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Home My WebLink AboutTBID_2019-10-16_AgendaPacketADVISORY BOARD FOR THE ATASCADERO TOURISM BUSINESS IMPROVEMENT DISTRICT Agenda Wednesday, October 16, 2019 at 2:30 P.M. Atascadero City Hall - 6500 Palma Avenue, Club Room Atascadero, California CALL TO ORDER: ROLL CALL: Chairperson Deana Alexander, The Carlton Hotel Vice Chairperson Jaclyn Dawson, SpringHill Suites by Marriott Board Member Jack Mahar, Motel 6 Board Member Tom O’Malley, Portola Inn Board Member Amar Sohi, Holiday Inn Express and Suites APPROVAL OF AGENDA: PUBLIC COMMENT: This portion of the meeting is reserved for persons wanting to address the Board on any matter not on this agenda and over which the Board has jurisdiction. Speakers are limited to three minutes. Please state your name for the record before making your presentation. The Board may take action to direct the staff to place a matter of business on a future agenda. A maximum of 30 minutes will be allowed for Public Comment, unless changed by the Board. A.CONSENT CALENDAR 1. ATBID Draft Action Minutes – September 18, 2019 •Recommendation: Approve the Draft Action Minutes of September 18, 2019. [Big Red Marketing] B.BUSINESS ITEMS 1.Wine Speak Update •Recommendation: Receive and file Wine Speak Update. [Wine Speak Paso Robles] •Fiscal Impact: None. 2.The Garagiste Festival Event Sponsorship •Recommendation: Decline $10,000 sponsorship for the 2019 Garagiste Festival. Direct staff to work with event planners to incorporate Atascadero in the 2020 Garagiste Festival locations. [The Garagiste Festival] •Fiscal Impact (GL 2802): None. 3.Contingency Plan to Address Unallocated and Reserve Funds •Recommendation: Provide staff direction on the draft contingency plan to address emergency and reserve funds. [Big Red Marketing/City Staff] •Fiscal Impact: None. 4.Destination Marketing Services Proposal •Recommendation: Provide staff direction to approve the renewal of Verdin for Destination Marketing Services or reopen RFP process. [Big Red Marketing] •Fiscal Impact (Varied): $68,667 in 2019/2020 and $206,000 in 2020/2021. 5.Destination Management Services Proposal •Recommendation: Provide staff direction to approve the renewal of Big Red Marketing for Destination Management Services or reopen RFP process. [City Manager’s Office] •Fiscal Impact (Varied): $14,750 in 2019/2020 and $45,250 in 2020/2021. 6. Co-Op opportunity: SLO CAL Visitor’s Guide •Recommendation: Approve a full-page editorial placement in the upcoming Visit SLO CAL Visitor’s Guide. [Verdin] •Fiscal Impact (GL 2502): $3,650. 7.Monthly Marketing Statistics Summary •Recommendation: Receive and file Marketing Statistics Report. [Verdin] •Fiscal Impact: None. 8.Monthly Budget Report •Recommendation: Receive and file Budget Report. [Big Red Marketing] •Fiscal Impact: None. C. UPDATES 1.Visit SLO CAL TMD Update – Board Member Sohi 2.Visit SLO CAL Marketing Committee Update – Verdin 3.Destination Management Update – Big Red Marketing 4. City Business Update – City Manager’s Office D.BOARD MEMBER COMMENTS E. ADJOURNMENT Atascadero Tourism Business Improvement District (ATBID) WELCOME TO THE ATBID MEETING The ATBID Advisory Board meets in regular session on the third Wednesday of each month at 2:30 p.m. Board meetings will be held at the Atascadero City Hall, 6500 Palma Avenue, Atascadero. Matters are considered by the Advisory Board in the order of the printed Agenda. Copies of the staff reports or other documentation relating to each item of business referred to on the Agenda are on file in the office of the City Clerk and are available for public inspection during City Hall business hours at the Atascadero City Hall, 6500 Palma Avenue, Atascadero, and on our website, www.atascadero.org. All documents submitted by the public during Advisory Board meetings that are either read into the record or referred to in their statement will be noted in the minutes and available for review in the City Clerk's office. In compliance with the Americans with Disabilities Act, if you need special assistance to participate in a City meeting or other services offered by this City, please contact the City Manager’s Office or the City Clerk’s Office, both at (805) 470-3400. Notification at least 48 hours prior to the meeting or time when services are needed will assist the City staff in assuring that reasonable arrangements can be made to provide accessibility to the meeting or service. TO SPEAK ON SUBJECTS NOT LISTED ON THE AGENDA Under the Agenda item, “PUBLIC COMMENT”, the Chairperson will call for anyone from the audience wishing to speak concerning any item not on the Agenda to approach the lectern and be recognized. 1.Give your name for the record (not required) 2.State the nature of your business. 3.All comments are limited to 3 minutes. 4.All comments should be made to the Chairperson and Advisory Board. 5.No person shall be permitted to make slanderous, profane or negative personal remarks concerning any other individual, absent or present. This is the time items not on the Agenda may be brought to the Advisory Board’s attention. A maximum of 30 minutes will be allowed for PUBLIC COMMENT (unless changed by the Advisory Board). If you wish to use a computer presentation to support your comments, you must notify the City Clerk's office at least 24 hours prior to the meeting. Digital presentations must be brought to the meeting on a USB drive or CD. You are required to submit to the City Clerk a printed copy of your presentation for the record. Please check in with the City Clerk before the meeting begins to announce your presence and turn in your printed copy. TO SPEAK ON AGENDA ITEMS (from Title 2, Chapter 1 of the Atascadero Municipal Code) Members of the audience may speak on any item on the agenda. The Chairperson will identify the subject, staff will give their report, and the Advisory Board will ask questions of staff. The Chairperson will announce when the public comment period is open and will request anyone interested to address the Advisory Board regarding the matter being considered to step up to the lectern. If you wish to speak for, against or comment in any way: 1.You must approach the lectern and be recognized by the Chairperson 2.Give your name (not required) 3.Make your statement 4.All comments should be made to the Chairperson and Advisory Board 5.No person shall be permitted to make slanderous, profane or negative personal remarks concerning any other individual, absent or present 6.All comments limited to 3 minutes The Chairperson will announce when the public comment period is closed, and thereafter, no further public comments will be heard by the Advisory Board. ADVISORY BOARD FOR THE ATASCADERO TOURISM BUSINESS IMPROVEMENT DISTRICT DRAFT ACTION MINUTES Wednesday, September 18, 2019 at 2:00 P.M. Atascadero City Hall - 6500 Palma Avenue, Club Room Atascadero, California CALL TO ORDER: Chairperson Alexander called the meeting to order at 2:00 p.m. ROLL CALL: Present: Chairperson Alexander, Vice Chairperson Dawson, Board Member Sohi, Board Member Mahar. Vacant: Board Member O’Malley Absent: None. Staff Present: Destination Management Consultant Hanna Meisinger, Destination Management Coordinator Kylee Corliss, Destination Management Consultant, Amanda Diefenderfer, Marketing Consultant Ashlee Akers, Marketing Consultant Megan Albee, and Deputy City Manager/Outreach Promotions Terrie Banish. APPROVAL OF AGENDA: MOTION: By Board Member Sohi and seconded by Vice Chairperson Dawson to approve the agenda. Motion passed 4:0 by a roll call vote. PUBLIC COMMENT: None. A.CONSENT CALENDAR 1. ATBID Draft Action Minutes – August 21, 2019 •Recommendation: Approve the Draft Action Minutes of August 21, 2019. [Big Red Marketing] MOTION: By Board Member Sohi and seconded by Vice Chairperson Dawson to approve the consent calendar. Motion passed 4:0 by a roll call vote. A-1ITEM NUMBER: DATE: 10/16/19 Page 4 of 44 B.BUSINESS ITEMS 1.TMD Renewal Hearing Presentation •Recommendation: Review and discuss the TMD renewal hearing. [Visit SLOCAL] •Fiscal Impact: None. President & CEO from Visit SLO CAL, Chuck Davison, presented the TMD renewal presentation and distributed the TMD results to date (Exhibit A). Davison explained the TMD renewal process and answered questions from the Board. Board Member O’Malley arrived at 2:12 p.m. PUBLIC COMMENT: None. MOTION: By Board Member O’Malley and seconded by Chairperson Alexander to approve Visit SLO CAL’s TMD renewal and to recommend to City Council to approve the renewal as presented at 10 years and 1.5% Motion passed 5:0 by a roll call vote. 2.The Garagiste Festival Event Sponsorship Presentation •Recommendation: Receive and file event sponsorship application for the 2019 Garagiste Festival. [The Garagiste Festival] •Fiscal Impact: None. Doug Minick, Co-founder of Garagiste Festival, presented their application for event sponsorship with the Garagiste Festival and distributed additional Information about The Garagiste Festival (Exhibit B). Minick discussed opportunities with the Board to utilize an Atascadero venue for the Friday night event in 2020. Minick answered questions from the Board and offered to answer any additional questions they may have via email. PUBLIC COMMENT: Stewart McLennan. The Garagiste Festival sponsorship application presentation was received and filed. 3. Right Angle Inc. Advertisement Opportunity •Recommendation: Decline the $12,000 advertisement opportunity as presented with Right Angle Inc. [Verdin] •Fiscal Impact (GL 2502): None. Marketing consultant Ashley Akers shared a review of the benefits received compared to the benefits promised in the 2018/2019 contract. Lisa Campolmi from Verdin explained media buying research and costs and what a comparable digital campaign would garner for the Visit Atascadero website. Akers and Campolmi answered questions from the Board. PUBLIC COMMENT: David Wilson, Zoe Zappas, Lisa Campolmi, and Mary Verdin. A-1ITEM NUMBER: DATE: 10/16/19 Page 5 of 44 MOTION: By Chairperson Alexander and seconded by Board Member O’Malley to approve the $12,000 advertisement opportunity as presented with Right Angle Inc. and gather metrics to review for the following year. Motion denied 2:3 by a roll call vote. Motion does not pass. 4.Draft 2019/2020 Visit Atascadero Budget •Recommendation: Approve 2019/2020 expenditure budget for Visit Atascadero. [Big Red Marketing] •Fiscal Impact: None. Destination Management Consultant Diefenderfer presented the proposed budget for 2019/2020 and answered questions from the Board. PUBLIC COMMENT: None. MOTION: By Board Member Sohi and seconded by Vice Chairperson Dawson to approve 2019/2020 expenditure budget for Visit Atascadero. Motion passed 5:0 by a roll call vote. 5.Monthly Marketing Statistics Summary •Recommendation: Receive and file Marketing Statistics Report. [Verdin] •Fiscal Impact: None. Marketing Consultant Akers presented the marketing statistic results from June, July, and August and answered questions from the Board. Akers presented the new marketing materials for the Brews and Burgers Trail campaign. PUBLIC COMMENT: None. The Marketing Statistics Report was received and filed. 6.Monthly Budget Report •Recommendation: Receive and file Budget Report. [Big Red Marketing] •Fiscal Impact: None. Destination Management Consultant Meisinger presented the Budget Report to the Board and answered questions. PUBLIC COMMENT: None. The Monthly Budget Report was received and filed. A-1ITEM NUMBER: DATE: 10/16/19 Page 6 of 44 C. UPDATES 1.Visit SLO CAL TMD Update – Board Member Sohi updated the Board on the TMD and other news from Visit SLO CAL on marketing efforts. 2.Visit SLO CAL Marketing Committee Update – Marketing Consultant Akers mentioned the new flight announcement and the upcoming Google My Business workshops through Visit SLO CAL. 3.Destination Management Update – Destination Management Consultant Meisinger shared updates on destination management, including the decision not to attend CALSAE and the RFP for Destination Management and Marketing proposal deadlines. 4.Short-Term Rental Update – Deputy City Manager Banish passed out the short-term rental information sheet (Exhibit C) to update the board on currently compliant properties. 5. City Business Update – City Manager’s Office – Deputy City Manager Banish shared updates from City Business, including a no smoking ordinance that was passed on September 12, 2019. Banish also reviewed the social media policy (Exhibit D) for the Board to sign. D. BOARD MEMBER COMMENTS None E. ADJOURNMENT Chairperson Alexander adjourned the meeting 4:24 p.m. MINUTES PREPARED BY: _______________________________________________ Kylee Corliss, Destination Management Coordinator Exhibit A – TMD Results to Date Exhibit B – The Garagiste Festival Information Exhibit C – Short-Term Rental Information Sheet Exhibit D – Social Media Policy APPROVED: A-1ITEM NUMBER: DATE: 10/16/19 Page 7 of 44 ITEM NUMBER: B-1 DATE: 10/16/19 ADVISORY BOARD FOR THE ATASCADERO TOURISM BUSINESS IMPROVEMENT DISTRICT Staff Report Wine Speak Update RECOMMENDATIONS: Receive and file Wine Speak Update. DISCUSSION: At the February 20, 2019, ATBID Board Meeting, Amanda Wittstrom Higgins from the Rossi Foundation presented a recap of the 2019 Wine Speak event and the Board approved a $15,000 event sponsorship of the 2020 Wine Speak event. Wine Speak took place January 7 – 10, 2019, at multiple venues. The ATBID support of $15,000 was utilized to help offset the marketing costs to bring visitors to Atascadero for Wine Speak. Amanda Wittstrom Higgins will be presenting updates on the 2020 Wine Speak event to the Board and answering questions. FISCAL IMPACT: None. ATTACHMENTS: None. Page 8 of 44 ITEM NUMBER: B-2 DATE: 10/16/19 ADVISORY BOARD FOR THE ATASCADERO TOURISM BUSINESS IMPROVEMENT DISTRICT Staff Report The Garagiste Festival Event Sponsorship RECOMMENDATION: Decline $10,000 sponsorship for the 2019 Garagiste Festival. Direct staff to work with event planners to incorporate Atascadero in the 2020 Garagiste Festival locations. DISCUSSION: The Garagiste Festival was founded eight years ago. Now voted the #1 Wine Festival in America by USA Today, the event has become a huge success in showcasing the micro-wineries of the Central Coast and California. As the event grows, they rely heavily on sponsors for in-kind and financial sponsorship to provide affordable tickets and encourage overnight stays. As they look towards this year’s event, they are requesting $10,000 in financial sponsorship from Visit Atascadero. During their presentation at the September 18, 2019 Board Meeting, the event planner shared there are opportunities to bring the Friday event to an Atascadero venue in future years. FISCAL IMPACT (GL 2802): None. ATTACHMENTS: None. Page 9 of 44 ITEM NUMBER: B-3 DATE: 10/16/19 ADVISORY BOARD FOR THE ATASCADERO TOURISM BUSINESS IMPROVEMENT DISTRICT Staff Report Contingency Plan to Address Unallocated and Reserve Funds RECOMMENDATION: Provide staff direction on the draft contingency plan to address emergency and reserve funds. DISCUSSION: At the request of the Board, destination management firm Big Red Marketing has prepared a recommendation for allocation of resources and funds to begin discussions for establishing support in the case of an interruption to the accessibility of the destination and its assets. The following attachments include a three-phase plan for response to an interruption and additional support of the marketing of the destination’s recovery. Included in the plan are recommended levels of funding for each activity. The plan was designed to work in collaboration with the resources and leadership of the City of Atascadero and to align with the established plan communicated in the Visit SLO CAL Crisis Communication Plan. FISCAL IMPACT: None. ATTACHMENTS: 1.ATBID Contingency Fund Crisis Communication Plan and Budget Page 10 of 44 Atascadero Tourism Business Improvement District Contingency Fund Crisis Communication Allocation The following grid recommends activities and budget to be considered in response to an unplanned significant interruption to the accessibility of destination assets as a result of crisis or natural disaster. Examples of key issues that may result in a disruption of this scale include: drought, earthquake, dramatic economic impact, explosion, fire, flood, nuclear power incident, major road or highway closure, security breach, or terrorist threat. In the following table, you will note activities are identifi ed as to whether they can be completed within the scope and budget of the current ATBID marketing and management resources or will require additional services and funding. Any out of scope activities requiring additional services and funding have been assi gned an estimate of the budgeted cost. This budget and preliminary plan is designed to work in conjunction with the resources of the City of Atascadero and the larger Visit SLO CAL Crisis Communication Plan. In Scope or Out of Scope Activity? Contingency Funds Budgeted Phase 1: First 24 Hours Following Initial Crisis Identification Coordinate with the City of Atascadero’s Public Information Officer (PIO) for messaging approved to be released. In Scope $0 Release initial acknowledgement of situation on Visit Atascadero channels: social media, website In Scope $0 Notify Stakeholders: eBlast communication In Scope $0 Phase 2: Identification and Communication of Recovery Timeline Working with the PIO and other stakeholders affected, identify timeline for restoring accessibility of the destination and its assets In Scope Notify stakeholders of timeline: eBlast communication In Scope Digital platform promotion of restoration of availability of the destination (budgeting for up to three months of advance promotion) Out of Scope Up to $2,500 Print advertising of restoration of availability of the destination Out of Scope Up to $5,000 In-market signage and promotion of support and restoration of availability of the destination Out of Scope Up to $5,000 Phase 3: Promotion of Destination Availability Campaign coordination and hard costs to work in conjunction with stakeholders supporting promotion of the destination’s accommodations and attractions Out of Scope Up to $2,500 in coordination and $5,000 in hard costs Digital marketing Out of Scope Up to $12,500 Print advertising Out of Scope Up to $7,500 Execution of media relations outreach and hosting Out of Scope Up to $2,500 in coordination and $2,500 in hard costs In-market signage and promotion Out of Scope Up to $5,000 Total Contingency Funds Budgeted $50,000 B-3ITEM NUMBER: DATE: ATTACHMENT: 10/16/19 1 Page 11 of 44 ITEM NUMBER: B-4 DATE: 10/16/19 ADVISORY BOARD FOR THE ATASCADERO TOURISM BUSINESS IMPROVEMENT DISTRICT Staff Report Destination Marketing Services Proposal RECOMMENDATION: Provide staff direction to approve the renewal of Verdin for Destination Marketing Services or reopen RFP process. DISCUSSION: The Destination Marketing Services with Verdin expires February 29, 2020. In compliance with the City standard to open services every five years, the staff sent requests for proposals for the services to multiple different contacts and listed the open position online. Requests for proposals were publicly released on August 22, 2019 with a September 20, 2019 deadline for submissions. Verdin Marketing Ink was the only firm to submit a proposal. The Board can review the attached proposal and choose to either renew Verdin’s services or reopen the request for proposal process in hopes of receiving additional proposals. FISCAL IMPACT (Varied): 1.$68,667 in 2019/2020 2.$206,000 in 2020/2021 ATTACHMENTS: 1.RFP Mailing List 2.Verdin Proposal Page 12 of 44 Request for Proposals Distribution Outline The request for proposal (RFP) for the Destination Marketing Services and Destination Management Services were posted publicly on August 22, 2019. In additional to the public posting, the RFPs were distributed to select firms. As a quick recap, here is how the press release was distributed: •Press – A-Town Daily News & Atascadero News published this •Citywide •Big Red Marketing •Verdin •AMF Media Group •S. Lombardi & Assoc. •Adverb •Hansen Advertising •2020 Creative Group •Solterra Strategies Additional interested organizations: •Chamber of Commerce •Studio West Marketing & Design Page 13 of 44 B-4ITEM NUMBER: DATE: ATTACHMENT:10/16/19 1 PROPOSAL FOR DESTINATION MARKETING SERVICES PRESENTED TO ATASCADERO TOURISM BUSINESS IMPROVEMENT DISTRICT September 20, 2019 VISIT ATASCADERO2 TABLE OF CONTENTS Letter of Introduction 3 Let’s Talk About You 5 Opportunities 7 Proposed Budget 10 What We Do 13 Appendix 16 HELLO WE ARE A BAND OF SPIRITED STORYTELLERS IN SEARCH OF BRANDS WITH PERSONALITY AND POTENTIAL. We love working with you. + B-4ITEM NUMBER: DATE: ATTACHMENT:10/16/19 2 Page 14 of 44 © 2019 by Verdin 3 THE LAST FIVE YEARS HAVE BEEN AN INCREDIBLE JOURNEY. WE’RE LOOKING FORWARD TO TRAVELING EVEN FURTHER TOGETHER IN THE YEARS TO COME. When Verdin first partnered with the Atascadero Tourism Improvement District back in 2015, your city was struggling to step out of the shadow of its big sisters, San Luis Obispo and Paso Robles. Today, thanks to the successes of Visit Atascadero, the city has established itself as the Central Coast’s down-to-earth destination for family-friendly vacations, culinary adventures and outdoor excursions. Verdin has been honored to help you reimagine Visit Atascadero’s brand with an approachable, new logo and website, and to develop unique collateral that truly captures Atascadero’s “Simply Genuine” spirit. Together, we’ve successfully marketed the city’s attributes through social media and other targeted campaigns to put more heads in beds and grow Atascadero’s tourism industry. The success of our partnership can be measured by the trackable increase in Visit Atascadero’s website traffic, ad impressions, e-newsletter sign-ups and growing social media presence. On the creative side, the work produced by Visit Atascadero and Verdin received awards from the Central California Chapter of the Public Relations Society of America, an industry standard bearer. Moving forward, Verdin is excited help Visit Atascadero capitalize on its upward trajectory. Our team members have intimate knowledge of your organization, its goals, audiences, drive markets and pain points. Our experience and expertise will allow us to continue the mission of Visit Atascadero, seamlessly and effectively. We’re prepared to hit the ground running with business-savvy, creative ideas that will continue to distinguish Atascadero from other Central Coast destinations, such as the upcoming Brews and Burgers Trail. Our goal is to show visitors how special Atascadero is. We hope this proposal provides an informative explanation of how we can continue to partner together to realize that goal. Thank you for the opportunity! Sincerely, Mary Verdin President & Chief Strategy Officer mary@verdinmarketing.com | (805) 541-9005 3580 Sacramento Dr #110, San Luis Obispo, CA 93401 DBE Firm No. 42625 VERDIN BY THE NUMBERS • 16 years in business • 15 person team (and occasionally a dog or two) • 3 Core Values: Relationships Matter; Passion & Purpose; Integrity. Period. TO CREATE SUCCESS AND INSPIRE, THROUGH THE POWER OF OUR WORK. MISSION STATEMENT B-4ITEM NUMBER: DATE: ATTACHMENT:10/16/19 2 Page 15 of 44 5© 2019 by Verdin LET’S TALK ABOUT YOU Verdin + Visit Atascadero : The Journey to Success For five years, Verdin and Visit Atascadero have been on an epic journey from a city uncertain of how to promote its attributes to a desirable destination for family-friendly vacations, culinary adventures and outdoor excursions. Buckle up and get ready for a tour of our best collaborations in tourism marketing. TOT: $900,056 TOT: $1,242,263 TOT: $1,337,528 TOT: $1,376,498 TOT: $1,390,032REBRAND LAUNCHED CALIFORNIA AS IT USED TO BE REDESIGNED AND LAUNCHED THE NEW WEBSITE 2015 2017 2019 20182016ADDY Award for identity development Marcom Award for Visit Atascadero brochure ADDY Award for 101 Road Trip ad campaign ADDY Award for California as it Used to Be social media campaign PRSA Award for new brochure PRSA Award for Video Series ADDY AW ARDS ADDY AW ARDS MARCOM AW ARDS ADDY AW ARDS 5 photoshoots 6 awards 8 campaigns In the last year (2018 to present) Total ad impressions jumped from 4.0 million to 6.97 million 54% increase Ad Clicks jumped from 53,400 to 86,783 63% increase Ad Click-thru rate: 1.71 to 2.6 percent 30% increase Total video views: 2.7 million Total pixelated website visitors: 68,926 B-4ITEM NUMBER: DATE: ATTACHMENT:10/16/19 2 Page 16 of 44 7© 2019 by Verdin OPPORTUNITIES VISIT ATASCADERO8 OPPORTUNITIES The Verdin team is excited about the opportunity to continue to build on Visit Atascadero’s success. Our team has thoroughly enjoyed working alongside the board and City to build a brand that reflects the essence of Atascadero and continue to engage the community and drive markets through social media channels and e-newsletters. It has been exciting to see the success of FAM tours and conferences to share this special and unique destination with a range of journalists as well. We see a range of promising opportunities for Visit Atascadero in not only continuing to leverage their PR but also their advertising. We would like to go more in depth about these advertising opportunities. First, regardless of the time or place, the golden rule of advertising has always stayed the same: Put the right, engaging message in front of the right, corresponding audience, in a platform that matches their lifestyle. WHERE WE STARTED When Verdin became partners with Visit Atascadero in fall of 2015, things were much different than today. Generally the Visit Atacadero website had fewer than 30,000 visitors yearly with very little engagement. Over the last ﬁve years, Visit Atascadero’s website has seen strong yearly growth, with a dramatic improvement in the past 12 months. Changes in the digital landscape as well as improved optimization and placement has greatly beneﬁtted Visit Atascadero. Several platforms for paid advertising have been used throughout the years, including some print advertising, streaming radio, travel platforms like Travel Spike, programmatic video and social media advertising. The biggest gain in results occured last year, when Verdin brought digital programmatic media placement in-house with our own DSP. A demand-side platform (DSP) is a system that allows buyers of digital advertising inventory to serve ad campaigns on multiple international ad networks and exchanges through one software system. This move has resulted in a 97% increase in website trafﬁc to Visit Atascadero year over year, from the initial introduction of our DSP in August 2018. Verdin is proud to be one of the few agencies on the Central Coast to offer clients this cutting-edge technology. Not only does this save clients’ budgets from avoiding third-party markups, but the opportunities for ﬁne tuning and optimizing performance are unparalleled. Beneﬁts of an in-house DSP include: Improved transparency and reporting of campaign performance, budget and results •Nimble ability to optimize, edit and review performance 24/7, by our certiﬁed, in-house DSP specialist •Higher-performing campaigns •Multiple targeting options •Use of pixel technology, which creates audiences for retargeting capabilities B-4ITEM NUMBER: DATE: ATTACHMENT:10/16/19 2 Page 17 of 44 9© 2019 by Verdin OPPORTUNITIES FUTURE OPPORTUNITIES Verdin is committed to continuing to grow the success and results of the paid advertising budget. For the duration of the contract, Verdin has vetted all advertising opportunities for Visit Atacasdero and provided thoughtful analysis of each presentation. Our goal has always been to maximize the budget, improve trafﬁc to the website to encourage visits and bring brand awareness of Visit Atascadero to drive markets. The biggest opportunities we see for Visit Atascadero in the coming years involve more advanced technology. In addition to the success we have seen moving all digital advertising into video or motion graphics, our DSP offers new ways to reach the fragmented digital space. A few of the new opportunities may include: •Pixel technology is one of the biggest beneﬁts of our DSP. We hope to create secondary messages for Visit Atascadero website users to encourage a visit to the destination. This is also a great way to promote special events to those who already know about Atascadero. •Native advertising is a way to get your message directly into content on a variety of websites. The beneﬁt of native advertising is its ability to be undetectable to ad blocking software. •Our DSP allows us access to Private Marketplace (PMP) specials. This means that placement and platforms not available with other DPSs have been directly negotiated for private usage. Tests of just a few of these opportunities have shown incredible results and will be strategically recommended for Visit Atascadero. •Connected TV is revolutionizing the digital space. Connected TV (sometimes referred to as “over-the-top TV” or OTV) reaches digital users who watch traditional television programming on any device or big screen TV via streaming services like Roku, Apple TV or ESPN. This technology is proving to be very successful, particularly to reach Millennial audiences. •Placement into programmatic music streaming platforms like Spotify and I Heart is now available, along with podcast placement for audio messages. •Geofencing drive market events that highlight activities available in Atascadero, such as craft beer events, horseback riding, etc. VISIT ATASCADERO10 PROPOSED BUDGET B-4ITEM NUMBER: DATE: ATTACHMENT:10/16/19 2 Page 18 of 44 11© 2019 by Verdin Based on the scope of work outlined in the RFP, following is the budget allocation for the ATBID’s 16-month contract period, from March 10, 2020 through June 30, 2021. Per our proprietary Verdin 360 process, we will continue to monitor and refine all strategies and tactics on an ongoing basis for optimal performance. •Strategy, planning and meetings including: •Ongoing communication with Visit Atascadero tourism manager and city staff •Overseeing the implementation of the Marketing Strategy and Media Plan •Budget management •Meetings •Reporting •Creative development including: •Multiple campaign concepts developed to run throughout the year •Update of brochure design for print and distribution •Other collateral design as needed •Asset development including: •Coordination and direction of video shoots as needed •Coordination and direction of photo shoots as needed •Public relations including: •Planning and coordination of potential FAM tours •Pitching as needed •Coordination with SLOCAL on PR opportunities •Potential event representation/attendance $26,667 Billable hourly rates that this budget is based on: Principal/Strategic: $176 VP/Account Supervision: $152 Art Direction: $152 Account Management: $145 PR Coordination: $134 Media Strategy: $134 Copywriting: $134 Graphic Design: $134 Account Support/Production: $124 Clerical: $100 Travel: $71 $48,000 $6,667 $22,667 VISIT ATASCADERO12 •Web updates as needed •E-newsletter management including: •Monthly content development •Monthly content design •Monthly content deployment •Social Media management including: •Development of monthly content calendars •Implementation of content calendars •Monitoring of social content •Media Strategy and management •Media buy projected to include: •Planning and coordination of potential FAM tours •Pitching as needed •Coordination with SLOCAL on PR opportunities •Potential event representation/attendance $13,333 $4,000 $8,000 $140,000 TOTAL:$274,667 $5,333 B-4ITEM NUMBER: DATE: ATTACHMENT:10/16/19 2 Page 19 of 44 13© 2019 by Verdin WHAT WE DO VISIT ATASCADERO14 OUR SERVICES When you hire Verdin, you get access to a team of specialists + a full range of marketing services under one roof. And it’s all customized to your goals. 5© 2019 by Verdin • Site Planning • Writing, Designing & Programming • Search Engine Optimization • Ongoing Website Maintenance WEBSITE DEVELOPMENT • Public Relations Strategies • Press Release Writing & Distribution • White Paper Development • Trade Show Booth Management • Crisis Communications PUBLIC RELATIONS • Social Media Strategies & Content Development • Social Media Monitoring & Management • Blogging • Search Engine Marketing • Mobile Marketing DIGITAL MARKETING • Strategic Campaign Concepting • Digital, Print & Broadcast Ad Development • Media Strategies • Media Buying • Campaign Monitoring & Reporting ADVERTISING • Marketing Plans • Strategic Planning • Corporate Identity & Branding • Image Perception Assessment • Customer Relationship Management MARKETING & BRAND MANAGEMENT B-4ITEM NUMBER: DATE: ATTACHMENT:10/16/19 2 Page 20 of 44 15© 2019 by Verdin INTEGRITY-BASED MARKETING “Integrity. Period.” It’s one of our three core values and a principle that has guided our agency since its founding. Verdin believes in detailed and transparent reporting, and we will include as much detail on our invoicing as you want to see. We don’t feign perfection in situations where improvements can be made. Instead, we make recommendations and constantly improve outreach efforts so results keep getting better. CREATIVE ROOTED IN STRATEGY Research into the lifestyles, behaviors and desires of your target audiences guides our creative team to develop messages that resonate, so your audiences understand all that you have to offer. Our team will make strategic recommendations and work with you to execute campaigns that embody your brand and what it promises—and you’ll have a lot of fun with us along the way. LOCAL ROOTS, STATEWIDE PRESENCE We’ve been headquartered on the Central Coast of California in San Luis Obispo since our founding in 2003. Our clients are throughout California, with most concentrated along the coast from Ventura County to Santa Cruz County, and into the Central Valley. WHAT SETS US APART INTERNAL PROCESS ONE RELIABLE POINT OF CONTACT To keep things streamlined, each of our clients has special attention from one main source of contact. The Marketing Specialist manages the budget and coordinates projects — an efficient way to give our clients dedicated attention to a full team of specialists. TRANSPARENT INVOICING & REPORTING We have an uncompromising commitment to transparency in billing and reporting, so our clients have all the information they want to see in each report. CLIENT SIGN-OFF Our policy is clear and straightforward: no actions are undertaken without the client’s approval. This goes for purchasing, too. Before printing or purchasing, we provide initial estimates with recommendations, so clients may consider pricing options. APPENDIX B-4ITEM NUMBER: DATE: ATTACHMENT:10/16/19 2 Page 21 of 44 © 2019 by Verdin A1 WORK SAMPLES VISIT ATASCADERO1818 ATASCADERO TOURISM ADDYBRONZE Amar Sohi | asohi@hieatascadero.org | (805) 462-0200 Case Study B-4ITEM NUMBER: DATE: ATTACHMENT:10/16/19 2 Page 22 of 44 © 2019 by Verdin A3 Where We Started When people think San Luis Obispo County, they think rolling vineyards and crashing waves. They don’t think “Atascadero.” This inland town was struggling to obtain “top of mind” space in comparison to its neighboring communities of San Luis Obispo, Paso Robles and Morro Bay. Our branding and advertising sheds light on the rural beauty, genuine hospitality and sweet simplicity that make Atascadero an integral part of any San Luis Obispo County getaway. What We Did •Created and launched new “closer than you think” campaign for all three personas •Created and launched new multi- tiered DSP and social campaigns for leisure and meetings •Used pixel technology to create retargetable audiences “We are very fortunate as a city to have acquired Verdin’s services. Their level of professionalism, execution, and positive personalities are second to none. I can with complete confidence recommend Verdin to anyone looking to market and promote their destination, business, and/ or organization.” — AMAR SOHI Past Chair, Atascadero TBID Goal To increase overnight stays for hotel and motel accommodations. •Create and implement a new brand and marketing strategy to position Atascadero, CA as a desirable destination on the Central Coast. •Build Atascadero brand awareness and target new visitors to engage in programs and increase awareness. What Happened •ADDY award for Closer Than You Think campaign •By using Verdin’s in-house DSP, the destination received 335% improvement in website visits YOY (fiscal year 2017- 2018 to the fiscal year 2018-2019). •Digital impressions grew by 79% YOY with the same budget. •Engagement (clicks) on digital advertising improved 60% YOY. •Average click through rate for digital campaigns improved from 1.2% to 2.01% YOY. •Built retargetable audience to over 30,000 website visitors VISIT ATASCADERO2020 VENTURA COUNTY COAST BRIAN TUCKER | BTUCKER@VISITVCCOAST.COM | (805) 644-2500 Case Study B-4ITEM NUMBER: DATE: ATTACHMENT:10/16/19 2 Page 23 of 44 © 2019 by Verdin A5 Where We Started How do you market four diverse locations as one experience? Conversely, how do you give equal attention to all participating locations in a collaborative tourism effort? Ventura County Coast was lacking nothing in regards to natural beauty and desirability, but was in need of careful strategy to position the right balance of diversity and cohesiveness. Our branding and messaging showcase this location as the treasure that it is, while communicating that its four distinct communities complement one another to create one enriching experience. What We Did •Created multi-tiered digital strategy to improve ROI with pixel technology and retargeting capabilities •Created three new, engaging inspiration videos, nine point-of-view retargeting videos, cold weather campaign videos, and multiple geo-fencing videos. • Revamped the e-newsletter for improved engagement • Improved website user experience on blog pages, along with adding specialty pages for specific campaigns What Happened •PRSA award for “Find Your Vibe” Whale Watching video 2019 •Improved new user web visits YOY by 95%, with 99% improvement in total visits •22% increased YOY results from digital advertising in both leisure and meetings categories •Use of in-house DSP special campaigns with great success, including cold-weather triggered campaigns, and meetings and special event geo-fencing campaigns. These exposed new potential travelers in unique locations to the VCC message. •Built retargetable audiences, with over 27 pixels pages, to over 45,000 visitors •Increased social media followers by 18% Goal To increase visitors to Ventura, Oxnard, Camarillo and Port Hueneme. •Create a new brand to position Ventura County Coast as a desirable, adventurous and affordable travel destination. •Equally represent the four cities that comprise the association. “Having an opportunity to work with the team at Verdin to inspire, engage and drive demand to Ventura County Coast is a true privilege. The partnership we have to make data-driven decisions and the talent we collectively have to turn those insights into action, fuels my passion to be better every day.” — BRIAN TUCKER VISIT ATASCADEROA6 CENTRAL COAST TOURISM COUNCIL CHRISTINE THOMAS | CHRISTINE@WORKWITHCT.COM | (310) 963–5414 Verdin supports the Central Coast Tourism Council through the development of branded collateral that helps them achieve their initiatives. Work Sample B-4ITEM NUMBER: DATE: ATTACHMENT:10/16/19 2 Page 24 of 44 NAMES VERDIN STANDS BEHIND VISIT ATASCADEROA8 OUR TEAM B-4ITEM NUMBER: DATE: ATTACHMENT:10/16/19 2 Page 25 of 44 © 2019 by Verdin A9 VISIT ATASCADERO TEAM MARY VERDIN President & Chief Strategy Officer ASHLEE AKERS Partner & VP of Client Services ROLE: Participates in discovery and initial meetings, provides ongoing strategic input. Mary has 28 years of marketing experience and an energy that keeps ideas fresh and strategic. Her personal list of awards, combined with the industry awards our agency wins every year, reflect Mary’s proven ability to create communications success for clients. An innate problem solver and natural leader, she founded Verdin 16 years ago and continues to grow the firm with a gusto for finding ways to give back to the community. EXPERIENCE, CAPABILITIES AND CREDENTIALS: • Strategically involved in the work performed for Verdin’s clients • Pacific Coast Business Times 40 Under 40 • Pacific Coast Business Times Top 50 Women in Business • Pacific Coast Business Times Who’s Who in Marketing & PR • Stevie Award—Women in Business • PRSA Professional of the Year • Rotarian of the Year • Leadership SLO Graduate Class IV • Leadership California Graduate, Class 24 • UC Davis: Psychology ROLE: Participates in strategic planning meetings, oversees and reviews branding and marketing strategies. Ashlee guides Verdin’s account staff with enthusiasm, and plays a leading role in all client work. Her friendly and dynamic personality makes our clients instantly feel comfortable and confident. She is the master of surpassing client needs with an unwavering devotion to achieving stellar results. EXPERIENCE, CAPABILITIES AND CREDENTIALS: • Strategically involved in the work performed for all four client references listed on the previous pages • 10+ years in marketing and advertising and partner at Verdin • San Luis Obispo Tribune Top 20 Under 40 • Pacific Coast Business Times Who’s Who in Marketing & PR • Serves on Central Coast Tourism Council Board of Directors • Serves on marketing and branding committee for SLO CAL • Cal Poly, San Luis Obispo: Agriculture Science/Agricultural Business VISIT ATASCADEROA10 VISIT ATASCADERO TEAM ROLE: Participates in creative planning meetings, develops campaign and ad concepts, oversees and reviews all creative produced for our clients. Megan is the helm that steers Verdin’s design in the right direction. Her keen eye and strategic mind lead Verdin to produce work that is strikingly distinct. Each design approach masterfully accomplishes the goals of our clients. EXPERIENCE, CAPABILITIES AND CREDENTIALS: • Strategically involved in the work performed for all four client references listed on the previous pages • 13 years of design experience in a variety of industries, including technology, outdoor sporting goods, retail, agriculture, nonprofits and tourism • Brooks Institute of Photography: Visual Communications MEGAN CONDICT Art Director ROLE: Creates and negotiates individualized, multi-platform comprehensive media strategies, provides the research that is essential for effective strategy development. Lisa is committed to applying the most current trends, technologies and research to each client’s media strategy. Her fascination with the way people consume media keeps her devoted to uncovering the latest research and finding the best ways to maximize a media budget. Relevant work includes media strategy and buying for Dignity Health Central Coast, Wilshire Health and Community Services, Hospice SLO, and Ventura County Lodging Association. EXPERIENCE, CAPABILITIES AND CREDENTIALS: •Sales at some of the largest radio stations in the Los Angeles area (including KFI-AM News Talk and 103.5 Coast FM) •Media sales, management and marketing in the San Luis Obispo market since 1999 •More than five years of experience in media strategy and ad buying LISA CAMPOLMI Media & Research Strategist B-4ITEM NUMBER: DATE: ATTACHMENT:10/16/19 2 Page 26 of 44 © 2019 by Verdin A1127 SUPPORT TEAM KATIE PEDERSEN Graphic Designer Katie supports our design team with a propensity for perfection, moving creative projects forward with adaptability, thoughtfulness and care. BRITTANY HILT Graphic Designer Brittany develops creative projects that are attentive to the clients’ needs, yet creatively express the brand. With a passion for design, she pushes projects to be holistic and innovative. PAM RIORDAN Bookkeeper Pam brings enthusiasm and competence to Verdin’s accounting activities. Her organization and knack for numbers ensures accurate billing and timely payments. ADAM VERDIN Principal Adam is well-accustomed to a bird’s eye view and uses this big-picture mentality to keep the firm strategically focused on our foundations. MICHELLE STARNES Partner & Operations Manager Michelle keeps the firm striding forward as a strong partner for clients and an incubator for innovative ideas. MEGAN ALBEE Project Manager Megan balances projects and efficiently communicates within the Verdin team. She is devoted to enhancing client projects through thoughtful strategies, productive time lines and careful collaboration. CHELSEA MODLIN Marketing Specialist Chelsea champions our tourism clients with experience and enthusiasm. From a diverse background in marketing, PR and sales, she has the know-how to reach new audiences through integrated marketing strategies. MANDY FOLKERTS Administrative & Trafficking Assistant Mandy brings her positive and determined attitude to support the whole team with time management. Her kindness sets the tone for a welcoming client experience and team attitude. AMY BLASCO Copywriter With an eclectic background in journalism and nonprofit marketing, Amy uses her creativity and writing skills to help tell the stories of Verdin’s clients through a range of platforms. © 2019 by Verdin Marketing. All Rights Reserved. This work is the property of Verdin Marketing and no part of it can be reproduced or transmitted in any form or by any information storage or retrieval system, without the written permission of Verdin Marketing, except where permitted by law. SIMPLY THE BEST. + B-4ITEM NUMBER: DATE: ATTACHMENT:10/16/19 2 Page 27 of 44 ITEM NUMBER: B-5 DATE: 10/16/19 ADVISORY BOARD FOR THE ATASCADERO TOURISM BUSINESS IMPROVEMENT DISTRICT Staff Report Destination Management Services Proposal RECOMMENDATION: Provide staff direction to approve the renewal of Big Red Marketing for Destination Management Services or reopen RFP process. DISCUSSION: The Destination Marketing Services position with Big Red Marketing expires February 29, 2020. In compliance with the City standard to open services every five years, the staff sent requests for proposals for the services to multiple different contacts and listed the open position online. Requests for proposals were publicly released on August 22, 2019 with a September 20, 2019 deadline for submissions. Big Red Marketing was the only firm to submit a proposal. The Board can review the attached proposal and choose to either renew Big Red Marketing’s services or reopen the request for proposal process in hopes of receiving additional proposals. FISCAL IMPACT (Varied): 1.$14,750 in 2019/2020 2.$45,250 in 2020/2021 ATTACHMENTS: 1.RFP Mailing List 2.Big Red Marketing Proposal Page 28 of 44 Request for Proposals Distribution Outline The request for proposal (RFP) for the Destination Marketing Services and Destination Management Services were posted publicly on August 22, 2019. In additional to the public posting, the RFPs were distributed to select firms. As a quick recap, here is how the press release was distributed: •Press – A-Town Daily News & Atascadero News published this •Citywide •Big Red Marketing •Verdin •AMF Media Group •S. Lombardi & Assoc. •Adverb •Hansen Advertising •2020 Creative Group •Solterra Strategies Additional interested organizations: •Chamber of Commerce •Studio West Marketing & Design B-5ITEM NUMBER: DATE: ATTACHMENT:10/16/19 1 Page 29 of 44 Page 1 Atascadero Tourism Business Improvement District Destination Management Services Proposal Photo Credit: Traditional Building Magazine Page 2 Table of Contents Introduction...........................................3 Administrative........................................4 Event Sponsorship Program........................5 Board Management & Coordination.............6 Financial Management...............................7 Tour & Travel..........................................8 Strategy.................................................9 Budget.................................................10 Examples of Work...............................11-13 Thank You............................................14 B-5ITEM NUMBER: DATE: ATTACHMENT:10/16/19 2 Page 30 of 44 Page 3 Introduction ATBID Board, It is hard to believe it has been nearly ﬁve years of working with the ATBID Board to support your goals through Visit Atascadero. We have really enjoyed the opportunity to join you in the early years of your efforts to promote the destination and have enjoyed growing with you as the tools and resources have been developed over the years. As we take a moment to pause and consider the progress achieved over the past few years, we ﬁnd ourselves ﬁlled with excitement and motivation to continue supporting this forward impulsion in the years to come. Thank you for extending the invitation to submit a proposal to renew our contract providing destination management services. In the following pages you will ﬁnd more information about how our experience aligns with the scope of work expected from a ﬁrm providing destination management. We are proud of the collaboration and results we have been able to offer through the initial ﬁve years and look forward to continuing to evolve our scope of services to meet the ever-changing needs of the destination. Looking forward, we hope to expand our support in the area of tour and travel and have already begun brainstorming opportunities to approach this in new ways to better target an audience primed to discover and fall in love with the Atascadero destination. Thank you for taking the time to review our proposal. We look forward to your response and the opportunity to continue the discussion on how we may ﬁne tune destination management services to continue serving Atascadero’s goals. Thank you, Amanda Diefenderfer and your Big Red Marketing team Page 4 Administrative One of the most critical roles of destination management is facilitating an organized and professional approach to TBID administration to ensure all parties are able to have their needs met and are communicating effectively. Big Red Marketing has extensive experience in creating beneﬁcial relationships with all entities involved in promoting a destination. Communication Effective communication across all parties. Implementation of key communication tools. These tools continually ensure that all involved parties have a clear understanding of ATBID’s processes and strategy. Oversee continual maintenance and updating website information to properly meet the strategic focus. ATBID Board, City and County Staff and Liaisons, Lodging Properties, Board of Supervisors, Community Leaders, Tourism Partners Collaboration Consistent collaboration with the marketing ﬁrm to execute the marketing plan and annual timeline. Oversight of the development of marketing materials aligned with the goals of the ATBID’s messaging and audience. Connection with key community members and businesses to showcase Atascadero through photography, public relations, strategic events, and visual assets. Established relationships with City staff and mutual understanding of the annual timeline and renewal process. City Staff, Marketing Firm, ATBID Board, Community Leaders Representation Attendance on behalf of the TBID to county-wide strategic events and networking opportunities. Educational development related to tasks, duties, and knowledge required by or encouraged by the TBID and tourism industry. Presence at industry travel and tour trade shows and conferences to make a face of the Atascadero destination available to key partners. Visit SLO CAL Educational and Industry Events, IPW, SAVOR San Diego, Chamber Events, Sponsorship Recipient Events B-5ITEM NUMBER: DATE: ATTACHMENT:10/16/19 2 Page 31 of 44 Page 5 Event Sponsorship Program Big Red Marketing’s experience not only as the current destination management ﬁrm, but also as a strategic events ﬁrm, allows us to provide effective and strategic consulting for the event sponsorship program. Our knowledge of event structure and goal management is key in guiding the ATBID Board to ask the right questions to maximize the impact of event partnerships towards supporting ATBID goals and creative insights through an understanding of both tourism stakeholder needs and planner constraint. Current Tasks • Coordinate and manage all event partnerships • Serve as the main contact for event organizers pursuing and promoting events in the destination • Determine presentation schedules and schedule them to ﬁt Board agendas and event deadlines • Share presentation requirements and recommendations • Collaborate with organizers and the Board to ensure all questions and requests are communicated • Coordinate follow-up and guide post event presentation Key Events Vetted by Big Red Marketing • Wine Speak • Tent City Marathon • Central Coast Cider Festival • Central Coast Craft Beer Festival Key Processes • Sponsorship application creation, updating and follow through • Creation of and oversight of how each event ﬁts into the 3-tier event sponsorship guidelines • Continuous review of goals and audiences determined in the strategic plan and alignment to event sponsorship application received by ATBID • Event recap and renewal process Page 6 Board Management & Coordination The Big Red Marketing team operates and leads the Board under Brown Act legislation. This is necessary in relation to destination management. We provide services in compliance with the Brown Act, meet the City guidelines, and ensure the Board and public are able to stay apprised in a timely manner. Prepare & Attend • Prepare and distribute all meeting materials - Board agenda, Board packet, and digital presentations • Review monthly Board agenda and recommendations with Chairperson and City Manager prior to each meeting • Attend all meetings related to the TBID - monthly Board meetings and Atascadero City Council Meetings with the TBID related agenda items. Additionally, attend county and other ad-hoc meetings as necessary • Communicate with Board members, contractors, and staff to ensure meetings are used efficiently ATBID Board We work directly with the Board to schedule requested board meeting agenda items. On their behalf, we manage communication with community partners, city staff, and the marketing ﬁrm. City We collaborate closely with the City staff to meet Brown Act requirements for ATBID Board agenda and packet posting and distribution. Community Partners As the main contact for community partners, we work with them to provide direction on presentations, schedule their agenda time, coordinate presentation materials, and act as a connection to send any questions or provide any answers on behalf of the Board. Marketing Firm Monthly, we work to include marketing updates and recommendations into the Board agenda and packet. The marketing ﬁrm and Big Red Marketing partner to ensure that tactics remain on task to follow the strategic plan and meet the goals of the lodging partners. B-5ITEM NUMBER: DATE: ATTACHMENT:10/16/19 2 Page 32 of 44 Page 7 Financial Management Financial management is arguably one of the most important pieces in destination management and provides the framework to maximize the assessment towards supporting the destination goals. It is fundamental to have a deep understanding of the budget, opportunities available, and the ability to make responsible decisions beneﬁting the TBID lodging partners. Budget Management Includes • Prepare a detailed annual budget that aligns with council-approved ﬁgures • Develop additional detail of deﬁned budget categories to guide ﬁnancial resources towards marketing goals • Balance budget and allocate expenses monthly • Present the budget and Year End Report • Address reactive opportunities and expenditures when received • Present monthly budget updates including reporting of expenditures • Coordinate and develop contracts for expenditures over $10,000 that were approved by the Board • Review vendor invoices Strategy It is our goal and responsibility to manage the ﬁnances in a way that achieves the goals of the TBID lodging partners. As the TBID continues to grow and shift, we work closely with all included parties to ensure that all expenditures and ﬁnancial decisions align with the original blueprint set to assist the lodging partners. We update and review the budget on a regular basis in order to provide clear and accurate recommendations for spending that represent the strategic plan. Page 8 Tour & Travel The Big Red Marketing team is dedicated to representing the TBID to give prospective visitors and tour operators a direct contact to connect with the destination. From start to ﬁnish, we will prepare to represent Visit Atascadero and promote the mission and goals of the TBID. Included in our travel is all preparation and follow-up, including registration, necessary materials, appointment scheduling, meetings, and contact follow-up. Additionally, we work with Board, City, and marketing ﬁrm to develop key collateral pieces that are memorable. We recognize the value of aligning with industry partners. We will continue to support Visit Atascadero through collaboration with: Visit SLO CAL Central Coast Tourism Council Visit California We will continue to represent Visit Atascadero at: IPW Looking forward, we explore expanding efforts to consider a Visit Atascadero presence at: National Tour Association Beer Marketing & Tourism Conference Craft Beverage Tour Operators Association Central Coast Tourism Council Retreat B-5ITEM NUMBER: DATE: ATTACHMENT:10/16/19 2 Page 33 of 44 Page 9 Strategy Understanding the strategy aligned for the ATBID and working with the Board, lodging partners, marketing ﬁrm, and City staff to achieve the strategic goals is where Big Red Marketing ﬂourishes. Current We have supported Visit Atascadero and contributed to the current strategic plan. Every decision and conversation is based on supporting that strategy. We work alongside the marketing ﬁrm each year to review lodging property needs and update strategy. Looking to the Future As we look to the future of the TBID and consider the strategy as the destination continues to ﬂex and change, we are excited for the changes to come. With the growth of the craft beverage industry, not only in Atascadero but California as a whole, Atascadero offers unique and desired features for travelers. With the anticipated growth in inventory, we recognize the need to draw even more visitors to Atascadero. Our strategy will work towards the goal of putting more heads-in-beds and promoting Atascadero as a destination. We look forward to continuing to foster our passion for Atascadero and brainstorming growing ways to draw attention and drive demand for visits to the destination. Page 10 Budget Estimated Organization Fees Month Fee March 2020 $2,700 April 2020 $2,750 May 2020 $4,900 June 2020 $9,150 July 2020 $2,000 August 2020 $2,409 September 2020 $2,950 October 2020 $3,000 November 2020 $2,800 December 2020 $2,000 January 2021 $3,150 February 2021 $2,875 March 2021 $3,000 April 2021 $2,750 May 2021 $4,750 June 2021 $9,150 Total $60,334 B-5ITEM NUMBER: DATE: ATTACHMENT:10/16/19 2 Page 34 of 44 Page 11 Examples of Work After reviewing the 3-tier event support guidelines and the event support application form, we worked directly with the Board to make adjustments. The additional considerations section was changed to maximize guidelines for the event tiers to assist in managing event planner expectations. It provides the opportunity to be ﬂexible when considering new events with the potential to grow. The changes to both of these documents are intended to give the Board a blueprint to follow when making event sponsor decisions aligning with the strategic plan. The application and tier guidelines recognize the opportunity to support new events and increase the return on investment year-over-year as they are able to grow into established Atascadero events drawing new and returning visitors back to the destination. Page 12 Examples of Work Lodging Partner Survey 1. Lodging Property Name 2. How many rooms do you have at your property? 3. What would you consider your peak months? 4. What months could you use more support? 5. What types of travelers/ guests are you interested in hosting? 6. How strongly do you agree with this statement: Fridays and Saturdays are significantly stronger than all other days of the week. 7. What types of guests do you typically see at your property? 8. Please describe how your property is positioned to handle groups (i.e. easy freeway access, group rates). 9. Please rank which metric is most important to your lodging property: 1.Revenue per Available Room 2.Occupancy 3.Average Daily Rate 10. Is there anything else you do to attract unique visitors? In our consistent work to communicate with lodging partners, we focus on determining the goals and needs of our partners. Creation With that in mind, we created the Lodging Partner Survey. This questionnaire was sent to each Visit Atascadero lodging property. The answers allowed us to ensure that the efforts being recommended in the strategic plan were driven by realities in the market. Strategy Through the market reality knowledge we acquired from this results of this survey, we work directly with the marketing ﬁrm to determine where to direct marketing spends to encourage shoulder season stays. B-5ITEM NUMBER: DATE: ATTACHMENT:10/16/19 2 Page 35 of 44 Page 13 Examples of Work Visit Atascadero Representation at IPW Destination management consultant, Angelica Ottman, attended 2019 IPW to represent Visit Atascadero this year. During her four days presenting Visit Atascadero as a destination, she scheduled 80 meetings with destinations including Mexico, Canada, France, UK, Japan, China, Netherlands, Switzerland, and more. Page 14 Thank you for your consideration. If you have any questions or concerns, please do not hesitate to reach out. We are here to provide support and additional information regarding this proposal. Amanda Diefenderfer Proprietress adief@bigredmktg.com (805) 706-0551 B-5ITEM NUMBER: DATE: ATTACHMENT:10/16/19 2 Page 36 of 44 ITEM NUMBER: B-6 DATE: 10/16/19 ADVISORY BOARD FOR THE ATASCADERO TOURISM BUSINESS IMPROVEMENT DISTRICT Staff Report Co-Op opportunity: SLO CAL Visitor’s Guide RECOMMENDATION: Approve a full-page editorial placement in the upcoming SLO CAL Visitor’s Guide. DISCUSSION: Verdin is recommending a full-page editorial placement for $3,650 in the upcoming SLO CAL Visitors Guide. This item would be part of the reactive media buy budget. We have participated in this publication since 2015. Below are some highlights of this year's guide: • This is the only official Visitors Guide for the county • The editorial look and feel encourages better engagement with readers over publications with heavy traditional advertising • Two years ago, SLO LIFE magazine took over the layout, and production of the magazine, improving the overall design • The guide reaches more than 225,000 readers in visitor centers, restaurants, hotels, events, airports, car rental facilities, industry trade shows as well as by mail or digital requests • It continues to represent the county in an engaging, attractive way, allowing each city to highlight what makes them special FISCAL IMPACT (GL 2502): $3,650 ATTACHMENTS: None. Page 37 of 44 ITEM NUMBER: B-7 DATE: 10/16/19 ADVISORY BOARD FOR THE ATASCADERO TOURISM BUSINESS IMPROVEMENT DISTRICT Staff Report Monthly Marketing Statistics Summary RECOMMENDATION: Receive and file Marketing Statistics Report. DISCUSSION: Verdin launched the "Brews and Burgers Trail" Fall campaign during the month of September. The campaign highlights the great spots to grab a burger and cold craft beverage. September saw some great improvement with our website traffic and our media buy. Overall we saw a 305% increase in web traffic compared to last year and a 50% increase in CTR with our new video assets. An area we are working to improve is our monthly email marketing campaign. We reviewed our current subscriber list and will be scrubbing it for less engaged subscribers. FISCAL IMPACT: None. ATTACHMENTS: 1.September Statistics Summary Page 38 of 44 t (805) 541-9005 f (805) 541-9007 3580 Sacramento Drive #110, San Luis Obispo, CA 93401 VERDINMARKETING.COM SEPTEMBER STAT SUMMARY ATASCADERO TBID October 4, 2019 WEB ANALYTICS (2019 vs. 2018) WEBSITE TRAFFIC Page Views: 24,828 vs. 8,750 (+184%) New Visitors: 13,813 vs. 3,263 (+323%) Total Sessions: 16,605 vs. 4,100 (+305%) Mobile Views: 11,723 (+512%) Desktop Views: 1,992 (+50%) PPV (Page Per Visit): 1.50 (-29%) TOS (Time on Site): 0:34 (-54%) ACQUISITION Social: 7,373 (+2,631%) Direct: 3,565 (+209%) Organic: 2,346 (+35%) Referral: 769 (+141%) GEO LOCATIONS Los Angeles: 2,706 (+656%) San Francisco: 1,071 (+192%) Atascadero: 913 (+62%) San Diego: 445 (+2867%) Paso Robles: 415 (+55%) Chicago: 359 (+4,387%) San Jose: 316 (+508%) Ontario, CA: 274 (+13,600%) Fresno: 265 (+1,295%) Morro Bay: 113 (+117%) PAGE VIEWS Things to Do-Trail rides: 4,655 (+14,447%) Events: 3,505 (+236%) Things To Do-Zoo: 3,360 (+2,266%) Home: 1,754 (-6%) Cornhole: 1,094 (+187%) SOCIAL MEDIA ANALYTICS FACEBOOK Facebook Fans: 6,685 Organic Reach: 36,365 Paid Reach: 485,546 Total Reach: 521,911 Engagements: 627 Top Post: Scenic strolls along the back roads Main audience: Women over 35, living in SLO County and Central Valley INSTAGRAM AND TWITTER Instagram Followers: 2,212 New Followers: 167 Likes received: 822 Comments received: 10 Main audience: Women under 44 Twitter Followers: 274 Reach: 3,681 Engagements: 16 Main audience: Reporters and Destinations B-7ITEM NUMBER: DATE: ATTACHMENT:10/16/19 1 Page 39 of 44 t (805) 541-9005 f (805) 541-9007 3580 Sacramento Drive #110, San Luis Obispo, CA 93401 VERDINMARKETING.COM 2 ADVERTISING ANALYTICS The September e-newsletter was sent on Thursday, September 12th. A slightly altered version was sent to un-opens on Thursday, September 19th. September’s e-newsletter featured CA Wine Month content as well as new hot spots Kula Vineyards and Dunbar Brewing. We also included a teaser for the Brews and Burgers Trail campaign and finished with a CTA to plan their stay in Atascadero. Totals for Campaign: •12.0% Open Rate •1.0% Click Through Rate •4,030 subscribers E-NEWSLETTER ANALYTICS All three personas were severed in September with excellent results. The drive markets of LA, Central Valley, and San Francisco DMA were targeted. Creative was updated in the last week of the month with the new Brews and Burgers campaign. Video CTR's improved significantly (+50%) programmatically. PROGRAMMATIC VIDEO Impressions: 196,074 Clicks: 1,869 CTR: 0.9% Views to 100%: 107,185 FACEBOOK/INSTAGRAM Impressions: 500,057 Clicks: 9,496 CTR: 1.9% Views to 100%: 21,396 SEPTEMBER TOTALS Impressions: 696,131 Clicks: 11,365 CTR: 1.4% Views to 100%: 128,581 B-7ITEM NUMBER: DATE: ATTACHMENT:10/16/19 1 Page 40 of 44 ITEM NUMBER: B-8 DATE: 10/16/19 ADVISORY BOARD FOR THE ATASCADERO TOURISM BUSINESS IMPROVEMENT DISTRICT Staff Report Monthly Budget Report RECOMMENDATION: Receive and file Budget Report. DISCUSSION: The updated budget includes all expenses that have been processed by the City and submitted to Big Red Marketing as of August 31, 2019. Upon review of this month’s budget all other expenses are in line with expected expenditures and income. FISCAL IMPACT: None. ATTACHMENTS: 1.ATBID Budget 2.ATBID Fund Summary 3.TOT Report Page 41 of 44 GL #Notes REVENUE PROJECTIONS July August Actuals Budgeted 1100 2% BID Revenue July 2019 - June 2020 284,000.00$ Awaiting figures from City finance department. Current figures are based on previous year 1200 Estimated Fund Balance from 2018/2019 270,780.00$ Figure not final until fiscal year is closed by City Finance. Current figure is estimated based on anticipated remaining fiscal year activity. 1300 Investment Earnings 5,500.00$ Total 560,280.00$ Budget 2019/2020 Proposed Budget % of Total Budget 2100 Admin 38,085.00$ 6.71% 2101 City Admin Fees -$ 2,610.00$ 2102 Office Expense -$ 2,500.00$ 2103 Operating Supplies and misc. expenses -$ 1,000.00$ 2104 Lodging Ordinance Enforcement -$ 4,000.00$ 2105 Big Red Marketing 650.00$ 650.00$ 9,375.00$ 2106 Verdin 1,827.94$ 1,550.30$ 3,378.24$ 18,600.00$ 2200 ATBID Management 20,812.00$ 3.67% 2201 Board Management & Coordination 700.00$ 700.00$ 8,625.00$ 2202 Financial Management 300.00$ 300.00$ 8,512.00$ 2203 Strategy 200.00$ 200.00$ 3,675.00$ 2300 Visual Assets and Branding 49,800.00$ 8.77% 2301 Photography & Video -$ 1,800.00$ 2302 Creative Services - Verdin Scope 6,941.12$ 3,251.10$ 10,192.22$ 30,000.00$ 2303 Creative Services - Out of Scope -$ -$ 2304 Promotional Items & Visit Atascadero Brochure -$ 18,000.00$ 2400 Digital Marketing 32,200.00$ 5.67% 2401 Website Updates 482.00$ 482.00$ 3,000.00$ 2402 Social Media contest hard costs -$ 1,000.00$ 2403 Social Media/Contest Management 1,579.26$ 1,803.94$ 3,383.20$ 18,800.00$ 2404 E-Newsletter 1,115.60$ 992.40$ 2,108.00$ 9,400.00$ 2500 Advertising 91,623.00$ 16.14% 2501 Planned Media Buys 1,377.31$ 1,280.68$ 2,657.99$ 59,550.00$ 2502 Reactive Advertising & Co-Ops 818.18$ 818.18$ 26,073.00$ 2503 Verdin Media Retainer 494.40$ 497.30$ 991.70$ 6,000.00$ 2600 Public Relations 7,500.00$ 1.32% 2601 FAMs/ Individual Itineraries -$ 3,500.00$ 2602 PR Retainer & Reactive Planning 790.50$ 1,163.20$ 1,953.70$ 4,000.00$ -$ 2700 Tour & Travel -$ 20,000.00$ 3.52% 2701 Trade Show -$ 20,000.00$ Includes registration and firm attendance fees. 2800 Consumer Outreach 51,000.00$ 8.98% 2801 Event Sponorship 7,500.00$ 7,500.00$ 45,000.00$ 2802 Management of Event Sponorship 650.00$ 650.00$ 6,000.00$ TOTAL EXPENSES 22,444.31$ 13,520.92$ 311,020.00$ 3001 Cash Reserves 56,785.00$ 10% Contingency 4001 Contingency Fund (unallocated)200,045.00$ 35.23% TOTAL Budget 567,850.00$ ATBID 2019/20 BUDGETED P&L B-8ITEM NUMBER: DATE: ATTACHMENT: 10/16/19 1 Page 42 of 44 10/3/19 FUND TYPE 235 Special Revenue YTD ACTUAL* ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL 2019-2020 BUDGETED 2014-2015 2015-2016 2016-2017 2017-2018 2018-2019*through 08/31/19 2019-2020 REVENUES 41530.6300 Taxes and Assessments 162,036$ 241,078$ 267,507$ 275,295$ 278,184$ 3,339$ 284,000$ 46110.0000 Investment Earnings 2,068 5,458 724 1,580 - - 5,500 Total Revenue 164,104 246,536 268,231 276,875 278,184 3,339 289,500 EXPENSES 6050000 Office Expense - 5,164 - - - - 1,000 6070000 Advertising 3,450 86,914 91,005 144,521 178,720 11,197 155,000 6400000 Operating Supplies - 1,217 120 - - - 500 6500000 Contract Services 26,173 105,314 138,414 172,938 143,482 24,495 151,250 6600000 Professional Development - - 425 425 425 - 430 6740000 Business Development - 5,000 - 3,000 - - - 6900000 Administration 1,620 2,411 2,675 2,753 2,782 33 2,840 Total Expenses 31,243 206,020 232,639 323,636 325,408 35,725 311,020 NET INCOME/(LOSS)132,861 40,516 35,592 (46,761) (47,224) (32,386) (21,520) BEGINNING AVAILABLE BALANCE 156,472 289,333 329,849 365,441 318,679 271,455 250,820 ENDING AVAILABLE BALANCE 289,333$ 329,849$ 365,441$ 318,679$ 271,455$ 239,069$ 229,300$ *Actual numbers are unaudited, not yet finalized and are subject to change Atascadero Tourism Business Improvement District (ATBID) Fund B-8ITEM NUMBER: DATE: ATTACHMENT: 10/16/19 2 Page 43 of 44 City of Atascadero Tourism Report Transient Occupancy Tax Revenues Jul-Sep Oct-Dec Jan-Mar Apr-Jun 1ST QTR 2ND QTR 3RD QTR 4TH QTR TOTAL Fiscal Year 2014 254,557.46$ 158,389.32$ 134,033.44$ 232,385.37$ 779,365.59$ Fiscal Year 2015 262,246.00$ 171,527.07$ 204,920.33$ 261,362.41$ 900,055.81$ Fiscal Year 2016 387,196.75$ 260,522.61$ 234,591.13$ 359,952.40$ 1,242,262.89$ Fiscal Year 2017 441,814.34$ 259,716.23$ 236,432.90$ 399,564.75$ 1,337,528.22$ Fiscal Year 2018 446,835.24$ 307,035.82$ 237,705.86$ 384,921.01$ 1,376,497.93$ Fiscal Year 2019 442,255.82$ 305,426.85$ 236,855.54$ 406,434.26$ 1,390,972.47$ Fiscal Year 2020 B-8ITEM NUMBER: DATE: ATTACHMENT: 10/16/19 3 Page 44 of 44