HomeMy WebLinkAbout1-20-12 Lexington Visitors Center Programmatic ReportLexington Visitors Center Programmatic Report
Prepared For
The Town of Lexington
A
Prepared by:
Dawn McKenna, Chairman, Tourism Committee
Mary Jo Bohart & Jean Terhune, Lexington Chamber of Commerce
Colin P. Smith AIA, Colin Smith Architecture, Inc., Chairman, Chamber Board of Directors
TABLE OF CONTENTS
ExecutiveSummary ......................................... ............................... 3
Introduction.................................................. ............................... 4
History............................................... ............................... 4
VisitorServices ..................................... ............................... 4
Minute Man Commuter Bikeway ............... ............................... 5
BusinessDevelopment ............................ ............................... 5
ProjectPurpose .................................... ............................... 6
Methods and Public Consultation .............. ............................... 6
Benefitsof Improved Services .................. ............................... 6
Lexington's Visitors, by market and mode ............ ............................... 8
CurrentState of Visitors Center ........................ ............................... 9
Lessonsfrom Other Visitors Centers .................. ............................... 14
Visitors Center Needs & Opportunities .............. ............................... 17
Option1 .............................................. ............................... 21
Option2 .............................................. ............................... 23
Option3 .............................................. ............................... 25
Financial Feasibility/Funding Sources (Option 3) .. ............................... 28
Conclusionand Recommendations .................... ............................... 29
January 20, 2012
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EXECUTIVE SUMMARY
Working in conjunction with the Chamber of Commerce, the Tourism Committee believes that a redesign and
expansion of the Visitors Center will best encourage visitors to spend their time and money in Lexington.
Originally built in 1965 in anticipation of the nation's bicentennial (1975), over the years the Visitors Center
has served as an information hub to Lexingtonians as well as millions of guests from around the world. With
the growing demands for service, a renewed focus on the economic development opportunity that tourism
provides, the expanding use of the Minuteman Commuter Bikeway and the rise of national patriotism, it is
time to prepare our physical space to meet 21st Century expectations.
Why is tourism important to Lexington? Through tourism, we have the opportunity to grow tax revenue.
Tourism is the 3rd largest industry in the State and Lexington (including Concord) is the 4th most visited area in
Massachusetts, according to the Massachusetts Office of Travel and Tourism. New tax revenues in FY2011
totaled $478k from hotel/meals tax. In FY2012 the hotels and bed & breakfast will pay nearly $680k in real
estate taxes. Their CPA combined contribution is just over $20k. Creating economic development
opportunities through tourism will help relieve residential tax burdens. A modern Visitors Center designed to
service 21st century tourists, is a key factor in harnessing this revenue potential.
Each year at least 100,000 residents, families, friends and guests from around the world utilize the Visitors
Center. This continuously utilized Town -owned facility needs work. It is Lexington's welcoming center 362
days per year, closing only for Thanksgiving, Christmas and New Year's Day. This unique schedule honors
the original vision and is reflective of Lexington's importance globally.
We have identified and analyzed the following three broad goals for meeting visitor needs while maximizing
our economic development potential:
1. Fulfill immediate information needs;
2. Increase visitor satisfaction and local spending; and
3. Encourage repeat visits to Lexington and the region.
The programmatic needs for the Visitors Center are:
Education and multi -media room for tour
groups
2. Self -serve kiosk
3. Counter space for assisting visitors
4. Veteran's display with visual connection
to exterior memorials
5. Retail space
6. Food vending area highlighting local
establishments
7. Bathrooms
8. Office and meeting space
Through appropriate design, the building could also be made handicap accessible, provide community meeting
space and support start-up businesses. Signage and design elements will better connect the facility to the
Bikeway. Three different options for upgrading the facility have been identified:
OPTIONS TO ADDRESS NEEDS
Option 1: Renovate existing space
Option 2: Renovate and add small addition
Option 3: Redesign and renovate existing space and provide programmatic addition
The Department of Public Facilities would oversee the design and renovation of this project. Option 3 will
modernize visitor and business services and ultimately increase revenue to the Town giving consumers
additional reasons to Linger in Lexington. Revenues generated by tourism spending and local taxes have the
potential to recapture the costs of Option 3 within 3 -5 years.
January 20, 2012
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INTRODUCTION
HISTORY
A separate warrant article at the 1965 Annual Town Meeting set the stage for the construction, use and
management of the building. Lexington was focused on the nation's Bicentennial to be celebrated on
April 19, 1975. The community wanted a centralized information resource for national visitors, and most
importantly, publicly accessible bathrooms.
While there was no doubt of the need and the willingness and ability of the taxpayers to fund the
construction, concern surrounded ongoing staffing costs for providing those services. A review of the
Town Meeting minutes gives a flavor of the debate. In a last minute deal on the floor of Town Meeting,
the then President of the Chamber of Commerce, Lee Turbox, agreed that if the Town would build and
maintain the physical structure, the Chamber of Commerce would move their offices to the new facility
and provide staffing for visitor services. (Interpretive services would be provided by the Town through
Battle Green Guides.) That innovative public - private partnership continues to this day.
Originally, the Town covered all utilities. In the late 1990s, the Chamber was required to pay for all
utilities. At that time, research determined that the Town remained responsible for the building. The
Town and Chamber agreed that the appropriate distribution of costs would have the Town pay for heat,
electricity and water, and the Chamber would pay the phone and internet services.
At the 2002 Annual Town Meeting, $100k was appropriated under Article 8h as part of the $685k Town
Building Envelope project for ADA improvement and bathroom updates and funded through the tax levy.
VISITORS SERVICES
Over the years the ways in which visitors receive and utilize information has changed. How they research
before deciding to travel and the level of knowledge about our history and the region varies dramatically.
For some one -on -one interactions are the key to a meaningful experience, others require a formalized
presentation. Still others seek the ability to grab a brochure and head off to explore on their own. Today
most expect some degree of computerized self- service. All need the comfort station component. What
remains the same is the quest for information.
Who uses the Center has also evolved. Residents come to find out where to eat, shop, or entertain their
family and friends. Businesses bring clients and potential employees to the Center to impress them with
our history. They also receive assistance in determining whether to locate or grow in Lexington. Tourists
are coming in large numbers. Improvements in transportation options have encouraged visitors from
further away to travel to Lexington. While Lexington has always attracted visitors from New England,
today's visitors come from around the country and the world. The international appeal is in part fueled by
the events of September 11, 2001 which renewed a sense of patriotism and appreciation of freedom.
Europe sends a large number of visitors due to the connections of England and France to the American
Revolution. The building was built for national visitors, with little expectation of broad international
appeal. Our world is getting smaller; our visitors are more savvy, and their needs evolving.
Since its formation in the mid 1990s, initially under the leadership of Betty Eddison, the Town's Tourism
Committee has partnered with the Chamber to understand visitor needs and to provide the infrastructure
to support it. Based on this foundation of information gathered from local and state resources,
programmatic services planned to meet current and future visitor needs are: interpretative services;
seating area for small programs; business referrals; retail sales; vending area; and bathrooms.
January 20, 2012
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MINUTEMAN COMMUTER BIKEWAY
One of the impetuses for increased visitation has been the popularity of the Minuteman Commuter
Bikeway. This resource was never envisioned during the planning for the Visitors Center. Prior to
construction, the corridor behind the Visitors Center was a railroad track for the commuter train into
Boston. Buildings along the way were built to shield the visual and noise impacts of the multiple train
trips daily. There was no need for a passing train to know what was along the route.
Milestone dates for the trail began years after the Visitors Center was built: 1974 first concept for
building the commuter bike path; rail service continued until 1981; construction approval was granted in
1991; officially dedicated as the country's 500th rail trail in 1994. The White House designated the
Minuteman Bikeway as a "Millennium Trail." In 2008 it was named to the Rail -Trail Hall of Fame.
Stretching 11 miles, it is one of the most popular commuter and recreational trails in the country.
With the conversion to a major recreational route, thousands pass through the corridor daily. On a
typical in- season Saturday, bike counts taken under the direction of the Bicycle Advisory Committee in
the vicinity of the Visitors Center, show 4,000+ trips. They are cyclists, walkers, joggers, commuters,
families, individuals, locals, and visitors. They too require assistance with directions, business referrals,
bathrooms, and a place to rest.
The economic opportunity available to convert people just passing through into consumers of our local
historical sites, shops, and restaurants is substantial. A majority of these recreational travelers make
multiple trips along this trail. It is a priority for the Tourism Committee to convince these travelers to
Lexington consumers. However, under the current configuration, riders barely know there is a building at
that location because of the landscaping and building design. Even if they notice the building, the facade
that overlooks the bikeway does not look like a place where the public should stop and visit. It resembles
the back of a house. Signage and landscaping will help, but architectural changes are needed for visitors
to truly understand it is there for them. Additionally, there is limited room for bikes to park. The vision
with the recommended upgrade would make the Visitors Center a welcome stop for Bikeway users with
the amenities they seek.
Multiple town organizations recognize the importance of converting Bikeway travelers to Lexington
consumers. Recently, the Bicycle Advisory Committee received funding from the DCR to improve "user
information on the Minuteman Bikeway." This is a 3 -town grant to hire a design engineer to come up
with a plan for improving signage on and off the bikeway, maps, mile markers, kiosks, interpretive
display, benches, etc. These initiatives are designed to enhance the user experience. Bikeway users will
have more information about the areas they're traveling through -- including towns and their centers,
businesses, tourist destinations, etc. The recent Center Streetscape Plan includes bike nodes throughout
the Center, including one at the Visitor's Center. This work compliments and underscores the need for a
visible rest stop for recreational visitors to Lexington.
BUSINESS DEVELOPMENT
The Visitors Center is a hybrid. Downstairs is largely visitor services, interpretation, and comfort.
Upstairs, the Chamber has always been a hub of business activities. Before the Town had an Economic
Development Officer it was the resource for businesses looking to move to Lexington. New businesses,
worked through the Chamber as they sought to start, grow, and sustain their business. Today businesses
continue to depend on the Chamber to provide a context in which to decide whether to locate in
Lexington, and to provide support services. The Chamber organizes monthly meetings on relevant topics,
hosts networking nights, member referrals, women to women lunch series, business newsletters, facilities
SCORE counseling, and much more to encourage success. Few Centers provide this invaluable direct
support to community businesses.
January 20, 2012
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In recent years, Lexington has made a concerted effort to become more business friendly. In doing so, the
Town has benefited by the partnership with the Chamber in many ways. Through programming and
partnership the Chamber has worked cooperatively with the Town and businesses to attract and retain all
types of businesses and helped stabilize and increase tax revenues. The Chamber continues to be a hub
for economic development in ways the Town does not have the resources to do. By redesigning the
space, we have an opportunity to provide improved business services so Lexington will maintain itself as
a destination where a variety of businesses choose to launch and grow.
PROJECT PURPOSE
The purpose of this analysis is to assist the Town of Lexington in understanding the need to improve
visitor information services, and consider expanding the visitor information center. Best practices have
been researched and identified to position Lexington to manage the visitor traffic that already comes and
provide the structure to enable growth. The project also enables better service for our start-ups and
existing businesses.
METHODS AND PUBLIC CONSULTATION
This Needs Assessment follows these basic steps:
Conduct a Gap Analysis:
• Determine what the current situation is,
• Outline the desired situation, and
• Analyze what is the difference, or "gap," between current and desired conditions.
2. Identify Possible Solutions And Opportunities.
• Review existing data and reports
• Assess existing program and space allocation
• Review surveys about visitor needs
• Conduct interviews with stakeholders
• Host a public meeting
• Distribute a short survey via the internet to understand
3. Research best practices from comparable communities.
BENEFITS OF IMPROVED VISITOR INFORMATION SERVICES
According to the Massachusetts Office of Travel & Tourism, the estimated domestic traveler spending in
Lexington for 2010 was $50+ million, supporting just over 500 jobs, and generating $3 million in state
taxes and $1.5 million in local taxes. Tourists are defined as having traveled at least 50 miles. Research
shows that the more time visitors spend in Lexington, the more money that is pumped into our local
economy. In turn new jobs are created and Town revenues are enhanced. In recognition of this, the
Tourism Committee has embarked on a campaign to help people understand that there are reasons to
"Linger in Lexington. "
These efforts are paying off already. The data from the Finance Department shows that FY2011 new
revenues topped $478,000: hotel tax revenues increased by $233,444 over FY2010, representing a 60%
increase; more dramatically, the meals tax increased by 362% which in real dollars is $245,082. While
some of these increases can be attributed to the adoption of the local option tax, this success is objective
data that demonstrates the "Linger in Lexington" campaign has a direct benefit to Town revenues.
Anecdotal evidence reinforces this — front line service providers report that more visitors came to
Lexington this year planning on spending multiple days in Town.
January 20, 2012
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Utilizing survey and data provided through the Massachusetts Office of Travel and Tourism (MOTT) and
the Greater Boston Convention and Visitors Bureau (GBCVB) the fastest growing method for
determining where to travel is the internet. (See http: / /www.massvacation.com /research/ for travel data.)
People are researching their trips and pre - planning based on what they see on the computer. Generally,
that is enough to bring them to Town. However, it is still the personal interactions at the Visitors Center
that directs them where to go. It is there that they learn the breadth of offerings the community has to
offer. Impulse decisions to take the Liberty Ride® or eat at our local restaurants rather than rushing off to
Concord or Salem are a direct credit to the information given at the Visitors Center.
Lexington is blessed by many non - profit organizations from educational to arts, music and more. Their
marketing budgets are limited but the programming they offer is extraordinary. The Visitors Center
serves as a marketing mechanism to inform visitors about special calendar events that they may not have
been aware of prior to coming to Lexington. Groups have reported that the increased visitation has had a
positive effect on their bottom line.
Beyond the clear economic benefits, the quality of life of residents is improved by having an active
Visitors Center. Bathrooms are a basic need for all. This comfort available to visitors relieves businesses
from the burden of use. Residents have been known to take advantage of this amenity as well. The
cultural opportunity for residents to entertain their guests is also important. Upon moving to Lexington
friends and family want to come to this historic Town. Visitor services can be a welcome break for
Lexingtonians while out of town guests are happily entertained.
Because the Lexington Visitors Center is run by the Chamber of Commerce and operates in partnership
with the Tourism Committee, the "one- stop" convenience avoids duplications of facilities and services.
Businesses partner with the community through fun activities and become more engaged in the
community. These strong partnerships provide avenues to additional sources of funding, volunteers, in-
kind services, and other invaluable support.
The benefits of a vibrant Visitors Center are well documented. Investing in this Visitor Center will
provide economic and quality of life benefits that cannot be achieved currently.
January 20, 2012
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LEXINGTON'S VISITORS BY MARKET AND MODE
Tourism is the 3 "1 largest industry in Massachusetts. Statewide the Governor's Office of Travel and
Tourism (MOTT) ranks Lexington- Concord as the 4th most visited community behind Boston,
Cambridge, and Salem. Most communities struggle to find a reason to convince travelers to visit. The
reason they work at it is because they understand and appreciate that it can translate to significant money
that will partially relieve taxpayer burdens. While representing Lexington at varies conferences and
travel shows, it has become clear that Lexington is the envy of many because visitors want to see the
"Birthplace of American Liberty." Lexington is fortunate to be in every history book and therefore a
"must visit" for significant percentages of those already coming to Massachusetts.
To maximize the economic opportunity, Lexington must position itself as a part of a broader region. The
State is divided into regional tourism councils (RTCs). Lexington is assigned by the State Legislature to
the Greater Merrimack Valley region. Lexington is a member of the Greater Merrimack Valley Visitors
and Convention Bureau which leverages State and regional dollars to market the region. Lexington is
also a member of the Greater Boston Visitors and Convention Bureau. Our presence on the front page of
their website, www.bostonusa.com exposes us to travelers looking to come to Boston.
During the 2004 season a survey was conducted of Liberty Ride® passengers who gave us a glimpse into
the market. Visitors from Western States accounted for 25 %, with 14% from California. The Mid -
Western states represented 19 %, spread evenly. New England saw 18% of the ridership, Massachusetts
accounting for 11 %. The Mid - Atlantic States represented 13% and the Southern States 12 %, with each of
those sending 1-4 %. At that time 12% were international visitors of which half were from the UK. The
remaining countries were: Australia, Canada, Denmark, India, Philippines, and Scotland.
Through speaking with visitors in recent years, we know that we continue to attract significant visitors
from California, Texas, Florida and New York. While the most international visitors from England,
because of our Sister City relationship with Antony, along with Lafayette's connection to the Revolution,
the French also visit regularly. In general there are more international visitors. Travelers from Asian
countries are more prevalent that in the past. Marketing through AAA and other local venues is fueling
an increase of those in a reasonable driving distance returning to the community for multiple reasons.
How people travel to Lexington has also been considered. The personal automobile continues to be the
preferred method of travel (80% in 2004). Tour busses are second. As demands for public transportation
options have increased, the Tourism Committee has worked with the MBTA to make public
transportation a more viable option. Wording on the announcements for stops has been improved,
instructions detailed on brochures, and, and connecting service to Alewife on Sundays (which is currently
unavailable) is being explored. Thanks to local businesses such as the Ride Studio Cafe, and the Greater
Boston Running Company, as well as the Minuteman Commuter Bikeway, visitors also are now biking
and walking to Lexington. Those from further away fly to Logan Airport and stay in Boston. These
people use public transportation, rental cars, or tour busses for a one day excursion to Lexington.
Since there is no central place from which they can be counted, it is impossible to say for sure how many
visit Lexington each year. Certain data is known: National Parks draw significant visitation. At the
Minute Man National Park approximately 1 million guests are counted annually. While no formal count
is taken at the Visitors Center, at least 100,000 people sign in each year: add to those numbers the
tourists that local bus companies bring to this premier destination, peaking during fall foliage; plus the 2-
55 people on 100+ Liberty Ride® charters and the numbers are staggering. No matter what number we
use, in 40+ years there has been significant wear and tear on the Visitors Center. While the bathrooms
were renovated in 2002, even with the most conservative numbers, hundreds of thousands of people have
used them in the last 10 years. It is past time for a renewal.
January 20, 2012
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CURRENT STATE OF VISITORS CENTER
The Lexington Visitors Center, which is a Town -owned facility, is constantly referred to as "quaint" by
the tourists. This description is a polite way of saying "outdated." While $100k was allocated in 2002 to
allow wheelchairs to access the building and bathrooms, the building is not fully ADA compliant. It also
does not meet the modern needs of the travelers who utilize the facility.
The Visitors Center was built in 1965. It is in need of updating finishes, fixtures and improved display
space. Space is limited. More space is required to accommodate the material stored within and to
accommodate the crowds. Visitors frequently come in groups, offloading from buses or tour groups from
the Battle Green and there is inadequate space to accommodate them when they arrive. During the peak
seasons of July — mid August and late September through October, groups as large as 75+ crowd the
Visitors Center. Interpretative services are provided by the Town through Battle Green Guides and
Liberty Ride® Guides. Tour groups of all sizes huddle around the diorama, especially during inclement
weather. Depending on the weather and level of interest, they typically remain for 10 - 30 minutes. A
full bus load takes up the existing square footage making it difficult for others to enter to access the
bathrooms, obtain directions, work with staff to plan their trip, or to make purchases.
The Visitors Center serves multi - purposes: The first floor houses visitor services: it serves as an
information hub, memorabilia shop, veteran's memorial, historical display, accommodates interpretive
programming, and provides public bathroom facilities; The second floor serves as the Chamber of
Commerce office and meeting room. Storage facilities are in the basement. The current program is:
Program:
Level One
• Visitor Information Desk
• Retail Displays & Register
• USS Lexington Plaque & Bell, photographs, and other memorabilia
• Diorama
• Visitor Displays
• Chamber Business Displays
• Restrooms
Level Two
• Chamber Offices (meeting room/layout space, workstation, office, equipment area).
Lower Level
• Storage (holiday lights, Chamber, Historical Society, National Heritage Museum)
• Mechanical Room
Maintenance:
The Facilities Department manages the cleaning and maintenance as per that 1965 agreement. The
custodians clean on varied schedules based on the season. More people utilize the building in a year than
any other building in Town. (The next closest would be the Library, Cary Hall or the High School which
see less than 25% of the traffic.) Heaviest use is on the weekends when it is hardest to get ongoing or
even emergency cleaning services. Although not part of their responsibility, Chamber staff end up
putting on rubber gloves to unclog toilets, wipe the floor when after illness or misses, and other routine
cleaning because the custodial staffing has not been available. Capital and maintenance schedules have
not met the requirements of such a heavily trafficked facility and need to be re- examined. Funding is
being requested this year through the operating budget to add much needed weekend maintenance.
January 20, 2012
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Accessibility:
Not fully accessible. The first floor and bathrooms were made handicap accessible in 2002. There is no
handicap access to the second floor Chamber offices.
Exterior:
The deficiencies of the landscaping have been discussed in the Battle Green Master Plan approved by the
Selectmen in 2010. Corrective action to the landscaping is recommended in that document. Specific
visitor exterior building and landscaping requirements are:
• Building Envelope was designed to attract visitors from Massachusetts Avenue. The rear
entrance was never expected to serve as a regular entrance point. Originally the building backed
the commuter rail. As such, there was no need for a connection to the rear area. Today's facility
should be designed to welcome guests from the Bikeway.
• Landscaping has become overgrown and dwarfs the building immediately in front of the building
making it difficult to find. The greater area includes green space which is used for picnicking,
concerts, and events and design should reflect this use.
• Hardscape includes the USS Lexington and World War II memorials which could be better
connected to the building.
• Lighting is limited in the area and is confined to the light fixtures affixed to the building and
should be improved for year -round use.
• Bicycle racks currently exist at the rear of the building; however, during the season they are
overfilled and discourage cyclists from stopping and lingering; better placement and quantity are
needed.
• Seating is limited and should be expanded. Immediately in front of the building are two
memorial benches. A couple of picnic tables are places outdoors during the season. Typically
visitors sit on the grass.
• Signage has been improved in recent years. As part of the overall signage program a prominent
site specific sign was placed in the front of the building. A similar sign should be added to the
rear of the building. There is also a small sign which acknowledges the Chamber of Commerce
above the door. Signage indicating hours of operation would be an improvement. Rear signage
designed to draw recreational visitors into the building should be installed.
January 20, 2012
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January 20, 2012
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January 20, 2012
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Level 2
Prepared By:
Colin Smith Architecture, Inc.
Level 1
Lexington Visitors Center
January 6, 2012
914 SF Employee
0 99 SF Service
1013 SF Level 1
879 SF Public
699 SF Service
1578 SF Level 1
EXISTING CONDITIONS
2591 SF Total
LESSONS FROM OTHER VISITORS CENTERS
As Lexington considers options for meeting visitor information needs, answers to a number of questions
can be learned from other successful centers:
• What are the offerings that make each Visitors Center most attractive to visitors?
• What can a Visitors Center do to increase length of stay?
• How do centers generate revenues to assist in lowering operating costs?
• What are the benefits of forming partnerships with multiple agencies in operating a center?
• What lasting impressions are visitors left with and what makes them want to return in the future?
• Do local residents of the town use the center on a regular basis and if so, what makes them do so?
In November 2002 the Asheville Chamber of Commerce in North Carolina completed a survey of 152
Visitors Centers (see Table 9). This section reports on the information gained from these interviews and
surveys that will help determine appropriate programming, and management options for its visitor
information services. Their results are a good source of information for this study.
Visitors Centers interviewed ranged in size from 600 square feet (San Juan County, UT) to 22,000 square
feet ( Ketchikan, AK, Discovery Center). Centers that primarily serve a CVB /Chamber purpose are
generally around 3,000 - 4,000 square feet. Centers that include multiple partners and/or emphasize
interpretation, as well as visitor information, generally need to be much larger, depending upon the
programs and displays to be accommodated. Thirty -three such Centers were contacted including
Asheville NC, Charleston SC, Cincinnati OH, Coldfoot AK, Fairbanks AK, Ketchikan AK CVB,
Ketchikan AK Discovery Center, Lancaster CA, Moab UT, Natchez MI, San Juan County UT.
INFRASTRUCTURE
Basic "infrastructure" that Visitors Centers either had or managers suggested be considered are:
• Easily accessible public restrooms
• Covered space for unloading and entry of visitors
• Well- designed signs — including the international "I" symbol for information services
• Kiosks and displays in multiple languages
• Attractive space(s) that can be used by the community
• Administrative office space that is separated from the busy public use areas
• Display spaces and sign areas that can be rented for advertising
• Space for brochures
• Internet stations for visitor trip planning and email
• Attractive landscaping and outdoor public spaces
• Dump station for motor coaches
• Ample parking, for cars, RVs, motor coaches
LOCATION
Visitors Centers need to be located where the most visitors have access to the facility. Centers are
generally located downtown, near heavy -draw tourist attractions, and/or on main highway routes.
Downtown centers can serve the additional purpose of easing traffic and parking congestion by providing
ample parking and encouraging pedestrian or trolley /shuttle use. Federal highway enhancement dollars
have been available for construction of downtown centers that encourage people to leave their cars and
walk or take public transportation.
January 20, 2012
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SEASONS/HOURS OF OPERATION
Most Visitors Centers are open daily, year- round, with the exception of major holidays — expanding hours
and increasing staff during the heaviest tourist season and on weekends. The Moab, UT center finds that
being open in the evening draws visitors into downtown — increasing evening activity at downtown
businesses and building support for the center.
STAFFING AND VOLUNTEERS
Smaller CVB /Chamber centers generally have two full -time staff, year -round — possibly increasing to
three staff in the summer season, or supplementing with part-time staff on weekends. Larger, multi -
agency centers with strong interpretive mission can have much larger staffing needs. Some centers use
volunteers; others strictly do not. Many center managers feel most comfortable having trained, paid staff
behind the counter to ensure that the information given is accurate and to assure quality. Volunteers are
often used simply to meet and greet guests.
MISSION AND PURPOSE
Nearly all Visitors Centers view their primary purpose as being a "one- stop" source of information that
maximizes convenience to the visitor. The "package" of information and services that is offered differs,
depending upon the needs of the primary visitor population being served, the characteristics of the locality
and region, and the organizations that participate in the center.
Visitors Center managers offered the following advice regarding the basic purpose of the center:
January 20, 2012
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TABLE 9
Visitor Center
Services Survey Summary
Average
Median
High
Low
Size of your Visitor Center (sf)
3,297
1,300
50,000
100
No. parking spaces
90
25
2,619
0
Bus spaces
6
3
100
0
RV spaces
8
4
100
0
How many visitors does center
8,033
2,745
110,000
50
average per month
Per year?
132,622
29,910
4 million
600
Total visitors to your area, per year
1 5.5 million
2.5 million
37 million
20,000
The most frequently offered services
• Indoor brochure racks (96% have these),
at the Centers include
• Public rest rooms (78 %),
• Inside rest area /benchesitables (61 %),
• Wall map (57 5K.)
At least 25% of the Centers offer
• Retail sales (39 %)
these services in addition
. Theaterlvideo (37 %)
• Baby changing area (35%)
• Vending machines (32 %)
• Food /refreshments (30 %)
• Sound system (27 %)
• Reception area motorcoach /bus tours (27 %)
• Attraction ticket sales (26 %)
Source. Asheville NC. Area Chamber of Commerce,
Community Research Center, Tom Tveidt, Survey of 152 Visitor Centers, November 2002
SEASONS/HOURS OF OPERATION
Most Visitors Centers are open daily, year- round, with the exception of major holidays — expanding hours
and increasing staff during the heaviest tourist season and on weekends. The Moab, UT center finds that
being open in the evening draws visitors into downtown — increasing evening activity at downtown
businesses and building support for the center.
STAFFING AND VOLUNTEERS
Smaller CVB /Chamber centers generally have two full -time staff, year -round — possibly increasing to
three staff in the summer season, or supplementing with part-time staff on weekends. Larger, multi -
agency centers with strong interpretive mission can have much larger staffing needs. Some centers use
volunteers; others strictly do not. Many center managers feel most comfortable having trained, paid staff
behind the counter to ensure that the information given is accurate and to assure quality. Volunteers are
often used simply to meet and greet guests.
MISSION AND PURPOSE
Nearly all Visitors Centers view their primary purpose as being a "one- stop" source of information that
maximizes convenience to the visitor. The "package" of information and services that is offered differs,
depending upon the needs of the primary visitor population being served, the characteristics of the locality
and region, and the organizations that participate in the center.
Visitors Center managers offered the following advice regarding the basic purpose of the center:
January 20, 2012
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• Consider, and offer, what visitors want and need most. Provide information and services related
to travel logistics, private business offerings, transportation, public lands and attractions,
educational experiences, safety, and ways to reduce conflicts between visitors and local
communities and resources.
Incorporate multiple partners. Partnerships with multiple private, non -profit and government
agencies are encouraged. This facilitates "one- stop" convenience and avoids duplication of
facilities and services. Strong partnerships lend revenue and budget stability, as there are more
sources of funding, in -kind services, and other support.
Several of the Visitors Centers contacted during interviews were primarily a partnership at the CVB and
the local Chamber of Commerce. These centers tended to focus on trip planning and booking/vending
services. Others had multiple partners, including local city and county government, CVBs, National Park
Service, U.S. Forest Service, Bureau of Land Management, state parks, state tourism agencies, and
Natural History Associations. These latter centers tended to be larger, and may have a stronger
interpretive /educational emphasis.
• "Go Regional/be a Gateway." Provide information for the larger region for which the community
is a "gateway." This helps visitors with trip planning, will attract visitors to stay longer or return
to your hub community, and generates good will and reciprocity with adjacent communities in the
region.
ATTRACTIONS, EXHIBITS AND TECHNOLOGY FOR VISITORS
Center attractions vary with the mission of the center and available space. Most visitors centers view their
role as giving the visitor a "taste" of what is available to explore in the region, then help them access
information about how to experience the area. If a center offers too much for people to see, they may be
viewed as competition for other private tourism attractions. Having "live" presentation, demonstrations or
story telling can keep the center lively for residents or return visitors.
Most of the visitor information centers interviewed have the following basic services or exhibits, to the
extent space allows:
• Staffed greeting /information desk(s)
• Large display map of locale and region
• Photographic exhibits and murals
• Retail book and gift sales area
• Vending space — for brochures, advertising, business displays
• Small meeting rooms
• Small display cases where public art, museum pieces, and other material can be rotated through
for visitor interest
Larger multi- agency centers, with an "interpretive" mission, generally also have:
• Interpretive display spaces show- casing local history, resources, and attractions
• Theater space (from small VCR area to 75 -seat theater)
• Attractive public spaces and views
• Space for live presentations or demonstration of local arts
• Indoor classroom space
• Outdoor interpretive space
January 20, 2012
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Center managers recommend going "simple" on technology that visitors are going to use or be served by.
It is important that videos run without a hitch, that visitor internet stations (if provided) work consistently,
can be easily de- bugged, and that the content and length of use is controlled. While internet stations will
bring visitors in the door, most centers recommend that visitors be referred to other internet access
locations for their personal use.
ADVERTISING, VENDING AND BOOKING
Many visitors centers offer some kind of advertising, vending and/or booking services — for several
reasons:
• Visitors want it, because it adds to the utility of the center as a "one stop" location for tourist
services and attractions and they can make arrangements for their trip conveniently and quickly.
• Offering detailed information about overnight stays and helping visitors' book accommodations
is the primary way that visitors centers can increase the length of stay.
• Advertising, vending, and booking can generate revenue for the center.
• Businesses often want the center to serve this role, and it helps convince businesses that the
center is effective at keeping visitors in town and promoting local business.
Centers help make connections between visitors and local visitor services and attractions in a range of
ways. It is most effective to have a "real person" helping with referrals and/or bookings — not just
automated kiosks. Visitors want to talk with a "real person." It is very important to do regular outreach to
businesses to avoid misunderstandings about what the center does and does not offer and to understand
their concerns about how their or other businesses are represented at the center.
RETAIL
Retail income is often an important regular source of operating funds for most visitors centers. Nearly all
visitors centers contacted had some retail, ranging from specialty books, maps and guides to logo gifts
and T- shirts.
RESIDENT USE OF VISITORS CENTERS
All center managers interviewed agreed that encouraging resident use was important to building
enthusiasm for the center in the community, obtaining support from local leaders, and garnering "good
will" from local businesses. When residents and visitors interact in the same facility, the relationship
between the "host" and the "hosted" improves. Visitors feel that their experience is enhanced by contact
with local residents. The extent of resident use of the visitors center depends upon its primary purpose and
offerings, size and amenities. Many centers include public spaces that can be enjoyed or used by
residents. Spaces such as meeting rooms and reception areas that are available for residents to rent and
use are also common.
COMPONENTS OF SUCCESSFUL VISITORS CENTER PROGRAM
1. Signage.
2. Trained Personnel.
3. Requirements to Carry Tourism Program Brochures and Literature.
4. Role of Centers Funded by Other Sources.
5. Development of Revenue Streams.
6. Visitors Center Coordinating Sub - Committee (Tourism Committee & Chamber of Commerce)
7. Evaluation Process.
8. Hours of Operation.
January 20, 2012
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VISITORS CENTER NEEDS & OPPORTUNITIES
When the Visitors Center was built, it naturally focused on the perceived needs of the day. It took
tremendous courage from those Town Meeting Members to try a new approach through the public- private
partnership that was created on the floor of Town Meeting. Back then who would have envisioned
computers, internet, cell phones, and all the communication tools that we expect today. As to be
expected, services evolved as needs were identified. It is now time that we be realistic and keep up with
the demands if we are going to maximize the economic opportunity with which we are blessed.
The Visitors Center serves a hybrid of operations. The Chamber of Commerce operates upstairs as a
resource for local businesses to learn to grow and expand market share. Visitor needs are met primarily
on the first floor. In researching best practices, and thinking about the services needed in this changing
world of tourism, there are certain principles that should be incorporated in the renewed building.
❖ Providing interpretive services and education is a responsibility
❖ Paid, trained staff assures the accuracy and quality of information
❖ Volunteers to meet and greet visitors are a welcome way to engage the community
❖ Strong partnerships enhance offerings
❖ Tourists prefer the Center to be a "one- stop" shop for information and offerings
❖ Marketing ourselves as part of the region maximizes opportunities
❖ Programming draws people downtown and keeps the Center lively
❖ Visual connections to the Visitors Center are important
❖ The Visitors Center is a key stakeholder in the Battle Green Master Plan
With these thoughts in mind, below is a summary of the components that ideally would be accommodated
in the Visitors Center. All exterior work should be consistent with that outlined in the Battle Green
Master Plan approved by the Selectmen on March 14, 2011.
EXTERIOR
• Building Envelope tight, painted and maintained in good repair
• Improve rear entrance to be a welcoming area from the Bikeway
• Landscaping that connects the focal points and allows visitors to know where to go
• Lighting adequate year -round for safe passage and to allow night -time activities in the area
• Sufficient bicycle racks
• Additional seating for picnicking and resting
• Signage from front and rear
• Bus drop off and parking identified to facilitate tour groups lingering in Lexington
• Appropriate hardscape
INTERIOR
Level One
• Contemplative place to honor veterans and the USS Lexington bell and other memorabilia
• Program room large enough for full bus tour (25 -55) without impacting visitor services
• Counter that accommodates 2 -3 working at same time
• Separate areas within counter for information and retail transactions
• Maximum retail display areas for a variety of products
• Self- serving kiosk
• Video display and wall space for information
• Adequate lighting for all seasons and weather
January 20, 2012
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• Resting areas to read information or have a snack
• Vending area where local food establishments can sell samples
• Clean, accessible bathrooms
Level Two
• Conference space (also available for after -hours community space, secured after hour entrance)
• Meeting space to support and encourage small start -ups so they will move into Lexington office
space as they grow
• Office space for Chamber Operations
• Copying area sufficient to accommodate large mailings, faxing, and other office functions
• Fully ADA accessible
• Air handling for heat and cold
Lower Level
• Mechanical Room
• Plumbing, electrical, internet and telephone renewal
• Storage space
MAINTENANCE
The Town will continue to provide maintenance and custodial support for the facility. Options reviewed
for ensuring coverage meets usage demands.
OPTIONS FOR CONSIDERATION
There are three options that have been considered to improve the look and function of the Visitors Center.
The key features and construction costs of each option are listed below. Both the Chamber of Commerce
and the Tourism Committee recommend funding Option 3.
January 20, 2012
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PROPOSED ADDITION
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Lexington Visitors Center
January 6, 2012
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PROPOSED SITE PLAN
OPTION 1:
RENOVATE EXISTING SPACE
Key features of Option 1 are:
• Renovations at the existing Visitors Center area to better use existing space /resources to include
reconfiguring administrative space and redesigning existing exhibit space.
• Landscaping as per the Battle Green Master Plan.
• Bathroom renovation.
• Add small video kiosk.
• Install more visible signage at the rear of the building.
1. Pros + and Cons -
+ This is the least costly option.
• Desperately needed bathroom upgrade completed.
- Bathrooms continue to consume disproportionate percentage of floor space.
- Does not meet program needs.
- Maintains dated building systems.
- HVAC not updated.
- Provides fewer revenue generating possibilities.
- Facilities undersized and can only offer basic visitor information.
- Limited space precludes expanded cultural and historic information, visual displays.
- Business services and meeting space limited by space constraints
- First floor accessibility only.
- Sitework not completed.
2. Estimated Construction Costs = $200,000 (FY 2012 dollars)
• Level 1 Reconfigure /new finishes @ exhibit space $ 75,000
• Level 2 Reconfigure /new finishes @ administration $ 75,000
• FF &E $ 50,000
Construction Costs:
A &E Design Costs (10 % -15% if LEED):
LEED Silver Costs (5 %):
Contingency (10 %):
Total Project Costs:
$ 200,000
$ 30,000
$ 15,000
$ 30,000
$ 275,000 (FY 2012 dollars)
January 20, 2012
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Level 2
Prepared By:
Colin Smith Architecture, Inc.
Level 1
Lexington Visitors Center
January 6, 2012
887 SF Employee
0 126 SF Service
1013 SF Level 1
0 916 SF Public
0 662 SF Service
1578 SF Level 1
OPTION 1
2591 SF Total
OPTION 2:
RENOVATE & ADD SMALL ADDITION
Key features of Option 2 are:
• Renovation as in Option 1.
• Construct an addition facing the Minuteman Commuter Bikeway for improved visibility.
• Additional interior lobby space with wall displays.
• Includes elevator, bump out back
1. Pros and Cons to Consider
• Expanded capability to address primary visitor information needs.
• Displays and interpretative materials can be better displayed.
• More visibility from the bikeway, creating a more logical destination.
- Veterans memorials not given proper value.
- Groups not accommodated.
- More costly than Option 1.
- No restroom work.
2. Estimated Construction Costs = $650,000 (FY 2012 dollars)
• Level 0 basement and HVAC $ 75,000
• Level 1 Reconfigure /new finishes @ exhibit space $ 100,000
• Level 1 Addition (entry/Cafe /stair /elevator) $ 150,000
• Level 2 Addition (stair /elevator /office) $ 100,000
• FF& E $ 75,000
• Sitework $ 150,000
Construction Costs: $ 650,000
A &E Design Costs (10 % - 15% if LEED): $ 97,500
LEED Silver Costs (5 %): $ 32,500
Contingency (10 %): $ 97,500
Total Project Costs: .$ 877,500 (FY 2012 dollars)
January 20, 2012
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Level 1 2163 SF Level 1
Prepared By: Lexington Visitors Center OPTION 2
Colin Smith Architecture, Inc. January 6, 2012 4210 SF Total
OPTION 3:
REDESIGN AND RENOVATE EXISTING SPACE &
PROVIDE PROGRAMMATIC ADDITION
Key features of Option 3 are:
• Addition to the Visitors Center will accommodate:
— Elevator
— Lobby Space
— Additional retail space & wall displays
— Vending area for food and beverage
— Office space /conference room
— Interpretative room for education and programming
— Veterans room
• Restroom layout will be redesigned to minimize impact
• Full ADA compliance
Pros and Cons to Consider (+ including pros from Options 1 and 2)
+ Entire building ADA Accessible.
+ Meets all programmatic needs.
+ Restroom can be better designed.
+ Proper area to honor our veterans
- Higher costs than renovation of existing facilities.
2. Estimated Construction Costs $1,275,000 (FY 2012 dollars)
Construction Costs: $ 1,275,000
A &E Design Costs (10 % - 15% if LEED): $ 191,250
LEED Silver Costs (5 11o): $ 63,750
Contingency (10 %): $ 127,500
Total Project Costs: $1,657,500 (FY 2012 dollars)
IMPROVEMENTS TO ENCOURAGE REPEAT VISITS TO LEXINGTON
Research shows that regular programming encourages repeat visitation. Presentations, demonstrations or
story telling by interpreters and guests can keep center lively for residents and visitors. Consideration can
be given to opening the Center on evenings as many facilities have found doing so helps to keep people in
the downtown which is good for local businesses. The space planned in Option 3 will encourage these
opportunities to give people reasons to return frequently.
January 20, 2012
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Colin Smith Architecture, Inc. January 6, 2012 6566 SF Total
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FINANCIAL FEASIBILITY / FUNDING SOURCES
In order to consider the potential project, in conjunction with Colin Smith, AIA, Colin Smith Architects, Inc.,
(currently Chairman of the Lexington Chamber of Commerce Board of Directors) preliminary estimates based
on industry standards and conservative square foot analysis have been prepared. Colin has also prepared an
architectural rendering of the project as a basis for this calculation and discussion. More detailed cost
estimating will be required to confirm total costs. This gift is the type of partnership that a project of this type
can foster.
Based on the recommendation for pursuing Option 3, the estimated expenditures will be approximately $230 -
$240 /square foot. Broken down, the preliminary hard and soft costs estimated for the project are:
Lower Level $ 100,000
New unfinished basement areas /new HVAC
Ground Floor (3,600 SF) $ 550,000
Renovate existing space & building envelope ($100K)
Veteran's Space ($50K)
Education Space ($100K)
Restrooms ($150K)
Rear Entry/Cafe ($50K)
Stair /Elevator ($100K)
Level Two (3,100 SF) $ 375,000
Renovate existing space & building envelope ($100K)
Office Space -South ($50K)
Office Space -North & Restroom ($75K)
Office Space -East ($50K)
Stair /Elevator ($100K)
Site Work $ 150,000
(Possibly as part of Battle Green Master Plan)
Front ($50K)
Rear ($100K)
FF &E (Furniture, Furnishings & Equipment) $ 100,000
Kiosk, seating tables, displays, retail counter
Construction Costs: $ 1,275,000
A &E Design Costs (10 % - 15% if LEED): $ 191,250
LEED Silver Costs (5%): $ 63,750
Contingency (10 %): $ 127,500
Total Project Costs: $1,657,500
FUNDING SOURCE
The tax levy and Community Preservation Act funds are both available as possible funding sources. There are
currently 5 active Bed & Breakfast locations in Lexington, and 3 hotels. Together, they will pay $679,847.15
in real estate taxes in FY2012. Their CPA contribution is $20,170.85. While they are not the only businesses
that benefit from tourism spending, does demonstrate that reinvesting in our Visitors Center has direct benefits
to the Lexington taxpayers. Directing these dollars towards this project could provide a short -term payoff of
the project. Additionally, there may be some grant funding available for construction and/or program. For
example, Federal Highway Dollars for centers that have reduced traffic congestion and converted visitors to
pedestrian or transit use may be available."
January 20, 2012
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CONCLUSION AND RECOMMENDATIONS
RECOMMENDATIONS
Based on best practices and local needs, recommendations for a renewed Visitors Center to modernize service
to Lexington residents, neighbors, national and international guests has been developed. The partnership with
the Chamber of Commerce, should be maintained. Inclusion of the following components in the plan is
recommended:
• Staffed greeting /information desk(s)
• Attractive interpretive classroom space for live presentations or demonstration show- casing local
history, resources, outstanding features, and the arts
• Self- serving kiosk in multiple languages for trip planning
• Large display map of locale and region and interchangeable calendar area information
• Administrative office space that is separated from the busy public use areas
• Small meeting rooms
• Brochure racks
• Retail book and gift sales area
• Food vending area to be staffed by local eateries
• Easily accessible public bathrooms
• Adequate signage
• Attractive landscaping and outdoor public spaces
• Ample parking, for cars, RVs, motor coaches in the vicinity
CONCLUSION
The Lexington Visitors Center was built and decorated at a different point in time. The decor is tired and looks
like it belongs in a by -gone era. Nearly 50 years of technology advances require a new way of delivering
visitor services. Upgrading the rear of the building to add "front door" type architecture will greet Bikeway
recreational travelers and encourage them to stop and visit, rather than simply pass through Lexington.
Through this plan, a modern Center that anticipates future needs will be achieved.
Fifteen years ago the community recognized the importance of harnessing tourism. The mission is "to create
economic development opportunities through tourism." The vision is:
Lexington is known throughout the United States and internationally as a world -
class tourism destination offering a unique and seamless range of services for
tourists and residents alike. Visitors are encouraged to Linger in Lexington,
thereby generating revenues for the town, attractions, and businesses.
The investment already made is paying off. The Visitors Center envisioned will serve as central point of
contact for tourism. At the heart of our tourism vision is educating visitors that there is so much to do and see
in Lexington that they should spend 2 -3 days here and stay overnight in our hotels. "Heads on Beds" literally
translates to additional town revenue through hotels and meals tax. New taxes of $478k have been collected
since the launch of the "Linger in Lexington" campaign. Real estate and CPA contributions from Tourism
related commercial uses are significant and justify the reinvestment. In 2012 almost $700k in CPA and real
estate taxes will be collected from our 8 properties that provide rooms for overnight visitors."
We pride ourselves in leadership across many areas throughout history. By funding Option 3, the Town will
continue to be leaders in harnessing the economic development opportunity that we are grateful to be afforded
thanks to Lexington's role in the formation of the country.
January 20, 2012
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