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2013-05-15-TFMP-min
77S TOWN OF LEXINGTON a Ad hoc Townwide Facilities Master Planning Committee k_ APRIL IT � k1 NG'V Minutes Town of Lexington Ad hoc Townwide Facilities Master Planning Committee (AhTFMPC) May 15, 2013 Place and time: Public Services Building, 8:45 a.m. Members Present: Bill Kennedy, Chair; John P. Carroll; Peter Kelley, Selectman; Jeanne Krieger; Richard Pagett; Joe Pato, Selectman; Jessie Steigerwald, School Committee Members Absent: none Liaisons Present: Laura Hussong, Community Center Task Force (CCTF); David Kanter, Capital Expenditures Committee; Alan Levine, Appropriation Committee; Mark Corr, Chief of Police; Linda Vine, Town Manager's Office Liaisons Absent: James Goell, CCTF; Joseph McWeeney, Permanent Building Committee (PBC); Paul Lapointe, Council on Aging (COA); Mark Corr, Chief, Police Department; John Wilson, Chief, Fire Department; Linda Vine, Town Manager's Office Also present: Joe Strayer, The Cecil Group; Pat Goddard, Department of Public Facilities; Bob Pressman, Community Preservation Committee; Fred Johnson, Center Committee & Cary Memorial Building Committee; George Burnell, resident; Donna Hooper, Town Clerk; Dawn McKenna, Tourism Committee Recording Secretary: Laurie Lucibello The meeting was called to order at 8:46 a.m. 1. Comments: Mr. Kennedy suggested that the meeting minutes from April 24 and May 8 be discussed first. 2. Minutes: Ms. Steigerwald submitted clarification over her comments at the April 24 meeting in regards to the need for space in the community to support the Arts. A motion was made (Ms. Steigerwald) and seconded (Mr. Pagett) to approve the April 24 Minutes as amended. VOTE 7 — 0. Technical corrections were made to the Minutes of the May 8 meeting. A motion was made (Ms. Krieger) and and seconded (Mr. Carroll) to approve the May 8 Minutes as amended. VOTE 7 -0. 3. Project Updates Ms. McKenna, Chair of the Lexington Tourism Committee, provided an update on the project to renovate the Visitor's Center. Ms. McKenna distributed the May 7, 2013 updated Lexington Visitor's Center Revised Programmatic Report and a spreadsheet with revenue from the Hotel/Motel tax and the Meals Tax. • The updated programmatic report does not change the substance of the recommendations. • The Visitor's Center program needs do not compare with the program needs of the Public Safety needs of the Fire and Police Departments. • The Visitor Center does have an economic impact for the Town; tourism results in direct revenue to the Town. • Ms. McKenna's recent experience at the Discover New England Conference indicates that European tour operators are interested in the Lexington experience, and improvements recommended in the Programmatic Report support these types of tours. • Residents also use the Visitor's Center for their own guests to experience Lexington and sometimes even for use of the public restrooms. • Mr. Kennedy asked who benefits from a renovated Visitor's Center. Ms. McKenna explained that the Town benefits with increased tax revenue from additional tourism, as well as job creation, as tourism is the 5 th largest Lexington job creator. Business also benefit and the residents benefit from improved quality of life. • Mr. Pagett asked what the process will be to arrive at the appropriate design and Ms. McKenna replied that there will be a public process, and the design in the report was to generate an order of magnitude cost estimate. • Discussion continued on the inadequacy of the current Visitor Center to accommodate school groups or to accommodate self - service selection of tours. The Hosmer House location was also discussed as a potential alternate location for the Visitor's Center. Ms. Hooper and Ms. Vine then provided an update on the status of developing the program to use the Stone Building as a Lexington Heritage Center. Originally, the concept was to use the building for several uses, including public use of the upstairs Lyceum Hall for meetings, a neighborhood gathering place, and to exhibit archives in the first floor. The public use and security requirements for the exhibits present a conflict that has not been overcome. Additionally, with the new Community Center opportunity on Marrett Road, the pressing need for neighborhood space and meeting space will likely be minimized. Discussion continued on the intent to restore the ell and add an elevator in the ell for access to the second floor, what other potential stakeholders have been considered for collaboration with operating the building, and that the "gift" of the building requires continued library or educational use. 4. Draft Final Report Chapters Comments from the committee on the two draft chapters, 2 — Existing Conditions and 4 — Alternatives, were recorded by Joe Strayer of Cecil Group. Many of the comments were that the existing conditions need to update the status of the building to the time of the Final Report. Also, it was commented that the Hastings School was not included in the Existing Conditions chapter and should be included. 5. Future Meetings The committee added a Meeting on May 29, at 8:30 AM in the Public Services Building. They also agreed that the agenda for the May 22 meeting should be primarily a committee discussion on project prioritization and polling members on what the priorities should be in the presentation to the Board of Selectmen. 6. Adjourn The meeting was adjourned at 10:16 AM Materials used at the meeting: ➢ Agenda for May 15, 2013 ➢ Draft Final report Chapters, 2 Existing Conditions and 4 Alternatives ➢ Lexington Visitor's Center Revised Programmatic Report, May 7, 2013 ➢ Spreadsheet showing HoteWotel Tax Revenue andMeals Tax Revenue, by Dawn McKenna ➢ Draft Meeting Minutes for April 24 andMay 8. $ 4,512,429 Total Tax Meals FY11 &12 New $ Hotel FY1 :1 &12 New $ New Growth $ 268,068 361,430 6:29,498 $ 1,000,293 Total tax $ 268,068 New Growth Hofi.l /Motel 'Tax Revenue Meals Tax Revenue Actual Notes Actual Notes FY01 $ 463,814 FY02 $ 348,615 FY03 $ 258,109 FY014 $ 216,732 FY05 $ 253,007 FY06 $ 209,663 Fv'07 $ 188,608 FV08 $ 138,729 (Sheraton closed) FY'09 $ 294,031 A Ilo$t /Element reopen $ _ local option approved at March F'�'1C) $ 357,276 $ 9'3,367 Town Meeting FYI ' $ 590,720 $ 233,444 $ :838,449 $ 245,081 F`� 12 /3 $ 718,706 $ 127,9 €s6 $ 361,435 22 986 F 1 $ 4.74,420 1st & 2nd Quarters $ ,,,, e „07,042 1st & 2nd Quarters $ 4,512,429 Total Tax Meals FY11 &12 New $ Hotel FY1 :1 &12 New $ New Growth $ 268,068 361,430 6:29,498 $ 1,000,293 Total tax $ 268,068 New Growth Lexington visitors enter Revised Programmatic Report - Prepared For The Town of Lexington M Original Report by Davwi 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 Director Devised Report by: Lexington Tourism Committee Table contents EXECUTIVE SUMMARY ....... ............................... .. INTRODUCTION .............. ............................... PROJECT PURPOSE ......... ............................... METHODS AND PUBLIC CONSULTATION ......................... ............................... - 6 - VISITORSSERVICES ............................................................................................................. ............................... 7 BUSINESS DEVELOPMENT ................... THE MINUTEMAN BIKEWAY ................................................. ............................... HISTORY .............................. ............................... BENEFITS OF IMPROVED VISITOR INFORMATION SERVICES ....................... ECONOMIC IMPACT -..---=. _ HOTEL AND, MEALS 'r A - X I 11V 1LL \L 1L- 111 ............................... -f A MULTIPIER EFFECT ........................................... ....<.._.:,:,,..- LEXINGTON'S VISITORS BY MARKET AND MODE ... ............................... LESSONS FROM OTHER VISITORS CENTERS ............ ............................... . 1NFR -A' S 1 CI URE ................. LOCATION ................................................... ............................... SEASONS/HOURS OF OPERATION . ............................... STAFFINGAND VOLUNTEERS .......................................................................................... ............................... - 20 - MISSIONAND PURPOSE ............................. ............................... ..... ............................... - 21- ATTRACTIONS. EXHIBITS AND TECHNOLOGY FOR VISITORS ......... ............................... ADVERTISING. VENDING AND BOOKING ....................................................................... ............................... - 22- RETAIL .................................................................. ............................... ........... - 22- RESIDENT USE OF VISITORS CENTERS .......................................... ............................... COMPONENTS OF SUCCESSFUL VISITORS CENTER PROGRAM .. ............................... . ] a - Main 7, 2013 (�UBLBEN7`ST}�[EOFV[S|TOR�8CE3\D� -24 ()(����|-------------__________,,,,,,~~___ __ PR __.. ______________-- 24 �S- A{�CES8}B)L[1l/---------------- ________________---� ............................ JS [� _ 26 EXTERIOR ---------------------------------------------------' MAINTENANCE ______________________________________________--'-Z7 VISlTO}�8CIN��ER�}�EEDS6tOPP ------.� 28 EXTERIOR ______________________________________ . ___________ --.-Z9 29 INTERIOR _________________________________________________---. �9 MAINTENANCE ______________________~____~__._______________---� 3O- C(}ST8AI�I�F0/�1}0N��------------ ------------------- 32 CONCLUSION ---------------------------------------------------. -33- Appendix ......................... ................................................................................................................................ Ift May 7.20l] -^- EXECUTIVE SUMMARY Lexington is 1cnOl1'11 tt21'O?lg17011t ti ?e U11ited 5'tc&,y cwd internatiomadl% c7S C, i1%Oi "1Ci CIcSS toil,jS117 �tt�rfita iron t, n� riaa lr it ,.,n ;, - -.,, .., r., „:7 .... J..,. 1.,. � - -- :`i = :: � -: --;::7..;. .;: o; iiiric S ;'Cr:se vj ,cf viiJc3 Iur loziii.�ts anti rem(IC171S alike. Eisitors 47re encourciged to Linger in Lexington, thereby generciting reVeMleS for the toull, attractions and businesses. Vision of the Tourism Committee Lexington is in every histon book written. Visitors from across the country and around the world learn, about the Birthplace of American Libertv and want to see it firsthand. Should we allow them to come, view 'the Battle Green and leave or should we inspire them to Linger ul Lexington and spend their money here? We need to give visitors more reasons to stay and that is why it imperative for us to begin the process of redesigning the Visitors Center which plays a critical role in fulfilling our economic mission. This Programmatic Needs Assessment was originally written on January 20, 2012. The pr ect was deferred last year for additional planning. Ili the last two years, invaluable and conistructive feedback has been solicited from tourists, citizens, committees, local businesses, regional and State tourism partners, the Boards of the Cllaluber of Commerce alid thie ihtstoricah Sor_:ieiy', as ?yell as from Town staff. These ConversationS were instrumental in revising this Programmatic Report. The o}1iec6,, of VjSjtors renter pr-Ject is t0 ma:urin -ze ihnC eC0- 101nle leevCiOpnieiit potential (flat t011iISln represents for Lexington. The tourism industry is the P largest emplover 111 MaSSaC1111SettS and anlOnlo t_1_i_P hargeSt e- uph0`verS iii Lexiii to1i, Slt rJ0 -1�lin - v p g some 500;obs as a direct result of tourism spending. Together with Concord we are the 4th most visited destination statewide. This protect is -lot so about fi'Clllf a bliildin that ties OUtll 1tS C- Sef1 -1 i-fc; ii is also about provichng OpporllmlleS CO generate revenue through S011i'CeS other than our taxpayers. It is the equivalent of rezoning a parcel of land to enable the development of projects that generate greater tax revenue. DO we ,valet to take full ),-I wm a ll of the arnprentrr r�ntArt ±s,�l ^ f+__;_ T � � __�) T rIrn r - ""-' �� -Ciii nit ia,.niii hi r 1 20 ei P I�LI,f 12 flotelhucals tax totaled just Over $2 million of which $6310, represented ne'vv grOwcti. v Thidt inea -lS that 31 �� Of revenues in this category are lie t to Lexington in the last two years. Imagine Nvhat we cotild accomplish with the rig lit tools. The State understands these economics and u has been inve + - j _ , o wu u,v�..otuV ut_nn�i !r) inarl.ei Massachusetts. Furthermore, the Massachusetts Office of Travel and Tourism (MOTT) is a founding partner in Brand USA, which is the federal government's first ever coordinated global marketing initiative to attract foreign visitors. A modern Visitors Center designed to service the global 21” century travel market, is vital to generating additional revenue thereby providing tax relief to our residents and businesses. We want the Visitors Center to male the best first impression. Whether it is cultural tourists from local colnnimlities or traditionally defined tourists travelling 3 miles or more, potential residents, family or friends visiting Lexington, or someone biking or walking on the commuter bikeway, the Visitors Center must be designed to meet the needs of these diverse users. The design must also recognize the important role the Chamber of Commerce plays in attracting and retaining businesses. The Visitors Center is often the first stop for prospective new employees; entrepreneurs seeking to open new businesses; large corporation considering a move to Lexington; and developers deciding whether to build or buy here. Enter the Visitors Center and ask yourself: Does the quality of that experience represent the excellence for which we strive'? We only get one chance to make a first impression: Can we afford to wait? Originally built in anticipation of the nation's bicentennial (1975), documented evidence demonstrates that over 100,000 people visit this building annually. Miniiternan Natioaah Park received over one million visitors according to the National Park Service's data collection systems. This combined with our anecdotal evidcnce affirms that Lexington's visitation numbers are significantly higher than documented. Mav 7.2013 _4_ How have we cared for this heavily used capital asset since it was built over forty years ago? Other than making the front door accessible and updating the bathroonns, the building is largely the same as it was then. yet 11i101 has cltaiiged ,nal,n,n-1 t af; -, - tt:,... Q ! ln- i ltcr cation al dciniaatid ivi udi- tU2lbon about democracy has grown, the railway is now an active bikeway, the use of technology to research and plan (heir visits, dis ibure inforination, and make point of sales decisions about what they do once the arrive has exploded, and the need lev has become apparent. It is time to prepare this physical space to io capitalize out revenues outside the tax meet the needs of users in the 21" Century. A major change in this report is that design options have intentionally been omitted. While they were a physical representation to demonstrate how programming might fit in the existing location, readers had a hard time believing that the public design process would engage all stakeholders and that the Department of Public Facilities would oversee the design and renovation project. The siginificant takeaway from those sketches is that in order to meet the program outlined, an addition and renovation are required. The cost associated with that option is approximately $1.8 million. The projected economic impact of awell- designed Visitors Center Justifies this investment. Based on new taxes and spending wve believe that wvitlnin -7 years, our investment will be repaid m tourism dollars. The Programmatic Goals for the Visitors Center are: 1 s , ,��a s . _ 1. llLform' g and orient' g visitors to maxiisiize their desire aiid ab 12�r to L cv.�cc ice s r,cccra.ec!�, 2. Creating and extending a welcoming environment for residents and visitors; 3. Promoting economic opportunities to generate income for the Town, attractions local businesses acid r tonG the r e by fi fli g t +rr o, g , a,., __�.,_..., _. °•vv �.J'•'•.; L..�nS �exirlglv�l Lu.�i�uv�iS, 4. Educating our visitors, especially during the six months when our pri uiary attractions are closed; and J. Designing the facil to capitalize on the rapidly expanding iiitertnati ©in[ market. 9 T' L ,__ h g oals, TI1P Y I I „ s, Iin liliillliiirnt of t__m g tS, lie ouo ving lcrQDgl alTis should be included ' in a renovate nS1tOP5 Lester. 1. Customer service counter for welcoming arid assisting multiple visitors simultaileously; 2. Orientation room for visitors, small groups, and larger tours, avid for use during inclement xxra ather - 3. Modern, sufficient, and easily accessible restrooms, d. Redesigned rear entry from bikeway to attract guests Cointe,m-pla-tive area f 1,onor:. V t ion ext erior memorials; Yiutavv uavu iVi 11V11V1ll1� eLG14111 �NiS1S �•n�ll�i 1 -i1ii Tie'e't 7 1 6. Self -serve kiosk with materials in multiple languages, 7. Retail book and gift sales area; 8. Administrative space for Lexington's Chamber of Commerce, and 9. Indoor table(s) and vending machine area; In the past two years preparing for this financial request, we have learned the following: • There is broad consensus that this continuously utilized Town -owned facility needs work; • The programmatic goals outlined in this report incorporates the collective ideas of the stakeholders; • A public design process, guided by professional consultants, including an expert in interpretive planning, and our Facilities Department will inform the layout and flow of the site and facilitate improved visitor experiences. Two years ago, the Tourism Committee identified the renovation of the Visitors Center as our capital l-" �zr prim i l y , vv e began working �N -itii T own staff, boards and committees to request appropriate fins ing to begins this process. Funding was origiially sought in the 2012 Town Meeting. While the need for an upgrade was acknowledged, some felt that the program needed to be further developed and the project was postponed. Over the past year we have engaged the stakeholders, reviewed our goals, researched, and refined the program- Now is the time far Lexington to fluid the professional arcliitec oral designs as the ilea step in that process. 10 - 5 May 7, 2013 I PROJECT PURPOSE The purpose of the project is to better serve Lexington's - visitors and maximize revenues from the tourism industry. This programmatic analysis should assist the Town in understanding the heed, the market, similar projects, current conditions, future opportunities and the financial feasibility of the project. Best practices have been researched. With our historic public- private partnership with the Lexington Chamber of Commerce, our Visitors Center must recognize the impo_rtmit rol the Chamber of Commerce plays in attracting and retaining businesses and in accommodating the needs of Our commercial sector. METHODS AND PUBLIC CONSULTATION Since July 2011, the Tourism Committee has been conducting this Programmatic Needs Assessment. Architectural standards for doing include: 1. Conduct a Clap Analysis: • Determine what the current situation is, • Outline the desired situation, and • Analyze what is the difference, or "gap," bethveenl current and desired conditions. 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. i lie steps taken to follow these industry standards for needs assessment began with a self - analysis of our Tourism program. Over several months the Tourism Committee created a Mission and Vision Statement which was voted oil November 28, 2011 (see Appendix A). Five public hearings were held over two tourism seasons to allow Opportunity for stakeholders to consider the needs while observing actual practices in between the meetings. Three of those meetings were for the general public (see Appendices B C and F). One meeting was focused on the prospective of local businesses (see Appendix D). In order to maximize participation ill this meeting, the Lexington Chamber of Connnerce, Lexington Retailers, and the Tourism Connnittee sent the invitation to Lexington businesses. One of the meetings was held between the Board of Directors of the Lexington Chamber of Commerce, the Lexington Historical Society, and the Tourism Committee (see Appendix E). Thus meeting was particularly lilstrLi%tiVc as it deilrorlstrated the amount Of llnsnitorrnation that has circulated amongst the members of the respective organizations. It was a constructive meeting that opened a dialogue that we plan to continue independent of this projeet Best practice research was conducted over the inter net, by interviewing colleagues in the industry, and by attending educational seminars and programs. Several members of the Tourism Conlin Ittee participated Ili MOTT's Tourism U as well as regional conferences. May 7, 2013 -6- VISITORS SERVICES Technology has changed the ways in which visitors receive and utilize travel information. Through e our !know u we that 90% of visitors self -book their trips via tale Internet. Wh regional Tourism bureaile the Chat ilFtcr�tnines iiQ�v niacin time, and tineretbre money they will spend in town. it is those one -on -one interactions that take place at the counter that remain the key to increasing revenues: The conversations, the experience, the educational teasers, brochures and written materials which determine whether visitors see the Battle Green and 1- leave, spend an hour, all day, or even stay for an overnight or two. Some visits are plarsled, but many are on the spot decisions, and'a direct result of the Visitors Center staff and Our Liberty Ride and Battle Green Guide guidance. The importance of these personal connections, and the space and tools to do so has been a focus of our tourism efforts. For the past six years in late April, the Tourism Committee has provided training for all those who interact with visitors. At those annual sessions, a packet of information is provided to the guides that include new and existing programs brochures for all attractions, the National Park Service Magazine, calendar details for Revolutionary Revelry and how to access other event information direct phone numbers, and hours /dates of operation for all Lexington/Concord sites. A representative of each organization speaks about what they are hoping to emphasize for the season. New and returning guides are given an Ambassador Pass as they are required to visit each site so they are experts on all Lexington has to offer. A theme is discussed by a speaker that reminds people of what world -class service means. Themes such as the L�islley way, /flat a Snlile means, Gracie's Way and others have improved visitors +, a t., th i f ocused t gu es o ve r e til�y t hneetings fcused on actual toll_ id however, o e� the years we have services. Ini broadened it to include hotel front desk staff, police officers, the parking lot attendants, and others. They t too ilflucric e lio n' a guest feels about. them Lexington visit. Word -of -mouth continues to be a strong reason why people chose where to visit. it is therefore important that our visitors services are state of the art. The internet has multiplied the effect of the experience. If a onnrl P� °nariPnr tl,afi « ;ill he U4;Qi; . 11Qi: °e 'er n:'5010 V uvtttittLift� vfa �i c� ta15 G 1111JL4C V1SOr and lsOQg e 17 - Places, and Yahoo travel are magnified and take tremendous efforts to undo. We need to make sure that the things we can control, such as the condition of the physical building a-rid the services we offer, reflect file excellence that Lexington values aQ that file reop!e coming wi11 walnt to taro tall advantage of afl ,d have to offer. 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. A growing number of tourists are coming with the intent of spending time at our attractions. hllprovements in transportation options have encouraged visitors from firrther away to travel to Lexington. Today's visitors come from around the country and the world. Our displays need to respond with translated exhibits, and technology to deliver visitor information in multiple languages. The international appeal is in part fueled by the events of September 11, 2001 which renewed a sense of patriotism and appreciation of freedom and democracy. Europe sends a large number of visitors due to the connections of England and France to the American Revolution. Marketing op porhlnities for Massac�,tt��rts lnctttde Japan arch China. Recently opened direct bights from Boston to Tokyo have fueled market growth from Japanese tourists. China has a well-educated, strong upper middle -class population. Due to years of government control of one baby per couple, generations of family wealth is now in the hands of a single couple. The Chinese have money to spend and they choose to do so increasingly in Massachusetts. mow. �� May '7, 2013 �; 7 Massachusetts is a founding partner in Brand USA which is the first federal program to target the international market in a unified way. Through their educational program "Tourism U" we have ]carried lilt; 1 uCGiiiaiiviia, Hialiscl, iri cruational visitors spena 3 times as much as domestic visitors. Their average stay is three weeks which is longer that national visitors, translating to more dollars. Important to Massachusetts is that their visit is not dependent on weather. Typically they seek all educational based experience. Massachusetts, with its history and strong academic institutions is a favorite destination. Once they book, the come, and international visitors look at the calendar as ' a 12 montl_1 ,ppo :nit;;, no t zi seasonal six lnoi1i11 window. All important component of attracting international visitors is having the physical space to respond to cultural norms of international visitors. The building was built for national visitors, with little consideration for the expectations of international travelers. Yet it is our international neighbors who seek to understand the power of democracy and therefore travel to Massachusetts. Our world is getting smaller; our visitors are more savvy, and their heeds evolving. If we are goiner to reach our vision of being knoNvn internationally as a world -class tourislll destination, then the first impression our international guests should have in the building is one that reflects a multi - cultural experience. Since its formation in the mid- 1990s, initially under the leadership of Betty Eddison, the Town's Tourism Cormnittee has partnered with the Chamber to understand visitor needs and to provide the infrastructure to support it. Based on the foundation Ofini rInation gathered ;tom local and state resources, visitors Sii viC2S Si30iiiu iut lout. customer service counter space for welcoming an c^,ssIsting customers, large enough to spread out leaps, interpretative services to provide an overview of our history; orientation that sparlko the r_1,GiG` Ut 'visitCii`S t go rulo the co unmunity gild patronize our cultural, historic and business resources, retail sales which serve as both a remembrancc of the trip, but an advertising tool for Lexington; acid modern, clean, and accessible bathrooms ill sufficient quantity to reflect the use. RIT I VQQ il Ty nDA/FVXT_ l:as ; hi recent years, Lexington has made a concei led effort to become more business friendly. Ili doing so, the Town has benefited by the partnership with the Chamber in man ways. ays. Through programming and pa.,' �i.ilcr hip the Q{in has worked cooperatively with the TOom. arid usinesjes t0 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. The Visitors Center is a Iit,rbi - id Downstairs Is largely visi services, interpretation, retail sales and restrooms. 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 Hurried to the Chamber for assistance as they sought to start, grow, and sustain their business. Today businesses continue to depend on the Chamber. The Chamber helps information and services to businesses deciding whether to locate in Lexington, seeking to attract and retain employees, in hosting clients and by provide support services. The Chamber organizes monthly meetings on relevant topics, networking nights, member referrals, women to women luncli series, business newsletters, facilities S� vnr counseling, arid much more to facilitate success. Few visitors' centers provide this invaluable direct support to community businesses, in addition to services for travelers. As a result, Lexington taxpayers benefit from the Visitors Center through business tax dollars. ] a May 7, 2013 -8- THE MINUTENIAN BIKEWAY' One of the drivers of increased visitation to Lexington has been the popularity of the Minuteman Bikeway. This resource was never envisioned during the planning for the Visitors Center. Prior to - ...•.t..+. A_ ,...... -: .l _ -.- 1— _7 -___ -1 �1_ _ i r' Cv.ao.a .: ac, "W vV[1iiiVi lGiiiliii tutu v inauts Centel as a railroad track tor the commuter train into Boston. Buildings along the way were built to shield the visual and noise impacts of the multiple trail 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 coninl�uter Like path rail sertvrice continued until 1981; co istruction approval was granted in 1991- officially dedicated as the country's 500` rail trail in 1994. The White House designated the Minuteman Bikeway as a "Millemilum 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 each ''n - va biea..as year. . a: ii ci typical in- season Saturday, bike counts taken under the direction of the Bicycle Advisory Committee in the vicuiit_y of the Visitors Center, show 4,000+ trips. Thev are cyclists, walkers, joggers, commuters, fans lies, * dividuais, locals, and visitors. Some of our touiisiii efforts have been geared towards finding a way for bikeway users to learn of the many businesses and attractions available to them steps from the bikeway. These cultural tourists have the time to spend their motley here. Similar to trying to teach visitors that there is more to see in Lexington then the Battle Green, We must draw bikeway users into the Visitors Center and Orient them to ail Lexington has to offer. The cCOiioid'eiC 0I)DOI tUrlii y' available to i•onveri people j1µst passing through into consumers O Our local historical sites, shops, and restaurants is substantial. A majority of these recreational travelers make multiple trips along this trail. In recent years, 25 — 50 — 100 mile rides have become common for an increasing number of bikers. It is a priority for the Tourism Committee to convince these travelers to h P!` . nmP T PSrin n'1 nnnrnsra�os -n I-7.,. :r,.�. ..,.. _.... .,1 .... .�1_ UiIW i iiiU s.;tiHURi CuffilgUlaliOrl, rulers barely know there is a building at that location because ofthe 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 cif a house. While nest; s' nage has ' been approved to identiz the bullding, more is needed. Landscaping will help, but architectural changes and bicycle parking are needed for visitors to be drawn in to this facility. Multiple toNvii organizations recognize the importance of directing Bikeway travelers into Lexington patrons. Recently, the Bicycle Advisory Committee received fimding from the DCR to improve "user nlforinatioil oil the Minuteman Bikeway." This is a 3 y-town grant to Hire a design eng ineer t0 CO1Tle tip 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. ACROSS Lexington is a network of trails that connect to various sites through the Center. This Work compliments and underscores the need for a visible rest stop for recreational visitors to Lexington. ]a & May 7, 2013 -9- HISTORY A separate warrant article at the 1965 Annual Town Meeting set the stage for the construction, use and management or the bui toting. Lex ington was tbcused on the upcoming national Bicentennial. The d ...... _= y :o i u u iv ic.ui;icii iniuiiiiaiiuii iCSUUlGC [Of iKIIH }Iial VISltors, ana most importantly, publicly accessible bathrooms. Taxpayers were prepared to fund the construction of the building. While there was no doubt of the need, concern surrounded ongoing staffing costs for providing visitor services. A review of the Town Meeting minutes gives a flavor of th:,- 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 imlovative 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 1 U �_ ZR'll ___ _ a _ lld Cham agreed that the appropriate distribution of costs would have the Town pay for heat, m ■ electricity and water, and the Chamber would pay the phone and internet services. Historically, it has been the income from sales of merchandise at the Visitors Center that has paid for the staff necessary to mill the visitors sennees piece. Few unprovements have been Rude to the visitors Center offer the years. While a cuStodiail used to be as 1i iac!i to the ca aliiiig Eilitil upkeep of the bit l'I_diltg that ChaYigp ? m the mid 1990s. it has only vecii iii the past few years under the Public Facilities Department that a schedule has been re- established to regularly clean the facility. While an improvement, we are still working with Public Facilities to help them understand that an ongoing cleaning and maintenance schedule that meets the requirements of a facility that 0 —T— i nn 011f) _' -..•, v - -� of v,o.:uia �n.i Yvon, will! thole', iiU1mg spin – October, and even more on weekends, has a different Staffing need then our other public buildings. Regarding capital work, over the years there has been sonic cosmetic repairs, but virtually no significant capital investment. At the 2002 Annual Town ce $1 00k was ap A.rtleie 8h as pal Q the $6 Town Building pp !- ...��., �t f Envelope project for ADA improvement and bathroom updates and fiinded through the tax levy. This is the last investment (11 years ago) that has been made at this heavily - trafficked site. BENEFITS OF IMPROVED VISITOR INFORMATION SERVICES Research shows that the more time visitors spend in Lexington, the more money that is pumped into our local e�QilQnly, SatisBJng V Sit or n formation needs can be effective ' in-fluencing their behavior. By providing answers to basic questions, helping them navigate through the attraction options in the local area, increases satisfaction. While the staff currently does an excellent job providing assistance, the reality is that the physical space constmirits are a challenge. Having the space and technology to add a self-serve kiosk with content controlled by Lexington would also help capture the overflow, as well as those who prefer to make their own arrangements. More often than we want, some visitors just c_,arnnot work through the maze of people utilizing different aspects of the center during the busiest times in the Center. They leave having their questions unanswered, and are a missed opportunity to encourage s Pell diilg. 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 dete171ill11ng where t0 travel 1S the lnterilet. (APP lxt n //1 n a( -- — g i n on -, iii fGi' `Ll'a'vcl data.) ] a - - ��" May 7, 2013 -10- People are researching their trips and pre - planning based on what they cee on the roi,�pute � �i,�a = r i 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 cort nits has to A cc L .x Lgj ..._ �___. ____ . _ —1- - ,_ _ i n • I U1 eat at our iocai restaurants rather than Gushing off to v r-- tiiii3 i.i.vvi,�i ---- i;v Genii- ii — T A - l,y 1\iue�S±.' Concord or Salem are a direct credit to the information given at the Visitors Center. One example that happened during suminer of 2012 illustrates this point. A couple had planned a driving trip through Massachusetts and mapped their itinerary via the internet. They had pre - planned a quick trip to see take the ninety Libertt, Ride' tour and then head to the Noitlish J - for the afternoon. When they returned to the Visitors Center they indicated that they had no idea Lexington had so much to see and wished they had planned more time. As the staff explained more attractions they could take advantage of if they decided to stay, they changed their plans on the spot. They booked a room, and left the Visitors Center with directions on where to eat dimier (in Lexington) and an itinerary for the next day. This only happened, because the staff responded to their cues and because at the time they were in the facility they_ were the only ones at the counter. A renewed Visitors Center will provide more space to facilitate connect to visitors in those kinds of one -on one interactions. Using any intemet search engine you will find many reports from across the country of communities who have already upgrading their visitors' center and detailing the benefits of an improved facility. They all mention the same benefits: increased visitor spending and an attractive gateway to the community, encoaragiing people to be repeat `nsitors. That location, services and a�tractrons are key factors nn effectively delivering messages that reinforce repeat visitors. On October 18, 2011 on the occasion of the re- opening of the Visitors Center on Boston Comimon after an extensive r Eiiovatioo - i 5 Mayor jyienint} was quoted m The Back Ba Sian. He said: "The Visitor Information Center acts as a focal point to welcome people from throughout the world to Boston. These new improvements make it an even more attractive gateway to our city and all it has to offer." He went on to describe that it is a hub of activity used by many orayamZations used veer - round At the snmp vtrPnt patr,I p—� ;A + a r r.re r aitU Greater Boston Convention and Visitors Bureau stated "This special partnership with Mayor Menirio and the Boston Parks and Recreation Department has paid huge dividends for Boston's visitor industry. Extra visitor spending occurs because of this Center arid benefits the 1humsands of people ,z;l,o work in our r industry...." Mr. Moscaritolo added that visitors using the facility will on average visit three additional attractions and stay a day longer as a result of the information and services made available to them. Understanding our visitors helps to determine the benefit of an improved facility. Informally, we survey our guests as to where they come from and what made them decide to come. That combined with the formal survey we did several years ago, as well as data from, the State, we know that approximately 85 °0 of our visitors are from the United States. International travel numbers are the fastest growing segement of the industry. About 30% are within driving distance of Lexington. About 25% are from the West and the balance from the south and middle part of the country, That data also shows that 80% come by car. This data is instructive in determining the realistic possibilities of repeat visitors. It also speaks to the need for continuous data. The Tourism Committee is seeking to purchase a people counter system which will help quantity the volume of tourists coming through the Lexington Visitors Center. Such data is useful in measuring the effects of our marketing efforts and determining the economic impact the Town's tourism dollar's. Translating visits to dollars spent can help us understand the impact of this proicet. Based on the only data we have in the absence of a people counter, we know at least 100k visitors enter the Center each year, because they voluntarily sign in our guest book. If just 1% of those visitors pl armed a retum trip to Lexington as a result of the improvements in the Visitors Center, that would translate to 1,000 extra * -- - 11 - �_ May 7, 2013 visitors. From Massachusetts Cultural Council and MOTT da,t?- eaClr vtcltnr` cnc�ry k nn nv?r ':J7 0') per visit, and cultural visitors (those traveling 50 miles or less) spend an additional $62 per visit. Assuming ?5% are cultural repeat visitors, and the rest new visitors, $63,420 nh new spending would be ; IA-L i[C1IILU7 I jLIIIIp;; IU �PJ I I It A) tI o reiirill to Lexington using the same assumptions. This does not account for the multiplier effect described in the next section. It also assumes that 100k is the base number. We are confident that there are significantly more visitors to Lexington than the 100k who voluntarily sign -in the data at the National Park Service puts the visitation numbers at well over 1 million annually. If the actual number of visitors is higher, the numbers soar: Visitors 1% repeat125% cultural 100,000 $ 63,420 250,000 $ 158,550 500,000 $ 317,100 750,000 $ 475,650 L000,000 $ 634,200 5% repeat/25% cultural $ 317,100 $ 792,750 $1,585,500 $2,378,250 $3,171,000 In the absence of true counts, we can only speculate which number is accurate. What we do know is that Lexington is in every history book ever written. We are the Birthplace ofAmerican Liberty and people come to Massachusetts for its history. It is likely that our actual visitation is closer to the National Park numbers. Ili any ease, every year we delay renewing our Visitors Center, at lleast this amount of local spending is not being spent in Lexington, Y _ - _- L3.......- 1 L_ I . r� ii;gt�iil l VIG5 U 4l_i.' lts�.iA �% il(_)fl =p( - (SI II i,}TU�1 YSt i7 7a (�1�C '�i.: ed'�icati ^vrI"1 t.. .-1-� a more. Their a ni tai w ai S, music and marketing budgets are limited but the progranllhhing 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 coining to Lexington. Groups have reported that the increased visitation has had a 1+�.�.�_ v v viavvt vr3 i1YV33 UkA.LU111 Beyond the clear economic benefits, the quality of life of residents is improved by having an active Visitors Center. Bathrooms ar e a b asic need f Thi r all_ 1 ills CorihIC1I! ayeliiarlle to vicrtnrS relieyes v`LrSmeuSeS from the burden of use. Residents 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 Lexingtomans while out of tovvil guests are happily entertained. Because the Lexington Visitors Center is nun 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 fim activities and become more engaged in the community. These strong partnerships provide avenues to additional sources of funding, volunteers, m- kind services, and other invaluable support. Recognizing the important role that the Visitors Center and this n rtnership with the Chamber p in aihac nhg and retaining businesses benefits our commercial tax base. Businesses often report that they pay taxes and do not get value for those dollars. The dollars from tourism relieves business tax burdens. Having a state -of -the art Visitors Center JNrill help businesses serf their products, employees, investors, management on the quality of their investment. 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. i ft May 7, 2013 -12- P , ��i I v �� IM r %, t L exinrr+nn ; fl a,,..., k +:_„ L_____t_ r n. 5'- s Ll.V e.X, v v of tauiiuii Lull LIU" UllUUghOUt tIle date aiia region. At ever,' contereirce, audience members ask question- 7 h nllt 1'lnczr tl,av r=an n,arir�t to ,...,, --- - - -- - -- ---- -___- - :- viO!Lt 13 LU k UH1k, Lv LiiGii GitV iJi LVkNfl, iii our case, we have the numbers. Masha Traber, Lexington's Liberty Ride Coordinator always says "Lexington is in every history book ever written." Visitors from around the world come to Lexington. Our job is to convince them to extend their stay and enjoy the many amenities Lexington has to offer. In doing so it translates to "heads on beds." Lexington receives 6% in hotel tax for every overnight visit, and the Town collects 0.751% in local option meals tax for every lineal eaten un Lexington. These local tares relieve taxpayer burdens as for the most part, they are revenues from non- Lexington residents. According to the Governor's Massachusetts Office of Travel & Tourism (MOTT), the estimated 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. MOTT tracks a variety of marketing and travel statistics. They are public available at �„ ww „ s.mas; vacation corI where if you scroll to the bottom of the page, you can click on "tourism stats” to learn about the economic impact of the tourism industry in Massachusetts. While the numbers may seem overwhelming, the formulas used are the same ones used in all 50 states. Year to year comparisons are instructive. isle fact is drat the tat , � State ; _s investing heavily in Tourism because it is the third largest ;nh creator in a _1" .]GLI.l useLLJ. III I,e,,xington in pa.rticiilar, ni7r tnttrkm innhi ti , supports over =500 lobs. This puts tourism air,ong rice t 6 employers in Lexington, according to our Economic Development Officer. (Wolverine World wide is 7"' with 350 employees and Brookhaven is 8" with 230 employees. The remaining large companies have fewer than 200 employees.) Company Name MIT Lincoln Labo.ratury t Sn;re ;Pharmaceuticals Vista Print BAE Systems Cubist Pharmaceuticals umIe r Of Employees 3500 850 530 S00 If Shire, Vistaprint or Cubist, knew they were leaving money on the table because their building was outdated, would they be content to let time go by while they weigh other priorities % Recent Town Meeting actions say otherwise. Town Meeting should give this economic project the same importance. Communities across the country recognize the importance of attracting tourists, not only for job creation U for the tax dollars it brings. They go to great lengths to woo visitors. Search the web and vole will see the lengths to which coirlmunities will go to create tourism where none exists. They do this because the ecollonriE_ impact is well defined Most tourist destinations have a nickname and marketing slogans which ads to their identity and has economic value — for example, Williamsburg, Virginia has "Colonial Williamsburg," Hersey, Pennsylvania, is called "Tire Sweetest Place on Earth." New York City uses `I New York" — all of which is universally recognized. Lexington's nickname is the Birthplace ofAmerican Liberw Our May 7, 2013 -13- marketing tag] me is '•Linder in Lexington. " This slogan has heen trade n ir-I,ed gr «,. u because it harkens back to our history, is reflective of our taverns of old, and cormotes what we want people to do. ft defines who we are and what we have to offer. According to Jeff Coy, ISHC, the f. l A.,._a _l rr rl iY__.- —1'. i - iUdiny %- 0f1au. iiiiig, Lim: any product, cities must grab your attention, attract your interest, and build your desire to take action — to experience the excitement of visiting a new destination." A nickname adds economic value for attracting tourists. Our 21 century Visitors Center should be designed to encourage guests to "Linger in Lexington. " HOTEL . AND MEALS TAX r The efforts of the Tourism Committee to give visitors reasons to spend time, and therefore money, in Lexington are paying off already. The data from the Finance Department shows that in FY2011 & FY2012 hotel /meals tax totaled just over $2 million of which $630k represented new growth. That means that 31% of revenues in this category are new to Lexington in the last two years. Collections in FY2013 are almost $700k. This puts the Town on pace to double new growth over FY2012. No longer can these increases can be attributed to the adoption of the local option tax as it was ini-plemente in FY10. This objective data dei—ionstrates thae "L finger iY % L.e_cington " 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. Our two major hotels, alnfi gird eleriient, indicate that their new growti7 is in weekend overnights; i.e. f om tourists. Imagine what we could to with the right tnnk rr . a rei. Wed Visitors Center. �. FY 2012 FY 2013 YIO Projected FY 2013 AcWlal New Growth FY 2012 Projected New Growth FY 2017 P�rr Gowt ge gwth Motel /motel Tax r 8,706.00 Meals Tax a ahi,4 =5.0 Total Tax $1,030,14100 $474,419.00 5201,04212 $ 68111 $ 948,839.20 $ 414,0$4.24 $ 1,362,923 j 127,0 22.986.00 150,967 a230,13�.t0 $ 282,7 82 D / 26% MULTIFIER EFFECT Travelers to Lexington not only provide direct tax revue, they produce secondary impacts. Tourism dollars have both a direct and indirect a multiplier effect in job creation, employee spending, new revenues, and more. According to the MOTT as explained on their website, "these secondary outputs (sales), employment and earnings (wage and salary income) arise from indirect' and `induced' impacts." "Indirect impacts occur as travel industry business operators, such as restaurateurs, purchase goods, such as food and beverages, and services, such as electricity and building maintenance, from local suppliers. These purchases generate additional output or sales indirectly." "Induced impact occurs as a result of the employees of businesses, and their suppliers, spending part of their earnings in the area. This spending generates sales in addition to the indirect impact. Tile Burn of the indirect and induced effects comprises the total secondary impact in the state. The ratio of the sum of primary output generated plus secondary output to initial exlienditures alone is commonly termed the sales or output "multiplier ". May 7, 20131 , -14- There are three multipliers that that State uses: earnings; output, and employment. These multipliers are deftrled as follows: Fan inOC midtinhor - Tki- rnf"n of total 4 Qrnln"v +— +r.., ....]:.....- .�- Output ivulliplier: The ratio of total output to the initial spending. Every travel dollar generated an additional 59 cents in secondary sales. En ?plc nwnt wuhgp1ie -. The ratio of total cmpl_oyment to Initial spending. Every one million dollars spent by domestic and international travelers in Massachusetts supports nearly 12 jobs. Table 14: Multipliers of Travel in Massachusetts, 2007 -2011 Multipliers 2007 2009 2009 2010 2011 Output MWtiplier 1.59 1 EQ 1.60 1.59 1.59 Eanring Multiplier 0.45 0.45 0.45 0.43 0.41 Einploynieint Multiplier 14 13 7 , 9 ,Sour'ces: US- Der�orl"Ient of ��oninn _ urn?: �T Econe-mic �nalysiS, � J; T T; l Alassaclriusetts Office of Travel & Tourism website — www.manvacation.com 12.7 i i.9 r Applying these multipliers to the $50 million in traveling spending in Lexington in 2010 translates real impact. Based on the total dollars spent / $2 ( 9,500,000 In se sales was also generated. These dollars supported 595 jobs, and $20,500 :n earnings. I AThile these numbers r110.Y sGGlll GXCLI they are accurate, especially in the context of the State statistics. Direct domestic travel expenditures in Massachusetts by county rank Suffolk, Middlesex, Norfolk, Barnstable, and Essex as the top 5 counties, in that order. In 2011: County Direct Spending State % Increase from 2010 Payroll income Jobs Suffolk $7.0 billion 47.7% 8.9% $1.3 billion 41,500 Middlesex $2.2 billion 14.8/0 7.8% $552 million 19,500 Norfolk $922.5 million 6.3% 10.1% $268.3 million 9,300 Barnstable $851.8 million 5.8% $217.6 million 8,400 Essex $752,7 million_ 1 9.0% $168 million 6,200 oull CC. i5 RO( YUC Ili'm I llff I Uf t ruret (X 1 ULIitwi wcusue— ii ti By understanding the economic impact of tourism spending, it becomes clear that the Town has a financial incentive to provide a building that fiilnlls our progranunatie goals. This project is about providing opportunities to generate revenue through sources other than our taxpayers. It is the equivalent of rezoning a parcel of land to enable the development of projects that generate greater tax revenue. May 7,, 2013 - iI - 'T�'"T Tg T o � BY M AR W E r I F m _rte M OME The national deli ltlon of a - U. is Svli,eone who has tra`vcied at 'least 50 11111es to reach their destination. Every state in the Union uses the snmP mPttlnrinlnav for trnrl -;,,n .—;f —,- Yf data that ranks Massacllllsetts as the 6" most visited state in the country. While the economic statistics are impressive, it is only a part of the story. There is a significant group of visitors who live from 0 — 50 miles from Lexington. They can come back again and again. These visitors are known as `cultural tourists.'' Cultural tourism is aimed at our arts heritage, recreational and natural, resources. It is a new, way of connecting to multi - cultural and multi- generational visitors. According to the Massachusetts Cultural Council website, "recent tourism research indicates clearly that Cultural Tourists are a force to be reckoned with. Here's why: 1_ . Cultural Tourism is the fastest growing sector of the travel industry. 2. Cultural Tourists spend $62 more per day and $200 more per trip than other travelers. 3. Cultural Tourists include multiple destinations du ing a visit and stay one half -day longer at each destination. 4. Cultural_ Tourists have higher levels of income." In an effor to attract these cultural tourists, Revolutionary Revehy began in May 201 1. May was chosen because there were already many cul'tura'l events happening and our marketing could Ui11fy these events and ° g •,° cultural t ourist. " i - > U ^ ! _ lig Wo has been our booth at 5�. � z 3 •z rcaS t0 cOili� i vasJr, v °v(i anidvvcr. C:i1C illrii `keti the annual AAA Travel Marketplace at Gillette Stadium in early March attended by over 17k potential visitors. At this conference, virtually all attendees are cultural tourists, looking for staycations in driving distance to home. These are visitors for whom an improved visitors center would eulicInce the economic imn�rt r,fthPir ct: To maximize the economic opportunity, Lexington must position itself as a part of a broader region. The State is divided into re ional l - L e x in gton .__ n..il y RT ). ex ngton is assigned by the State L egislature t% the Greater Merrimack Valley region as a member of the Greater Merrimack Valley Visitors and Convention Bureau (GMCVB) which leverages State and regional dollars to market the region ( �.e ww. nle rriinac kda ll ey�or) . Lexington is also a member of the Greater Boston Visitors and Convention Bureau (GBCVB). Our presence on the front page of their website, \_E\ \ .bcstollusa.con exposes us to travelers looking to come to Boston and provides a high search engine optimization score_ In trying to understand the market a survey was conducted of Liberty RideCR) passengers in 2004. At that time, 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 I J%. The Mid- Atlantic States represented 1.3% and the Southern States 12 %, svith each of those sending 14%. hlternational visitors represented 12% overall, of which half were from the IA<, 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. In general the numbers of international visitors has increased. While international visitors continue to come from England, growing numbers are coming from France. Japan and China, in part because of new direct service to Logan Airport from Japan and China. The French market has been stimulated by both state marketing and our Sister City relationship. May 7, 2013 -16- On March 13, 2013, . Betsy Wall. Executive Director of the Massachusetts Office of 'F , r el R ?o ar s:dl kicked off Tourism U with an International Marketing Overview slide presentation. As reported at that session, international traveler spending is on pace for a record year In 2012 international travelers spent 01 , -,,. ,_.,, - _ r t - - , J,i ; U U:ii,vii ill ULU vii, iCU 0i.aLC President tJba171a I'eCeritly' signed Into laW the Travel Promotion Act. The goal is to attract 100 million international travelers annually by 2021 which is 50% higher than in 2012, with the expectation that these international travelers will spend $250 billion annually. Towards this goal, a unique public- private partnership which is the federal government's first ever coordinated global marketing initiative to promote the United States as a travel destination has been established. The mission of `Brand USA" is to "encourage increase international visitation to the United States and grow America's share of the global travel market." They hope to recapture the w'orld's interest and inspire visitors to come to the US. Massachusetts, through MOTT is a founding partner. For every dollar spent in advertising, as a founder, an additional 30% will be generated for every advertising /promotional dollar the State spends. The reasons the State is targeting these visitors is that overseas travelers stay longer, spends more money, fills rooms mid -week, and most important for Massachusetts, their travel is not weather dependent. bi 201 2.1 international visitors traveled to Massachusetts which was a 12% growth rate over 2010. Their visits supported 18k Massachusetts jobs, generated $138 million in local and state taxes. The top international visitors +n Massachu fr I.,i�vt., I.v au�uL1 LiSeCCS Collin, Lioll`i. UK 222,000 5.8 0 /0 Germany 120,000 6.6`l0 Japan 49,000 1.5 0 /0 �r ancze __- - — -�, �a+as 6 aa-c 4. 6%O Italy 54,000 6.1 India 50,000 7.5 /6 Brazil 54,000 3.6% China 139,000 12.8 This is consistent with our observations in Lexington. Ill order to meet the needs of this growing international market, our Visitor Center must respond to the cultural expectations of these visitors- Very few centers meet this demand. Lexington has an opportunity to gain additional market share by being ahead of the curve in leaking our Visitors Center a welcome center for international guests. How people travel to Lexington also affects the type of services needed in the Visitors Center. The personal automobile continues to be the preferred method of travel (80% per Liberty Ride parking data). Tour busses are second. As demands for public transportation options have increased, the Tourism Colmnittee has worked with the MBTA to slake public transportation a more viable option. Wording on the announcements for stops has been improved, and instructions detailed on brochures have been improved. 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 Rinining 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, ]a.. May 7, 2013 -17- rental cars, or tour busses for a one day excursion to Lexington. Improvements to the 'Visitors Center - must respond to visitors Who use multi -modal transportatiort to arrive there. It is impossible to say for sere hnxv, ,,,,,,v T at inrrtnn Pn,k R _._ z r.sS Fk� :J ux v.vi iii uiG v 1JiLuj Center is planned and is pending Town Manager approval. i his data would go a long way towards understanding the magnitude of visitors, whether or not the off season traffic warrants more attractions being available, and the trends to understand how our advertising is driving new visitors to Lexington. Certain data is known_ National Parks dra significant �.isitation. At.the l`:Tn_tte 1':�> N= = �7 r over ati - n l Park < ✓ 1 million guests are counted annually. _Due to its close proximity it is' most likely that a large majority of people coming to the area to see the Minute Man National Park would also stop in Lexington. While no formal count is taken at the Visitors Center, we believe the numbers are greater. At least 100,000 people voluntarily sign the guest book in the Visitors Center each _near. Parties of 2+ enter the facility, and generally only one person signs. Typically, those who come by tour bus do not stop and sign the book. Local bus companies bring 50 or so per bus, and virtually all orient the tour inside the Visitors Center in front of the diorama. This is a premier destination, especially peaking during fall foliage. it is not usual to have 10 -15 busses per day at peak in October and two — three per day on average during the other 5 months of the season, with bus capacities of 55. Additionally the Liberty P,ide r hosts 130 charters annnually i.-dtin 2 — 55 VISltors and 1 -5 busses per charter. Our evidence demonstrates that the numbers likely exceed 500,000 ner year , using the Visitors Center, and in any case, the iiunnbers entering this small building _are staggering. No matter what number we use, ui 50 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, over 1 million people have used them in the last 10 years. It is past time for a renewal. R y understanding the market of wino comes to Lexington, and the , nodes by which they amve, Ive are poised to create a world -class tourism orientation facility that will thereby generate revenues for the Town, attractions, and local businesses. May 7, 2013 - 18- 1 1 JESSONS FROM OTHER V ISIT ORS CENTERS Tlyic cPrti— inn+ "v i3iivi \'Vll(.ltJ till vi.i i.iii iii ii7F i iiiii "tt(y. iii 1VGVerllD LUU! 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. Their results area good source of information for deciding what Lexington believes will deliver quality services to our guests., The ideas and information may or may not become part of the Lexington Visitors Center program. Ouestions addressed by the Asheville survey include: • 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? ® That lagtng nnpresSlGns are Visitors left turtai and what makes them want to return 111 the tUtllre l • Do local residents of the town use the center on a regular basis and if so, what makes them do so? 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 - d.000 squiare feet, ciitPrs ±h �t incluide iliE ulple partners selad/Gi' cinlpinasize 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, Ci_nciimati OH, Coldfoot AK, Fairbanks AK, Ketchikan .A"K C`JJ?, Ketchikan AK Discovery Center, Lancaster CA, Moab UT, Natchez M!, 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 "1" symbol for nifornlation services rp 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 imam 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. Inn recent years this funding is harder to obtain. May T2013 19- A" 9 Visitor Center Services Survey Summary Size of your Visitor Center (so No. park=month Bus spac R�: spac man average p p r 3,297 1,300 90 - 6 3` 10, 25 LJ 4 8,033 2,745 11 er year. 132,622 29,910 4 million 600 Total visitors to your area, per year 5.5 milli 2.5 mill 37 mi llion 20,000 The must frequy offered sere IndooF° brochure racks (96% have these), ry _... _.r e ^� entl at the Centers include O Public rest rooms (78 %), • Inside rest area /benches /tables (61 %), G Wall map (57 % At least 25% of the Centers offer ® Retail sales (39 %) the-Se `=e, — Oces in addition n r o Theater/video (37 %) j 1 ® Baby changing area (35 %) i Vending machines (32 %) Food/refreshments (30 %) ® Sound system (27 %) Reception area motorcoa.ch /bus tours (27 %) r o Attrac tick sal (26 %) Sourc e. AsheO le h %C. Area Chamber c?/ '('0 ,uzzer'cc', Researeh Center, Tarn Treiclt, Strr vet of 152 G'rsftrJr Ce121ere, 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 duri ig 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 Ruests. May 7. 2013 - 20 - MISSION AND PURPOSE Nearly all Visitors Centers view their primary purpose as being a ` °one- stop" source of information that maximizes rn�]veli�e� ?ee to the visitor. The " p a ce d- - of n- vii - nation and sei vices t at 1S offered differs, J dependin.g upon the needs of the pnmary visitor nonulatinn he,no served, the o rllara�tanc ±i�c f t + and region, and the organizations that participate in the center. Visitors Center managers offered the following advice regarding the basic purpose of the center: • 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 goverrim -ent, CVBs, National Park Service, U.S. Forest Service, Bureau of Land Management, state parks, state tourism agencies, at Natural History Associations. These latter centers tended to be lai — r and may have a stronger interpretive /educational emphasis. • "Go Regional/be a Gateway." Provide information for the larger region for which the commmunity » �rL i- �,. �: a .a °5� .t,,, i.f SLw .�..r��. vt ivluiii is a "gateway: Th is 11e.17r)S visi ors v�.ith trtn nran .a;�11 � "it +^ , I . -- --- - ^'- to your hub community, and generates good will and reciprocity with adjacent conumui;ities in fire 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/infornation 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 J May 7, 2013 - 21 - Larger multi - agency centers, with an "Interpretive" mission, generally also have: Interpretive display spaces show= casing local history, resources, and attractions t heater space (trom small VCR area to 75 -seat theater) ® Attractive public spaces and views g Space for live presentations or demonstration of local arts Indoor classroom space ® Outdoor interpretive space 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. ADVERTISI.NG, VENDING AND BOOYjNG Many visitors centers offer some kind of advertising, vending and/or booking services – for several reasons: Visi -S i �'Va.rit ib, because it adds to the ifttilitV of the center as a "ogle 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 i✓entenz Ca_ Iri_! Te-a the leli h f o t a N. • 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 i1e'1"G make cornlections between visitors and incal 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 �x-ant 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 fields 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 isl the same facility, the relationship between the "host" and the "hosted" improves. Visitors feel that their experience is enhanced by contact I`'ith local resldei The e tent - reside L use of the vlSitVrJ center lie ends up us p rimar y offerings, size and amenities. Many centers include public spaces that can be enjoyed or used b and residents. Spaces such as meeting rooms and reception areas that are available for residents to rent and use are also common. May 7. 2013 -22- COMPONENTS OF SUCCESSFUL VISITORS CENTER PROGR AM 1. Signage 2. Tramed personnel tall Low 1611i piogiani bFuchures and aterature. 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 May 7, 2013 ]a -23- CURRENT STATE OF VIS"ITORS C'EINTER The Le- <Hwrton V7�7tnrC Cf- .nte.r whirli tc q I nlxm %x.',,A F —djf =. iv Ci.,) " q uaiiit 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 frilly ADA compliant. It also does not meet the modern needs of the travelers who utilize the facility. It currently does not integrate advances in technology. The explosion ui international travelers was not contemplated when the building was designed_ The Visitors Center was authorized by Town Meeting in 1965 and opened its doors in 1970. 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 fi the Battle Green and there is inadequate space to accornmod-ate them when then arrive. Duriing the peak seasons of July — mid August and late September through October, groups as large as 100+ crowd the Visitors Center simultaneously. Interpretative services are provided by the Town through Battle Green Guides and Liberty Ridet Guides. Tour groups of all sizes huddle around the diorama. Depending on the weather and level of interest, they typically remain for 10 - 30 minutes. A 55 passenger bus load takes up the existing square i;otage making it difficult for others to enter to access the bathrooms, obtain directio%,s, interact with staff to plan their stay, or to make purchases. T he i Visitors celter ce�fFC in it i- ii ➢75 °tlno pc• �" ry _ - _..5.._.._. _._f...G_ - - ire ru a:. r.o:;r hvusys r %:i %t?ii OGL Vi-U3. it. S Ves as a7ni . information hub, memorabilia shop, veteran's memorial, historical display, allows for interpretive programming, and provides public bathroom facilities, The second floor serves as the Chamber of Conunerce office and meeting room. Storage facilities are in the basement. The current program is: PROGRAM Level One Visitor information desk • Retail displays • Cash rei?ister • USS Lexington plaque & bell, photographs, and other memorabilia • Diorama • Attraction displays = Chamber business displays ® Tables with brochures Restrooms Level Two 0 Chamber Offices (meeting rooin/layout space, workstation, office, equipment area, office). L ower Level • Storage (holiday lights, Chamber, Lexington Historical Society, National Heritage Museum) • Mechanical room = 71 Mav 7, 2013 - ?d_ ACCESSIBILITY In 2002, the exterior elevations were raised to allow for front door access at ground level. The real entrance from the bikepath is not accessible — there is a platform there. Durulg the 2002 renovations, the Ii. Ji livid aHL! UdUH U01119 wcre made handicap accessible. A sleep staircase that Is placed in the most trafficked area of the first floor, as well as a rear staircase behind the displays are the two egresses to the second floor. Therefore, the Chamber Offices are not handicap accessible. Additionally, the stairs to the basement are treacherous. There is no elevator. Considering tills is where most of the storage for the building is, it should be serviced by all elevator. INTERIOR - Currently, the interior space of the Visitors Center is constrained by the placement of the both staircases and the bathrooms. The effect of these items makes small choppy spaces, that don't lend themselves to a natural flow of traffic. The diorama, given to the Town as a gift from former Cary Library Director and Iranian Hostage, William Buckley, is large and covers the useable back wall. Almiost every tour group starts at the diorama for orientation, year- round. In inclement weather, most of the tour is conducted in front of this exhibit. Groups are expected to stand from 10 — 30 minutes or more during that tour. Because of the wav it is crammed iii with retail merchandise, brochures, and Historical Society advertisements, the diorarna in effect not only consumes the physical area in which it sits, but the area expands to fill the majority of useable space in the entire Visitors Center. This makes any other use impossible. Often when tours are taking place, the staff stands at either door and directs visitors outside, around the building in order to use the respective bathroom, or to reach the staff at the desk for visitor information. Tills is awkward, inefficient and impossible during inclement weather, and results in lost opportunities for converting visitors into longer - term e011sumers for Lexington businesses. May 7.2013 -� -25- 6CTF R ®^ 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: 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. Landscape design needs to reflect this use while being sensitive to the overall context of the Battle Green area. ® Hardscape includes the USS Lexington and World War II memorials which could be better connected to the building. There is currently no place for those who wish to honor our heroes to sit and reflect on their sacrifice. This too, should be added. 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. When travelers utilize their GPS to find the Visitors Center, it is difficult to locate. Being set back so far from Massachusetts it is hard to see. Recently the HDC approved an additional sign at Massachusetts Avenue which will help visitors more easily locate 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 is currently 9 I"LJI ,n.wu IUi uiU fear UI LIM UUllU111g. Lighting is limited in the area and is confined to the light fixtures affixed to the building and should be improved to reflect the year -round use of the building. m May %, 2013 -26- 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 chnndrl he rlacimir rl to rlrn— hiLA .-.+– A — F i..__ _ -' _ ' .; � - _' - -- -- """ - -' —_ « :: �_ +.�; ,v::.� a.;,; :. :s uiv iuviiiiY cia VVGitilllllcllT Bicycle racks currently exist at the rear of the building; however, during the season they are overfilled and discourage cyclists from stopping and luigering; better placement and quantity are needed. 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 assuming the minimum number that sign the guest book.) 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 ribber gloves to unclog toilets, wipe the floor after ilhiess or misses, and other routine cleaning because the custodial staffing is not scheduled on weekends. Capital and maintenance schedules have not met the requirements of such a heavily trafficked facility and need to be rc- examined. The Public Facilities Department is reviewing this facility and working to take corrective action for the fiiture. g May 7, 2013 -27- ® Seating is limited and should be expanded. Immediately in front of the building are two memorial benches. A couple of picnic tables are placed outdoors during the season. Typically visitors sit on the grass. This should be accomplished as envisioned in the Battle Green Masterplan. VISITORS CENTER NEEDS & OPPORTUNITIE*S "hfhen 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, ulternet, cell phones, and all the communication tools that we expect today. Routine national and international travel was evolving. As to be expected, services reflected identified needs. It is now time to maximize the economic opportunity with which we are blessed by meeting 21" century needs. The Visitors Center serves a hybrid of operations. The Chamber of Conunerce 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 thinkuig about the services needed ui 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 •g• Paid, trained staff assures the accuracy and quality of infonnation Volunteers to meet and greet visitors are a welcome way to engage the community More is more when it comes to maximizing time and money spent Tourists prefer the renter to be a "one - stop shop for :nfor.:.�t;� a ;» u 1 and ofl °2• Strong local and regional partnerships maximizes economic 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 Mav 7, 2013 _2g_ Below is a. surnmary of the components that should be accommodated in the Vicitnr z ('t.ntar Additionally, all exterior building and site work should be consistent with that outlined in the Battle Green Master Plan approved by the Selectmen on March 14, 2011. EXT ERIOR • Building Envelope painted and continuously maintained in good repair • Improved rear entrance welcoming recreational visitors from the Bikeway • Adequate quantitt of bicycle racks to encourage lingering C. Landscaping that connects the focal points • Lighting for all seasons and weather for safe passage and to allow night -time activities • Appropriate hardscape • Site /directional signage front and rear INTERIO Level One • Orientation room large enough for full bus tour (25 -55) without impacting visitor services • Counter that accommodates 2 -3 working at same time that separate information and retail transactions 1 Isplay and maps or ataractions and the region • Calendar of Weekly events • Self-serving kiosk • Retail chQnl _qv areaQ • Contemplative place to honor veterans and the USS Lexington bell and other memorabilia • Adequate lighting for all seasons and weather • Interior resting area to read information or have a snack ., kA. } vVJS3 - = viva:.ci, ci i}Gi.C111U�l/iLI.J 111 5lt111l.1G11L ttUQ.11llt,\' lUl llle amolnit Ot tratrlc Level Two ® Office space for Chamber Operations • Copying area sufficient to accoimiiodate large mailings, faxing, and other office functions • Frilly ADA accessible • Possible community space, with secured after hour entrance • Air handling for heat and cold Lower Level • Storage space accessible by elevator • Mechanical Room • Plumbing, electrical, intemet and telephone renewal MAINTENANCE The Town will continue to provide maintenance and custodial support for the facility. Options reviewed for' ensuring coverage meets usage demands. a May 7, 2013 29- hn order to consider the potential project, Colin Smith, AIA, Co1111 Smith Architects. Inc.. (former Chairman of the Lexington Chamber of Commerce Board of Directors) prepared design concepts and prelim estimates based on industry standards and conservative square foot analysis. This level of detail proved to be confusing. Readers could not understand that the public design process going forward would engage all stakeholders. Ultimately, the Department of Public Facilities will oversee the project. Therefore, all sketches has been intentionally omitted from this report on program. _ During the public hearing process, it was suggested that an interpretive designer be involved from the begriming. Preliminary discussions were held with a local interpretive designer who has expertise in design interpretation for similar projects across the country including these more close to Lexington: "Seeds of Liberty" exhibit at the National Heritage Museum, the Paul Revere House, Faneuil Hall Visitors Center, Lowell National Historical Park, Bunker Hill Museum and the North Bridge Visitors Center. Costs van I widely based on the level of design layered graphics, and simplicity of struucture. The e_�lhibit design general! represents 18 - 25% of the total exhibit budget. Costs can range from $150 - $700 + per square foot. The L exirhgton Visitor Center project would likely fall into the lower range. It is estimated that there will be 900 — 1300 square feet of interpretive and orientation information for graphic displays, audio visual media, brochures, maps, etc. For preliminary budgeting purposes an exhibit cost of $200 - $400 per square foot is reasoname. Design cost range would be $40k - $80k based on 1,000 square feet, with a construction cost of $160k — 320k. A realistic budget total for design and construction of the interior orientation and interpretive information is: $200k to $400k. As part of the design, detailed cost estimating will be developed for design and construction for the orientation /interpretive displays, buildnig, and landscape. hi the meanwhile, Mr. Smith's work provided a finding order of magnitude. In the absence of more detailed information, it is estimated that the order of magnitude of the project will require an investment of approximately $230 - $240 per square foot. In total, $i.8 million is tine likely range for project costs. 'Phis is based on a project that would include: Ground Floor (approximately 3,600 square feet) Level Two (approximately 3,100 square feet) Basement (access, storage and utilities) Exterior Site improvements (may be included in Battle Green Master Plan funding) Orientation /interpretive displays FF &E (Furniture, Furnishings & Equipment) Soft Costs: Construction Costs Inter7)retive Design Costs A &E Design Costs (10 % - 15% i f LEED) LEED Silver Costs (5 %) Contingency (10 %) The projected economic impact of a well - designed Visitors Center justifies this investment. In consultation with Town Counsel, a portion Of this project is eligible for Connnjnit - Prescii.2tion Act funding under historic resources. It falls under this category because it is located within a National Historic District, the Battle Green District, and having been built in anticipation of the Bicentennial, it has a place in history. CPA funds may be used to refiubish and existing building, but may not be used for new construction. Therefore, it is estimated that 39% of the project will be paid for from CPA finds, and 61% from the tax lesN , ]a-- Mav 7. 2013 -30- Another method to consider for funding is through new growth in tale Hotel and Meals taws fn the Isret t,,!n fiscal years, $630K in new growth has been received by the Town in these categories. Some communities use utt UI u,CU 11UlGl laxeS t0 1L1nQ tourism mar keting and services. Lexington currently dedicates approximately %40k nftlte annrnY'rngteh- k1 ,nillinn "'n—I -- - r - -- - - i_ iic IU%V11 payS iitu Wit cost 01 Cile Bathe Green vttide program in both payroll and expenses, and $25k iil totu marketing.) Going forward, in the 1 51 & 2 ° `' quarters of FY2013, the Town has collected $681k in Hotel/Meals tax. Based on these collections, $282k in new growth is estimated from the full fiscal year. If the Town were to fund the Visitors Center project exclusively using this new growth revenue_ the. project would be funded in 6 nears- if the 39% CPA funds were included, the tax levy portion could be funded in as little as 4 years. Further increases in local spending and tax revenue are not assumed in this model. Therefore, it is realistic to believe that there would be a short-term payoff if the new growth as revenue stream is used to pay for the project. Reinvesting in our Visitors Center has direct benefits to the Lexington taxpayers. Directing these dollars towards thins is reasonable. Based or new taxes acid spending we believe that within J -/ years, our investment will be repaid in tourism dollars. May 7, 2013 i 31- Over 100,000 people visit Lexington every year. Whether these visitors stay to sinmly view the RntNe. Green or decide to Linger in Lexington has a tremendous economic impact on Lexington taxpayers. The multiplier effect of visitors frequenting our restaurants, shops, staying in our accommodations, benefits these businesses beyond the actual dollars spent. Lexington taxpayers also benefit from the hotel and meals taxed generated from an extended stay. For tens of thousands of travelers their first stop in our Town is the Lexington Visitors Center.. This dated, tired, dark public facility creates their first impression of our Town. Does it entice them to stav? As effective as the Visitors Center staff is, the decor, furnishings, displays, and restrooms are outdated and create an uninspiring image of our Town. This heavily -used public building is not reflective of our values of or the excellence and quality in town services we strive to deliver. Rebuilding a first -class Lexington Visitors Center is all investment that will generate economic opportunity_ Creating a positive impression, engaging tourists, and orienting them to all the attractions and resources our Town has to offer makes financial sense. The new building will be designed to compensate for the setback Massachusetts Avenue location, as well as to take advantage of the significant or -Loin t presented b �i e heav LC _ , Bi jup Y - j a �` tratIf i3ir tfre Mirrle v t<rllan rslKeway. 'slyer Lfle rest UGeaUC we have improved our offerings, coordinated tourism operations, and improved customer satisfaction. Modem Visitors Center will allow us to use 2Is` century technology, be sensitive to multi - cultural norms, and utilize best practices to deliver first -class service- Tourism is the third largest industry in Massachusetts and Lexington/Concord ranks as the fourth most visited destination in the State. Tourism can contribute to significant revenue that can help relieve taxpayer burden. The new growth in hotel/meals tax in the last few vears is indicative that here is untapped economic potential from tourism dollars. Our historical significance as The Birthplace of American Liberly brings thousands to our doorstep. After 50 years, it is time to renovate the ``doorway." r May 7, 2013 -32- Mission and Vision Statement Voted November 28, 2011... - . ....................... A-34 Public Session held March 15, 2012 Brainstorming ...... ............................... B - 35 Public Session held March 27, 2012 Brainstorming ...... ............................... C - 37 Meeting held January 31, 2013 with Lexington Businesses ............................... D-38 Meeting held February 7, 2013 between Lexington Chamber of Commerce Board of Directors, Lexington H Society Board of Directors, and the Lexington 'Tourism Commitkee ............................ F s 3 Public Session held February 12, 2013 Brainstorming F - 41 do, May 7, 2 013 -33- Lexington Tourism Committee November 28, 2011 i Mission: To create economic development opportunities through tourism. To be achieved by: Building awareness of the many attractions available to tourists and local residents in our town; Fostering an environment where the town,, attractions, organizafions and businesses collaborate to reinforce the visitor experience; 0 Running tourist attractions; Creating and managing event-, and festivals; and 0 Acting as a point of contact for tourism information in Lexington. Vision: Lexington is known throulahotitt the United States and internationally as a world�class L?-- 0 - - 1 0 tourism destination offering a unique and seamless range of services for tourists and residents alike. Visitors are encouraged to Unger in Lexington, thereby generating, revenues for the town, attractions and businesses. Powers and Duties as defined by Town By Standing Committee approved by Tou)n Meeting April 4, 200 Code of Lexington, Cliapter 29, Article Vill The Tourism Committee is charged with enhancing and promoting tourism within the Town. The Committee shall work with the Chamber of Commerce, the Historical Society, the National Heritage Museum, and the National Park Service to insure a cohesive tourism experience. May 7, 2 013 34- 1� Visitors Center Programmatic Brainstorming Notes March 15, 2012 The purpose of the session was to discuss the programmatic needs for the Visitors Center building, and to have some conversations regarding the role of the Visitors Center in the context of other offerings throughout the Town. Comments from all were recorded, whether or not there was agreement on those issues and are listed in no particular order. The comments can be categorized to several areas: adequate bathroom, design issues, tourism issues, cultural programs and how entities work together. Here are the points raised at the meeting: • What is the program taking place at the Visitors Center? • Should be highlighting local businesses. • Do we have the correct number of bathroom stalls for busloads of 55, or multiple busloads? • What is the usage time? Are the lines waiting for the bathroom acceptable? Is this even an issue? • Staff at the Visitors Center has received some feedback from guests that the restroom is the cleanest public restroom they have used on their joumev. • Currently, the existing design requires people to cut through the canter of the building to reac_b the bathroom. This impacts other uses of the center. New design should segregate the bathrooms away from other activities. • We should not be designing a building for peak usage as it might be overdesign. Look at peak, moderate, and low usage times and then design what is reasonable, • Having other programming in the Center helps with peak bathroom needs as it gives people something to do when waiting to use the bathroom, rather than focusing on the wait time. • The `bending" area described is more of a hospitality area then a ``vending" area. Perhaps should be reflected as a seating area. • Should local eateries have an area to sell their goods as a way of attracting potential new customers? • In what ways might we collect data from the people who use the Visitors Center? Consider ways other than staff to do so, especially during the peak tourist season. • We should continue and enhance current efforts to cultivate cultural (local repeat) tourists. • November — March there is a strong need for local, interactive programs. • Each organization needs to see the others, including the Town efforts, as working to broaden offerings, not as competition. Places like Williamsburg that have multiple options for visitors have proven this concept. • Contemplate to what extent there should be retail, programming, visitor information and /or services in the Visitors Center. • The retail sales at the Chamber provides the income needed to staff the Visitors Center adequately. • Our Visitors Center is unique in the industry in that it is open 362 days per year, closing only for Thanksgiving, Christmas and New Years. The need is year -round as we have daily visitors, even when our attractions are closed. May 7, 2013 •, - 35- � There should beastrong emphasis oo providing information oil tbiuAatodo and see iuLusin&tnn and the rc�-Ykun. w Tickets to all -attractions obould be available for sale z1this central point for visitors. � VV flat Lail doio� spend `iuI.exdn@Ton? • W are the key parking spaces oo the Battle Green left for busses who don't allow their riders m shop in ? • Could we look at alternatives for tour busses that would force more time in the dowilto • Visitor Center staff currently promotes all tour options and take great care to monitor the times ao that they give the visitor u planned route that meets the tour starting � tinexclosest to �vbert they 0000c • Booking overnight accommodations should take place at the Visitors Center. Although not advertised, the staff already does this. • There is a lack of understanding amongst all groups in the Tourism industry as to what the staff doeuatthe Visitors Center, and tbeoptions tile guests have and are offered. • /\ self-serve kioyk should boincluded. Many prefer to self book. Could it also hc combined with ticket sales and bookings? Would this help with peak times? • On the exterior we should look at how furnishings to make the area a welcoming place to stop. How would this impact existing programming that takes place ou the |uxn? � i�oomidcr the rear oI the building and ways to make ituiozcvvdoonuug � Remember there ia not one garden variety tourist. There are day-trippers ironoBooCun,hioyo|iata, cultural, fhn:lLyu,nr8auized tour �roup000a schedule, etc. We need t" design c center toMeet moNple types of toll rie(o May 7,20G -36- Appendix C "v ioiivi5 i.�uiii�i i iii �id,iiiiiili61V "idins[ouning Notes March 27 2012 The purpose of the session was to discuss the progran - vatic needs for the Visitors Center building, and to have some conversations regarding the role of the Visitors Center in the context of other offerings throughout the Town. Comments from all were recorded, whether or not there was agreement on those issues and are listed in no particular order. The continents can be categorized to several areas: adequate bathroom, design issues, tourism issues, cultural programs and how entities work together. Here are the points raised at the meeting: • Year round visitors • Is the Veteran's Space appropriately here? Merchandise'? Copies of signed prints • Is the programming space necessary'? What is the purpose? • Fire safety with the number of people • CPA funding only covers renovation not new constitution • ADA requirements — aggregate over 3 years • Quantity of bathrooms — is it suf lcient? • Should w consider pay toliets? • Accommodating volumes of visitors who come in different size groups • Make sure we support small family groups • See Visitors Center as information center • Should we coordinate better? • What role can the Depot play in the Visitors Services • Should historic attractions be open year round? (Buckman Tavern is considering; • Home schooling — weekend and off season • Can't be everything to everyone • What does everyone do best • Needs a facelift • Don't serve food there — Convenience store stuff • How to get into 2022 • Virtual tour • Self service • Think of technology incorporation • Who pays for program • How do we get the right type of stores in the town • Understand the roles of each organization in the context oftoi?rism to help guide design of VC • How do we engage businesses in Visitors as customers — translate to Economic Dev. • Is there agreement as to who the stakeholders are? • George to bring groups leaders together for a pre -game huddle " May 7, 2013 -37- Appellu VISITOR CENTER PROGRAMMATIC INPUT— LEXINGTON Rt1SINFSSFS _- Thursday, January 31, 2013 Participants were provided with the Executive Sulmnary and Conclusions from the 1/20/12 Programmatic Report. They were asked to comment specifically on whether the goals identified reflected their vision, as well as to fist any programmatic needs that should be addressed. Thus meeting focused on the unique perspective of Lexington businesses Comments from all were recorded whether or not there was agreement on those issues. Although not all comments focused directly on the two questions, all paints made are included. A list of attendees follows. GOALS ® Food vending area - send into restalnant instead PROGRAMMATIC NEEDS • Restaurant menus in Visitors Center • Need more space for info about businesses • Visitors Center is used continuously_ • Visitors Center hard to farad • Could use kiosk • Finances of cost savings for meeting space • Visitors Center is disrespected • First impression at Visitors Center makes me sad • Option 1 (renovating existing center) — waste of CPA funding • Excited about video space MISCEL • Limit of 2 hours for parking a problem • Working with bus companies to keep visitors here longer • Key Questions: Deal with all busses • Parking and transportation study about to get underway • Tour busses into Depot lot - consultant • Understand use of Visitors Center • Where is restaurant capacity for tour busses • Visitors Center used to make referrals • Visitors Center is not only tourists • Hard to find • Why is divide between Visitors Center and Historical Society • Dark, dingy Visitors Center • Depot is locked — should be something there • People don't want etlmic food on visit, they want New England fare • Freedom trail type markers • How do we work together • Need a concrete reason from Historical Society why visitors center would not be good • Parking and transportation study about to begin v ATTENDEES: Ada Wong, Sandy Blanchet, George Burnell, Joe Pato, Mary Jo Bojart, Joel Benuan, Karen Sham Jennifer Tang, Dawn McKenna, Denise Ricketts um May 7, 2013 -38- February 7, 2013 Participants were provided with the Executive Summary and Conclusions from the 1/20/12 Prograntinatic Report. They were asked to comment specifically on whether the goals identified reflected their vision, as well as to list any programmatic needs that should be addressed. The Boards of the Chamber and Historical Society as well as the Tourism Committee meeting participated in this meeting. Continents from all were recorded, whether or not there was agreement on those issues. Although not all comments focused directly on the two questions, all points made are included. A list of attendees follows. CK� • Closer collaboration distributing info between Chamber and Historical Society - Both Chamber and Mstorical Society • Tourism Committee should be included in collaboration • Majority of participants have taken Liberty Ride and Battle Green Tour and visited National Park /Concord • Do a better job of connecting the dots • Literature out there • Improve layout for distribution of inaterials /improve format just map 8 `/2 by 11 /vou are here format - PDF fnnnat availahitit� • Linger in Lexington • Get people into community • Peak interest with initial experience • Like plan • Bus Traffic - deal with large bus groups coming to Lexington to encourage to spend more dollars • Goal — self- service info after hours • Showcasing our history • Broad goals - not necessarily PROGRAMMATIC NEEDS: • Need a space to show listeining or visual tour • Not too much staff in the Visitors Center • Entice people to come into the community • Program needed in off - season • Complimentary vs. competition • Work on doing that - not duplicate efforts • "more is more" • Synergy with Liberty Ride staff being at Visitors Center AN May 7, 2013 - 39- • Don't think Veteran's memorial is right vision - look at hack • How to handle opening needs of safety • Educational room - need to agree on roles and responsibilities • Change words inside regarding "programmatic needs" • Accommodate people who need it - Seasons - Residents - Day trippers - Week long visitors - Family types of all kinds • Remember it is a town building • Tourists come in all different expectations • Modernizing display more • Public building - portal different info • Can't be everything to evenrone • More women's bathrooms • Multi- lingual brochures and kiosks • Do some immediate changes • include Yecent veterans • Calendar - Representation • Reorder priorities of info programmmatic • Upgrade business space - xvhy people come here • Do we need enough bathrooms? • Exterior opening of public restrooms — 24/7 Opposing views MISCELLANEOUS • Selectmen concerned about safety issue • One organization should not guide long -term planning. • Movie of what we do here. • How can we break down distrust from Historical Society • Should broader history be included? • Most important revolution 6 Doesn't belong in Visitors Center What does Chamber do well and what does Historical Society do well * Dissemination of information Aggress with first goal ® 2 n goal expand to retention * Not keeping in Visitors Center ® Peak interest not satisfaction ATTENDEES Ada Wong, Bill Mix, Barry Cunha, David Wells, Kevin McGuire, Susan Bennett, Susan O'Keefe, Paul Ross, Kerry Brandin, Richard Pagett, Lester Savage, Denise Ricketts, Maur Jo Bohart, George Burnell, Sharon Spaulding, Julie -Ann Shapiro,Trisha Keruiealy, Dawn McKenna. May 7, 2013 -40- vi�11is 3i LElVILKrKUjGPEAviTA ii 11VYU! GENERAL PUBLIC INFO TION MEETING February 12, 2013 at 7 :00 p.m. Participants were provided with the Executive Summary and Conclusions from the 1/20/12 Programmatic Report. They were asked to comment specifically on whether the goals identified reflected their vision_ as well as to list any programmatic needs that should be addressed. The general public participated in this meeting. Comments from all were recorded, whether or not there was agreement on those issues. Although not all comments focused directly on the two questions, all points made are included. A list of attendees follows. GOALS: • Need space to service visitors as they expect to be served • Conflict between orientation and visitor services • Need for orientation space • Provide Chamber handicap accessibility • Driving force should be exhibit space • Redo outside space • Roof overhang over outdoor space • DON'T TOUCH PURPLE BEECH - TOURISTS COME TO SEE • Men's women's and HC restrooms • Site survey money - make architect be real • Consider exhibit designer integrated in design team • Approach is important - exhibit space important (don't come through vending space) • Not attractive - orient and motivate • Need to have multiple ways to provide information • Modernize technology • Flag to indicate building open • Where to locate tour busses ATTENDEES: Kerry Brandin, Pam Shadley, Masha Traber, S. Bijan Afshartous, Victoria Buckley, Joe Rancatore, George Burnell, Pat Costello, Dai, -m McKenna May 7, 2013 -41-