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HomeMy WebLinkAbout2012-01-20-Tourism-Lexington-Visitors-Ctr-Programmatic-ReportLexington Visitors Center Programmatic Report Prepared For The Town of Lexington Prepared by: Dawn McKenna, Chairman, Tourism Committee Mary Jo Bohart & Jean Terhune, Lexington Chamber of Commerce Colin P. Smith AIA, Colin Smith Architecture, Inc., Chairman, Chamber Board of Directors January 20, 2012 - 2 - TABLE OF CONTENTS Executive Summary...………………………………………………………...… 3 Introduction…………………………………………………………………...… 4 History ……………….…………………………………………...…..... 4 Visitor Services…………………………………………………...…..... 4 Minute Man Commuter Bikeway…..…………………………...…..... 5 Business Development………………………………………………..... 5 Project Purpose……………………………………………………...…. 6 Methods and Public Consultation…………………………………...... 6 Benefits of Improved Services……………………………………….... 6 Lexington’s Visitors, by market and mode……………………………….…... 8 Current State of Visitors Center…………………………………………….... 9 Lessons from Other Visitors Centers……………………………………….... 14 Visitors Center Needs & Opportunities……………………………………… 17 Option 1……….………………………………………………............. 21 Option 2……….………………………………………………............. 23 Option 3……….………………………………………………............. 25 Financial Feasibility/Funding Sources (Option 3)……………………….….. 28 Conclusion and Recommendations ………………………………………...... 29 January 20, 2012 - 3 - EXECUTIVE SUMMARY Working in conjunction with the Chamber of Commerce, the Tourism Committee believes that a redesign and expansion of the Visitors Center will best encourage visitors to spend their time and money in Lexington. Originally built in 1965 in anticipation of the nation’s bicentennial (1975), over the years the Visitors Center has served as an information hub to Lexingtonians as well as millions of guests from around the world. With the growing demands for service, a renewed focus on the economic development opportunity that tourism provides, the expanding use of the Minuteman Commuter Bikeway and the rise of national patriotism, it is time to prepare our physical space to meet 21st Century expectations. Why is tourism important to Lexington? Through tourism, we have the opportunity to grow tax revenue. Tourism is the 3rd largest industry in the State and Lexington (including Concord) is the 4th most visited area in Massachusetts, according to the Massachusetts Office of Travel and Tourism. New tax revenues in FY2011 totaled $478k from hotel/meals tax. In FY2012 the hotels and bed & breakfast will pay nearly $680k in real estate taxes. Their CPA combined contribution is just over $20k. Creating economic development opportunities through tourism will help relieve residential tax burdens. A modern Visitors Center designed to service 21st century tourists, is a key factor in harnessing this revenue potential. Each year at least 100,000 residents, families, friends and guests from around the world utilize the Visitors Center. This continuously utilized Town-owned facility needs work. It is Lexington’s welcoming center 362 days per year, closing only for Thanksgiving, Christmas and New Year’s Day. This unique schedule honors the original vision and is reflective of Lexington’s importance globally. We have identified and analyzed the following three broad goals for meeting visitor needs while maximizing our economic development potential: 1. Fulfill immediate information needs; 2. Increase visitor satisfaction and local spending; and 3. Encourage repeat visits to Lexington and the region. The programmatic needs for the Visitors Center are: 1. Education and multi-media room for tour groups 2. Self-serve kiosk 3. Counter space for assisting visitors 4. Veteran’s display with visual connection to exterior memorials 5. Retail space 6. Food vending area highlighting local establishments 7. Bathrooms 8. Office and meeting space Through appropriate design, the building could also be made handicap accessible, provide community meeting space and support start-up businesses. Signage and design elements will better connect the facility to the Bikeway. Three different options for upgrading the facility have been identified: OPTIONS TO ADDRESS NEEDS Option 1: Renovate existing space Option 2: Renovate and add small addition Option 3: Redesign and renovate existing space and provide programmatic addition The Department of Public Facilities would oversee the design and renovation of this project. Option 3 will modernize visitor and business services and ultimately increase revenue to the Town giving consumers additional reasons to Linger in Lexington. Revenues generated by tourism spending and local taxes have the potential to recapture the costs of Option 3 within 3-5 years. January 20, 2012 - 4 - INTRODUCTION HISTORY A separate warrant article at the 1965 Annual Town Meeting set the stage for the construction, use and management of the building. Lexington was focused on the nation’s Bicentennial to be celebrated on April 19, 1975. The community wanted a centralized information resource for national visitors, and most importantly, publicly accessible bathrooms. While there was no doubt of the need and the willingness and ability of the taxpayers to fund the construction, concern surrounded ongoing staffing costs for providing those services. A review of the Town Meeting minutes gives a flavor of the debate. In a last minute deal on the floor of Town Meeting, the then President of the Chamber of Commerce, Lee Turbox, agreed that if the Town would build and maintain the physical structure, the Chamber of Commerce would move their offices to the new facility and provide staffing for visitor services. (Interpretive services would be provided by the Town through Battle Green Guides.) That innovative public-private partnership continues to this day. Originally, the Town covered all utilities. In the late 1990s, the Chamber was required to pay for all utilities. At that time, research determined that the Town remained responsible for the building. The Town and Chamber agreed that the appropriate distribution of costs would have the Town pay for heat, electricity and water, and the Chamber would pay the phone and internet services. At the 2002 Annual Town Meeting, $100k was appropriated under Article 8h as part of the $685k Town Building Envelope project for ADA improvement and bathroom updates and funded through the tax levy. VISITORS SERVICES Over the years the ways in which visitors receive and utilize information has changed. How they research before deciding to travel and the level of knowledge about our history and the region varies dramatically. For some one-on-one interactions are the key to a meaningful experience, others require a formalized presentation. Still others seek the ability to grab a brochure and head off to explore on their own. Today most expect some degree of computerized self-service. All need the comfort station component. What remains the same is the quest for information. Who uses the Center has also evolved. Residents come to find out where to eat, shop, or entertain their family and friends. Businesses bring clients and potential employees to the Center to impress them with our history. They also receive assistance in determining whether to locate or grow in Lexington. Tourists are coming in large numbers. Improvements in transportation options have encouraged visitors from further away to travel to Lexington. While Lexington has always attracted visitors from New England, today’s visitors come from around the country and the world. The international appeal is in part fueled by the events of September 11, 2001 which renewed a sense of patriotism and appreciation of freedom. Europe sends a large number of visitors due to the connections of England and France to the American Revolution. The building was built for national visitors, with little expectation of broad international appeal. Our world is getting smaller; our visitors are more savvy, and their needs evolving. Since its formation in the mid 1990s, initially under the leadership of Betty Eddison, the Town’s Tourism Committee has partnered with the Chamber to understand visitor needs and to provide the infrastructure to support it. Based on this foundation of information gathered from local and state resources, programmatic services planned to meet current and future visitor needs are: interpretative services; seating area for small programs; business referrals; retail sales; vending area; and bathrooms. January 20, 2012 - 5 - MINUTEMAN COMMUTER BIKEWAY One of the impetuses for increased visitation has been the popularity of the Minuteman Commuter Bikeway. This resource was never envisioned during the planning for the Visitors Center. Prior to construction, the corridor behind the Visitors Center was a railroad track for the commuter train into Boston. Buildings along the way were built to shield the visual and noise impacts of the multiple train trips daily. There was no need for a passing train to know what was along the route. Milestone dates for the trail began years after the Visitors Center was built: 1974 first concept for building the commuter bike path; rail service continued until 1981; construction approval was granted in 1991; officially dedicated as the country’s 500th rail trail in 1994. The White House designated the Minuteman Bikeway as a “Millennium Trail.” In 2008 it was named to the Rail-Trail Hall of Fame. Stretching 11 miles, it is one of the most popular commuter and recreational trails in the country. With the conversion to a major recreational route, thousands pass through the corridor daily. On a typical in-season Saturday, bike counts taken under the direction of the Bicycle Advisory Committee in the vicinity of the Visitors Center, show 4,000+ trips. They are cyclists, walkers, joggers, commuters, families, individuals, locals, and visitors. They too require assistance with directions, business referrals, bathrooms, and a place to rest. The economic opportunity available to convert people just passing through into consumers of our local historical sites, shops, and restaurants is substantial. A majority of these recreational travelers make multiple trips along this trail. It is a priority for the Tourism Committee to convince these travelers to Lexington consumers. However, under the current configuration, riders barely know there is a building at that location because of the landscaping and building design. Even if they notice the building, the façade that overlooks the bikeway does not look like a place where the public should stop and visit. It resembles the back of a house. Signage and landscaping will help, but architectural changes are needed for visitors to truly understand it is there for them. Additionally, there is limited room for bikes to park. The vision with the recommended upgrade would make the Visitors Center a welcome stop for Bikeway users with the amenities they seek. Multiple town organizations recognize the importance of converting Bikeway travelers to Lexington consumers. Recently, the Bicycle Advisory Committee received funding from the DCR to improve "user information on the Minuteman Bikeway." This is a 3-town grant to hire a design engineer to come up with a plan for improving signage on and off the bikeway, maps, mile markers, kiosks, interpretive display, benches, etc. These initiatives are designed to enhance the user experience. Bikeway users will have more information about the areas they're traveling through -- including towns and their centers, businesses, tourist destinations, etc. The recent Center Streetscape Plan includes bike nodes throughout the Center, including one at the Visitor’s Center. This work compliments and underscores the need for a visible rest stop for recreational visitors to Lexington. BUSINESS DEVELOPMENT The Visitors Center is a hybrid. Downstairs is largely visitor services, interpretation, and comfort. Upstairs, the Chamber has always been a hub of business activities. Before the Town had an Economic Development Officer it was the resource for businesses looking to move to Lexington. New businesses, worked through the Chamber as they sought to start, grow, and sustain their business. Today businesses continue to depend on the Chamber to provide a context in which to decide whether to locate in Lexington, and to provide support services. The Chamber organizes monthly meetings on relevant topics, hosts networking nights, member referrals, women to women lunch series, business newsletters, facilities SCORE counseling, and much more to encourage success. Few Centers provide this invaluable direct support to community businesses. January 20, 2012 - 6 - In recent years, Lexington has made a concerted effort to become more business friendly. In doing so, the Town has benefited by the partnership with the Chamber in many ways. Through programming and partnership the Chamber has worked cooperatively with the Town and businesses to attract and retain all types of businesses and helped stabilize and increase tax revenues. The Chamber continues to be a hub for economic development in ways the Town does not have the resources to do. By redesigning the space, we have an opportunity to provide improved business services so Lexington will maintain itself as a destination where a variety of businesses choose to launch and grow. PROJECT PURPOSE The purpose of this analysis is to assist the Town of Lexington in understanding the need to improve visitor information services, and consider expanding the visitor information center. Best practices have been researched and identified to position Lexington to manage the visitor traffic that already comes and provide the structure to enable growth. The project also enables better service for our start-ups and existing businesses. METHODS AND PUBLIC CONSULTATION This Needs Assessment follows these basic steps: 1. Conduct a Gap Analysis: • Determine what the current situation is, • Outline the desired situation, and • Analyze what is the difference, or “gap,” between current and desired conditions. 2. Identify Possible Solutions And Opportunities. • Review existing data and reports • Assess existing program and space allocation • Review surveys about visitor needs • Conduct interviews with stakeholders • Host a public meeting • Distribute a short survey via the internet to understand 3. Research best practices from comparable communities. BENEFITS OF IMPROVED VISITOR INFORMATION SERVICES According to the Massachusetts Office of Travel & Tourism, the estimated domestic traveler spending in Lexington for 2010 was $50+ million, supporting just over 500 jobs, and generating $3 million in state taxes and $1.5 million in local taxes. Tourists are defined as having traveled at least 50 miles. Research shows that the more time visitors spend in Lexington, the more money that is pumped into our local economy. In turn new jobs are created and Town revenues are enhanced. In recognition of this, the Tourism Committee has embarked on a campaign to help people understand that there are reasons to “Linger in Lexington.” These efforts are paying off already. The data from the Finance Department shows that FY2011 new revenues topped $478,000: hotel tax revenues increased by $233,444 over FY2010, representing a 60% increase; more dramatically, the meals tax increased by 362% which in real dollars is $245,082. While some of these increases can be attributed to the adoption of the local option tax, this success is objective data that demonstrates the “Linger in Lexington” campaign has a direct benefit to Town revenues. Anecdotal evidence reinforces this – front line service providers report that more visitors came to Lexington this year planning on spending multiple days in Town. January 20, 2012 - 7 - Utilizing survey and data provided through the Massachusetts Office of Travel and Tourism (MOTT) and the Greater Boston Convention and Visitors Bureau (GBCVB) the fastest growing method for determining where to travel is the internet. (See http://www.massvacation.com/research/ for travel data.) People are researching their trips and pre-planning based on what they see on the computer. Generally, that is enough to bring them to Town. However, it is still the personal interactions at the Visitors Center that directs them where to go. It is there that they learn the breadth of offerings the community has to offer. Impulse decisions to take the Liberty Ride® or eat at our local restaurants rather than rushing off to Concord or Salem are a direct credit to the information given at the Visitors Center. Lexington is blessed by many non-profit organizations from educational to arts, music and more. Their marketing budgets are limited but the programming they offer is extraordinary. The Visitors Center serves as a marketing mechanism to inform visitors about special calendar events that they may not have been aware of prior to coming to Lexington. Groups have reported that the increased visitation has had a positive effect on their bottom line. Beyond the clear economic benefits, the quality of life of residents is improved by having an active Visitors Center. Bathrooms are a basic need for all. This comfort available to visitors relieves businesses from the burden of use. Residents have been known to take advantage of this amenity as well. The cultural opportunity for residents to entertain their guests is also important. Upon moving to Lexington friends and family want to come to this historic Town. Visitor services can be a welcome break for Lexingtonians while out of town guests are happily entertained. Because the Lexington Visitors Center is run by the Chamber of Commerce and operates in partnership with the Tourism Committee, the “one-stop” convenience avoids duplications of facilities and services. Businesses partner with the community through fun activities and become more engaged in the community. These strong partnerships provide avenues to additional sources of funding, volunteers, in- kind services, and other invaluable support. The benefits of a vibrant Visitors Center are well documented. Investing in this Visitor Center will provide economic and quality of life benefits that cannot be achieved currently. January 20, 2012 - 8 - LEXINGTON’S VISITORS BY MARKET AND MODE Tourism is the 3rd largest industry in Massachusetts. Statewide the Governor’s Office of Travel and Tourism (MOTT) ranks Lexington-Concord as the 4th most visited community behind Boston, Cambridge, and Salem. Most communities struggle to find a reason to convince travelers to visit. The reason they work at it is because they understand and appreciate that it can translate to significant money that will partially relieve taxpayer burdens. While representing Lexington at varies conferences and travel shows, it has become clear that Lexington is the envy of many because visitors want to see the “Birthplace of American Liberty.” Lexington is fortunate to be in every history book and therefore a “must visit” for significant percentages of those already coming to Massachusetts. To maximize the economic opportunity, Lexington must position itself as a part of a broader region. The State is divided into regional tourism councils (RTCs). Lexington is assigned by the State Legislature to the Greater Merrimack Valley region. Lexington is a member of the Greater Merrimack Valley Visitors and Convention Bureau which leverages State and regional dollars to market the region. Lexington is also a member of the Greater Boston Visitors and Convention Bureau. Our presence on the front page of their website, www.bostonusa.com exposes us to travelers looking to come to Boston. During the 2004 season a survey was conducted of Liberty Ride® passengers who gave us a glimpse into the market. Visitors from Western States accounted for 25%, with 14% from California. The Mid- Western states represented 19%, spread evenly. New England saw 18% of the ridership, Massachusetts accounting for 11%. The Mid-Atlantic States represented 13% and the Southern States 12%, with each of those sending 1-4%. At that time 12% were international visitors of which half were from the UK. The remaining countries were: Australia, Canada, Denmark, India, Philippines, and Scotland. Through speaking with visitors in recent years, we know that we continue to attract significant visitors from California, Texas, Florida and New York. While the most international visitors from England, because of our Sister City relationship with Antony, along with Lafayette’s connection to the Revolution, the French also visit regularly. In general there are more international visitors. Travelers from Asian countries are more prevalent that in the past. Marketing through AAA and other local venues is fueling an increase of those in a reasonable driving distance returning to the community for multiple reasons. How people travel to Lexington has also been considered. The personal automobile continues to be the preferred method of travel (80% in 2004). Tour busses are second. As demands for public transportation options have increased, the Tourism Committee has worked with the MBTA to make public transportation a more viable option. Wording on the announcements for stops has been improved, instructions detailed on brochures, and, and connecting service to Alewife on Sundays (which is currently unavailable) is being explored. Thanks to local businesses such as the Ride Studio Café, and the Greater Boston Running Company, as well as the Minuteman Commuter Bikeway, visitors also are now biking and walking to Lexington. Those from further away fly to Logan Airport and stay in Boston. These people use public transportation, rental cars, or tour busses for a one day excursion to Lexington. Since there is no central place from which they can be counted, it is impossible to say for sure how many visit Lexington each year. Certain data is known: National Parks draw significant visitation. At the Minute Man National Park approximately 1 million guests are counted annually. While no formal count is taken at the Visitors Center, at least 100,000 people sign in each year: add to those numbers the tourists that local bus companies bring to this premier destination, peaking during fall foliage; plus the 2- 55 people on 100+ Liberty Ride® charters and the numbers are staggering. No matter what number we use, in 40+ years there has been significant wear and tear on the Visitors Center. While the bathrooms were renovated in 2002, even with the most conservative numbers, hundreds of thousands of people have used them in the last 10 years. It is past time for a renewal. January 20, 2012 - 9 - CURRENT STATE OF VISITORS CENTER The Lexington Visitors Center, which is a Town-owned facility, is constantly referred to as “quaint” by the tourists. This description is a polite way of saying “outdated.” While $100k was allocated in 2002 to allow wheelchairs to access the building and bathrooms, the building is not fully ADA compliant. It also does not meet the modern needs of the travelers who utilize the facility. The Visitors Center was built in 1965. It is in need of updating finishes, fixtures and improved display space. Space is limited. More space is required to accommodate the material stored within and to accommodate the crowds. Visitors frequently come in groups, offloading from buses or tour groups from the Battle Green and there is inadequate space to accommodate them when they arrive. During the peak seasons of July – mid August and late September through October, groups as large as 75+ crowd the Visitors Center. Interpretative services are provided by the Town through Battle Green Guides and Liberty Ride® Guides. Tour groups of all sizes huddle around the diorama, especially during inclement weather. Depending on the weather and level of interest, they typically remain for 10 - 30 minutes. A full bus load takes up the existing square footage making it difficult for others to enter to access the bathrooms, obtain directions, work with staff to plan their trip, or to make purchases. The Visitors Center serves multi-purposes: The first floor houses visitor services: it serves as an information hub, memorabilia shop, veteran’s memorial, historical display, accommodates interpretive programming, and provides public bathroom facilities; The second floor serves as the Chamber of Commerce office and meeting room. Storage facilities are in the basement. The current program is: Program: Level One • Visitor Information Desk • Retail Displays & Register • USS Lexington Plaque & Bell, photographs, and other memorabilia • Diorama • Visitor Displays • Chamber Business Displays • Restrooms Level Two • Chamber Offices (meeting room/layout space, workstation, office, equipment area). Lower Level • Storage (holiday lights, Chamber, Historical Society, National Heritage Museum) • Mechanical Room Maintenance: The Facilities Department manages the cleaning and maintenance as per that 1965 agreement. The custodians clean on varied schedules based on the season. More people utilize the building in a year than any other building in Town. (The next closest would be the Library, Cary Hall or the High School which see less than 25% of the traffic.) Heaviest use is on the weekends when it is hardest to get ongoing or even emergency cleaning services. Although not part of their responsibility, Chamber staff end up putting on rubber gloves to unclog toilets, wipe the floor when after illness or misses, and other routine cleaning because the custodial staffing has not been available. Capital and maintenance schedules have not met the requirements of such a heavily trafficked facility and need to be re-examined. Funding is being requested this year through the operating budget to add much needed weekend maintenance. January 20, 2012 - 10 - Accessibility: Not fully accessible. The first floor and bathrooms were made handicap accessible in 2002. There is no handicap access to the second floor Chamber offices. Exterior: The deficiencies of the landscaping have been discussed in the Battle Green Master Plan approved by the Selectmen in 2010. Corrective action to the landscaping is recommended in that document. Specific visitor exterior building and landscaping requirements are: • Building Envelope was designed to attract visitors from Massachusetts Avenue. The rear entrance was never expected to serve as a regular entrance point. Originally the building backed the commuter rail. As such, there was no need for a connection to the rear area. Today’s facility should be designed to welcome guests from the Bikeway. • Landscaping has become overgrown and dwarfs the building immediately in front of the building making it difficult to find. The greater area includes green space which is used for picnicking, concerts, and events and design should reflect this use. • Hardscape includes the USS Lexington and World War II memorials which could be better connected to the building. • Lighting is limited in the area and is confined to the light fixtures affixed to the building and should be improved for year-round use. • Bicycle racks currently exist at the rear of the building; however, during the season they are overfilled and discourage cyclists from stopping and lingering; better placement and quantity are needed. • Seating is limited and should be expanded. Immediately in front of the building are two memorial benches. A couple of picnic tables are places outdoors during the season. Typically visitors sit on the grass. • Signage has been improved in recent years. As part of the overall signage program a prominent site specific sign was placed in the front of the building. A similar sign should be added to the rear of the building. There is also a small sign which acknowledges the Chamber of Commerce above the door. Signage indicating hours of operation would be an improvement. Rear signage designed to draw recreational visitors into the building should be installed. January 20, 2012 - 11 - January 20, 2012 - 12 - January 20, 2012 - 14 - LESSONS FROM OTHER VISITORS CENTERS As Lexington considers options for meeting visitor information needs, answers to a number of questions can be learned from other successful centers: • What are the offerings that make each Visitors Center most attractive to visitors? • What can a Visitors Center do to increase length of stay? • How do centers generate revenues to assist in lowering operating costs? • What are the benefits of forming partnerships with multiple agencies in operating a center? • What lasting impressions are visitors left with and what makes them want to return in the future? • Do local residents of the town use the center on a regular basis and if so, what makes them do so? In November 2002 the Asheville Chamber of Commerce in North Carolina completed a survey of 152 Visitors Centers (see Table 9). This section reports on the information gained from these interviews and surveys that will help determine appropriate programming, and management options for its visitor information services. Their results are a good source of information for this study. Visitors Centers interviewed ranged in size from 600 square feet (San Juan County, UT) to 22,000 square feet (Ketchikan, AK, Discovery Center). Centers that primarily serve a CVB/Chamber purpose are generally around 3,000 - 4,000 square feet. Centers that include multiple partners and/or emphasize interpretation, as well as visitor information, generally need to be much larger, depending upon the programs and displays to be accommodated. Thirty-three such Centers were contacted including Asheville NC, Charleston SC, Cincinnati OH, Coldfoot AK, Fairbanks AK, Ketchikan AK CVB, Ketchikan AK Discovery Center, Lancaster CA, Moab UT, Natchez MI, San Juan County UT. INFRASTRUCTURE Basic “infrastructure” that Visitors Centers either had or managers suggested be considered are: • Easily accessible public restrooms • Covered space for unloading and entry of visitors • Well-designed signs – including the international “I” symbol for information services • Kiosks and displays in multiple languages • Attractive space(s) that can be used by the community • Administrative office space that is separated from the busy public use areas • Display spaces and sign areas that can be rented for advertising • Space for brochures • Internet stations for visitor trip planning and email • Attractive landscaping and outdoor public spaces • Dump station for motor coaches • Ample parking, for cars, RVs, motor coaches LOCATION Visitors Centers need to be located where the most visitors have access to the facility. Centers are generally located downtown, near heavy-draw tourist attractions, and/or on main highway routes. Downtown centers can serve the additional purpose of easing traffic and parking congestion by providing ample parking and encouraging pedestrian or trolley/shuttle use. Federal highway enhancement dollars have been available for construction of downtown centers that encourage people to leave their cars and walk or take public transportation. January 20, 2012 - 15 - SEASONS/HOURS OF OPERATION Most Visitors Centers are open daily, year-round, with the exception of major holidays – expanding hours and increasing staff during the heaviest tourist season and on weekends. The Moab, UT center finds that being open in the evening draws visitors into downtown – increasing evening activity at downtown businesses and building support for the center. STAFFING AND VOLUNTEERS Smaller CVB/Chamber centers generally have two full-time staff, year-round – possibly increasing to three staff in the summer season, or supplementing with part-time staff on weekends. Larger, multi- agency centers with strong interpretive mission can have much larger staffing needs. Some centers use volunteers; others strictly do not. Many center managers feel most comfortable having trained, paid staff behind the counter to ensure that the information given is accurate and to assure quality. Volunteers are often used simply to meet and greet guests. MISSION AND PURPOSE Nearly all Visitors Centers view their primary purpose as being a “one-stop” source of information that maximizes convenience to the visitor. The “package” of information and services that is offered differs, depending upon the needs of the primary visitor population being served, the characteristics of the locality and region, and the organizations that participate in the center. Visitors Center managers offered the following advice regarding the basic purpose of the center: January 20, 2012 - 16 - • Consider, and offer, what visitors want and need most. Provide information and services related to travel logistics, private business offerings, transportation, public lands and attractions, educational experiences, safety, and ways to reduce conflicts between visitors and local communities and resources. • Incorporate multiple partners. Partnerships with multiple private, non-profit and government agencies are encouraged. This facilitates “one-stop” convenience and avoids duplication of facilities and services. Strong partnerships lend revenue and budget stability, as there are more sources of funding, in-kind services, and other support. Several of the Visitors Centers contacted during interviews were primarily a partnership at the CVB and the local Chamber of Commerce. These centers tended to focus on trip planning and booking/vending services. Others had multiple partners, including local city and county government, CVBs, National Park Service, U.S. Forest Service, Bureau of Land Management, state parks, state tourism agencies, and Natural History Associations. These latter centers tended to be larger, and may have a stronger interpretive/educational emphasis. • “Go Regional/be a Gateway.” Provide information for the larger region for which the community is a “gateway.” This helps visitors with trip planning, will attract visitors to stay longer or return to your hub community, and generates good will and reciprocity with adjacent communities in the region. ATTRACTIONS, EXHIBITS AND TECHNOLOGY FOR VISITORS Center attractions vary with the mission of the center and available space. Most visitors centers view their role as giving the visitor a “taste” of what is available to explore in the region, then help them access information about how to experience the area. If a center offers too much for people to see, they may be viewed as competition for other private tourism attractions. Having “live” presentation, demonstrations or story telling can keep the center lively for residents or return visitors. Most of the visitor information centers interviewed have the following basic services or exhibits, to the extent space allows: • Staffed greeting/information desk(s) • Large display map of locale and region • Photographic exhibits and murals • Retail book and gift sales area • Vending space – for brochures, advertising, business displays • Small meeting rooms • Small display cases where public art, museum pieces, and other material can be rotated through for visitor interest Larger multi-agency centers, with an “interpretive” mission, generally also have: • Interpretive display spaces show-casing local history, resources, and attractions • Theater space (from small VCR area to 75-seat theater) • Attractive public spaces and views • Space for live presentations or demonstration of local arts • Indoor classroom space • Outdoor interpretive space January 20, 2012 - 17 - Center managers recommend going “simple” on technology that visitors are going to use or be served by. It is important that videos run without a hitch, that visitor internet stations (if provided) work consistently, can be easily de-bugged, and that the content and length of use is controlled. While internet stations will bring visitors in the door, most centers recommend that visitors be referred to other internet access locations for their personal use. ADVERTISING, VENDING AND BOOKING Many visitors centers offer some kind of advertising, vending and/or booking services – for several reasons: • Visitors want it, because it adds to the utility of the center as a “one stop” location for tourist services and attractions and they can make arrangements for their trip conveniently and quickly. • Offering detailed information about overnight stays and helping visitors’ book accommodations is the primary way that visitors centers can increase the length of stay. • Advertising, vending, and booking can generate revenue for the center. • Businesses often want the center to serve this role, and it helps convince businesses that the center is effective at keeping visitors in town and promoting local business. Centers help make connections between visitors and local visitor services and attractions in a range of ways. It is most effective to have a “real person” helping with referrals and/or bookings – not just automated kiosks. Visitors want to talk with a “real person.” It is very important to do regular outreach to businesses to avoid misunderstandings about what the center does and does not offer and to understand their concerns about how their or other businesses are represented at the center. RETAIL Retail income is often an important regular source of operating funds for most visitors centers. Nearly all visitors centers contacted had some retail, ranging from specialty books, maps and guides to logo gifts and T-shirts. RESIDENT USE OF VISITORS CENTERS All center managers interviewed agreed that encouraging resident use was important to building enthusiasm for the center in the community, obtaining support from local leaders, and garnering “good will” from local businesses. When residents and visitors interact in the same facility, the relationship between the “host” and the “hosted” improves. Visitors feel that their experience is enhanced by contact with local residents. The extent of resident use of the visitors center depends upon its primary purpose and offerings, size and amenities. Many centers include public spaces that can be enjoyed or used by residents. Spaces such as meeting rooms and reception areas that are available for residents to rent and use are also common. COMPONENTS OF SUCCESSFUL VISITORS CENTER PROGRAM 1. Signage. 2. Trained Personnel. 3. Requirements to Carry Tourism Program Brochures and Literature. 4. Role of Centers Funded by Other Sources. 5. Development of Revenue Streams. 6. Visitors Center Coordinating Sub-Committee (Tourism Committee & Chamber of Commerce) 7. Evaluation Process. 8. Hours of Operation. January 20, 2012 - 18 - VISITORS CENTER NEEDS & OPPORTUNITIES When the Visitors Center was built, it naturally focused on the perceived needs of the day. It took tremendous courage from those Town Meeting Members to try a new approach through the public-private partnership that was created on the floor of Town Meeting. Back then who would have envisioned computers, internet, cell phones, and all the communication tools that we expect today. As to be expected, services evolved as needs were identified. It is now time that we be realistic and keep up with the demands if we are going to maximize the economic opportunity with which we are blessed. The Visitors Center serves a hybrid of operations. The Chamber of Commerce operates upstairs as a resource for local businesses to learn to grow and expand market share. Visitor needs are met primarily on the first floor. In researching best practices, and thinking about the services needed in this changing world of tourism, there are certain principles that should be incorporated in the renewed building. Providing interpretive services and education is a responsibility Paid, trained staff assures the accuracy and quality of information Volunteers to meet and greet visitors are a welcome way to engage the community Strong partnerships enhance offerings Tourists prefer the Center to be a “one-stop” shop for information and offerings Marketing ourselves as part of the region maximizes opportunities Programming draws people downtown and keeps the Center lively Visual connections to the Visitors Center are important The Visitors Center is a key stakeholder in the Battle Green Master Plan With these thoughts in mind, below is a summary of the components that ideally would be accommodated in the Visitors Center. All exterior work should be consistent with that outlined in the Battle Green Master Plan approved by the Selectmen on March 14, 2011. EXTERIOR • Building Envelope tight, painted and maintained in good repair • Improve rear entrance to be a welcoming area from the Bikeway • Landscaping that connects the focal points and allows visitors to know where to go • Lighting adequate year-round for safe passage and to allow night-time activities in the area • Sufficient bicycle racks • Additional seating for picnicking and resting • Signage from front and rear • Bus drop off and parking identified to facilitate tour groups lingering in Lexington • Appropriate hardscape INTERIOR Level One • Contemplative place to honor veterans and the USS Lexington bell and other memorabilia • Program room large enough for full bus tour (25-55) without impacting visitor services • Counter that accommodates 2-3 working at same time • Separate areas within counter for information and retail transactions • Maximum retail display areas for a variety of products • Self-serving kiosk • Video display and wall space for information • Adequate lighting for all seasons and weather January 20, 2012 - 19 - • Resting areas to read information or have a snack • Vending area where local food establishments can sell samples • Clean, accessible bathrooms Level Two • Conference space (also available for after-hours community space, secured after hour entrance) • Meeting space to support and encourage small start-ups so they will move into Lexington office space as they grow • Office space for Chamber Operations • Copying area sufficient to accommodate large mailings, faxing, and other office functions • Fully ADA accessible • Air handling for heat and cold Lower Level • Mechanical Room • Plumbing, electrical, internet and telephone renewal • Storage space MAINTENANCE The Town will continue to provide maintenance and custodial support for the facility. Options reviewed for ensuring coverage meets usage demands. OPTIONS FOR CONSIDERATION There are three options that have been considered to improve the look and function of the Visitors Center. The key features and construction costs of each option are listed below. Both the Chamber of Commerce and the Tourism Committee recommend funding Option 3. January 20, 2012 - 21 - OPTION 1: RENOVATE EXISTING SPACE Key features of Option 1 are: • Renovations at the existing Visitors Center area to better use existing space/resources to include reconfiguring administrative space and redesigning existing exhibit space. • Landscaping as per the Battle Green Master Plan. • Bathroom renovation. • Add small video kiosk. • Install more visible signage at the rear of the building. 1. Pros + and Cons - + This is the least costly option. + Desperately needed bathroom upgrade completed. - Bathrooms continue to consume disproportionate percentage of floor space. - Does not meet program needs. - Maintains dated building systems. - HVAC not updated. - Provides fewer revenue generating possibilities. - Facilities undersized and can only offer basic visitor information. - Limited space precludes expanded cultural and historic information, visual displays. - Business services and meeting space limited by space constraints - First floor accessibility only. - Sitework not completed. 2. Estimated Construction Costs = $200,000 (FY 2012 dollars) • Level 1 Reconfigure/new finishes @ exhibit space $ 75,000 • Level 2 Reconfigure/new finishes @ administration $ 75,000 • FF&E $ 50,000 Construction Costs: $ 200,000 A&E Design Costs (10 % - 15% if LEED): $ 30,000 LEED Silver Costs (5%): $ 15,000 Contingency (10 %): $ 30,000 Total Project Costs: $ 275,000 (FY 2012 dollars) January 20, 2012 - 23 - OPTION 2: RENOVATE & ADD SMALL ADDITION Key features of Option 2 are: • Renovation as in Option 1. • Construct an addition facing the Minuteman Commuter Bikeway for improved visibility. • Additional interior lobby space with wall displays. • Includes elevator, bump out back 1. Pros and Cons to Consider + Expanded capability to address primary visitor information needs. + Displays and interpretative materials can be better displayed. + More visibility from the bikeway, creating a more logical destination. - Veterans memorials not given proper value. - Groups not accommodated. - More costly than Option 1. - No restroom work. 2. Estimated Construction Costs = $650,000 (FY 2012 dollars) • Level 0 basement and HVAC $ 75,000 • Level 1 Reconfigure/new finishes @ exhibit space $ 100,000 • Level 1 Addition (entry/Café/stair/elevator) $ 150,000 • Level 2 Addition (stair/elevator/office) $ 100,000 • FF& E $ 75,000 • Sitework $ 150,000 Construction Costs: $ 650,000 A&E Design Costs (10 % - 15% if LEED): $ 97,500 LEED Silver Costs (5%): $ 32,500 Contingency (10 %): $ 97,500 Total Project Costs: $ 877,500 (FY 2012 dollars) January 20, 2012 - 25 - OPTION 3: REDESIGN AND RENOVATE EXISTING SPACE & PROVIDE PROGRAMMATIC ADDITION Key features of Option 3 are: • Addition to the Visitors Center will accommodate: - Elevator - Lobby Space - Additional retail space & wall displays - Vending area for food and beverage - Office space/conference room - Interpretative room for education and programming - Veterans room • Restroom layout will be redesigned to minimize impact • Full ADA compliance 1. Pros and Cons to Consider (+ including pros from Options 1 and 2) + Entire building ADA Accessible. + Meets all programmatic needs. + Restroom can be better designed. + Proper area to honor our veterans - Higher costs than renovation of existing facilities. 2. Estimated Construction Costs $1,275,000 (FY 2012 dollars) Construction Costs: $ 1,275,000 A&E Design Costs (10 % - 15% if LEED): $ 191,250 LEED Silver Costs (5%): $ 63,750 Contingency (10 %): $ 127,500 Total Project Costs: $1,657,500 (FY 2012 dollars) IMPROVEMENTS TO ENCOURAGE REPEAT VISITS TO LEXINGTON Research shows that regular programming encourages repeat visitation. Presentations, demonstrations or story telling by interpreters and guests can keep center lively for residents and visitors. Consideration can be given to opening the Center on evenings as many facilities have found doing so helps to keep people in the downtown which is good for local businesses. The space planned in Option 3 will encourage these opportunities to give people reasons to return frequently. January 20, 2012 - 28 - FINANCIAL FEASIBILITY / FUNDING SOURCES In order to consider the potential project, in conjunction with Colin Smith, AIA, Colin Smith Architects, Inc., (currently Chairman of the Lexington Chamber of Commerce Board of Directors) preliminary estimates based on industry standards and conservative square foot analysis have been prepared. Colin has also prepared an architectural rendering of the project as a basis for this calculation and discussion. More detailed cost estimating will be required to confirm total costs. This gift is the type of partnership that a project of this type can foster. Based on the recommendation for pursuing Option 3, the estimated expenditures will be approximately $230 - $240/square foot. Broken down, the preliminary hard and soft costs estimated for the project are: Lower Level $ 100,000 New unfinished basement areas/new HVAC Ground Floor (3,600 SF) $ 550,000 Renovate existing space & building envelope ($100K) Veteran’s Space ($50K) Education Space ($100K) Restrooms ($150K) Rear Entry/Café ($50K) Stair/Elevator ($100K) Level Two (3,100 SF) $ 375,000 Renovate existing space & building envelope ($100K) Office Space-South ($50K) Office Space-North & Restroom ($75K) Office Space-East ($50K) Stair/Elevator ($100K) Site Work $ 150,000 (Possibly as part of Battle Green Master Plan) Front ($50K) Rear ($100K) FF&E (Furniture, Furnishings & Equipment) $ 100, 000 Kiosk, seating tables, displays, retail counter Construction Costs: $ 1,275,000 A&E Design Costs (10 % - 15% if LEED): $ 191,250 LEED Silver Costs (5%): $ 63,750 Contingency (10 %): $ 127,500 Total Project Costs: $1,657,500 FUNDING SOURCE The tax levy and Community Preservation Act funds are both available as possible funding sources. There are currently 5 active Bed & Breakfast locations in Lexington, and 3 hotels. Together, they will pay $679,847.15 in real estate taxes in FY2012. Their CPA contribution is $20,170.85. While they are not the only businesses that benefit from tourism spending, does demonstrate that reinvesting in our Visitors Center has direct benefits to the Lexington taxpayers. Directing these dollars towards this project could provide a short-term payoff of the project. Additionally, there may be some grant funding available for construction and/or program. For example, Federal Highway Dollars for centers that have reduced traffic congestion and converted visitors to pedestrian or transit use may be available." January 20, 2012 - 29 - CONCLUSION AND RECOMMENDATIONS RECOMMENDATIONS Based on best practices and local needs, recommendations for a renewed Visitors Center to modernize service to Lexington residents, neighbors, national and international guests has been developed. The partnership with the Chamber of Commerce, should be maintained. Inclusion of the following components in the plan is recommended: • Staffed greeting/information desk(s) • Attractive interpretive classroom space for live presentations or demonstration show-casing local history, resources, outstanding features, and the arts • Self-serving kiosk in multiple languages for trip planning • Large display map of locale and region and interchangeable calendar area information • Administrative office space that is separated from the busy public use areas • Small meeting rooms • Brochure racks • Retail book and gift sales area • Food vending area to be staffed by local eateries • Easily accessible public bathrooms • Adequate signage • Attractive landscaping and outdoor public spaces • Ample parking, for cars, RVs, motor coaches in the vicinity CONCLUSION The Lexington Visitors Center was built and decorated at a different point in time. The décor is tired and looks like it belongs in a by-gone era. Nearly 50 years of technology advances require a new way of delivering visitor services. Upgrading the rear of the building to add “front door” type architecture will greet Bikeway recreational travelers and encourage them to stop and visit, rather than simply pass through Lexington. Through this plan, a modern Center that anticipates future needs will be achieved. Fifteen years ago the community recognized the importance of harnessing tourism. The mission is “to create economic development opportunities through tourism.” The vision is: Lexington is known throughout the United States and internationally as a world- class tourism destination offering a unique and seamless range of services for tourists and residents alike. Visitors are encouraged to Linger in Lexington, thereby generating revenues for the town, attractions, and businesses. The investment already made is paying off. The Visitors Center envisioned will serve as central point of contact for tourism. At the heart of our tourism vision is educating visitors that there is so much to do and see in Lexington that they should spend 2-3 days here and stay overnight in our hotels. “Heads on Beds” literally translates to additional town revenue through hotels and meals tax. New taxes of $478k have been collected since the launch of the “Linger in Lexington” campaign. Real estate and CPA contributions from Tourism related commercial uses are significant and justify the reinvestment. In 2012 almost $700k in CPA and real estate taxes will be collected from our 8 properties that provide rooms for overnight visitors." We pride ourselves in leadership across many areas throughout history. By funding Option 3, the Town will continue to be leaders in harnessing the economic development opportunity that we are grateful to be afforded thanks to Lexington’s role in the formation of the country.