HomeMy WebLinkAboutTBID_2026-05-06_Special Meeting AgendaPacket
CITY OF ATASCADERO
ADVISORY BOARD FOR THE ATASCADERO TOURISM
BUSINESS IMPROVEMENT DISTRICT SPECIAL MEETING AGENDA
IN-PERSON MEETING INFORMATION:
The Advisory Board for the Atascadero Tourism Improvement District (ATBID) meeting will be in-
person only and members of the public wanting to participate may attend the meeting in-person.
HOW TO SUBMIT PUBLIC COMMENT:
Individuals wishing to provide public comment may attend the meeting in the Club Room on the
Fourth Floor of City Hall, 6500 Palma Avenue, Atascadero, CA 93422.
If you wish to comment but not in-person, please email public comments to ATBID@atascadero.org.
Such email comments must identify the Agenda Item Number in the subject line of the email. The
comments will be forwarded to the ATBID Advisory Board and made a part of the administrative
record. To ensure distribution to the ATBID Advisory Board prior to consideration of the agenda,
the public is encouraged to submit comments no later than 10:00 am the day of the meeting. All
correspondence will be distributed to the ATBID Advisory Board, posted on the City’s website, and be
made part of the official public record of the meeting. Please note, email comments will not be read
into the record. Please be aware that communications sent to the ATBID Advisory Board are public
records and are subject to disclosure pursuant to the California Public Records Act and Brown Act
unless exempt from disclosure under applicable law. Communications will not be edited for
redactions and will be printed as submitted.
AMERICAN DISABILITY ACT ACCOMMODATIONS:
Any member of the public who needs accommodations should contact the City Clerk’s Office at
cityclerk@atascadero.org or by calling 805-470-3400 at least 48 hours prior to the meeting or time
when services are needed. The City will use their best efforts to provide reasonable accommodation
to afford as much accessibility as possible while also maintaining public safety in accordance with
the City procedure for resolving reasonable accommodation requests.
ATBID Advisory Board agendas and minutes may be viewed on the City's website:
www.atascadero.org/agendas
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 on our website,
www.atascadero.org. Contracts and Resolutions will be allocated a number once they are approved by the
ATBID Advisory Board. The Minutes of this meeting will reflect these numbers. All documents submitted by
the public during ATBID Advisory Board meetings that are made a part of the record or referred to in their
statement will be noted in the Minutes and available for review by contacting the City Clerk's office. All
documents will be available for public inspection by appointment during City Hall business hours.
Page 1 of 61
CITY OF ATASCADERO
ADVISORY BOARD FOR THE ATASCADERO
TOURISM BUSINESS IMPROVEMENT DISTRICT
SPECIAL MEETING AGENDA
Wednesday, May 6, 2026, at 2:30 P.M.
City of Atascadero, Club Room, 4th Floor
6500 Palma Ave.
Atascadero, California
CALL TO ORDER:
ROLL CALL: Chairperson, Patricia Harden, SpringHill Suites by Marriott
Vice Chairperson, Amar Sohi, Holiday Inn Express & Suites
Board Member, Clint Pearce, Madonna Enterprises
Board Member, Sarah Maggelet, Templeton Vacation Rentals
Board Member, Chris Oh, The Carlton/ Everlygrove Property Mgmnt.
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. CONSENT CALENDAR:
1. ATBID Board Draft Action Minutes – April 15, 2026, Meeting Minutes
▪ Recommendation: ATBID Advisory Board approve April 15, 2026, Meeting Draft Action
Minutes. [City]
B. BUSINESS ITEMS:
1. Value Proposition, Ten Year Vision, Tourism & Promotional Game Plan Review
▪ Fiscal Impact: None.
▪ Recommendation: ATBID Advisory Board receive and file Value Proposition, Ten Year
Vision and the Tourism and Promotional Game Plan review that was created and set
the direction for ATBID in 2015. [City]
2. 2026-2027 Marketing Plan & Paid Media Strategy
▪ Fiscal Impact: $295,000 in budgeted funds.
▪ Recommendation: ATBID Advisory Board to discuss and provide staff direction on the
2026-2027 Marketing Plan & Strategy for Visit Atascadero. [Verdin Marketing]
C. UPDATES:
1. Visit SLO CAL Board & Marketing Committee Updates. [Visit SLO CAL/Marketing Committee liaisons]
2. Marketing Update. [Verdin Marketing]
3. City Business and Administrative Update. [City]
Page 2 of 61
D. BOARD MEMBER COMMENTS:
E. FUTURE AGENDA ITEMS: (This section set aside for open discussion on future agenda items)
1. Review TBID Event Tiers (June).
2. Event recap & renewal for Central Coast Beer Festival (June).
3. Event recap & renewal for Central Coast Cider Festival (June).
4. Event recap for Christmas at Santa Margarita Ranch (July).
5. Event recap & renewal for Garden Lights & Winter Nights (July).
6. Rules of the Annual Assessment (July).
F. ADJOURNMENT:
Page 3 of 61
ATBID | 05/06/26 | Item A1
CITY OF ATASCADERO
ADVISORY BOARD FOR THE ATASCADERO TOURISM BUSINESS
IMPROVEMENT DISTRICT AGENDA
DRAFT MEETING MINUTES
Wednesday, April 15, 2026, at 2:30 P.M.
City of Atascadero, Club Room, 4th Floor
6500 Palma Ave.
Atascadero, California
CALL TO ORDER:
Chairperson Harden called the meeting to order at 2:33 P.M.
ROLL CALL:
Present: Board Members Clint Pearce and Christopher Oh, Vice Chairperson Sohi,
Chairperson Harden
Vacant: None.
Absent: Sarah Maggelet
Staff Present: Terrie Banish, Director Community Services & Promotions
PUBLIC COMMENT:
Chairperson Harden opened public comment.
The following citizens provided public comment: None
Chairperson Harden closed public comment.
PRESENTATION:
1. County Update from Supervisor Heather Moreno
5th District County Supervisor, Heather Moreno
A. CONSENT CALENDAR:
1. ATBID Board Draft Action Minutes – March 18, 2026, Regular Meeting Minutes
▪ Recommendation: ATBID Advisory Board approve March 18, 2026, Regular Meeting
Draft Action Minutes. [City]
MOTION BY: Sohi
SECOND BY: Oh
1. Approve Consent Calendar.
AYES (4): Pearce, Oh, Sohi, Harden
ABSENT (1): Maggelet,
VACANT (0): None.
Passed 4-0
Page 4 of 61
ATBID | 05/06/26 | Item A1
B. BUSINESS ITEMS:
1. 2026-2027 ATBID Annual Assessment Review
▪ Fiscal Impact: None.
▪ Recommendation: ATBID Advisory Board review and provide staff direction on any
changes to the Annual Assessment for the second year of the two-year budget cycle for
the 2026-2027 fiscal year. [City]
Director Banish from the City presented the items and answered questions from the board.
PUBLIC COMMENT:
Chairperson Harden opened public comment.
The following citizens provided public comment on this item: None.
Chairperson Harden closed public comment.
MOTION BY: Pearce
SECOND BY: Sohi
1. The Board motioned to approve the Annual Assessment for the second year of the
two-year budget cycle.
AYES (4): Sohi, Oh, Pearce, Harden
NAYES (0):
ABSENT (1): Maggelet
VACANT (0):
Passed 4-0
2. VisitAtascadero.com Expanded Calendar Offerings
▪ Fiscal Impact: None.
▪ Recommendation: ATBID Advisory Board to review and provide staff direction on adding
event venues, signature events and attractions, within close proximity be added to the
Event Calendar on the VisitAtascadero.com website. [City & Verdin Marketing]
Director Banish with the City and Ashlee Akers with Verdin Marketing presented the item and
answered questions from the board.
PUBLIC COMMENT:
Chairperson Harden opened public comment.
The following citizens provided public comment on this item: None.
Chairperson Harden closed public comment.
MOTION BY: Sohi
SECOND BY: Oh
1. The Board motioned to approve adding event venues, signature events and attractions
within a 20-mile radius to be added to the Event Calendar.
AYES (4): Sohi, Oh, Pearce, Harden
NAYES (0):
ABSENT (1): Maggelet
Page 5 of 61
ATBID | 05/06/26 | Item A1
VACANT (0):
Passed 4-0
3. Neighborhood Tab Campaign Extension
▪ Fiscal Impact: None.
▪ Recommendation: ATBID Advisory Board to discuss and provide staff direction to
continue the Winter Neighborhood Tab Campaign promotion into the Spring timeframe.
[Verdin Marketing]
Ashlee Akers with Verdin Marketing presented the item and answered questions from the board.
3:10 Sohi left the meeting.
3:11 Sohi returned to the meeting.
PUBLIC COMMENT:
Chairperson Harden opened public comment.
The following citizens provided public comment on this item: Matt Halverson with Visit SLO Cal
Chairperson Harden closed public comment.
3:25 Sohi left the meeting.
MOTION BY: Oh
SECOND BY: Pearce
1. The Board motioned to continue the campaign through the end of May or while
supplies last.
AYES (3): Oh, Pearce, Harden
NAYES (0):
ABSENT (2): Maggelet, Sohi
VACANT (0):
Passed 3-0
4. Quarterly Marketing Report
▪ Fiscal Impact: None.
▪ Recommendation: ATBID Advisory Board to receive and file Verdin Marketing’s Quarterly
Marketing Report for Q3 2026. [Verdin Marketing]
Ashlee Akers with Verdin Marketing presented the item and answered questions from the board.
PUBLIC COMMENT:
Chairperson Harden opened public comment.
The following citizens provided public comment on this item: None.
Chairperson Harden closed public comment.
The Board received and filed Verdin Marketing’s Quarterly Marketing Report.
3:35 Sohi returned to meeting.
Page 6 of 61
ATBID | 05/06/26 | Item A1
5. 2026 IPW Conference Delegate Update
▪ Fiscal Impact: None.
▪ Recommendation: ATBID Advisory Board review and provide staff direction regarding
delegate assignment for participation at the 2026 IPW conference. [City]
Director Banish with the City presented the item and answered questions from the board.
PUBLIC COMMENT:
Chairperson Harden opened public comment.
The following citizens provided public comment on this item: None.
Chairperson Harden closed public comment.
MOTION BY: Pearce
SECOND BY: Oh
1. The Board motioned to assign Director Terrie Banish to participate at the 2026 IPW
Conference.
AYES (4): Sohi, Oh, Pearce, Harden
NAYES (0):
ABSENT (1): Maggelet
VACANT (0):
Passed 4-0
6. Budget Report Update & Performance Results
▪ Fiscal Impact: None.
▪ Recommendation: ATBID Advisory Board receive and file the Budget Report Update &
Performance Results. [City]
Director Banish with the City and Ashlee Akers with Verdin Marketing presented the item and
answered questions from the board.
PUBLIC COMMENT:
Chairperson Harden opened public comment.
The following citizens provided public comment on this item: None.
Chairperson Harden closed public comment.
The Board received and filed the Budget Report Update & Performance Results.
C. UPDATES:
1. Visit SLO CAL Board & Marketing Committee Updates. [Visit SLO CAL/Marketing Committee liaisons]
2. Marketing Update. [Verdin Marketing]
3. City Business and Administrative Update. [City]
D. BOARD MEMBER COMMENTS: Board Members would like to revisit the board’s Mission and
Vision Statement in a future meeting.
E. FUTURE AGENDA ITEMS: (This section set aside for open discussion on future agenda items)
1. 2026-2027 Marketing Plan Review (May).
2. Event recap for Christmas at Santa Margarita Ranch (May).
Page 7 of 61
ATBID | 05/06/26 | Item A1
3. Event recap & renewal for Garden Lights & Winter Nights (May).
F. ADJOURNMENT:
Chairperson Harden adjourned the meeting at 4:13 P.M.
MINUTES PREPARED BY:
______________________
Ashley Zamora
Recreation Coordinator
Page 8 of 61
CITY OF ATASCADERO
ADVISORY BOARD FOR THE ATASCADERO
TOURISM BUSINESS IMPROVEMENT DISTRICT
STAFF REPORT
Item B1
5/06/26
Value Proposition, Ten Year Vision,
Tourism & Promotional Game Plan Review
RECOMMENDATION:
ATBID Advisory Board receive and file Value Proposition, Ten Year Vision and the Tourism and
Promotional Game Plan review that was created and set the direction of ATBID in 2015. [City]
DISCUSSION:
As the ATBID Advisory Board enters the next fiscal year, it’s important to revisit and refresh the Board
and lodging owners on the foundational work completed by the Coraggio Group in May 2015, which
helped establish the direction and goals for marketing and tourism in the City of Atascadero. Coraggio
Group, led by Matthew Landkamer and Trever Cartwright, was engaged to evaluate the region,
research local opportunities, and identify the City’s unique assets in order to develop a strategic
marketing and tourism framework that defined Atascadero’s vision and promotional direction.
This was a pivotal time for the City, City Council and the Atascadero Tourism Business Improvement
District, as it established a clear direction, tone, and consistent brand identity for both Citywide
marketing and tourism promotional efforts. The City’s marketing goal focused on encouraging
residents, county residents and visitors to “Stay, Spend & Enjoy,” while the Tourism goal centered on
attracting overnight visitors to “Come, Sleep & Spend.” These complementary objectives created a
coordinated road map that aligned budgets, resources and strategic priorities to support both
community engagement and tourism growth, ultimately positioning Atascadero more competitively
within San Luis Obispo County’s tourism market.
The City will provide an oral presentation reviewing the vision, value proposition, 10-year roadmap
and story that has guided Atascadero’s progress and future success. Refreshing the current Board,
lodging owners, and staff on this strategic foundation is especially timely as the ATBID Board prepares
to review the Marketing Plan for fiscal year 2026-2027 alongside a new marketing team.
FISCAL IMPACT:
None.
ATTACHMENTS:
1. Atascadero Tourism & Promotional Game Plan
2. Coraggio 2024 Vision Summary
Page 9 of 61
Atascadero Tourism & Promotion Game Plan
May 2015 Workshop
Coraggio Group
2240 N. Interstate Ave. Suite #300
Portland, OR 97227
Office 503.493.1452
coraggiogroup.com
ATBID | 5/6/26 | Item B1 | Attachment 1
Page 10 of 61
Atascadero Tourism & Promotion Game Plan Workshop 2
ATBID | 5/6/26 | Item B1 | Attachment 1
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Atascadero Tourism & Promotion Game Plan Workshop 3
1 | INTRODUCTION ............................................................................................................................ 4
2 | GOALS FOR THE DAY ................................................................................................................... 5
3 | VISIONING WORKSHOP RECAP ....................................................................................................... 6
4 | TOOLS & TARGET MATRIX .............................................................................................................. 7
5 | STORY OF CHANGE ..................................................................................................................... 8
6 | DECISION CRITERIA FOR EVENTS AND OTHER BUDGET REQUESTS ......................................................... 9
7 | COMMUNICATIONS AND ACCOUNTABILITY PLAN ............................................................................... 10
ATBID | 5/6/26 | Item B1 | Attachment 1
Page 12 of 61
Atascadero Tourism & Promotion Game Plan Workshop 4
1 | Introduction
Following up on the August 2014 Tourism & Promotion workshop, the Atascadero City Council once again came
together for a workshop around tourism and promotion for the city. Where the first workshop considered the high-
level vision for how Atascadero can promote itself to residents and visitors alike, this half-day workshop on May you
go 15, 2015 focused on making that vision actionable. With the addition of a new Deputy City Manager for whom
tourism and promotion is a key role, and with the recent change of marketing firm for the TBID, this was a
particularly important time for the City Council to align on what next steps it would like to see around tourism and
promotion.
Intended outcomes of the workshop included:
1. Define tourism budget categories
2. Set decision criteria for tourism ROI
3. Craft the framework of where we want to go
4. Create a working timeline for action
5. Clarify and align on roles and responsibilities
Participants at the workshop included Mayor Tom O’Malley, Mayor Pro Tem Heather Moreno, Council Member
Roberta Fonzi, Council Member Bob Kelley, Council Member Brian Sturtevant, City Manager Rachelle Rickard,
Deputy City Manager Marcia Torgerson, Deputy City Manager Terrie Banish, Administrative Services Director Jeri
Rangel, Public Works Director Nick DeBar, Fire Chief Kurt Stone, and Police Chief Jerel Haley. There were also
many members of the public in attendance, including representatives from the Chamber of Commerce, the
Atascadero TBID, Big Red, and Verdin Marketing.
The documentation that follows is a summary of what was discussed at the workshop, reflecting primarily what the
facilitators captured on flip charts and what the participants themselves wrote. At the bottom of each page, we have
inserted a box that describes implications for Atascadero – this represents insights and advice based on our
experience, and should be taken as input to the City Council as it considers action on all of these topics.
—Coraggio Group
ATBID | 5/6/26 | Item B1 | Attachment 1
Page 13 of 61
Atascadero Tourism & Promotion Game Plan Workshop 5
2 | Goals For The Day
The workshop team drafted its list of goals for the day based on what was accomplished at the Atascadero Ten-
Year Visioning Workshop on August 29, 2014. The group was very clear and aligned that they wanted to achieve
the following by the end of the workshop:
1. Define tourism budget categories
2. Set decision criteria for tourism ROI
3. Craft the framework of where we want to go
4. Create a working timeline for action
5. Clarify and align on roles and responsibilities
How did we do?
At the end of the meeting the group was asked if they
thought they had achieved the goals set at the beginning of
the day.
Using the two frameworks from the day – The Story of
Change and Organization Goal/Audience/Tool Matrix – the
group determined that each of the five goals were
achieved.
It was also understood that a significant amount of work
remains, but with results of this session, the earlier work
session, and new dedicated resources there is now a plan
of action, momentum and a means to a successful
outcome.
ATBID | 5/6/26 | Item B1 | Attachment 1
Page 14 of 61
Atascadero Tourism & Promotion Game Plan Workshop 6
3 | Visioning Workshop Recap
Using the Visioning Workshop Report as a guide, the City Council led off the discussion by highlighting the big take-
aways from the August 2014 session that would best inform the work for the session. The three noted areas from
the report were:
1. Atascadero Ten-Year Vision
Atascadero is a beautiful and authentic city of outdoor recreation, culinary adventures, and
welcoming hospitality. It’s a safe place where the arts & history thrive, and the diversity of
experience, generosity of spirit, and small-town ambiance are here to be enjoyed by visitors
and residents alike.
2. Tourism Decision Criteria
ü Must have direct accountability & responsibility
ü Must be a decision for which we are willing to assign resources
ü Must support our long-term vision for Atascadero (ROA or cost-benefit analysis)
ü Must have community buy-in
ü Must not simply be “grandfathered” in; must be evaluated afresh
3. Action Framework & Priorities
Enhance connectivity
and communication
Develop centralized
coordination of tourism and
promotion activities
Prioritize investment in our
“place”
Identify and integrate
with our partnership
base
Create the responsible &
accountable leadership manage
the experience of Atascadero
Develop ways to incentivize
business development
downtown
Develop a PR plan and
activities
Benchmark & measure success Revisit aesthetics/code
enforcement
Set brand standards & develop
brand management
Identify supporting infrastructure
for tourism & promotions
Identify funding mechanisms
Additionally, the group discussion included the identification of the number of accomplishments completed and/or
underway in response to the priority actions outlined last August, primary being a spirit of action, the hiring of Terrie
Banish, improved signage on El Camino Real and the development of a better-aligned TBID game plan.
ATBID | 5/6/26 | Item B1 | Attachment 1
Page 15 of 61
Atascadero Tourism & Promotion Game Plan Workshop 7
4 | Tools & Target Matrix
Coraggio led the City Council through a discussion about the different “players” in the tourism and promotion
space, and how the City of Atascadero’s efforts relate within that larger universe. We looked at what the goals are
for each organization, who their target audience is, and what tools they use to reach that audience. The results of
this discussion are represented below:
ORGANIZATION
CITY OF ATASCADERO
TBID OF ATASCADERO
ATASCADERO
CHAMBER OF COMMERCE
MAIN STREET ASSOCIATION
SLO COUNTY TBID
VISIT CALIFORNIA
GOALS
- STAY
- SPEND
- ENJOY
- COME
- SLEEP
- SPEND
- ENHANCE
- SPEND
- COMMUNITY
- ENHANCE
- SPEND
- COMMUNITY
- COME
- SLEEP
- SPEND
- EXPOSE
- AWARE
- ATTRACT
TARGET
AUDIENCE
- LOCAL
- COUNTY
- OUTSIDE COUNTY
- SERVICE LOCALS
- MEMBERS
- POTENTIAL MEMBERS
- COMMUNITY
- MEMBERS
- POTENTIAL
MEMBERS
- COMMUNITY
- OUTSIDE COUNTY
- WORLD
TOOLS
lorem
ipsum
lorem
Ipsum
lorem
$100 MILLION BUDGET
! WEBSITE
! PR
! ADVERTISING
! PROMOTIONS
! EVENTS
! SOCIAL MEDIA
! CONTENT
Outside Agency TBD
Verdin Big Red
*
* These are the common tools used by these organizations and may or may not be dedicated resources to that organization
Implications for Atascadero
With the addition of Terrie to the team, the willingness of Big Red to act as a connector to the TBID, and with
the team at Verdin coming into their role with the TBID, this is a particularly good time for Atascadero to build
bridges for collaboration. The City should leverage this opportunity for a “fresh start” to the greatest extent
possible, ensuring the greatest efficiency and impact for the Tourism & Promotion budget. The City should also
remain mindful of the part they play in the bigger whole, and wary of causing any brand confusion.
ATBID | 5/6/26 | Item B1 | Attachment 1
Page 16 of 61
Atascadero Tourism & Promotion Game Plan Workshop 8
5 | Story Of Change
Next, the City Council went through an exercise to imagine what the “story of change” is for the next three years.
Within this timeline, they looked at what the annual message is (how they will talk about the changes), what should
be accomplished each year, and how we will measure success
What is our theme for
change? How will all
stakeholders easily
understand what we
must do?
What will we focus on?
How will we know when we’re making progress?
TIMELINE'TIMELINE'
TIMELINE'TIMELINE'
Message: REINFORCE Message: CLARITY
Success Indicators:
• Completed Marketing Plan
• Completed Brand Plan
• Completed Infrastructure Plan
Success Indicators:
• Increase in TOT
• Sales tax increase in targeted categories above normal growth
Success Indicators:
• Continued increase in TOT
• Continued sales tax growth
Message: ACTION
“We’re building momentum.”
Strategic Priorities:
• Evaluation success to date and
refresh strategic priorities
• Refine and strengthen
marketing and brand plans
• Evaluate and revise infrastructure plans
2016'2017'
Strategic Priorities:
• Implement marketing plan
• Implement brand plan
• Prioritize infrastructure upgrades
to support T&P
• Deploy targeted long-term business development incentives to meet our vision
• Upgrade aesthetics and signage
• Develop simple and flexible
zoning and code updates
Strategic Priorities: • Consistent, current and centralized source of information
• Develop and integrated marketing plan – ECC
• Set brand standards & develop brand management – DCC
• Identify & prioritize people &
processes to support tourism and promotion
• Initial business development incentives
• Maintain progress on aesthetics/signage
Wi
n
s
2015'
2016'2017'2015'
“Build the foundation.” “Building on success.”
Implications for Atascadero
Using the framework we were able to document The Story of Change, Strategic Priorities and Success Factors
in a simple and easy to communicate way. With this clarity and guidance, the requirement is now the diligent
work of building out the specific plan of action for each strategic priority, identifying the tactics, responsibilities,
resource requirements and timing.
To maintain momentum and best ensure success, it will be imperative to create this next level of detail so each
objective can be evaluated, discussed, decided on and implemented in the most thoughtful, consistent and
timely way.
ATBID | 5/6/26 | Item B1 | Attachment 1
Page 17 of 61
Atascadero Tourism & Promotion Game Plan Workshop 9
6 | Decision Criteria for Events and Other Budget Requests
In order to assist in long-term decision-making and streamline the decision process, the City Council discussed
what qualities they might look for in proposals for events, and how they might sort them into “tiers” that would assist
in allocating sponsorship dollars. We discussed that some events may start at a tier 2 or 3, and migrate up over
time. We used some current events as examples that helped us define the classifications, as illustrated below:
Implications for Atascadero
Defining Decision Criteria is the easy part; actively using them is more difficult—especially when requests come
from long-time events, or from sponsors who are close friends. At the same time, having Decision Criteria is
liberating, allowing the City Council to refer to a rational decision-making process, rather than a subjective one. We
recommend that City staff develop an “application form” for Tourism & Promotion event support, and that the City
Council, in its deliberations, review those forms on a scheduled basis.
Examples
• Comprehensive Plan
• Large Signature Event
• Draws people from outside County
• Multi-day (3+)
• Significant ROI
• Supports Vision of Atascadero
• 5000+ people (target TBD)
Tier
1
• Comprehensive Plan
• Signature Event
• Draws people from outside City
• Multi-day (2)
• ROI and Positive Give/Get
• Supports Vision of Atascadero
• 500-4500 people (target TBD)
Tier
2
• Comprehensive Plan
• Single day (or portion of)
• ROI and Positive Give/Get
• Supports Vision of Atascadero
• 250-500 people (target TBD)
Tier
3
ATBID | 5/6/26 | Item B1 | Attachment 1
Page 18 of 61
Atascadero Tourism & Promotion Game Plan Workshop 10
7 | Communications & Accountability Plan
Having a plan and sticking to it are two very different things. In order to ensure accountability and to facilitate the
high level of collaboration that is necessary, the Council agreed on a schedule whereby they would receive in-depth
updates four times a year that would include progress reports against the measures of success indicated in our
“Story of Change”. Additionally, it was decided that City staff should be meeting regularly with the other local
collaborators, and may serve as the “convener” of this regular bi-weekly meeting.
Quarterly Updates to the City Council:
• Staff
• TBID
• Marketing
Bi-Weekly Updates Among Collaborators:
• Staff
• Big Red/TBID
• Verdin
• Chamber of Commerce
Implications for Atascadero
It will be critical for these update meetings to be calendared and begun immediately, and that they remain on a
regular schedule. Too many great plans fail because leadership didn’t have a commitment to maintaining
momentum for the process. This doesn’t mean the City Council needs to do all the work – on the contrary, most of
the work is for others to do. But the City Council does need to stay “nose in; hands off”, monitor progress, and
clear barriers when and if they arise. If they don’t get regular reporting, they won’t be able to help.
Likewise, the collaborators will all gain much from more frequent collaboration. These meetings, too, should be
begun immediately. A standing agenda will keep them on-task and efficient.
ATBID | 5/6/26 | Item B1 | Attachment 1
Page 19 of 61
Atascadero 2024
Ten-Year Visioning Workshop Report
August 29, 2014
Coraggio Group
2240 N. Interstate Ave. Suite #300
Portland, OR 97227
Office 503.493.1452
Web coraggiogroup.com
ATBID | 5/6/26 | Item B1 | Attachment 2
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Atascadero Visioning Workshop 2
ATBID | 5/6/26 | Item B1 | Attachment 2
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Atascadero Visioning Workshop 3
Table of Contents
1 | INTRODUCTION ............................................................................................................................ 4
2 | OPPORTUNITIES & CHALLENGES ..................................................................................................... 5
3 | RESIDENT & VISITOR PROFILES ....................................................................................................... 6
4 | CLARIFYING OUR VALUE PROPOSITION ............................................................................................. 7
5 | OUR TEN-YEAR VISION ................................................................................................................. 8
6 | OUR PRIORITY ACTIONS ................................................................................................................ 9
7 | OUR DECISION CRITERIA ............................................................................................................. 10
APPENDIX ..................................................................................................................................... 11
OPPORTUNITIES ..................................................................................................................................... 11
CHALLENGES ........................................................................................................................................ 13
DRAFT VISION STATEMENTS ..................................................................................................................... 14
ATBID | 5/6/26 | Item B1 | Attachment 2
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Atascadero Visioning Workshop 4
1 | Introduction
There is little doubt that tourism is an important economic driver for Atascadero, yet there have been differing
opinions about how the City should go about promoting itself and what the intended outcomes are. On August 29,
2014 the City Council held a special workshop session to develop a ten-year vision for Atascadero. This facilitated
one-day Visioning Workshop provided the opportunity for key stakeholders to work towards alignment on the why
and the how of tourism promotion for Atascadero. The public was invited to participate in many of the workshop
activities, and their input is considered as guidance to the City Council as the Council considers the substance and
implications of the draft Vision.
Intended outcomes of the workshop included:
1. Align on an integrated framework for tourism and destination development
2. Align on the mission of a Destination Development Plan:
a. Make Atascadero an even better place to live and visit
b. Expand the tax base to accomplish the needs and goals of Atascadero
3. Discuss and align on Atascadero’s challenges and opportunities
4. Discuss and align on Atascadero’s value proposition and audience profiles
5. Align on a ten-year vision of destination development
The documentation that follows is a summary of what was discussed at the workshop, reflecting primarily what the
facilitators captured on flip charts and what the participants themselves wrote. In some cases, we have inserted a
highlighted box that describes implications for Atascadero – this represents insights and advice based on our
experience, and should be taken as input to the City Council as it considers action on all of these topics.
—Coraggio Group
ATBID | 5/6/26 | Item B1 | Attachment 2
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Atascadero Visioning Workshop 5
2 | Opportunities & Challenges
The workshop group drafted lists of opportunities and challenges (see full lists in the Appendix), and consolidated
the themes into the lists below. Based on these consolidated lists, the group proposed four “propelling questions”
for the City Council to consider as they review and implement the outcomes of this Vision. These questions,
seemingly self-contradictory, provide the opportunity to say, “We can, if we…”.
• How do we attract tourists to Atascadero without having wine or beaches?
• How do we promote the city without adding product?
• How can we draw people downtown, while we are still “in development” (and
still be true to who we are)?
• How do we build a consensus plan with so many different priorities/opinions?
Opportunities
¬ Getting more organized
¬ Natural beauty
¬ Location & linkages
¬ Attractions
o Historical/Cultural
o Parks
o Kids/Family/Community
¬ Events
¬ Wine
¬ Patriotism
¬ Beauty of our place, people, and weather
¬ Downtown
¬ Arts
¬ Biking/Cycling
¬ Quality of life
¬ Poised for growth, pro-business Council
Challenges
¬ Lack of a “core”
¬ Resources/Funding
¬ Aesthetic Limitations/Challenges/”Missing
Teeth” vs. Private Property
¬ Marketing: brand image and reasons to
come here, competition, local events,
attractions, branding, misrepresentation,
patriotism
¬ Infrastructure: transportation, venues,
attractions (zoo)
¬ Competing priorities
¬ Personnel/staffing
¬ Communication
Implications for Atascadero
The four propelling questions underscore the rational
conflict that the city of Atascadero must strategically
address over the next 3-5 years. There is no doubt
that Atascadero has many valuable assets, but
attracting tourism and improving the city for residents
will require focus, prioritization and follow-through.
The primary takeaway here is that success will require
the complimentary work of developing the
infrastructure, attracting a few “catalyst” businesses,
and engaging in targeted marketing.
ATBID | 5/6/26 | Item B1 | Attachment 2
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3 | Resident & Visitor Profiles
In order to get some perspective on the types of people that any Vision needs to both consider and speak to, the
workshop group developed eight “prototypical” Atascadero residents and visitors. These profiles stayed on display
in the room for the rest of the workshop, and served as a reminder of the purpose of the work.
Fred is a 62-year old Atascadero resident. He has lived here for 40 years. He is newly retired from
the State, and is married with grown children and now has grandchildren. He is a beer drinker, and
he eats out often, but he is not a shopper. He is a church-goer and runs a hobby business. Fred
loves Atascadero because of the small-town feel.
Mackenzy is a 39-year old resident of Santa Monica. She is a divorced mother of 9 & 11-year old
boys who are soccer enthusiasts. She works as a professional freelance photographer. She is a
foodie and loves wine; her shopping destinations include Whole Foods, Trader Joes, and
Anthropoligie. She rides bikes for recreation, and is in therapy. She loves to visit Atascadero
because Grandma lives here and takes care of the kids so she can decompress. She loves to
attend wine tastings.
Bruce is a Bay-area professional who comes to the region for wine tourism, and because of a SLO
business connection. When he visits, he looks to spend money, and often travels with his girlfriend.
He is a sophisticated consumer who is looking for unique dining and outdoor activities. He uses
Yelp and Trip Advisor to plan his visits, and appreciates Atascadero for the small town/unique
experience.
Brian is an Atascadero resident who is both an artist and a musician. He owns a small store and
makes wine furniture, and he often performs his music at wineries. He is married and has three
children. He likes the quality of life in Atascadero, and enjoys eating downtown, visiting Molly
Pitcher for a beer, and shopping at the Farmer’s Market. He loves getting a good deal, and is
always looking for family activities for the kids.
Maggie is a sixty-something resident of Atascadero. She is a retired psych tech who loves to shop.
She also belongs to a book club, volunteers, and babysits her grandkids. She does not participate
in the wine culture of the region. She loves living in Atascadero for the small-town rural atmosphere,
the safety, the organizations for which she volunteers, the local cultural events, and her friends &
family.
Tiffany is a 30-something Bay-area resident, where she is a computer programmer. She loves
shopping, wine, fine food, music, and dancing. She comes to Atascadero on vacation, on
business trips, and to visit friends and family. She travels with her husband and two children. She
likes Atascadero for the small-town atmosphere, the lack of traffic, the quiet, the night sky, and for
wine events and family activities.
Shelby is a 37-year old resident of Atascadero. She is a homemaker and a soccer mom. She
enjoys hiking, biking, family activities, reading, and beer. She goes to Barrel House because her
family is welcome there. She loves Atascadero for the great schools, community, large home lots,
and open space.
Stan is a 72-year old resident of Toronto, Canada. He is a retired restaurant owner, and he enjoys
social activities. He believes it is not about the place, but who he meets. He is new to retirement,
and is shifting gears in life. He enjoys new experiences, large and small, and loves fine wine. He
comes to Atascadero because he meets interesting people, and there are no crowds or traffic.
ATBID | 5/6/26 | Item B1 | Attachment 2
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Atascadero Visioning Workshop 7
4 | Clarifying Our Value Proposition
Draft Value Proposition Statement
For both domestic and international visitors traveling Highway 101, Atascadero is a unique waypoint
that offers notable events, historic significance, gorgeous recreation areas, and a garden-to-table
artisan ethos—just off the freeway for all to enjoy. Our visitors include food and wine enthusiasts,
active retirees, families, and outdoor enthusiasts.
Unique Attributes of Atascadero
¬ 101 midpoint
¬ Classic Americana
¬ Equestrian
¬ Garden à table/artisan _________
¬ Recreation (human-powered)
¬ Unique natural beauty
¬ Lodging & opportunities
¬ Key events
¬ Wine access
¬ Historic tourism/historic California
Of those ten items, the following were the top
five attribute choices by the City Council
¬ Classic Americana
¬ Garden à table/ artisan _________
¬ Recreation (human-powered)
¬ Key events
¬ Historic tourism/historic California
Target Audience
¬ Foodies/wine enthusiasts
¬ Active retirees
¬ Families
¬ Key event travelers
¬ Outdoor enthusiasts
Sphere of Influence
¬ 300-mile radius N, S & E
¬ Select international tourism
¬ N. Santa Barbara County/Ventura
¬ San Joaquin Valley
Implications for Atascadero
By articulating the value proposition of Atascadero, it
becomes clear that there are a variety of compelling,
valuable, and marketable reasons for people to come to
Atascadero, as well as for the residents to value and enjoy
the city.
The City Council should refer to this summation of what
Atascadero truly has to offer when working on strategic
planning, marketing, and messaging.
This value proposition may also be used to identify, solidify,
and leverage key partnerships with other destinations or
tourism entities.
ATBID | 5/6/26 | Item B1 | Attachment 2
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Atascadero Visioning Workshop 8
5 | Our Ten-Year Vision
Divided into four groups, the workshop participants drafted four vision statements (see appendix for full list). The
discussion that followed led to this consolidated 2024 vision statement shaped by the City Council:
Atascadero is a beautiful and authentic city of outdoor recreation, culinary adventures, and
welcoming hospitality. It’s a safe place where the arts & history thrive, and the diversity of experience,
generosity of spirit, and small-town ambiance are here to be enjoyed by visitors and residents alike.
Implications for Atascadero
You have agreed on the key aspects that Atascadero will have in 2024. Use this vision as a North Star, but also
as a guide to how you must work together as a City Council:
•If Atascadero will be more beautiful in 2034, what changes do we need to make today?
•What can we do, as the City Council, to ensure that Atascadero remains authentic?
•How can we best promote the outdoor recreation available in the Atascadero area?
•How can we promote the culinary adventures we have today, and how can we encourage the
development of new culinary adventures?
•What decisions must we make to ensure that Atascadero remains a safe city?
•How can we better support the arts? How can we better support our artists?
•How can we add to our already significant historical assets? What else can we do to promote them?
•How do our decisions ensure a continued diversity of experience?
•How do our decisions ensure that we keep our small-town feel?
By choosing this Vision, you imply that you have not chosen some other paths. Stay focused on supporting the
elements of your Vision.
ATBID | 5/6/26 | Item B1 | Attachment 2
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Atascadero Visioning Workshop 9
6 | Our Priority Actions
In order to execute on the promise of this Vision, we identified some initial important priorities. These fall into three
categories:
1. Enhance connectivity and communication
2. Develop centralized coordination of tourism and promotion activities
3. Prioritize investment in our “place”
Each of these three categories has 2-4 supporting actions. It will be part of the City Council’s forthcoming work to
prioritize each of these steps and to assign timelines, resources, and accountability for them.
Enhance connectivity and
communication
Develop centralized
coordination of tourism and
promotion activities
Prioritize investment in our
“place”
Identify and integrate with our
partnership base
Create the responsible &
accountable leadership manage
the experience of Atascadero
Develop ways to incentivize
business development
downtown
Develop a PR plan and activities Benchmark & measure success Revisit aesthetics/code
enforcement
Set brand standards & develop
brand management
Identify supporting infrastructure
for tourism & promotions
Identify funding mechanisms
Implications for Atascadero
There is a unanimous desire to break the cycle of lost momentum. Given the challenges of resources, history and
conflicting goals, the alignment on the priorities and next steps captured in the visioning workshop point provide a
decisive plan of action that a select but diverse group of community members agree on. But waste no time! The
longer these ideas sit on the table, the more likely it is that momentum will be lost. Progress need not wait until after
the election.
Using this set of Strategic Priorities, Vision and Unique Value Proposition as a base, The City of Atascadero has
created a great blueprint to build the future it desires, while honoring and keeping the rich, authentic heritage that
has made Atascadero a special place for those who live here or visit.
ATBID | 5/6/26 | Item B1 | Attachment 2
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Atascadero Visioning Workshop 10
7 | Our Decision Criteria
Our final task for the day was to identify key criteria that the City Council can use as they make decisions related to
the implementation of our Vision. These will serve as a “filter” for decision-making and will ensure that we make
decisions based on the best interest of what Atascadero needs for its future.
Our Decision Criteria:
¬ Must have direct accountability & responsibility
¬ Must be a decision for which we are willing to assign resources
¬ Must support our long-term vision for Atascadero (ROA or cost-benefit analysis)
¬ Must have community buy-in
¬ Must not simply be “grandfathered” in; must be evaluated afresh
Implications for Atascadero
Without this tool, it will be very difficult to stay focused on the most important things, time and energy will be lost,
and the alignment that was long in coming can easily be eroded. We encourage you to literally use this as a
decision-making checklist as you ponder items that are related to tourism and promotion.
ATBID | 5/6/26 | Item B1 | Attachment 2
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Appendix
Opportunities
¬ Community spirit to get it done!
¬ Work with other communities to build
reasons for visitors to stay longer
¬ Create a culture of pedestrian/bike-friendly
community
¬ Location on the central coast
¬ Developers looking favorably at Atascadero
¬ Similar visions: finding the right people to
help with the similar situation – marketing
groups, TBIDs, consulting firms, much more
organized
¬ Sports event hub potential (tournaments with
tourists)
¬ Show the world who we are?
¬ Identify and target niche market
¬ Historic “stuff”
¬ Natural beauty
¬ Beautiful surroundings and part of the greater
vacation destinations (central coast area)
¬ Creative/artsy community just needs a place
to flourish
¬ Some community members are inspired to
make Atascadero all it can be
¬ Location à attain visitors who are interested
in surrounding towns
¬ Press relations – we have none and need
them desperately
¬ Make full use of our most obvious icon – City
Hall
¬ Opportunity to grow the downtown
¬ Opportunity to grow special events
¬ Patriotic events, which will bring retired
veterans to visit the several patriotic
monuments in the city
¬ We need events every month!
¬ Gail Kudlac is the Norma May of Atascadero
– put her to work!
¬ Great bike destination
¬ Historic downtown
¬ Bike trails & outdoor activities
¬ City Hall is a destination attraction
¬ The lake (make better)
¬ Promote the: zoo, pavilion, veterans
memorial à they are all close together
¬ Some key pieces are in place: lake park,
downtown theater, etc.
¬ Kids: ball fields, skate park, community
center… what else?
¬ Lake Park/Zoo/memorial – great center for
events
¬ Historic City Hall is an attraction
¬ The Zoo (make better)
¬ We have a great skate park
¬ Lake Park venue
¬ Colony Center, A-Town Park, Sunken
Gardens, lake areas
¬ More events!
¬ Colony Park Community Center
¬ Sunken Gardens (make better)
¬ Lake, park, zoo, memorial pavilion
complex… potential of an upscale event
destination for entire families
¬ Friendly small town
¬ Wonderful climate
¬ Great community involvement
¬ Tremendously giving and supportive
community
¬ Historic & cultural tourism destination with
historic City Hall and colony history
¬ We have a story to tell our guests and inspire
our residents
¬ Atascadero Creek
¬ Lake and zoo are big assets
¬ Sunken Garden venue
¬ Stadium Park venue
¬ Potential for downtown core if
rezoned/developed intentionally
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Atascadero Visioning Workshop 12
¬ Downtown can be developed with right
mindset
¬ Quality of life
¬ Mostly a bedroom community
¬ Great environment for family activities
¬ Small-town atmosphere
¬ Weather is terrific; winter destination too for
eastern tourists?
¬ Beautiful landscapes, roads
¬ Beautiful city
¬ Weather/seasons
¬ Friendly place, small-town feel
¬ Beautiful community
¬ Hills and oaks
¬ Community spirit
¬ Proximity to wineries
¬ Spillover from growing Paso wine tourism
¬ Wine region (wine events)
¬ Strong community support
¬ Enough water to attract breweries?
¬ Patriotic city
¬ Add small park feature in front of
Sylvester’s… tree-house for Santa/Easter
Bunny/small theater, etc.
¬ Bargain prices (we can be a good
investment)
¬ Affordable! Investors looking to invest in
Atascadero
¬ Opportunity to increase tourism through TBID
funding
¬ Coming soon: new hotel, two new
restaurants, WalMart, shopping center
¬ Possess natural infrastructure for parking, biz,
etc.
¬ Interested group/demographic with the
opportunity to move this area
¬ Great town, still accessible to own a home
¬ Amazing City Hall/Sunken Garden/creek area
¬ Hometown feel (people looking for that)
¬ Great freeway access
¬ Location – center of it all – wineries, beach,
etc.
¬ Promote connection to beach cities
¬ Highway 41
¬ Highway 46
¬ Example – Santa Clarita, Ventura County
¬ Transportation: link with other communities;
link to ocean
¬ Location is midway between LA/SF and lots
of nearby attractions
¬ Central location
¬ Community with dedicated leadership &
residents (dedicated to the enhancement of
Atascadero)
¬ Business incentives
¬ Business friendly environment
¬ Postpone business fees
¬ Many development projects are in process
¬ Poised for growth ( and pro-business
council)
¬ Streamlined permit process
¬ Great city staff that makes Atascadero a
priority
¬ Creative and proactive City staff
ATBID | 5/6/26 | Item B1 | Attachment 2
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Atascadero Visioning Workshop 13
Challenges
¬ Growing community support/involvement
from an already VERY supportive community
¬ Distance from beach cities
¬ Community split: pro-growth/no-growth
¬ Take ownership of the wine destination
¬ Paso Robles offers so much that Atascadero
lacks
¬ Limited funds
¬ Funding
¬ Lack of resources
¬ City resources are very tight
¬ Money to implement
¬ Attract businesses that are not well-funded
due to low rent
¬ Funding
¬ Trashy appearance of our city
¬ Energize the business community
¬ Two different local visions: long-term locals
and new locals
¬ Families vs. homeless
¬ Homeless issues in Sunken Garden
¬ Getting businesses to invest in our town
¬ Community events
¬ Farmers market
¬ Lack of restaurants
¬ Apathetic businesses (some)
¬ Signage
¬ Minimal “things” to do; those we have don’t
take long to do
¬ “Nothing” to do here
¬ Lack of restaurants
¬ Limited shopping opportunities
¬ Empty storefronts (no synergy for business
area)
¬ Offerings/attractions for locals/visitors
(dining/shopping)
¬ Private ownership of business around
Sunken Gardens
¬ Businesses that are hobby-like with
unreliable hours and days of operation
¬ Improving aesthetics without “forcing”
compliance – get buy-in
¬ Appearance of town
¬ Develop around sunken Gardens while
respecting personal property rights
¬ The beauty of our area is a plus (never
mention)
¬ Empty storefronts and lots on ECR look bad
¬ Reputation of Atascadero
¬ Misplaced understanding of what is
business-friendly
¬ Attitude of mediocrity
¬ No follow-through
¬ Complacency
¬ Stuck in the past
¬ Communication: business and tourism
¬ Consistent message to strategic market
segments
¬ Lake Park & Zoo development
¬ Lack of attractions or things to draw visitors
¬ New venues and infrastructure to support
large groups; target 10,000
¬ Zoo – develop infrastructure without $ --
need fundraising
¬ Lack of community consensus on who we
are and what we have to offer
¬ Competing visions for development
¬ Not aligned on priorities
¬ Competing priorities
¬ Reputation of city in region
¬ Events & tourist attractions
¬ “Close to everything” means we don’t have
anything
¬ Destination challenge: branding
¬ Lack of name recognition; need for branding
¬ Lack of major draws (beach, university, etc.)
ATBID | 5/6/26 | Item B1 | Attachment 2
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Atascadero Visioning Workshop 14
¬ Make better utilization of PR and viral social
media
¬ Stop misrepresenting who we are
¬ Competing with surrounding regions that are
more well-known
¬ Atascadero as a center of patriotism (patriotic
city)
¬ Create a clear identity
¬ Branding
¬ Develop a roadmap to the city’s finest assets
¬ Image recognition
¬ A progressive community that projects
professionalism and provides for good
opportunities for both business and quality of
life for residents
¬ Not knowing what we want to be
¬ Event center at lake
¬ Competition from our neighbors
¬ Local events/tourism must communicate
better to have visitors attend local events
¬ Need more events downtown & at lake
(expensive to sponsor)
¬ “Easter egg hunt”
¬ Lack of PR
¬ City staff/leadership for growth – increase
staff?
¬ Personnel/staffing
¬ Lack of mid- to higher-end hotels
¬ Transportation
¬ Public transportation
¬ Transportation: easy access for public to
central coast
Draft Vision Statements
¬ Atascadero is a place where our families can
flourish and thrive, our businesses can
develop and prosper, and visitors can enjoy
our way of life and surroundings.
¬ For people who value authenticity, character
and the outdoors, Atascadero is an ideal
place to visit, live, and discover.
¬ Atascadero is a uniquely beautiful city of
outdoor recreation, culinary adventures, and
hospitality. It’s a place where the arts and
history thrive, and the diversity of experience
and small-town ambiance are waiting to be
discovered.
¬ Atascadero is a place where our families can
share a great community, be safe, our
businesses can grow and give back, and
visitors can enjoy our culture and diversity
amid recreational activities.
ATBID | 5/6/26 | Item B1 | Attachment 2
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Page
Intentionally
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Page 34 of 61
CITY OF ATASCADERO
ADVISORY BOARD FOR THE ATASCADERO
TOURISM BUSINESS IMPROVEMENT DISTRICT
STAFF REPORT
Item B2
5/06/26
2026-2027 Marketing Plan & Paid Media Strategy
RECOMMENDATION:
ATBID Advisory Board to discuss and provide staff direction for the 2026-2027 Marketing Plan & Paid
Media Strategy for Visit Atascadero.
DISCUSSION:
As the ATBID Advisory Board enters this next fiscal year, Verdin Marketing will present a refreshed
and comprehensive paid media strategy for Visit Atascadero! Working off the approved two-year
marketing plan, Verdin will present enhancements to optimize media reach and align with best
practices for earned and owned channels. The focus will be on refining our message and
refreshing creative to better resonate with new audiences while maintaining Atascadero’s unique
position as a Central Coast destination.
Verdin will be providing an oral presentation at the meeting that will delve into our target audience,
highlight updates to our tactical plan, as well as showcase new brand elements and an evolved
campaign that highlights our “Favorite Neighbor.” By leveraging innovative digital platforms,
creating compelling content, and proactive PR efforts, we strive to elevate visitor experiences and
drive sustainable economic growth.
FISCAL IMPACT:
$295,000 in budgeted funds.
ATTACHMENTS:
1. ATBID Verdin Paid Media Plan FY26-27
2. ATBID Marketing Budget Report FY26-27
3. ATBID Marketing Plan FY26-27
Page 35 of 61
Budget: $125,000
Projections Projections Projections Projections Projections Projections Projections Projections Projections Projections Projections Projections
Visit Atascadero 2026 - 2027 Media Plan Targeting Behaviors Target Region Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Total
Digital Advertising
Google Search Value escapers, short getaway groups, family-
fun planners
Bay Area, LA DMA (LA/Ventura), Central
Valley $1,800 $3,200 $4,500 $4,500 $3,800 $2,000 $3,800 $4,000 $4,000 $3,200 $2,400 $2,400 $39,600
YouTube Value escapers, short
getaway groups, family-fun planners
Bay Area, LA DMA
(LA/Ventura), Central Valley $1,400 $1,400 $1,400 $1,500 $1,500 $1,400 $1,400 $10,000
Retargeting - YouTube Value escapers, short getaway groups, family-fun planners
Bay Area, LA DMA (LA/Ventura), Central Valley $400 $550 $1,250 $1,250 $1,250 $1,000 $1,500 $1,500 $1,500 $1,500 $1,500 $1,500 $14,700
Retargeting - GDN - ValueAdd Value escapers, short getaway groups, family-fun planners
Bay Area, LA DMA (LA/Ventura), Central Valley $400
Micro-campaigns/Reactive $12,050 $12,050
Print Advertising
SLO CAL Visitors Guide - Full Page SLO County and select
out of area markets $3,650 [1] $3,650
Social Advertising
Meta (FB & IG) Value escapers, short
getaway groups, family-fun planners
Bay Area, LA DMA
(LA/Ventura), Central Valley $2,500 $2,500 $3,000 $3,000 $3,000 $2,500 $4,000 $4,000 $3,000 $2,500 $2,500 $1,500 $34,000
Meta (FB & IG) - Retargeting Bay Area, LA DMA (LA/Ventura), Central Valley $500 $500 $500 $500 $500 $500 $500 $500 $500 $500 $5,000
Meta Boosts NA $500 $500 $500 $500 $500 $500 $500 $500 $500 $500 $500 $500 $6,000
Total $8,750 $6,750 $11,150 $11,150 $10,450 $6,500 $11,800 $12,000 $10,900 $9,600 $7,400 $18,450 $125,000
ATBID | 5/6/26 | Item B2 | Attachment 1
Page 36 of 61
April 15, 2026
Marketing Budget
Visit Atascadero | Budget: $295,000
Detailed Spending Proj. Proj. Proj. Proj. Proj. Proj. Proj. Proj. Proj. Proj. Proj. Proj.
Budget Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun TOTAL Remaining
Strategy/Planning/Meetings $26,400 $2,200 $2,200 $2,200 $2,200 $2,200 $2,200 $2,200 $2,200 $2,200 $2,200 $2,200 $2,200 $26,400 $0
Creative Development $40,000 $2,691 $2,986 $3,188 $3,416 $2,360 $696 $1,568 $1,040 $2,475 $7,000 $7,000 $5,582 $40,000 $0
Photo/Video Asset Development $20,000 - - $10,000 $10,000 - - - - - - - -$20,000 $0
Swag Hard Costs $8,800 - $8,800 - - - - - - - - - -$8,800 $0
Website Blog and Updates $14,000 $1,309 $1,095 $1,000 $1,121 $1,000 $1,000 $1,000 $1,298 $657 $1,500 $1,500 $1,522 $14,000 $0
Social Media $26,400 $2,200 $2,200 $2,200 $2,200 $2,200 $2,200 $2,200 $2,200 $2,200 $2,200 $2,200 $2,200 $26,400 $0
Email Marketing $14,400 $1,200 $1,200 $1,200 $1,200 $1,200 $1,200 $1,200 $1,200 $1,200 $1,200 $1,200 $1,200 $14,400 $0
Public Relations $14,000 $1,000 $800 $610 $2,000 $800 $200 $530 $660 $400 $500 $2,500 $4,000 $14,000 $0
Media Planning $6,000 $500 $500 $500 $500 $500 $500 $500 $500 $500 $500 $500 $500 $6,000 $0
Media Buy $125,000 $6,000 $6,000 $12,000 $12,000 $12,000 $8,000 $12,000 $12,000 $12,000 $12,000 $11,000 $10,000 $125,000 $0
Summary: Actual to Budget
Budget Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun TOTAL TOTAL
Invoice Totals $295,000 $17,100 $25,781 $32,898 $34,637 $22,260 $15,996 $21,198 $21,097 $21,632 $27,100 $28,100 $27,204 $295,000
Added Value
ATBID | 5/6/26 | Item B2 | Attachment 2
Page 37 of 61
May 2026
Visit Atascadero
Marketing
Plan
ATBID | 5/6/26 | Item B2 | Attachment 3
Page 38 of 61
ATBID
Overview
ATBID | 5/6/26 | Item B2 | Attachment 3
Page 39 of 61
Mission
To brand, market and promote Atascadero, CA as the
classic California Americana destination of choice on
the Central Coast to a regional, national and global
audience targeting leisure, family, business and group
travelers, resulting in more frequent visitation, longer
stays and increased lodging revenue.
Vision
Atascadero is a beautiful and authentic city of outdoor
recreation, culinary adventures, and welcoming
hospitality. It’s a safe place where the arts & history
thrive, and the diversity of experience, generosity of
spirit, and small-town ambiance are here to be enjoyed
by visitors and residents alike.
ATBID | 5/6/26 | Item B2 | Attachment 3
Page 40 of 61
Research &
Trends
ATBID | 5/6/26 | Item B2 | Attachment 3
Page 41 of 61
Travel Trends
1.“Value Without Feeling Cheap”
This is one of the defining California
travel trends right now.
People are asking:
●“Is this worth it?”
●“Can I do this smarter?”
Start messaging Atascadero as:
●A better decision
●A more efficient trip
●Get more out of the same
budget
2. Trip Stacking
People are not traveling for one hero
attraction.
●Outdoor attractions
●Culinary experiences
●Local shopping opportunities
Atascadero should position as:
●The destination where they can
easily layer multiple good
experiences into one seamless
day.
3. Proximity-Based Travel Decisions
People are choosing destinations based
on:
●Distance
●Ease
●Flexibility
Rather than bucket-list-driven travel.
Atascadero is:
●“20 minutes to wine country”
●“30 minutes to the beach”
●“Right in the middle of
everything”
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Target
Audiences
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Target Audiences
Value-Conscious California Escapers
Why they matter
This is the largest and fastest-growing segment right now. With rising
travel costs, California residents are still traveling but making more
calculated decisions about where they stay and how they spend.
Behavior shifts
●Shorter booking windows
●Short trips and long weekends (2–3 nights)
●More comparison shopping across destinations
●Looking for “worth it” experiences, not just cheap ones
Why Atascadero wins
●Central Coast access without premium pricing
●Less crowded, more relaxed experience
●Central location makes it easy to explore more in one trip
Opportunity
Position Atascadero as the smart way to experience the Central Coast.
Not a compromise, but a better, more efficient choice that delivers more
value per trip
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Target Audiences
Short-Stay Experience Stackers (Couples / Friend Groups)
Why they matter
This audience drives consistent year-round occupancy, especially in shoulder
season. They are highly influenceable and motivated by content.
Behavior shifts
●Trips are shorter but more packed with activities
●Desire to “do more” in a limited timeframe
●Prioritize variety: food, drink, outdoors, events, shopping in one trip
●Heavily influenced by social and itinerary-based content
Why Atascadero wins
●Proximity to wine country, breweries, downtown, and outdoors
●Easy to navigate with minimal planning or drive time between stops
●Ability to layer multiple experiences into a single day
Opportunity
Position Atascadero as the ultimate Central Coast basecamp for doing
more. Lean into itinerary-driven storytelling that shows how much can be
experienced in a short stay
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Target Audiences
Regional Families Seeking Easy Wins
Why they matter
Families represent longer stays, higher total trip spend, and strong repeat
visitation potential, making them critical to stabilizing occupancy.
Behavior shifts
●Increased focus on affordability and trip value
●Preference for low-stress, easy-to-plan destinations
●Choosing drivable locations over complex or expensive travel
●Prioritizing destinations that offer a variety of experiences for
multiple demographics
Why Atascadero wins
●More affordable lodging options compared to nearby destinations
●Central location with access to beaches and family-friendly
experiences
●Less congestion and easier logistics than coastal hubs
Opportunity
Position Atascadero as the easy, no-hassle Central Coast getaway for
families. Focus messaging on simplicity, convenience, and the ability to keep
everyone happy without overplanning
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Game Plan
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Game Plan
1. Demand is still there… but more selective
People are traveling, but:
●Taking fewer trips
●Shortening stays
●Being more intentional about value
2. Smaller destinations are losing share to “known winners”
●Big cities and major destinations are rebounding
●Secondary markets need a stronger reason to choose
3. Price sensitivity is driving decision-making
●ADR growth is happening statewide, but occupancy is uneven
●Travelers are trading location and perception for value
4. Regional (drive) travel is still the core engine
●With international still down, California residents matter more than
ever
Core Strategy
Do the Central Coast smarter.
Stay in Atascadero.
Focus on:
●Value (get more out of your trip)
●Proximity (close to everything)
●Ease (simple, low-friction travel)
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Game Plan
GOAL MEASURABLE OBJECTIVES HIGH-LEVEL TACTICS
1. Be the Smart Place to Stay
Position Atascadero as the
easiest and most efficient
Central Coast basecamp
●+5% increase in engagement
from core drive markets
●Develop itinerary-first content
●Highlight proximity across key activities (wine,
beach, etc.)
●Retarget users with trip-planning content
2. Capture Trip Planners and
Turn Interest into Action
Focus on travelers already
considering a Central Coast trip
●+5% increase in high-intent
traffic (paid search + paid social
retargeting)
●Prioritize high-intent channels
●Align paid media ads to trip-planning intent
●Use social media to demonstrate real,
achievable trips
●Create scannable “plan your weekend” content
3. Drive Off-Season and
“Easy Yes” Trips
Make Atascadero the easiest,
most approachable getaway
●+3% improvement in off-season
website engagement
(September-May)
●Lead with ease, value, and low-friction travel
●Promote seasonal trips
●Use email to drive timely trip planning
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Benchmark
MEASURABLE OBJECTIVES 2025-2026 Benchmark
●+5% increase in engagement from core
drive markets
●15K active users (quarterly avg.) from
target markets (LA, SF,
Fresno/Bakersfield)
●+5% increase in high-intent traffic ●27.5K users (quarterly avg.) from paid
search and paid social media
●+3% improvement in off-season website
engagement (September-May)
●45K engaged website sessions in
off-season
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Paid
Media
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Target Markets
●Bay Area
San Francisco, San Jose,
Oakland
●Los Angeles DMA
Los Angeles + Ventura County
●Central Valley
Fresno, Bakersfield
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Media Channels
●Search: Capture people
already planning
●Social: Show what the trip
actually looks like
●Retargeting: Bring people
back to finish planning
●YouTube: Short bursts to
support awareness
●Print: County awareness
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Paid Media Plan
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Owned
Strategy
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Social Media
●Video-first strategy, followed by carousel
posts with multiple images
●Continue high-performing event content
●“Stack your day” storytelling that highlights
multiple stops in one outing
●Short-form video focused on ease,
proximity, and low-friction travel
●Content that answers “what would I
actually do here?” (shifting into more
practical posts, not just inspirational)
●Longer captions packed with info
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Email Newsletter
●Seasonal sends that position Atascadero as
an easy, timely getaway with lots to do
●Add a new Signature Events block
highlighting major annual events coming
throughout the year so people can plan
way ahead
●Consider introducing a giveaway incentive
to increase e-newsletter signups,
cross-promoted on social media
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Website
●Dedicated campaign landing pages for
initiatives (saw strong performance with
Neighborhood Tab, Most Festive Neighbor)
●Detailed blog posts like:
“Stretch Your Weekend Further:
A Budget-Friendly Trip to Atascadero”
●SEO support in an AI search era, with
question-based, itinerary-rich content
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Earned
Strategy
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Public Relations
●Attend two media events through the Visit
SLO CAL co-op
●Monthly content submissions
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Questions
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