas
t 1
of t
he t
op 3
imp
rove
men
t ar
eas
Imp
lem
ent
pol
icie
s an
d p
roce
dur
es t
o in
corp
orat
e g
reen
p
ract
ices
in B
ID d
ay t
o d
ay o
per
atio
ns
Beg
in w
ork
to re
solv
e at
leas
t 1
of t
he t
op 3
imp
rove
men
t ar
eas
Ach
ieve
yea
r af
ter
year
incr
ease
in p
ositi
ve im
pre
ssio
n th
at
Bal
lsto
n is
a “
gre
en c
omm
unity
”
Exp
lore
ind
ustr
y or
gan
izat
ions
to
det
erm
ine
if th
ere
are
opp
ortu
nitie
s to
mar
ket
Bal
lsto
nX
XX
X
Exp
lore
, sel
ect
and
imp
lem
ent
met
hod
s to
en
gag
e ex
istin
g t
enan
ts a
nd v
isito
rs in
the
B
ID a
nd t
he c
omm
unity
(net
wor
king
/ad
voca
cy
pro
gra
ms,
web
site
, mob
ile a
pp
licat
ions
, etc
)
XX
XX
Exp
lore
the
mos
t b
enefi
cial
way
s to
sup
por
t d
evel
opm
ent
and
sus
tain
able
, qua
lity
gro
wth
.X
XX
Rais
e aw
aren
ess
of d
evel
opm
ent
ben
efits
and
g
arne
r su
pp
ort
from
the
com
mun
ity
XX
XX
Ass
ess
and
det
erm
ine
way
s to
enh
ance
and
up
gra
de
tran
spor
tatio
n an
d m
obili
ty o
ptio
nsX
XX
Iden
tify
the
top
3 m
obili
ty im
pro
vem
ents
XX
Exp
lore
and
dev
elop
an
envi
ronm
enta
l/g
reen
p
rog
ram
whi
ch m
ay in
clud
e to
pic
s su
ch a
s:
Gre
en B
uild
ing
, Ene
rgy
Effic
ienc
y, G
reen
sp
ace,
Mob
ility
, Rec
yclin
g/W
aste
Red
uctio
n,
Land
Use
, Inn
ovat
ion
XX
X
Iden
tify
3 ac
hiev
able
goa
ls u
nder
the
gre
en
pro
gra
m
XX
Inco
rpor
ate
into
mar
ketin
g p
lans
to
rais
e aw
aren
ess
of a
nd p
rom
ote
Bal
lsto
n’s
gre
en
initi
ativ
e
XX
X
Dev
elop
new
pro
gra
ms
and
eve
nts
that
fu
rthe
r p
rom
ote
the
bra
ndX
XX
See
Pag
e 15
.
Cre
ate
a co
mm
unic
atio
ns p
lan
to p
rom
ote
bra
nd a
nd e
xpos
e B
alls
ton
to b
road
er
aud
ienc
es
XX
X
B
UD
GE
T
PR
OG
RA
M A
RE
A*
G
OA
LS
2012
-201
4 P
RO
GR
AM
S FY
12
FY13
FY
14
MK
T P
ME
M
FA
OU
TCO
ME
ME
ASU
RE
S**
1 6 | B A L L S T O N B I D
Cre
ate
a re
cog
nize
d
iden
tity
and
bra
nd
that
mai
ntai
ns a
nd
enha
nces
Bal
lsto
n’s
com
pet
itiv
e ad
vant
ages
(Con
tinue
dfr
omP
age
15)
BALLSTON BID SERVICE PLAN - FY2012-2014
Be
a th
rivi
ng
com
mun
ity
wit
h a
div
ersi
ty o
f sh
op
s,
rest
aura
nts
and
en
tert
ainm
ent
venu
es
Dev
elop
tar
get
ed p
rog
ram
with
in t
he
BID
’s ov
eral
l mar
ketin
g p
rog
ram
to
iden
tify
opp
ortu
nitie
s fo
r at
trac
ting
and
reta
inin
g
des
ired
and
sp
ecifi
c re
taile
rs
XX
Prod
uce
rese
arch
and
mat
eria
ls t
o as
sist
in re
tail
attr
actio
n ef
fort
s
Incr
ease
d n
umb
er o
f inq
uirie
s ab
out
Bal
lsto
n fr
om
com
pan
ies
and
med
ia o
rgan
izat
ions
out
sid
e th
e re
gio
n
Ach
ieve
mon
thly
inte
ract
ion
with
75%
of t
enan
ts t
hrou
gh
com
mun
icat
ions
, for
ums,
web
site
, mob
ile a
pp
licat
ions
, p
erso
nal m
eetin
gs,
or
atte
ndan
ce a
t p
rog
ram
s/ev
ents
Esta
blis
h th
e Re
tail
Com
mitt
ee t
o in
clud
e m
emb
ers/
tena
nts
Dev
elop
a p
rog
ram
to
pro
vid
e as
sist
ance
to
new
and
ex
istin
g re
taile
rs t
o b
ette
r d
eal w
ith C
ount
y p
roce
sses
and
d
evel
op t
ools
to
help
reta
ilers
(in
par
tner
ship
with
AED
/B
izLa
unch
, etc
.) to
sta
rt u
p o
per
atio
ns-
zoni
ng is
sues
, in
spec
tions
, etc
.
Ach
ieve
yea
r af
ter
year
incr
ease
in p
ositi
ve im
pre
ssio
n th
at
Bal
lsto
n is
a “
easy
to
get
aro
und
”
Ach
ieve
yea
r af
ter
year
incr
ease
in p
ositi
ve im
pre
ssio
n th
at
Bal
lsto
n is
a “
pla
ce t
o en
joy
cultu
ral a
ctiv
ities
”
Recr
uit/
acq
uire
at
leas
t 1
of t
he t
op 3
cul
tura
l nee
ds
from
th
e lis
t
Exp
lore
tra
de
show
/ind
ustr
y or
gan
izat
ions
and
ev
ent
opp
ortu
nitie
s to
mar
ket
Bal
lsto
nX
XX
Exp
lore
, sel
ect
and
imp
lem
ent
met
hod
s to
en
gag
e ex
istin
g re
tail
tena
nts
XX
XX
XX
Mon
itor
the
Cou
nty
pol
icie
s as
the
y im
pac
t re
taile
rsX
XX
Up
gra
de
way
find
ing
to
mak
e it
easi
er fo
r ve
hicu
lar
and
ped
estr
ian
traf
fic t
o ac
cess
reta
ilX
XX
X
Esta
blis
h cu
ltura
l and
ent
erta
inm
ent
form
at
and
pro
gra
m fo
r ac
tiviti
esX
XX
Ass
ess
Bal
lsto
n’s
exis
ting
cul
tura
l ass
ets
incl
udin
g p
arks
, eve
nts,
ent
erta
inm
ent
venu
es
and
iden
tify
top
3 c
ultu
ral n
eed
s
XX
XX
X
*
Bud
get
Pro
gra
mA
reas
incl
ude:
Bra
ndin
ga
ndM
arke
ting
(M
KT)
;Phy
sica
land
Mob
ility
Enh
ance
men
ts(P
ME)
and
M
anag
emen
tFi
nanc
ean
dA
dm
inis
trat
ion
(MFA
)
**
Out
com
eM
easu
res
are
liste
dfo
rth
eov
eral
lgoa
lnot
ne
cess
arily
for
the
serv
ice
pro
gra
mo
nth
esa
me
line
S T R AT E G I C P L A N | 1 7
B
UD
GE
T
PR
OG
RA
M A
RE
A*
G
OA
LS
2012
-201
4 P
RO
GR
AM
S FY
12
FY13
FY
14
MK
T P
ME
M
FA
OU
TCO
ME
ME
ASU
RE
S**
BALLSTON BID SERVICE PLAN - FY2012-2014
BOARD MEMBERS
PresidentBrenda Krieger, DweckProperties,LTD.
Vice PresidentJill Goubeaux, TheJBGCompanies
TreasurerKelly Shooshan, TheShooshan
Company,LLC
SecretaryTad Lunger, BeanKinney&Korman
MembersRoger Aberth, WestinArlington
Gateway
Joseph F. Burt, NationalScienceFoundation
Joe Dupriest, WashingtonCapitals
Donna Estin, AdvanceGlobalSolutions,Inc.
Michelle Gleason, TheJBGCompanies
Karen Jennings, GatesHudsonAssociates,Inc.(RepresentingDweckProperties)
James McMullin, RESIManagementCorporation
Tom Montgomery, NationalRuralElectricCooperativeAssociation
John Moore, ForestCityCommercialManagement,BallstonCommonMall
Cassidy Mullen, NationalRuralElectricCooperativeAssociation
Larry Nixon, Nixon&VanderhyeP.C
Joe Schechtel, GatesHudsonAssociates,Inc.(RepresentingDweckProperties)
Martin Schnider, FredSchniderCompany
Allyson Ugarte, Ballston-VASquareCivicAssociation
Dr. Talmadge Williams, BluemontCivicAssociation
STAFF
Tina LeoneCEO/Executive [email protected]
Catherine RoperDirector of [email protected]
Allie KrafftInformation [email protected]
901 N Glebe Road, Suite 806 • Arlington VA 22203
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