March 29, 2019

Clarendon Alliance Strategic Plan and FY 2020 Budget

GOALS AND OBJECTIVES

The Alliance’s goals and objectives for FY 2020 (and the remaining months of FY 2019) are fourfold:

1. Manage Organizational Change

2. Establish the Alliance’s Place in the Neighborhood

3. Grow the Alliance’s Membership

 4. Host Community Events

 

 1. Manage Organizational Change

The Board of Directors recently hired a new Executive Director, Elizabeth Crocker, who is tasked with evaluating and administering the Clarendon Alliance’s program services in the areas of marketing/branding, improving community relations, physical enhancements, and other designated areas. She will administer the organization, manage events and programs, and serve as its primary liaison to the business community and government. She has spent her first two months meeting with many residents, business owners, county officials, and community partners and she will continue to make that a focus. Her primary goal is to be a change agent for the alliance and build relationships that allow Clarendon to thrive. The Board and ED will engage in strategic planning sessions in May, utilizing data and feedback from stakeholders and members of the Clarendon community.

 

2. Establish the Alliance’s Place in the Neighborhood

The Alliance has been following the same basic work plan for many years now, despite changes in the Clarendon—and broader Arlington—economic environment. The first step in transforming the Alliance’s relationship with and service to Clarendon is understanding and establishing its unique attributes and its role in the metro area. Clarendon is not Rosslyn or Ballston, our neighbors to the east and west. Clarendon lacks their office and hotel density, but has its own advantages in retail diversity, nightlife, and proximity to residential neighborhoods. Neither is it Lee Highway nor Columbia Pike, the two other areas served by partnership organizations. Clarendon is a single neighborhood that one can cross on foot in less than ten minutes. An enhanced understanding of the neighborhood in hand, the Alliance will work to determine how it adds value to businesses, residents, workers, and shoppers in Clarendon. The Alliance will be careful not to duplicate amenities that exist, nor to offer services better suited to other neighborhoods. The Alliance will collaborate with other private entities and/or the County government where such collaboration provides scale and cost savings. Through focused activity, the Alliance will develop a brand that the neighborhood understands and values. The Alliance will have to undergo qualitative and quantitative studies, and compile and analyze data, in order to develop a more robust community and membership profile for the Clarendon Alliance.

 

3. Grow the Alliance’s Membership

As a 501(c)6, the Alliance’s strength and success is inextricably tied to the breadth of its membership across the Clarendon community, and to the membership’s depth of engagement with the Alliance. The Alliance will use the results of the neighborhood survey to build a membership value model. This model will deliver membership value for businesses, property owners, and residents of Clarendon and surrounding communities. The Alliance will then market membership aggressively. The draft budget is deliberately conservative in accounting for dues from membership, as we have not yet undertaken the neighborhood survey or member marketing efforts. While the Alliance is a membership organization, many of the ways that it delivers value to its members: place making, support for local businesses, and events, also yield benefits to the general public. These positive externalities from public events are part and parcel of the Alliance’s mission as a partnership organization. This dichotomy of member and public benefits is the primary basis for the Alliance’s request for public funding from Arlington County.

 

4. Host Community Events

The primary manner by which the Alliance engages the broader community is through public events.  Clarendon Day in September remains a big hit with the community, drawing local residents and visitors from outside the neighborhood for entertainment, food, community building, and commerce. The many art-themed booths at the festival provide a vehicle for promoting Arlington’s creative economy. The food and beverage booths have increasingly featured Arlington-based restaurants and breweries. Through all the transition, the Alliance Board is committed to maintaining the Clarendon Day programming, with a hope to expand it in the future. The Alliance’s sponsorship of the Arlington Festival of the Arts in the spring is another vehicle for promoting creative economy and community cohesion. The new Executive Director will also maximize her expertise in special events to investigate new event opportunities, including partnerships with local businesses.

 

PERFORMANCE EVALUATION The Alliance will evaluate the success of its work plan according to these measures:

1. Manage Organizational Change: The Alliance has hired a new executive director and successfully on boarded her. She is developing on this work plan, executing the expanded plan of action, and providing visible staff support to the Board of Directors.

2. Establish the Alliance’s Place in the Neighborhood: The Alliance has conducted its survey and has reportable data, qualitative and quantitative. The Alliance has a membership development plan grounded in those data, and alternative plans for outreach based on responses to the baseline plan.

3. Grow the Alliance’s Membership: The Alliance’s membership roles and revenue from membership are growing year-on-year. The Alliance is seeing membership growth in all categories. The Alliance is investing any above budget revenue from membership in activities to grow membership further, rather than using it to plug general needs.
4. Host Community Events: Profit/loss from Clarendon Day and other community events is positive, or where negative, it is part of a budgeted strategy to use the event as a loss-leader tied to specific outcomes to generate positive P&L elsewhere. New and exciting events are energizing the community.

 

CONCLUSION The Clarendon Alliance is poised for change, with a new Board President and a new Executive Director now at the helm. These changes present significant opportunity for both introspection and growth. The Alliance hopes to capitalize on this new energy to develop on its previous work and to chart a new path forward for the organization and for Clarendon.

Clarendon Alliance FY20 Budget

Income

40100 Revenue from Grants

40110 Arlington County Partnership Grant Income

45,000

40120 Arlington County Matching Grants

35,000

Total 40100 Revenue from Grants

80,000

41000 Revenue from Dues

-

41010 Property Owner / Broker Membership Dues

4,000

41020 Business Membership Dues

5,500

41040 Residential Membership Dues

500

Total 41000 Revenue from Dues

11,000

42000 Revenue from Events

-

42100 Sponsorships/Contract Income

25,000

42110 Participant Income

60,500

42115 Advance Ticket Sales

-

42120 Day of Event Ticket Income

30,000

42130 Sales of Product Income

-

Total 42000 Revenue from Events

115,500

47000 Interest Income

-

49999 Miscellaneous Income

-

Total Income

206,500

Expenses

-

70000 General Administrative Expenses

-

70210 Accounting & Bookkeeping

8,000

70212 CA Insurance

2,300

70215 CA Computer Tech Assistance

500

70225 Non-Event Temp/Contract Help

1,000

70310 CA Organizational Memberships

-

70400 Corp Admin/Permits/Taxes

150

70500 Miscellaneous Administrative Expense

-

Total 70000 General Administrative Expenses

11,950

70600 Bank & Merchant Charges

-

70610 Bank Fees

750

70620 PayPal Fees

1,300

70630 QBO & QBO Merchant Fees

250

Total 70600 Bank & Merchant Charges

2,300

71000 Occupancy Costs

-

71010 Office Rent

12,500

71015 Storage Rent

-

71017 Mailbox Rent

-

71018 Parking

1,500

71020 Electricity

-

71999 Miscellaneous Occupancy Expense

-

Total 71000 Occupancy Costs

14,000

72000 Office Operations

-

72100 Furniture, Fixtures & Equipment

2,000

72200 Telephone

1,200

72300 Domain Names & Hosting

400

72310 Software purchases & subscriptions

1,750

72400 Office supplies

350

72410 Postage & Shipping

100

72420 Printing & Copying

200

72520 Meals and Entertainment

600

72530 Dues & Subscriptions

-

72999 Uncategorized Office Expense

-

Total 72000 Office Operations

6,600

73000 Event & Program Expenses

-

73100 Advertising

-

73125 Advertising Design

2,000

73150 Advertising Production

5,000

73175 Miscellaneous Advertising Expense

-

73199 Total Advertising

7,000

73200 Contract Staff

-

73201 Entertainers & Performers

7,500

73250 Other Contract Staff

4,500

73299 Total Contract Staff

12,000

73300 Equipment rental & Incidentals

-

73310 Sound

2,500

73320 Staging, Tents, Tables, Chairs & Fencing

25,000

73330 Power

6,000

73350 Kids Rentals

4,000

73390 Misc Event Equipment & Supplies

1,150

73399 Total Equipment rental & Incidentals

38,650

73400 Event Insurance

-

73410 Event Liability

2,500

73420 Liquor Liability

2,500

73430 Weather Insurance

-

73499 Total Event Insurance

5,000

73500 Food/Beer/Wine Service

-

73510 Beer/Wine Equipment Rental

500

73520 Beer/Wine Consumables

-

73530 Beer/Wine Direct Expense

1,000

73540 State Permit Fees

50

73599 Total Food Beer Wine Service

1,550

73600 Arlington County Fees

-

73610 Police Fees

20,000

73615 Permit & License Fees

5,000

73620 Trash and Cleanup Fees

2,000

73699 Total Arlington County Fees

27,000

73700 Event Partner Fees

-

73999 Miscellaneous Event Expenses

1,000

73999 Total Event & Program Expenses

92,200

74000 Payroll Expenses

-

74100 Wages

72,000

74200 Employer Taxes

6,000

74300 Payroll Processing Fees

1,100

Total 74000 Payroll Expenses

79,100

Total Expenses

206,150


Net Operating Income

350