March 29, 2019

Clarendon Alliance Strategic Plan and FY 2020 Budget


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


40100 Revenue from Grants

40110 Arlington County Partnership Grant Income


40120 Arlington County Matching Grants


Total 40100 Revenue from Grants


41000 Revenue from Dues


41010 Property Owner / Broker Membership Dues


41020 Business Membership Dues


41040 Residential Membership Dues


Total 41000 Revenue from Dues


42000 Revenue from Events


42100 Sponsorships/Contract Income


42110 Participant Income


42115 Advance Ticket Sales


42120 Day of Event Ticket Income


42130 Sales of Product Income


Total 42000 Revenue from Events


47000 Interest Income


49999 Miscellaneous Income


Total Income




70000 General Administrative Expenses


70210 Accounting & Bookkeeping


70212 CA Insurance


70215 CA Computer Tech Assistance


70225 Non-Event Temp/Contract Help


70310 CA Organizational Memberships


70400 Corp Admin/Permits/Taxes


70500 Miscellaneous Administrative Expense


Total 70000 General Administrative Expenses


70600 Bank & Merchant Charges


70610 Bank Fees


70620 PayPal Fees


70630 QBO & QBO Merchant Fees


Total 70600 Bank & Merchant Charges


71000 Occupancy Costs


71010 Office Rent


71015 Storage Rent


71017 Mailbox Rent


71018 Parking


71020 Electricity


71999 Miscellaneous Occupancy Expense


Total 71000 Occupancy Costs


72000 Office Operations


72100 Furniture, Fixtures & Equipment


72200 Telephone


72300 Domain Names & Hosting


72310 Software purchases & subscriptions


72400 Office supplies


72410 Postage & Shipping


72420 Printing & Copying


72520 Meals and Entertainment


72530 Dues & Subscriptions


72999 Uncategorized Office Expense


Total 72000 Office Operations


73000 Event & Program Expenses


73100 Advertising


73125 Advertising Design


73150 Advertising Production


73175 Miscellaneous Advertising Expense


73199 Total Advertising


73200 Contract Staff


73201 Entertainers & Performers


73250 Other Contract Staff


73299 Total Contract Staff


73300 Equipment rental & Incidentals


73310 Sound


73320 Staging, Tents, Tables, Chairs & Fencing


73330 Power


73350 Kids Rentals


73390 Misc Event Equipment & Supplies


73399 Total Equipment rental & Incidentals


73400 Event Insurance


73410 Event Liability


73420 Liquor Liability


73430 Weather Insurance


73499 Total Event Insurance


73500 Food/Beer/Wine Service


73510 Beer/Wine Equipment Rental


73520 Beer/Wine Consumables


73530 Beer/Wine Direct Expense


73540 State Permit Fees


73599 Total Food Beer Wine Service


73600 Arlington County Fees


73610 Police Fees


73615 Permit & License Fees


73620 Trash and Cleanup Fees


73699 Total Arlington County Fees


73700 Event Partner Fees


73999 Miscellaneous Event Expenses


73999 Total Event & Program Expenses


74000 Payroll Expenses


74100 Wages


74200 Employer Taxes


74300 Payroll Processing Fees


Total 74000 Payroll Expenses


Total Expenses


Net Operating Income