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HomeMy WebLinkAbout06-09-2021 TBID Agenda PacketCity of San Luis Obispo, Agenda, Planning Commission Agenda TOURISM BUSINESS IMPROVEMENT DISTRICT BOARD Wednesday, June 9, 2021 10:00 AM REGULAR MEETING Teleconference Based on the threat of COVID-19 as reflected in the Proclamations of Emergency issued by both the Governor of the State of California, the San Luis Obispo County Emergency Services Director and the City Council of the City of San Luis Obispo as well as the Governor’s Executive Order N-29-20 issued on March 17, 2020, relating to the convening of public meetings in response to the COVID-19 pandemic, the City of San Luis Obispo will be holding all public meetings via teleconference. There will be no physical location for the Public to view the meeting. Below are instructions on how to view the meeting remotely and how to leave public comment. Additionally, members of the Tourism Business Improvement District (TBID) Board are allowed to attend the meeting via teleconference and to participate in the meeting to the same extent as if they were present. Using the most rapid means of communication available at this time, members of the public are encouraged to participate in TBID meetings in the following ways: 1. Remote Viewing - Members of the public who wish to watch the meeting can view: ➢ View the Webinar (recommended for the best viewing quality): ➢ URL:https://slocity-org.zoom.us/j/92334715033?pwd=Zlg5YldRL2N4V1Q1WGI3MW5Pb3RpQT09 ➢ Telephone Attendee: +1 (669) 669-900-6833 ➢ Webinar ID: 923 3471 5033 Passcode: 915354 Note: The City is switching to Zoom Webinar for City Council Meetings. All attendees will enter the meeting muted. An Attendee tutorial is available on YouTube; please test your audio settings. 2. Public Comment - The TBID will still be accepting public comment for only items on the agenda. Public comment can be submitted in the following ways: • Mail or Email Public Comment o Received by 8:00 AM on the day of meeting - Can be submitted via email to: advisorybodies@slocity.org or U.S. Mail to City Clerk at 990 Palm St., San Luis Obispo, CA 93401 o Emails sent after 8:00 AM – Can be submitted via email to advisorybodies@slocity.org and will be archived/distributed to members of the Advisory Body after the meeting. Emails will not be read aloud during the meeting. • Verbal Public Comment o Received by 8:00 AM on the day of the meeting - Call (805) 781-7164; state and spell your name, mention the agenda item number you are calling about and leave your comment (limited to 3 minutes). All voicemails will be forwarded to the TBID members and saved as Agenda Correspondence. Voicemails will not be played during the meeting. o During the meeting – Members of the public who wish to provide public comment can join the webinar (instructions above). Once Public Comment is opened for the item you would like to speak on please raise your virtual hand. Your name will be called and your mic will be unmuted. You will have 3 minutes to speak. All comments submitted will be placed into the administrative record of the meeting. Tourism Business Improvement District Board Agenda for June 9, 2021 Page 2 CALL TO ORDER Chair John Conner ROLL CALL : Chair John Conner, Vice Chair LeBren Harris and members Pragna Patel-Mueller, Natalie Ward, David Smith, Stephanie Bolles and Matt Wilkins PUBLIC COMMENT: At this time, people may address the Committee about items not on the agenda. Persons wishing to speak should come forward and state their name and address. Comments are limited to three minutes per person. Items raised at this time are generally referred to staff and, if action by the Committee is necessary, may be scheduled for a future meeting. CONSENT ITEMS C.1 Minutes of Meeting on Wednesday, May 12, 2021 C.2 Minutes of Special Meeting on Thursday, May 13, 2021 C.3 Smith Travel Report C.4 Transient Occupancy Tax (TOT) Report C.5 Chamber Public Relations Monthly Report C.6 Chamber Guest Services Monthly Report C.7 Noble Studios & DCI Marketing Monthly Report C.8 Marketing Committee: Co-Op Program Commitments Report C.9 SLO TBID Resilience Assessment Report BUSINESS ITEMS 1. SLO CAL EVENTS AND FESTIVALS STRATEGY 25 mins Melissa Murray, Destination Management Project Manager from Visit SLO CAL will present the Experience SLO CAL 2050 Events and Festivals Strategy project scope. The Board will discuss the TBID recommendation for City’s support and participation in the process. 2. SLO TBID BRAND ASSET PRODUCTION 10 mins Marketing Committee will present the recommendation to use up to $50k from the FY 20-21 contingency budget for SLO TBID photography and videography production. 3. FY 2021-22 TBID PROGRAM BUDGET 25 mins Management Committee and staff will present the recommended FY 2021-22 TBID program operating budget allocations for Board approval and recommendation to City Council. 4. TBID CONTRACT CONSIDERATIONS 5 mins Management Committee and staff will present the recommended TBID contract commitments for Board approval. 5. CONTENT MARKETING SERVICES RFP 25 mins Staff will present the draft RFP document for Content Marketing Services for Board discussion and recommendation to City Council. Tourism Business Improvement District Board Agenda for June 9, 2021 Page 3 6. BRAND EQUITY RESEARCH CONSIDERATION 15 mins The Board will continue the discussion on the proposed Brand Equity research with input from the Marketing Committee, staff and agency. TBID LIAISON REPORTS AND COMMUNICATION 1. HOTELIER UPDATE – Liaison Reports 2. MARKETING COMMITTEE UPDATE – Meeting Minutes: May 19, 2021 and June 2, 2021 3. MANAGEMENT COMMITTEE UPDATE – Meeting Minutes: June 3, 2021 4. PCC UPDATE – Meeting Minutes: May 12, 2021 5. VISIT SLO CAL UPDATE – Liaison Reports 6. TOURISM PROGRAM UPDATE – Staff Report ADJOURNMENT The next Regular Meeting of the Tourism Business Improvement District Board is scheduled for Wednesday , July 14, 2021 at 10:00 a.m. held remotely and via teleconference. The City of San Luis Obispo wishes to make all of its public meetings accessible to the public. Upon request, this agenda will be made available in appropriate alternative formats to persons with disabilities. Any person with a disability who requires a modification or accommodation in order to participate in a meeting should direct such request to the City Clerk’s Office at (805) 781-7100 at least 48 hours before the meeting, if possible. Telecommunications Device for the Deaf (805) 781-7410. Meeting audio recordings can be found at the following web address: http://opengov.slocity.org/WebLink/1/fol/61016/Row1.aspx DRAFT Minutes – Tourism Business Improvement District Board Meeting of 5/12/2021 Pg. 1 Minutes - DRAFT TOURISM BUSINESS IMPROVEMENT DISTRICT BOARD Wednesday, May 12, 2021 Regular Meeting of the Tourism Business Improvement District Board CALL TO ORDER The regular teleconference meeting of the San Luis Obispo Tourism Business Improvement District Board was called to order on May 12, 2021 at 10:03 a.m. held via teleconference by Chair John Conner. ROLL CALL Present: Chair John Conner, Vice Chair LeBren Harris (departed at 12:00 p.m) and members Pragna Patel-Mueller, David Smith, Natalie Ward (arrived at 10:04 a.m.), Stephanie Bolles and Matt Wilkins Absent: none Staff: Tourism Manager Molly Cano and Tourism Coordinator Chantal Stewart PUBLIC COMMENT ON ITEMS NOT ON THE AGENDA None. --End of Public Comment-- CONSENT ITEMS ACTION: MOTION BY BOARD MEMBER PATEL-MUELLER SECONDED BY BOARD VICE CHAIR YOUNG-HARRIS, CARRIED 7-0-0 TO APPROVE THE CONSENT AGENDA ITEMS 1 THRU 7. C.1 Minutes of Meeting on Wednesday, April 14, 2021 C.2 Minutes of Special Meeting on Wednesday, April 19, 2021 C.3 Smith Travel Report C.4 Transient Occupancy Tax (TOT) Report C.5 Chamber Public Relations Monthly Report C.6 Chamber Guest Services Monthly Report C.7 Noble Studios & DCI Marketing Monthly Report BUSINESS ITEMS 1. ROLL OUT THE BARRELS SPONSORSHIP As recommended by the Marketing Committee, Tourism Manager Cano reviewed the sponsorship for SLO Coast Wine Collective in the amount of $3,000 for the advertising of Roll Out the Barrels from the FY20-21 contingency budget. DRAFT Minutes – Tourism Business Improvement District Board Meeting of 05/12/2021 Pg. 2 Public Comment None. --End of Public Comment-- ACTION: MOTION BY BOARD MEMBER YOUNG-HARRIS SECONDED BY BOARD MEMBER BOLLES, CARRIED 7-0-0 to move forward with the sponsorship for SLO Coast Wine Collective in the amount of $3,000 for the advertising of Roll Out the Barrels from the FY20-21 contingency budget as recommended by the Marketing Committee. 2. MARKETING AGENCY AD HOC HOURS FOR CALIFORNIA NOW Agency representatives from Noble Studios presented and requested an additional budget allocation of $6,000 from the FY20-21 contingency budget for the implementation of the California Now stories opportunity offered by Visit California. Board members discussed the opportunity and type of content that would be used. Public Comment None. --End of Public Comment-- ACTION: MOTION BY BOARD MEMBER WILKINS SECONDED BY BOARD MEMBER WARD, CARRIED 7-0-0 to move forward with additional budget allocation of $6,000 from the FY 20-21 contingency budget for the implementation of the California Now stories opportunity offered by Visit California. 3. LOCAL/VISITOR SENTIMENT SURVEY OPTIONS Noble Studios presented a proposal for two research studies. The first study would be for local sentiment, visitor awareness and visitor perception in alignment with the TBID Strategic Plan. The suggested budget would be $25K - $30K annually for the sentiment survey which would include deliverables that will help track three strategic imperatives over the course of two years. The second proposed piece is a brand equity research for $60K-$75K to get an objective, data-driven assessment of the SLO brand in the absolute and as compared to other proximate destinations. Board members discussed both options presented. Public Comment None. --End of Public Comment-- ACTION: MOTION BY BOARD MEMBER WILKINS SECONDED BY BOARD MEMBER SMITH, CARRIED 6-1-0 to move forward with the local and visitor sentiment survey for up to $55K over a two-year period to be pulled from the contingency line item; and to have the Marketing Committee further discuss and vet the brand equity research study component for potential board consideration. 4. SLO CHAMBER CONTRACT PROPOSALS The Board received the contract proposal presentation from the SLO Chamber for Public Relations Support and Guest Services. Public Comment None. DRAFT Minutes – Tourism Business Improvement District Board Meeting of 05/12/2021 Pg. 3 --End of Public Comment-- No action was taken on this item. 5. CAL POLY ATHLETICS STRATEGIC PARTNER PROPSAL The Board received a presentation from Heather Hellman of Cal Poly Athletics to propose a sponsorship. In summary, the partnership would include a $62,000 investment for hosted rooms at a property level negotiated rate and marketing benefits. This would be a three-year contract. Public Comment None. --End of Public Comment-- No action was taken on this item. 6. FY 2021-22 TBID BUDGET PRIORITIES & CONSIDERATIONS This item was moved to a special board meeting due to lack of time. Public Comment None. --End of Public Comment-- TBID LIAISON REPORTS AND COMMUNICATION 1. HOTELIER UPDATE – None. 2. MARKETING COMMITTEE UPDATE – None. 3. MANAGEMENT COMMITTEE UPDATE – None. 4. PCC UPDATE – None. 5. VISIT SLO CAL UPDATE – None. 6. TOURISM PROGRAM UPDATE – None. ADJOURNMENT The meeting was adjourned at 12:12 p.m. The next Tourism Business Improvement District Board meeting will be a special meetin and is scheduled for Thursday, May 13, 2021 at 11:30 a.m. held remotely and via teleconference. APPROVED BY THE TOURISM BUSINESS IMPROVEMENT DISTRICT BOARD: XX/XX/XXXX DRAFT Minutes – Tourism Business Improvement District Board Meeting of 05/13/21 Pg. 1 DRAFT Minutes TOURISM BUSINESS IMPROVEMENT DISTRICT BOARD Monday, May 13, 2021 Special Teleconference Meeting of the Tourism Business Improvement District Board CALL TO ORDER The special teleconference meeting of the San Luis Obispo Tourism Business Improvement District Board was called to order on May 13, 2021 at 11:32 a.m. at via Zoom by Chair Conner. ROLL CALL Present: Chair John Conner, Vice Chair LeBren Harris (arrived at 11:39 a.m.) and members Matt Wilkins, Natalie Ward, David Smith (arrived at 11:44 a.m.) and Stephanie Bolles Absent: Pragna Patel-Mueller Staff: Tourism Manager Molly Cano and Tourism Coordinator Chantal Stewart PUBLIC COMMENT ON ITEMS NOT ON THE AGENDA None. --End of Public Comment-- BUSINESS ITEMS 1. FY 2021-22 TBID BUDGET PRIORITIES & CONSIDERATIONS Staff and management committee members presented the FY 2021-22 budget approach to the Board for discussion. Highlighted priorities for discussion included an increase in marketing investments, considering a sales and tradeshow opportunities and incorporating the Strategic Plan workplans. Additionally, staff reviewed the contractor evaluations scores. Public Comment None. --End of Public Comment-- No action was taken on this item. 2. BRAND IDENTITY PRESENTATION Agency representatives from Noble Studios presented the SLO TBID’s brand identity. Board members provide feedback and recommendations for implementation. Public Comment None. --End of Public Comment-- DRAFT Minutes – Tourism Business Improvement District Board Meeting of 05/13/2021 Pg. 2 ACTION: MOTION BY BOARD MEMBER WILKINS SECONDED BY BOARD MEMBER WARD, CARRIED 6-0-1 to move forward and adopt the brand identity as presented. ADJOURNMENT The meeting was adjourned at 12:49 p.m. The next Tourism Business Improvement District Board meeting is scheduled for Wednesday, June 9, 2021 at 10:00 a.m. held remotely and via teleconference. May 2021 WD WE Total WD WE Total WD WE Total WD WE Total WD WE Total WD WE Total City of Paso Robles 64.7 77.5 68.4 123.10 207.61 150.46 79.67 160.83 102.86 174.1 241.6 192.8 33.5 92.4 55.8 265.9 557.4 356.3 City of Pismo Beach 58.5 76.1 63.5 166.67 274.54 203.59 97.45 208.85 129.28 68.4 34.9 55.2 31.9 42.6 33.6 122.1 92.4 107.3 City of San Luis Obispo 51.5 76.3 58.6 138.98 214.63 167.12 71.60 163.73 97.92 86.5 107.9 93.9 39.8 66.6 52.5 160.7 246.5 195.7 City of Morro Bay 55.7 72.9 60.6 127.24 208.94 155.31 70.84 152.22 94.09 100.1 72.7 89.7 40.3 66.0 49.3 180.6 186.5 183.3 WD WE Total WD WE Total WD WE Total WD WE Total WD WE Total WD WE Total City of Paso Robles 63.3 89.7 70.9 123.91 222.86 159.69 78.46 199.86 113.14 144.9 206.7 164.1 39.9 99.5 66.7 242.6 511.9 340.4 City of Pismo Beach 60.6 83.1 67.0 172.91 296.00 216.53 104.70 245.93 145.05 39.0 28.5 35.0 30.9 47.4 37.3 81.9 89.3 85.4 City of San Luis Obispo 55.7 83.3 63.6 137.69 220.05 168.52 76.67 183.25 107.13 94.4 80.4 88.9 42.5 82.3 58.9 177.0 228.9 200.1 City of Morro Bay 56.1 79.9 62.9 127.49 218.11 160.37 71.55 174.22 100.88 70.1 45.0 60.0 36.8 67.7 48.6 132.6 143.2 137.8 WD WE Total WD WE Total WD WE Total WD WE Total WD WE Total WD WE Total City of Paso Robles 66.8 89.7 73.3 127.98 236.40 165.89 85.44 212.08 121.63 141.7 126.6 136.2 40.7 71.8 53.6 240.0 289.3 262.9 City of Pismo Beach 63.3 85.8 69.8 177.28 303.60 221.68 112.27 260.56 154.64 52.8 62.2 56.0 23.1 28.4 26.5 88.1 108.3 97.3 City of San Luis Obispo 58.4 85.4 66.1 137.98 230.49 172.12 80.60 196.88 113.82 89.0 77.0 84.4 40.2 66.8 51.4 164.9 195.2 179.1 City of Morro Bay 58.5 83.6 65.6 130.61 222.17 163.90 76.39 185.64 107.60 68.6 61.9 66.1 31.1 31.7 30.7 121.0 113.2 117.1 WD WE Total WD WE Total WD WE Total WD WE Total WD WE Total WD WE Total City of Paso Robles 68.5 90.3 74.7 128.79 248.38 170.06 88.22 224.19 127.07 105.5 132.7 114.1 18.7 83.2 45.3 144.0 326.3 211.0 City of Pismo Beach 66.6 88.2 72.8 181.42 348.57 239.33 120.82 307.61 174.19 23.5 42.7 29.6 2.4 46.3 21.9 26.5 108.9 57.9 City of San Luis Obispo 60.4 92.3 69.5 143.15 261.19 187.92 86.46 241.03 130.62 50.9 77.6 60.0 23.7 85.1 51.1 86.6 228.7 141.7 City of Morro Bay 59.9 88.4 68.0 130.79 252.91 176.10 78.36 223.44 119.81 31.5 54.2 39.1 6.4 58.8 30.3 39.8 144.9 81.3 Week of May 23, 2021 to May 29, 2021 Week of May 16, 2021 to May 22, 2021 Week of May 9, 2021 to May 15, 2021 Week of May 2, 2021 to May 8, 2021 RevPar Current Week Totals Percent Change Occupancy (%)ADR RevPar Occupancy (%)ADR RevPar Current Week Totals Percent Change Occupancy (%)ADR RevPar Occupancy (%)ADR Current Week Totals Percent Change Occupancy (%)ADR RevPar Occupancy (%)ADR RevPar Current Week Totals Percent Change Occupancy (%)ADR RevPar Occupancy (%)ADR RevPar 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 Change +/- July 508,195$ 541,806$ 591,184$ 636,778$ 699,845$ 761,346$ 844,845$ 877,391$ 861,241$ 884,317$ 913,019$ 535,638$ -41.3% August 511,564$ 542,194$ 574,395$ 623,655$ 674,244$ 732,271$ 774,501$ 765,232$ 728,932$ 775,513$ 826,465$ 622,435$ -24.7% September 400,023$ 437,543$ 490,524$ 508,583$ 505,954$ 557,002$ 643,127$ 650,117$ 693,704$ 682,810$ 720,414$ 660,475$ -8.3% October 414,870$ 442,586$ 437,805$ 469,977$ 509,435$ 594,032$ 642,221$ 628,049$ 601,208$ 650,101$ 711,393$ 626,320$ -12.0% November 280,913$ 330,924$ 347,437$ 359,163$ 425,769$ 475,360$ 468,016$ 497,162$ 513,487$ 556,885$ 593,403$ 420,171$ -29.2% December 246,684$ 274,417$ 314,784$ 319,451$ 355,315$ 391,132$ 429,600$ 434,836$ 473,701$ 488,296$ 488,757$ 233,987$ -52.1% January 230,279$ 256,351$ 276,165$ 302,153$ 331,853$ 400,239$ 387,304$ 396,559$ 415,690$ 465,547$ 520,813$ 300,504$ -42.3% February 273,373$ 302,246$ 323,359$ 344,160$ 366,980$ 431,510$ 466,915$ 439,735$ 503,451$ 524,327$ 596,021$ 425,501$ -28.6% March 326,099$ 333,783$ 392,266$ 426,879$ 448,103$ 520,795$ 559,235$ 549,642$ 577,285$ 602,781$ 268,458$ 614,863$ 129.0% April 423,158$ 451,133$ 475,913$ 486,850$ 564,617$ 610,894$ 609,439$ 708,724$ 641,919$ 741,364$ 69,184$ 687,729$ 894.1% May 372,997$ 433,874$ 447,116$ 489,862$ 546,916$ 601,614$ 598,093$ 645,114$ 630,820$ 665,603$ 174,982$ -100.0% June 490,326$ 512,543$ 578,234$ 610,948$ 630,729$ 727,028$ 731,038$ 765,362$ 796,899$ 835,727$ 409,945$ -100.0% Total/Average 4,478,481$ 4,859,400$ 5,249,181$ 5,578,460$ 6,059,758$ 6,803,224$ 7,154,334$ 7,357,923$ 7,438,338$ 7,873,272$ 6,292,853$ 5,127,622$ -18.5% *39 properties 2019-20 2020-21 Change +/-2019-20 2020-21 Change +/-2019-20 2020-21 Change +/- July 80.0 54.5 -31.9 184.4 165.96 -10.0 147.59 90.53 -38.7 August 77.1 61.0 -21.0 173.97 162.84 -6.4 134.18 99.27 -26.0 September 73.3 63.1 -14.0 159.48 167.66 5.1 116.97 105.79 -9.6 October 73.0 61.9 -15.2 156.99 162.18 3.3 114.56 100.38 -12.4 November 67.4 49.85 -25.5 147.11 145.06 -0.8 99.17 72.32 -26.1 December 57.7 33.32 -42.0 134.41 123.53 -7.6 77.59 41.16 -46.4 January 62.3 40.5 -34.7 130.45 124.24 -4.4 81.27 50.28 -37.6 February 63.5 54.4 -14.4 145.70 138.33 -5.1 92.48 75.18 -18.7 March 33.6 66.7 98.4 130.78 144.67 10.6 44.00 96.55 119.4 April 18.3 70.5 285.2 91.88 169.50 84.5 16.80 119.42 610.7 May 34.5 119.15 41.15 June 49.3 152.80 75.39 Total/Average 57.52 60.13 -20.5 143.93 164.66 -2.0 86.76 98.99 -21.7 Updated: 6/2/2021 TOT Comparison *Figures from Smith Travel Research Report Occupancy ADR RevPAR Report to City of SLO – TBID and PCC Public Relations Contract May 2021 PR Activity Implementation/Proactive work 1)Pitched Downtown SLO’s Plaza Pop-Up to regional media 2)Sent release with final results of ‘Buy Local Bonus’program to regional media 3)Sent June community events release to regional media 4)Drafted ‘Meet Your Neighborhood Food Truck’ Q&A for VisitSLO.com 5)Continued planning freelancer Tanvi Chheda’s rescheduled visit to SLO 6)In partnership with Mindbody, continued planning micro-influencer Jacki Carr ’s rescheduled visit to SLO 7)Continued working on the ‘Support Local Pledge’in partnership with the City 8)Continued working on the Plaza Pop-Ups pilot program 9)Continued working with Verdin on Support Local Campaign and implementation 10)Continued working with the City and Noble Studios on overall tourism marketing campaign Responsive leads 1)Coordinated itinerary and hosted Scott and Gina Hall on assignment for LalaLand and BizJournal, respectively in partnership with DCI 2)Provided photos to Alison Tibaldi for USA Today 3)Provided photos to freelancer Chelsie Davies working on articles for Forbes Partnerships 1)Coordinated experiences for NBC ’s California Live filming in SLO in partnership with Hotel SLO 2)Coordinated stay and experiences in SLO for Jonny Bierman of Eco Escape Travel in partnership with SLO CAL 3)Began planning media visit for Todd Elliot ’s of Coast to Coast Newspaper in partnership with SLO CAL 4)Began planning media visit for Marci DeWolf ’s on assignment for Gannett’s Travel News Service in partnership with SLO CAL 5)Met with new SLO CAL representative to discuss future opportunities working together 6)Pitched the following content to Visit California: a)Where to Celebrate Pride in California i)Plaza Pop-Up featuring Central Coast Pride ii)San Luis Obispo Pride Week - May 16-23, 2021 7)Pitched the following content to CCTC: a)Summer Events 2021 i)Downtown SLO Farmers' Market ii)Plaza Pop-Ups iii)Carnegie Lecture: La Loma Adobe Report to City of SLO – TBID and PCC Public Relations Contract May 2021 iv)SLO Grilled Cheese Festival v)Get Outside Film Series: Playing with Sharks May 2020-21 YTD UVPM 288,955,100 3,437,905,905 AD VALUE $79,451.39 $1,020,185.43 PLACEMENTS 20 159 Media Placements 1.KSBY,Cal Poly Rose Float Program collaborates on art installation in Downtown SLO RESULT: Proactive pitching PILLAR: Support Local UVPM: 207,400 AD VALUE: $47.69 2.KEYT,Cal Poly ’s Rose Float team adds art installation in Downtown San Luis Obispo RESULT: Proactive pitching PILLAR: Support Local UVPM: 131,000 AD VALUE: $30.15 3.THE PASO ROBLES PRESS,Mission Plaza Blooms with Art Installations RESULT: Proactive pitching PILLAR: Support Local UVPM: 11,000 AD VALUE: $2.42 4.MUSTANG NEWS,Cal Poly Rose Float Team Creates “Spring Wings” Art Installation PILLAR: Support Local UVPM: 500 Report to City of SLO – TBID and PCC Public Relations Contract May 2021 5.THE POINTS GUY,From LA to San Francisco: What it ’s like driving one of America’s best road trips RESULT: Media hosting PILLAR: Cultural, Culinary, Beer/Wine MENTIONS: Mission San Luis Obispo de Tolosa UVPM: 69,200,000 AD VALUE: $15,900.00 6.NBC CALIFORNIA LIVE,Dani and Malou Road Trip to the Central Coast RESULT: Media hosting PILLAR: Cultural MENTIONS: Hotel SLO UVPM: 3,000,000 AD VALUE: $1,900.00 7.TRAVEL + LEISURE,These Hotels Have Incredible Mini-bars Featuring Local Snacks, Cool Souvenirs,and Awesome Booze PILLAR: Culinary, Beer/Wine MENTIONS: Granada Hotel and Bistro UVPM: 136,300,000 AD VALUE: $32,500.00 8.FAMILY VACATIONIST,13 Great Outdoor Activities for Families Around Pismo Beach RESULT: Media hosting PILLAR: Family, Cultural MENTIONS: San Luis Obispo Children’s Museum, Doc Burnstein’s Ice Cream Lab 9.PLANET WARE,Where to Stay in San Luis Obispo: Best Areas & Hotels PILLAR: Family, Cultural MENTIONS: Mission San Luis Obispo de Tolosa, Bubblegum Alley, San Luis Obispo Museum of Art, Fremont Theater, Granada Hotel and Bistro, SLO Brew Lofts, Quality Suites, The Kinney, Madonna Inn, San Luis Creek Lodge,Courtyard Marriott, Avenue Inn, Rose Garden Inn, Best Western, Peach Tree Inn, Apple Farm, Garden Street Inn UVPM: 1,008,000 AD VALUE: $248.29 10.CHEAPISM,The best drive-in movie theaters in America PILLAR: Cultural MENTIONS: Sunset Drive-In UVPM: 67,150,000 AD VALUE: $15,444.86 Report to City of SLO – TBID and PCC Public Relations Contract May 2021 11.LA TIMES,Need weekend plans? Hike a desert crater — or go treasure hunting PILLAR: Family, Culinary MENTIONS: Doc Burnstein’s Ice Cream UVPM: 11,600,000 AD VALUE: $13,300.00 12.THE ENTREPRENEUR FUND,Here Are Five of the Most Extraordinary Hotels in The World PILLAR: Cultural MENTIONS: Madonna Inn UVPM: 5,000 AD VALUE: $1.10 13.BLOGARAMA,Road Trip! 8 Exciting California Family Summer Getaways PILLAR: Family, Cultural MENTIONS: Mission San Luis Obispos de Tolosa UVPM: 46,000 14.BEAUTY & THE BUMP,Best Family-Friendly Places to Travel West Coast PILLAR: Family, Cultural MENTIONS: Laguna Lake Park, Johnson Ranch, Mission Plaza UVPM: 500 15.TASTE CALIFORNIA TRAVEL,Spa Cerro Reopens in San Luis Obispo RESULT: Partnership pitching UVPM: 300 16.KCLU,Floral Art Brings Petal Power To Downtown San Luis Obispo RESULT: Partnership pitching PILLAR: Support Local UVPM: 5,000 AD VALUE: $1.23 17.NEW TIMES,Downtown SLO looks to rebound in time for post-pandemic summer; city to discuss keeping parklets UVPM: 41,000 AD VALUE: $9.32 18.KSBY,Tourism industry picking up in San Luis Obispo County RESULT: Partnership pitching MENTIONS: Visit SLO CAL UVPM: 207,400 Report to City of SLO – TBID and PCC Public Relations Contract May 2021 AD VALUE: $47.69 Events: 19.NEW TIMES,SLOMA celebrates official reopening to the public, announces new hours PILLAR: Cultural UVPM: 41,000 AD VALUE: $9.32 20.NEW TIMES,Art Central holds new solo exhibit, Controlled Chaos PILLAR: Cultural UVPM: 41,000 AD VALUE: $9.32 Report to City of SLO – TBID Guest Services Contract May 2021 Response to TBID Advertising Week 1 Week 2 Week 3 Week 4 May 2020 May 2021 Calls to 1-877-SLO-TOWN 21 37 28 39 104 125 Hotel Availability Tracker Week 1 Week 2 Week 3 Week 4 May 2020 May 2021 Email Response 25 26 26 26 118 103 Phone Calls to Hotels 94 101 78 84 321 354 Hotel Referrals Week 1 Week 2 Week 3 Week 4 May 2020 May 2021 Visitors Served (walk-ins) 1,354 1,557 1,507 1,448 n/a 5,866 Guests Served (via phone and digitally) 608 581 642 534 2,026 1,913 Hotel Rooms Referred 401 370 416 422 n/a 1,609 Agency Report · May 2021 SLO-TBID Agency Repor t May Activity & Performance What’s Ahead: ●April-June 2021 Marketing Plan: https://docs.google.com/spreadsheets/d/1NIpF7xipyZ3SOA7EWG8vIYWr1CvsXIdSXfQXnkK Aaik/edit?usp=sharing Paid Media Paid search drove 29,576 impressions (a 1% increase MoM), 2,438 clicks, a 8.24% CTR and 2,336 sessions (a 8% decrease MoM)while driving 157 Book Now Conversions (22% decrease MoM), 492 hotel referrals (8% decrease MoM) and 10 homestay referrals (17% decrease MoM)at a 8% decrease in cost. Paid social drove 1,216,220 impressions, 276,837 users reached and 13,145 clicks across Facebook, Instagram and Pinterest with a 1.43% CTR for FB/Insta and .36% on Pinterest for 5,360 sessions (4% increase MoM)while driving 3 Book Now Conversions (33% increase MoM), 10 hotel referrals (43% increase MoM) and 3 homestay referrals (188% increase MoM)at a 11% decrease in cost. Display drove 2,001,697 impressions, 11,627 clicks,a .58% CTR (a 5% decrease MoM) and 13,915 sessions while driving 3 Book Now Conversions (50%increase MoM), 9 hotel referrals (50% increase MoM) and 1 homestay referrals (50% decrease MoM)at a 20% decrease in cost. Expedia drove 2,200,000 impressions, 670 clicks, a .03% CTR and 504 sessions while driving 3 Book Now Conversions, 4 hotel referrals and 1 homestay referrals and 1,700 room bookings. ●Proactively monitored and optimized paid media placements ($36,004 spend) ●Launched SLOReady campaigns on all platforms ●Monitored Expedia campaign Email Marketing Newsletters (1 per month) ●On-going: Revise the automated “welcome” newsletter as needed ●Completed: ○April Newsletter (4/7) 2 ■20.1% Open Rate, 1.2% Click Rate ■21% of unique clicks on “Oh-SLO-Sustainable Wine Tour” ○May Newsletter (4/28) ■20.1% Open Rate, 1.5% Click Rate 20% of unique clicks were on “Staying Forever Young in SLO” ●Upcoming: ○June Newsletter (End of May) Search Engine Optimization (SEO) & Content Creation Organic search traffic decreased period-over-period by 4% and increased 99% year-over-year. Organic hotel partner referrals increased 6% (138 vs 130), Book Now increased 32% (33 vs 25) and Homestay referrals increased 11% (21 vs 19) period-over-period (May 1-31,2021 vs March 31-April 30, 2021). We saw a 3% increase in Avg Session Duration,a 2% decrease in bounce rate and a 1% increase in pages per session PoP and 13% increase in Avg Session Duration, a 8% decrease in bounce rate and a 8% increase in pages per session YoY for organic search. May remained steady on overall keyword rankings on the search engine results page. In May, we saw additional positive MoM growth for many of the pages we have optimized including: a 10% increase to Attractions, 56% increase to Homestays,11% increase to Drinks and 9% increase to Hotels. ●SEO Optimizations created: ○Beaches ○Montana De Oro ○Botanical Garden Blog Posts (2 per month) Completed: ●Blog #1: Bike Your Way Through the History of SLO ●Blog #2: Breweries in San Luis Obispo Website The website saw a 13% decrease in sessions period-over-period (May 1-31, 2021 vs March 31-April 30, 2021)and a 402% increase YoY; for a total of 38,797 sessions and 31,481 new users in May. From an engagement perspective, bounce rate decreased by 1%, pages/session and average session duration increased by 3% and 3% (:49 vs :48)respectively PoP. ●Monthly Web Maintenance Items ○WordPress and Plugin Updates 3 ●Ad Hoc Items ○Posted Business Feature blog: ■Meet Your Neighborhood Climbing Gym | Q&A with Kristin Horowitz of The Pad Climbing ■Meet Your Neighborhood Fair Trade Market | Q&A With Lynanne Wiest Of Humankind Fair Trade Social Media Management Across all platforms (Facebook, Twitter, Instagram),@ShareSLO has a total audience of 124,100+ on all platforms combined throughout the month of April. The account with the most engagement rate is Instagram. We implemented a Linktr.ee to host all links from Instagram and give people more ways to access SLO content. There was a slight decrease in followers on Twitter and Facebook vs. last month, but we have seen increased reach and impressions on Twitter. Social Media Posting & Engagement ●Noble Studios created social posts, posted content,and consistently engages with other accounts every day throughout the month of April.Posts aligned with brand messaging and local events/initiatives across all three social platforms:Facebook, Instagram, and Twitter: https://docs.google.com/spreadsheets/d/1z5SNizv1EyGR0vdXyIAH-dCdPu9lJgCL_n4i7SLB Ckg/edit ●Noble Studios revised the social content calendar for March and continues to create, post and engage on behalf of @ShareSLO on Facebook, Instagram and Twitter: https://docs.google.com/spreadsheets/d/1vY5l0_cgpGBLyeT6NBim85qEkweKD5XtASedzS SML38/edit#gid=0 ●Noble Studios created posts to promote the recently created blog posts, as well as share local events such as the April and May Pop-Ups in Mission Plaza. PR, Media, And Influencer Relations DCI’s All Client Pitch Initiative Proposed:(4-6 pitches throughout 2020-21) Progress:4 Complete; 2 To Come ●Completed: Four all client pitches ○California Roadtrip -- San Luis Obispo wineries ○Drive-in Movie Theaters -- Sunset Drive-in ○Holiday Events and Experiences, What’s Different in 2020 - Light up Downtown ○Valentine's Day/Romantic Getaways Proactive Pitch Development: ●Now Here This (Complete) 4 ●Holiday Gifting Guide - Local Makers (Complete) ●Holiday Happenings, Events & Activities (Complete) ●Give the Gift of Slo (Complete) ●Holiday Local Makers (Complete) ●Restaurant Month & SLO Chef Interviews/Profiles (Complete) ●Sustainable Transportation (In progress) ●Food and beverage sustainability (In progress) ●Sustainability/Carbon Neutral 2035 (In progress) ●Sustainable wine trail (In progress) ●Road Tripping (sustainably) in SLO (In progress) Ongoing Media Conversations: ●FORBES, Lana Bortolot, Sustainable Wines ●FORBES, Melissa Kravitz, LGBTQ Events Around USA ●INHABITAT, Teresa Bergen, Sustainable Road trip (Media Visit in June) ●PEOPLE, Sonal Dutt, Best restaurants/places/destinations ●READER'S DIGEST, Katy Spratte Joyce, Best wineries in the country + winery-adjacent property ●SKYSCANNER, Meg Ten Eyck, LGBTQ Pride Celebrations + Events ●JILL BARTH, Freelance Writer, Sustainable Wines ●SCOTT BRIDGES, Freelance Writer, LaLaScoop (wife contributes to Biz Journals) (Media Visit, 5/25-27) ●MARCI DEWOLF, More Content Now columnist (Media Visit,Mid-June 2 nights) ●MICHELE HERRMANN, Freelance Writer, Forbes, Matador,Sustainable Story Ideas ●JAMES MURREN, Freelance Writer, LA Times, Adventure Sports Journal, Earn Your Beer The SLO Sustainable Story + Sustainable Road Trip (Media Visit in June) ●MOLLY O'BRIEN, Freelance Writer, Business Insider,Budget Travel, Sustainable Road Trip (Media Visit once assignment is secured) Sustainable SLO Virtual Event (April 15): ●Completed: Run of Show & Planning Doc, secure RSVPs,conducted follow up ●Final outcome: 20 RSVPs, 16 Attendees Influencer Partnerships (5 partnerships in 2020-21) ●Completed: Developed Most Wanted Influencer List for approval; revised strategy ●In Progress: Confirmed direction from SLOTBID DCI 2020-2021 SLO Coverage Grid: ●https://docs.google.com/spreadsheets/d/1qZynr7KmlnMxm3rI2hoTUbj7uIdEc2uA_j4HNTlcl ec/edit?usp=sharing 5 San Luis Obispo Tourism Business Improvement District Committee Recommendation Staff Report June 4, 2021 TO: TBID Board FROM: Molly Cano, Tourism Manager via TBID Marketing Committee PREPARED BY: Chantal Stewart, Tourism Coordinator SUBJECT: Visit SLO CAL Co-ops RECOMMENDATION As recommended by the TBID Marketing Committee (attachment A), approve the TBID’s participation in the following two cooperative marketing (co-op) opportunities: • Visit SLO CAL Equity Diversity Inclusion (EDI) Study co-op for $5,000; • Visit SLO CAL Photo & Video Asset Project (Option 1) co-op for $10,000 DISCUSSION Background In the June 10, 2020 TBID Board Meeting, the San Luis Obispo TBID Board approved the 2020-21 program budget. This action was forwarded as a recommendation to City Council which was subsequently approved for final approval at the July 7, 2020 City Council meeting. The approved 2020-21 budget included a line items of $30,000 for co-op program funding. The TBID has seen great benefit from participating in co-op programs to increase marketing reach while using less dollars to do so. In addition to expanding overall reach, it helps the TBID align their messaging with other organization like Visit SLO CAL who has the same goal of increased visitation and awareness to the destination to make a bigger impact. Due to the severe impacts of COVID-19, the TBID has experienced an overall decrease in lodging occupancy leading to a significant drop in projected revenues. To fulfill the need for additional marketing and assets while on a decreased budget, the TBID Marketing Committee sees co-op opportunities as an essential program. Marketing Committee Action Visit SLO CAL EDI Audience and Asset Alignment Study Co-op At the June 2, 2021 Marketing Committee meeting, staff reviewed the Visit SLO CAL (VSC) co-op project for the EDI Audience and Asset Alignment Study. The EDI study is designed to address what visitors and potential visitors are looking for regarding travel in the diversity space. The study will develop an understanding of what the destination can authentically market to the diverse visitors we want to attract, and what diverse assets exist throughout the destination. The base study will provide a solid foundation for destination partners to build upon and take advantage of the scope and sample size that is funded through Visit SLO CAL’s efforts. Each partner may add five TBID Marketing Services Contract – 2020-21 Co-op Programs Page 2 questions to the questionnaire at the cost of $2,500. These questions will be analyzed with the information collected in the base study and each partner will receive a companion report(s) focused on their specific data. The first part of the study will compare the “ideal” vacation with ratings of the destination among past visitors and by familiarization based on what the destination has to offer. This will provide a baseline of insights for San Luis Obispo and other participating destinations. The survey will include products such as wineries, beaches, unique restaurants, independent shops, and other specific activities, and attributes such as fun, welcoming, safe, accepting. The findings will provide insight into what products drive interest for diverse visitors. A second option is to probe further using video interviews. This qualitative tool is an affordable alternative to focus groups and offer several key advantages. Survey participants are recruited at the end of the quantitative survey and invited to take a follow-up video survey. They are selected based on criteria established by Visit SLO CAL and the participating destination partner(s). They receive a survey link via email and video record their responses, at a time convenient to them, using a custom survey platform. The findings will provide a gap analysis specific to participating destinations. The cost for destination partners for 10 video interviews is $2,500. The Marketing Committee in particular finds great benefit in this part of the presented EDI co-op because of its low financial risk and high benefits in the long term. Marketing committee members made a unanimous vote to participate in the EDI Study through Visit SLO CAL at the $5,000 investment level VSC will be conducting the EDI Study in June with work completed in early August 2021. Visit SLO CAL Visitor Profile Study Co-op Additionally, the Marketing Committee considered the Visitor Profile study that will provide market segmentation and identify motivations for current and potential visitors. Committee members felt this study is duplicative to the TBID’s current efforts and declined a recommendation to participate in the presented Visitor Profile Research Study. Visit SLO CAL Assets Co-op For the third opportunity, the Marketing Committee reviewed a new brand campaign consisting of Hero Brand assets and House of Brands assets which is a photo and videography asset co-op with Visit SLO CAL (VSC) (attachment C). Five different asset options were presented for committee consideration. Within the presented co-op options, Option 1 includes creation of destination video assets within the new SLO CAL brand campaign to augment display, native and social assets. Additionally, Option 1 includes Visit SLO CAL distribution of video assets within the paid media campaign (retargeting people who viewed SLO CAL brand video). The cost of Option 1 to capture video assets is $10,000. Option 2 is a co-op for video assets expanded distribution for $10,000. This includes a leveraged media buy-in for expanded distribution of destination video assets within the VSC campaign. Additionally, it includes three months of activity across Facebook, Instagram, YouTube, SpotX, etc. based on investment level (actual media channels TBD). Out of the presented options, the Marketing Committee only recommends participating in Option 1 this fiscal year (2020-21) for $10,000 which fits well within the current co-op line item of the 2020-21 budget and has great benefit for the TBID. The Marketing Committee finds this package valuable especially during a time when a travel is increasing and the importance of having relevant and quality assets that represent San Luis Obispo. The Marketing Committee made a unanimous vote to participate in the Visit SLO CAL TBID Marketing Services Contract – 2020-21 Co-op Programs Page 3 Assets Co-op Option 1 for $10,000 and to earmark $10,000 out of the co-op line item for fiscal year 2021- 22 budget for Option 2 expanded distribution based on performance of Option 1. FISCAL IMPACT The TBID has allocated $30,000 of the 2020-2021 budget for co-op program funding. The total commitment to participate in the Visit SLO CAL EDI Study co-op through Visit SLO CAL ($5,000) and the Visit SLO CAL Assets Co-op Option 1 is $10,000. Due to previous co-op commitments, there is $27,500 currently available in the co-op program budget allocation. Following the commitment of $15,000 to these programs, remaining co-op program funding line item within the 2020-2021 budget to $2,500 for future co-op commitments. ATTACHMENTS 1. Marketing Committee Minutes June 2, 2021 2. Visit SLO CAL EDI + Visitor Profile Research Co-op 3. Visit SLO CAL Assets Co-op Tourism Business Improvement District Marketing Committee Meeting Minutes Wednesday, June 2, 2021 at 10:30 a.m. Teleconference via Zoom BOARD MEMBERS PRESENT: LeBren Harris, Natalie Ward (departed at 11:12 a.m.). and Matthew Wilkins BOARD MEMBERS ABSENT: none STAFF PRESENT: Molly Cano, Tourism Manager and Chantal Stewart, Tourism Coordinator Call to order time: 10:43 a.m. BUSINESS ITEMS 1. FY 21-22 Draft Marketing and Business Plan Objectives Shyla Lindner of Noble Studios presented the high-level overview of the marketing and business plan objectives. Tourism Manager Cano added information around program elements outside of the agency scope of work and line items that used to be part of the annual marketing plan but are not included in this draft plan. Committee members provided feedback and discussed the need for photos assets to use in the proposed marketing plan objectives. ACTION: Member Harris made a recommendation for TBID Board for consideration to use up to $50k from the FY 20-21 contingency budget for photography and videography based on agency request and marketing plan needs. Member Wilkins was in consensus (Ward was absent). 2. Brand Equity Research Marketing committee members further discussed the brand equity research study and asked agency representatives specific questions for clarification and direction. The marketing committee directed Noble Studios to finalize the specific dollar amount instead of a range to present to the full TBID Board for re- consideration. The committee was in support of this research project pending the final project proposal and amount. 3. Visit SLO CAL EDI + Visitor Profile Research Co-op Staff and agency members reviewed the opportunities to participate in Visit SLO CAL co-op programs. The programs included participation in the EDI Audience and Asset Alignment Study, Visitor Profile Study and the Asset Production Project. Staff and Noble Studios recommended that the committee consider the participation below while using the available FY 20-21 co-op program budget for funding:  Participate in the EDI Study for $5,000  Participate in the Asset (photo & video project) but only for option 1 for $10,000; earmark $10,000 for option 2 out of FY 21-22 co-op program budget based on performance  Decline participation in the Visitor Profile research due to duplication of efforts ACTION: By consensus, the committee members recommend co-op participation with Visit SLO CAL based on the recommendation from staff and the agency (Ward was absent). 4. New Business Items a. Committee Discussion - none b. Future Agenda Items- none c. Next Regular Meeting Date: Wednesday, July 7, 2021 at 10:30 a.m. Meeting was adjourned at 12:30 p.m. EDI Audience and Asset Alignment Study Co-op Visitor Profile Study Co-op Visit SLO CAL will be conducting an EDI Study, in conjunction with a Visitor Profile Study, beginning in June with work completed in early August. We are in final negotiations with the research vendor. As part of this work, we would like to offer you the opportunity to supplement the findings of the EDI study and separately the Visitor Profile Study with issues specific to your area and interests. The base study will provide a solid foundation for destination partners to build upon and take advantage of the scope and sample size that is funded through Visit SLO CAL’s efforts. Each partner may add five questions to each questionnaire. These questions will be analyzed with the information collected in the base study and each partner will receive a companion report(s) focused on their specific data. The cost for partners to add five questions is $2,500 per study. A second option is to probe further using video interviews. This qualitative tool is an affordable alternative to focus groups and offer several key advantages. The participants are recruited at the end of the quantitative survey and invited to take a follow-up video survey. They are selected based on criteria established by Visit SLO CAL and the destination partner(s). They receive a survey link via email and video record their responses, at a time convenient to them, using a custom survey platform. The cost for destination partners for 10 video interviews is $2,500 per study. The EDI study will address what visitors and potential visitors are looking for in regards to travel in the diversity space. The first part of the study will compare the “ideal” vacation with ratings of the destination among past visitors and by familiarization based on what the destination has to offer. This will provide a baseline of insights for each community. The survey will include products such as wineries, beaches, unique restaurants, independent shops, and other specific activities, and attributes such as fun, welcoming, safe, accepting. The findings will provide insight into what products drive interest for diverse visitors. The second part of the research study will be done through facilitated discussions with destinations themselves on what they have to offer in regards to current product. The finds will provide a gap analysis specific to participating destinations. The Visitor Profile study will provide market segmentation and identify motivations for current and potential visitors. The work will provide visitor profiles and personas as well as inform marketing priorities. All contracts/LOAs will be issued through Visit SLO CAL and funds will be billed through Visit SLO CAL. D ATE: 5/21/21 C LIENT: VSC J OB #: NA TITLE: FY22 Shoot/Asset Co-op Scenarios R EV: 0 CC: Cathy Tull, Chuck Davison OVERVIEW Visit SLO CAL is in development of a new brand campaign consisting of Hero Brand assets and House of Brands assets. Hero Brand assets will tell the overarching SLO CAL brand story and bring the Living Vividly messaging strategy to life, with House of Brands assets presenting distinct experiences in Arroyo Grande, Atascadero, Morro Bay, Paso Robles, Pismo Beach, San Luis Obispo and along the Highway 1 Discovery Route. This work will include a 5-day photography and video shoot throughout the region the first week of August. SLO CAL Campaign Assets •:60 / :30 / :15 / :06 Video Assets •Display Banners / Social Media / Native o SLO CAL Hero Brand assets o SLO CAL House of Brands assets •Custom Digital o SLO CAL Hero Brand assets Asset Development & Distribution Co-op Based on the recent survey and marketing retreat discussion, there is interest from the individual DMOs in an asset development co-op with an indicated budget range from $5K-10K. In some cases, higher budgets may be available. Following are options for consideration. A partner may wish to pursue one or more of these based on individual budgets/needs. All funds will bill through VSC. OPTION 1: VIDEO ASSETS — $10,000 •Creation of destination video assets within the new SLO CAL brand campaign to augment display, native and social assets. •Includes Visit SLO CAL distribution of video assets within the paid mediacampaign (retargeting people who viewed SLO CAL brand video). SLO CAL Hero Brand assets SLO CAL House of Brands assets SLO CAL House of Brands co-op assets •A suite of assetsincluding video, display, native andsocial that tells theoverarching SLO CALbrand story •A suite of display,native and socialassets that promotesindividual destinationexperiences •(1) :15 video asset •(3) :06 video assets PAGE: 2 2 OPTION 2: VIDEO ASSETS EXPANDED DISTRIBUTION — $10,000 (and up based on partner interest) •Leveraged media buy-in for expanded distribution of destination video assets within VSC campaign. •Three (3) months of activity across Facebook, Instagram, YouTube, SpotX,etc. based on investment level (actual media channels TBD) OPTION 3: ADD-ON HERO SHOOT DAY (A CREW) — $50,000 •Visit SLO CAL is investing in a full scale shoot with a production company working under the direction of Mering. •This team will be focused on capturing footage and still imagery to beused in the new SLO CAL brand campaign. Set-ups with talent will becaptured around the region. •Partners have the option of adding one (1) day to the SLO CAL hero shoot to focus on their destination. •Includes full crew, agency and talent for 3-4 set-ups (to be developed incollaboration with partner). •Timing: o Visit SLO CAL to share approved campaign direction withpartners — week of 6/14 o Co-op partner commitment due — 6/25 o Co-op partner participation form due — 7/6 o Pre-production — 7/7-7/30 o Travel/tech — 7/31-8/2 o Hero shoot — 8/3-8/8 o Partner add-on day(s) — week of 8/9 OPTION 4: B-ROLL VIDEO SHOOT DAY (B CREW) — $15,000 •One day location shoot to capture b-roll footage within individual destination. •Includes videographer, equipment and usage rights. •Participating partner will be responsible for orchestration includinglocation selection, permitting (if required) and talent (if required). OPTION 5: B-ROLL VIDEO & PHOTOGRAPHY SHOOT DAY (B CREW) — $20,000 •One day location shoot to capture b-roll footage and still imagery within individual destination. •Includes videographer/photographer, equipment and usage rights. •Participating partner will be responsible for orchestration includinglocation selection, permitting (if required) and talent (if required). Destination Resilience Assessment RESILIENCE Destination Resilience refers to a community’s ability to pivot and recover from challenges due to a foundation of relationships, balance, shared purpose, and clear goals. Overview This instrument assesses six dimensions of a destination to identify gaps in resilience: visitors, stakeholders, marketing & communications, leadership, team, and funding. Destination organizations can use the results as inputs to the revision or creation of marketing plans, strategic plans, and destination plans to ensure the resilience of the destination into the future. VISITORS STAKEHOLDERS MARKETING & COMMUNICATION LEADERSHIP TEAM FUNDING SAN LUIS OBISPO, CA 3 Visitors Our audience has diverse interests. Our audience is geographically diverse. Our audience is diverse in terms of socioeconomics, family status, age, race, and gender. Audience Segmentation We have established paths to evolve our visitors into our ideal visitor. We have ample data on our audience segments. We have robust communication to our visitors pre-and post-visit. Audience Research & Content We leverage data to understand where visitors go and how they behave while they are in market. We have active visitor management plans and capabilities. We actively measure visitor sentiment. We have communication channels that can reach our visitors while they are in market. Visitor Management OVERALLSCORE 2.94 SAN LUIS OBISPO, CA 4 Stakeholders We collaborate with regional partners for tourism promotion. We have cooperative marketing partners in our paid and owned channels. We have close working relationships with sister agencies. We have a variety of sponsorship partners. We actively support the development of locally-owned tourism-oriented businesses. Partners Residents are highly aware of our purpose. We actively measure resident sentiment. We have programming and/or content focused on residents. Residents Local and regional elected officials are highly aware of our purpose. We actively and regularly engage with our local and regional elected officials. We have a process to introduce newly-elected officials in our area to what we do. Elected Officials OVERALLSCORE 3.03 SAN LUIS OBISPO, CA 5 OVERALLSCORE 3.66 Marketing & Communication We employ a diversity of marketing channels. Our owned marketing assets are diverse (website, videos, content, photography, etc.). We have a strong sales message at every stage of the funnel. Diversification We allocate a portion of our marketing dollars to test new channels and messages. We have minimized bottlenecks in our decision -making process. We have the ability to pivot our message quickly across channels. Our marketing KPIs allow for risk-taking and experimentation. Flexibility & Risk Tolerance SAN LUIS OBISPO, CA 6 Marketing & Communication We are able to quickly pivot our spend when necessary. Our marketing plan addresses the seasonality of our market by varying spend. We have contingencies built into our marketing budget. Budget We have identified modifications to our decision -making processes to use in a crisis. We have a working relationship with public safety agencies in our area. Crisis Planning Our brand has the depth to be both consistent and flexible. We have tested our brand with multiple markets to ensure its flexibility. The essence of our brand is still true during a crisis situation. Our brand is consistent across communications and marketing campaigns. Brand SAN LUIS OBISPO, CA 7 OVERALLSCORE 3.66 Leadership There is mutual trust between our leadership and our staff. There is mutual trust between our leadership and our stakeholders. Our leaders value transparency. Our leaders consciously develop personal relationships with team members. Trust We have internal and external crisis communication plans. Our leaders prioritize regular interactions with stakeholders and sister agencies. Our leaders equally share bad news and good news internally with the staff. Communication Our decision-making processes are decentralized and empower our employees. Our leaders are able to take vacations without checking in. Our hierarchy is relatively flat. Delegation & Power Sharing OVERALLSCORE 3.32 SAN LUIS OBISPO, CA 8 Leadership We have succession plans for key leadership positions. We have a high tolerance for risk as an organization. We have identified specific external threat/opportunity data points that we monitor regularly. Risk Tolerance & Mitigation We have control over the make -up of our board. We have a variety of travel industry representation on our Board. We have a process to “on -board” new Board members. Board of Directors SAN LUIS OBISPO, CA 9 OVERALLSCORE 3.32 Team We have a shared sense of organizational history and institutional knowledge. We have good inter-departmental communication. The purpose/mission of our organization is clear to everybody on the team. We consult our organizational values when making tough decisions. Culture & Values Our team has the materials and equipment they need to do their work well. The mission/purpose of the organization makes the team feel like their jobs are important. Team members would say that their supervisor, or someone at work, cares about them as a person. EngagementOVERALLSCORE 3.87 SAN LUIS OBISPO, CA 10 Team Our systems are platforms are built in a way that allows us to pivot when necessary. Our procurement channels are flexible enough to allow us to move quickly and innovate. We make time and resources available for learning and professional development. Failure is treated like a learning opportunity in this organization. Innovation Our team is cross-trained to be able to perform multiple roles if necessary. Past Board members and/or employees are still available to the organization to answer questions. Our team is diverse in terms of tenure, age, gender, race, religion, sexual orientation, and other identities. Bench SAN LUIS OBISPO, CA 11 OVERALLSCORE 3.87 Funding We have multiple sources of funding. At least some portion of our funding is dedicated and reliable. We are eligible to receive grant funding. Funding Diversity We are able to maintain a budget reserve. We are able to carry forward or commit money beyond our fiscal year. We are able to reallocate funds in the middle of a fiscal year. Funding Flexibility Our funding source does not limit the scope we are able to undertake. Our structure and funding source allow us to operate independently. Funding & Structure SAN LUIS OBISPO, CA 12 OVERALLSCORE 3.39 San Luis Obispo Aggregate Score: 3.41 VISITORS STAKEHOLDERS MARKETING & COMMUNICATION LEADERSHIP TEAM FUNDING 13 3.393.873.323.662.94 3.03 Current Strengths We are able to maintain a budget reserve. 1 We have contingencies built into our marketing budget and are able to quickly pivot our spend when necessary. 2 The purpose/mission of our organization is clear to everybody on the team. 3 Our leaders value transparency, we have good inter-departmental communication, and there is mutual trust between leadership and staff. 4 Our marketing plan addresses the seasonality of our market by varying spend. 5 SAN LUIS OBISPO, CA 14 Critical Gaps We do not actively measure resident sentiment, and residents are not highly aware of our purpose. 1 We do not have succession plans for key leadership positions. 2 We do not have multiple sources of funding, and we are ineligible to receive grant funding. 3 We do not have a process to introduce newly-elected officials in our area to what we do. 4 5 SAN LUIS OBISPO, CA 15 We do not actively measure visitor sentiment, nor do we have established paths to evolve our visitors into our ideal visitor. Biggest Perception Gaps Our leaders are able to take vacations without checking in. (staff 2.00; stakeholders 3.83) 1 We have identified specific external threat/opportunity data points that we monitor regularly. (staff 1.50; stakeholders 3.17) 2 We have a variety of sponsorship partners. (staff 4.50; stakeholders 3.00) 3 We employ a diversity of marketing channels. (staff 4.50; stakeholder 3.00) 4 SAN LUIS OBISPO, CA 16 5 The essence of our brand is still true during a crisis situation. (staff 5.00; stakeholders 3.50) 6 We make time and resources available for learning and professional development. (staff 5.0; stakeholder 3.50) 7 Our team is cross- trained to be able to perform multiple roles if necessary. (staff 4.50; stakeholders 3.00) Strategic Insights Build a baseline understanding of visitor sentiment and track over time to identify looming perception threats to your destination early. 3 SAN LUIS OBISPO, CA 17 Do some planning to identify your ideal visitor, then adjust your marketing over time to slowly shift your visitor base in that direction. Those future visitors should be diversified in a way that protects SLO’s visitor economy in a crisis. 21Leverage this moment—when the importance of visitors to the economy is plain to everyone—to build rapport with SLO residents and to begin actively monitoring their sentiment about tourism. THANK YOU SLO CAL Events and Festival Strategy 2.22.2021 Melissa Murray Visit SLO CAL 1334 Marsh Street San Luis Obispo, CA 93401 1 Overview The purpose of this brief is to clarify the scope and focus of the Experience SLO CAL 2050 Events and Festival Strategy recommendation and the required deliverables that are expected from the project. Goals 1. The establishment of an Events and Festivals working group - comprised of key investors and partners within the tourism community, county and municipal stakeholders as well as those involved with organizing and producing countywide events - who will be the ambassadors for the strategy and its implementation and adherence countywide. a. A Memorandum of Understanding (MOU) will be drafted as a formal agreement of understanding and approval from our government stakeholders and DMO partners. 2. A comprehensive analysis of existing Festivals and Events that includes quantity, quality, community, scheduling, attendance (resident & visitor), satisfaction, diversity and revenue to inform working group of current situations, strengths and weaknesses. 3. To develop a countywide events and festival documented business plan that establishes strategies and planning for creating, incubating and facilitating visitor-related events and festivals. This strategy will focus on bringing positive economic contributions to SLO CAL and enhanced quality of life to residents. The following should be included: a. High impact rated events b. A review of best locations, key off-season, mid-week periods (no gaps in the calendar) and seasonality for high impact events i. Focus on driving lodging demand and yielding rate throughout the year ii. Should consider/address residents concern with overpopulation and traffic c. Program sponsorship/funding d. Defined performance measures for continued resources and effort 4. Development and implementation of a countywide master calendar framework to be built out and housed on the Visit SLO CAL website (SLOCAL.com) and be accessible via application programing interface (API), or other functionality, to investors, partners and stakeholders and be contributed to, used and adhered to countywide for event planning and promotion. a. Should consider how buy-in is achieved from investors, partners and stakeholders along the way to assure adoption 2 Background San Luis Obispo County is located midway between Los Angeles and San Francisco easily accessible via Highways 1 or 101. It measures approximately 3600 square miles with more than 80 miles of coastline and beaches and 315 days of sunshine. It encompasses three wine regions, thousands of culinary choices, a burgeoning craft brewing, cider and distillery scene, and more than 20 art galleries and arts venues. Visit SLO CAL is the non-profit countywide destination marketing and management organization (DMMO) for San Luis Obispo County, CA (SLO CAL). The DMMO is responsible for promoting the SLO County community as an attractive destination and enhancing its public image as a dynamic place to live, work and play. In 2018, Visit SLO CAL engaged Resonance Consultancy to create a comprehensive destination management strategy through 2050 that will work to enhance the quality of life for residents and create a must-visit destination for visitors. The number of visitors coming to enjoy the multitude of outstanding outdoor activities, beaches, wine regions and urban experiences is increasing year over year but at the same time, county residents are protective of the high quality of life offered throughout the region – cherishing the ease of accessing outdoor recreation and the friendliness of people. Resonance Consultancy’s approach for the destination management strategy was designed to help residents and stakeholders articulate and share a clear vision of the future which would lead to a shared purpose and passion. The process undertaken was divided into six phases: a. Foundational Research – informed, reviewed and critiqued by the DMS Steering Committee comprised of community leaders and industry stakeholders i. Stakeholder Engagement ii. Visitor Survey iii. Destination Assessment iv. Community Survey b. Visioning Workshops c. Draft Recommendations, Roles and Responsibilities d. Implementation e. Action Plan Development From the visioning workshops, 28 opportunities were identified and recommended then gathered into three areas of focus: Industry Advancement & Advocacy, Infrastructure & Investment and Experience Development. Experience Development builds on the unique identity of SLO CAL as a premier destination for residents and visitors alike. One opportunity listed under Experience Development was the Events and Festival Strategy (EFS). This recommendation consists of a comprehensive business plan, along with professional resources and a dedicated stakeholder group, as well as a destination-wide master calendar. The purpose of the EFS is to strategically outline and inform when and where events take place, what type of events are needed and how sponsorship of events should occur. By doing so, SLO CAL has the ability to eliminate events during peak periods, reduce duplication across communities, 3 establish and streamline the event funding process and model, increase demand during off-season and mid-week periods and assist the lodging community with yielding rate. All this, by design, will reduce the overall impact on our local communities and increase the quality of life for SLO CAL residents while creating consistent economic and tourism growth to the region year-round versus only during peak seasons. It will also establish standards for identifying future signature events - for pursuit and funding - that focus on SLO CAL’s strengths in the areas of outdoor and coastal activities as well as food and wine. Milestones I. Events and Festival Strategy project scope release The finalized project scope will be sent to event strategy agencies identified during research phase as well as to the Marketing Committee for review, dissemination and proposal consideration. Completion Date: Wednesday, March 10, 2021 II. Q&A and meet with potential agencies Meetings will include discussion regarding project scope, agency background, capacity and size, experience with these types of projects which should lead to a formal proposal from the agency. Completion Date: Friday, March 19, 2021 III. Proposal submission final deadline Visit SLO CAL Project Manager will accept proposals until final deadline and will do a thoroughness review as proposals are submitted to determine qualifications. Completion Date: Wednesday, March 31, 2021 IV. Memorandum of Understanding (MOU) developed and signed by local municipalities A Memorandum of Understanding (MOU) will be drafted as a formal agreement of understanding and approval from our government stakeholders and DMO partners. The MOU will also require assurance that participation in the finalized strategies is continuous. Completion Date: Friday, April 16, 2021 V. Review of proposals and pitch meetings Visit SLO CAL will start reviewing proposals submitted by March 31 and will notify the agencies of initial questions or concerns. Follow up meetings and/or pitch meetings will also be scheduled during this timeframe to determine finalists. 4 Completion Date: Friday, April 30, 2021 VI. Review agency recommendations with Marketing Committee Visit SLO CAL staff will present recommended agency proposals for discussion and feedback. Marketing Committee will make a recommendation to Board of Directors . Completion Date: Tuesday, May 11, 2021 VII. Present to Executive Committee on EFS status Present to Executive Committee on EFS initiative progress and Marketing Committee recommendation. Executive Committee will make a recommendation to Board of Directors for approval. Completion Date: Thursday, May 13, 2021 VIII. Submit agency recommendation to the VSC Board of Directors Visit SLO CAL staff will present recommended agency proposal for discussion and final consideration. Completion Date: Wednesday, May 19, 2021 IX. Notify agency of choice Notify agency of selection and any questions that may have come from Board of Directors. Review and finalize contract agreement and determine formal project kickoff date with VSC to introduce agency and discuss Events and Festival working group creation. Completion Date: Wednesday, May 26, 2021 X. Update Advisory Committee on EFS status Report to Advisory Committee on EFS initiative and progress being made and answer any questions about the process. Completion Date: June TBD 2021 XI. Formal VSC introduction and kickoff Either in person or virtually a chance for the agency to introduce themselves to the VSC team, discuss project success strategy and determine EFS working group stakeholders as well as respond to any questions from the VSC team. Completion Date: Friday, June 11, 2021 5 XII. Events and Festivals Strategy working group kickoff The agency and VSC will meet with pre-determined key investors and partners within the tourism community, county and municipal stakeholders as well as those involved with organizing and producing countywide events. Completion Date: Wednesday, June 30, 2021 *Visit SLO CAL Project Manager and selected agency will work together to determine project specific milestones and deadlines. Deliverables The project will not be considered final and the closing process started until the following deliverables have been provided to Visit SLO CAL: 1. A countywide events and festival documented business plan that establishes strategies and planning for creating, incubating and facilitating visitor-related events and festivals and achieve buy-in from investors, partners and stakeholders for implementation, event calendar maintenance and adoption. This strategy will focus on bringing positive economic contributions to SLO CAL and enhanced quality of life to residents. The following should be included: a. High impact rated events b. A review of best locations, key off-season, mid-week periods (no gaps in the calendar) and seasonality for high impact events i. Focus on driving lodging demand and yielding rate throughout the year ii. Should consider/address residents concern with overpopulation and traffic c. Program sponsorship/funding d. Defined performance measures for continued resources and effort 2. A countywide master calendar framework to be built out and housed on the Visit SLO CAL website (SLOCAL.com) and be accessible via application programing interface (API), or other functionality, to investors, partners and stakeholders and be contributed to, used and adhered to countywide for event planning and promotion. MEMORANDUM OF UNDERSTANDING This Memorandum of Understanding (the "MOU" or "Memorandum"), is effective from the date of signature (the "Effective Date"), by and between Visit SLO CAL located at 1334 Marsh St, San Luis Obispo, California 93401 (the "First Party"), and County of San Luis Obispo; City of Arroyo Grande; City of Atascadero; City of Grover Beach; City of Morro Bay; City of Paso Robles; City of Pismo Beach; City of San Luis Obispo (the "Second Party"). First Party and Second Party may be referred to individually as the "Participant", or collectively, the "Participants". 1. MISSION The project on which the Participants are intending to collaborate, has the following intended mission in mind: Develop and implement a comprehensive and collaborative countywide business strategy for creating, incubating and facilitating visitor-related events and festivals year-round, inspiring travel and fostering our unique experiences to create life-long ambassadors and economic growth for SLO CAL. 2. PURPOSE AND SCOPE The Participants share a common purpose of aligning and guiding the diverse range of tourism, visitor and hospitality related events and festivals by utilizing a countywide events and festival strategy and countywide calendar. This will result in increased effectiveness of events and festivals to yield room revenues and associated TOT in non-peak periods while reducing impact on resident quality of life. 3. OBJECTIVES The Participants shall endeavor to collaborate to develop and establish policies and procedures that will promote acceptance of a countywide events and festivals strategic business plan and a corresponding countywide events calendar. The Events and Festival Strategy will provide strategic planning methods for creating, incubating and facilitating visitor-related events and festivals. The Participants will inform the development of the plan, and support the implementation and adoption of the plan as well as the contribution, use and adherence to the calendar for event planning and promotion. This strategy will focus on bringing positive economic contributions to SLO CAL and enhanced quality of life to residents. 4. RESPONSIBILITIES AND OBLIGATIONS OF THE PARTICIPANTS The Participants intend to achieve the stated objectives through the following areas of cooperation: Visit SLO CAL shall render and provide the following services that include, but are not limited to: Visit SLO CAL will pay to engage a festival and events consultant to lead the development of the strategy and countywide calendar deliverables. Visit SLO CAL will facilitate a festival and events working group, comprised of key investors and partners within the tourism community, county and municipal stakeholders and those involved with organizing and producing countywide events. This working group will include the leader of each local DMO along with key city and county staff as requested and steer the development of the strategy. Visit SLO CAL will perform overall meeting coordination and facilitation, and implement and carry out actions pursuant to agreed objectives. Visit SLO CAL will work with consultant to develop a countywide events calendar that can be collaboratively used by organizations countywide through Application Programming Interface (API) or similar technology. Visit SLO CAL will help identify and work with local communities to attract the types of festivals and events that would be most advantageous to the market by leveraging brand tenets and natural DNA of the destination. County of San Luis Obispo and the cities within shall render and provide the following services that include, but are not limited to: The County of San Luis Obispo; City of Arroyo Grande; City of Atascadero; City of Grover Beach; City of Morro Bay; City of Paso Robles; City of Pismo Beach; City of San Luis Obispo will support and actively collaborate in the development of the strategy including participation in the Events and Festivals Working Group. The Participants in the working group will help inform and drive the outcomes of the strategy and the framework for the countywide calendar. Upon completion of the strategy and countywide calendar, the County of San Luis Obispo and cities within will implement the strategy. The County of San Luis Obispo and cities within will each designate a point person to be an ambassador for the strategy and will ensure that organizers for tourism-related events are referencing the strategy and countywide calendar during planning. 5. Compliance with Applicable Laws All activities undertaken pursuant to this Memorandum of Understanding, and all personnel designated by the Participants for the execution of those activities undertaken pursuant to this Memorandum of Understanding are subject to all applicable laws, including all laws applicable in the jurisdiction where the activities are performed. Such personnel, if visiting the other Participant to participate in an activity pursuant to this Memorandum of Understanding, will not engage in any activity detrimental to this Memorandum of Understanding. 6. Interpretation and Application Any difference that may arise in relation to the interpretation or application of this Memorandum of Understanding will be resolved through consultations between the Participants, who will endeavor in good faith to resolve such differences. 7. No Legal Rights or Remedies Nothing in this MOU creates any legally cognizable or enforceable rights or remedies as to any Participant. In no event will any disagreement arising under this MOU—including, but not limited to, any alleged breach of, or nonperformance under, this MOU—give rise to any cause of action, or any legal or equitable remedy, in any forum whatsoever. Nothing in this MOU waives any sovereign immunity, or any other applicable immunity, that any Participant may otherwise enjoy. This understanding is for the exchange of information and the development of a strategy to more effectively manage events and festivals countywide. The exchange of information and development of the strategy is solely to improve the results and impact of events and festivals countywide and improve resident quality of life and does not serve as a basis for contract formation. 8. Final Provisions This Memorandum of Understanding is effective from the date of its signature, for a six-year period, unless renewed or extended by the Participants in the same manner that the Participants may otherwise modify this MOU. This Memorandum of Understanding is not transferable except with the written consent of the Participants. This Memorandum of Understanding may be modified at any time by mutual consent of all the Participants. Any modification shall be made in writing and specify the date on which such modification is to become effective. The termination of this Memorandum of Understanding shall not affect the conclusion of the cooperation activities that may have been initiated during the time this Memorandum of Understanding is in effect, unless the Participants mutually decide otherwise. It is expressly understood and agreed that this Memorandum of Understanding embodies the entire understanding between the Participants regarding the MOU’s subject matter. 9. LIMITATION OF LIABILITY No rights or limitation of rights shall arise or be assumed between the Participants as a result of the terms of this Memorandum. 10. NOTICE Any notice or communication required or permitted under this Memorandum shall be sufficiently given if delivered in person or by certified mail, return receipt requested, to the address set forth in the opening paragraph or to such address as one may have furnished to the other in writing. 11. GOVERNING LAW This Memorandum shall be governed by and construed in accordance with the laws of the State of California and the County of San Luis Obispo. 12. AUTHORIZATION AND EXECUTION The signing of this Memorandum does not constitute a formal undertaking, and as such it simply intends that the signatories shall strive to reach, to the best of their abilities, the goals and objectives stated in this MOU. This Agreement shall be signed by all Participants and shall be effective as of the date first signed below. X Chuck Davison, CDME President & CEO, Visit SLO CAL X Rebecca Campbell Assistant County Administrative Officer, County... X Whitney McDonald City Manager, City of Arroyo Grande X Rachelle Rickard City Manager, City of Atascadero X Matthew Bronson City Manager, City of Grover Beach X Scott Collins City Manager, City of Morro Bay X Greg Carpenter Interim City Manager, City of Paso Robles X Jim Lewis City Manager, City of Pismo Beach X Derek Johnson City Manager, City of San Luis Obispo TBID Budget Planning 2021‐22 Income Source 21‐22 Projection TOT Revenue Assumption  7,213,000$                   Adjusted TOT Revenue Assumptions  TBID Assessment (20% of TOT Revenue) 1,442,600$                   Carryover TBID Program Budget 1,442,600$                   Fund Reserve  100,000$                      Expenditure Management  Committee   Recommendation   % of Total  Budget Expenditure (section in gray)21‐22 TBID Budget Allocation Detail  Operations/Staffing   256,852$                      17.8% Administration Overhead (2% of TBID Assessment) 28,852$                       2.0% Staffing (FTE & .75 FTE) 228,000$                     15.8% Contracts  876,023$                      60.7% Noble + DCI Marketing Contract 650,000$                     45.1%$375k to agency fees; $275k to paid media spend   Chamber of Commerce ‐ PR  45,000$                       3.1%2‐year contract; shared 50/50 w PCC Communication Plan  ‐$                              0.0% Chamber of Commerce ‐ Guest Services 47,500$                       3.3%2‐year contract  Chamber of Commerce ‐ Media Monitoring Service Fee 3,523$                          0.2%2‐year contract; shared 50/50 w PCC CCTC Black Diamond co‐op  ‐$                              0.0% Website Acquisition ‐ Chamber  ‐$                              0.0% Website Acquisition ‐ Matchfire  ‐$                              0.0% Website Acquisition ‐ Legal  ‐$                              0.0% Co‐op Marketing Program Funding  30,000$                       2.1%Earmark $10k for VSC video distribution  Content Creation/Curation  100,000$                     6.9%RFP for contracted services  Partnerships 67,000$                        4.6% Cal Poly Athletics 62,000$                       4.3%modified from proposal to a 2‐year contract  SLO Coast Wine Collective Membership   5,000$                          0.3% SLO Wine Rooms ‐$                              0.0% Cal Poly Student Affairs  ‐$                              0.0% Events & Promotions 15,000$                        1.0% General Events Promotion ‐$                              0.0% Event Activation ‐$                              0.0% Sustainability Promotion  15,000$                       1.0% Pilot program; contribution of 1% of TBID revenue to SLO open  space reforestation   Tradeshows 23,000$                        1.6% Tradeshows   15,000$                       1.0%22' IPW co‐op with Visit SLO CAL  Tourism Conferences 8,000$                          0.6% Outlook Forum, CCTC Fall + Spring Workshops, others as  determined by staff  Tourism Organizations/Research 112,786$                      7.8% CCTC Dues 1,000$                          0.1% Smith Travel Report Contract  3,500$                          0.2% CalTravel Membership  1,000$                          0.1% California Hotel & Lodging Association   27,286$                       1.9% Strategic Plan Project  ‐$                              0.0% Research + Program Development  80,000$                       5.5% Economic Impact (co‐op), Sustainability/Destination  Stewardship, Sales Strategy Development   STR Forecast Report  ‐$                              0.0% Support/ Meetings  91,940$                        6.4% Tourism Program Expenses 5,000$                          0.3% FAM Trip Hosting 5,000$                          0.3% Past Due CP Rooms ‐$                              0.0% Contingency 70,440$                       4.9%Event Sponsorship, Misc. Opportunities  COVID Recovery Response  Services/Online Tools/Fulifillment  (Dropbox, Crowdriff, Survey  Monkey)11,500$                       0.8% 100% Subtotal 1,442,600$                   Budget Remaining (0)$                                 Tourism Business Improvement District Marketing Committee Meeting Minutes Wednesday, May 19, 2021 at 1:00 p.m. Teleconference via Zoom BOARD MEMBERS PRESENT: LeBren Harris, Natalie Ward and Matthew Wilkins BOARD MEMBERS ABSENT: none STAFF PRESENT: Molly Cano, Tourism Manager and Chantal Stewart, Tourism Coordinator Call to order time: 1:08 p.m. BUSINESS ITEMS 1. FY 21-22 Marketing Plan Planning Noble Studios continued to review the current marketing plan progress and accomplishments. Committee members discussed paid media strategies, influencers, third party ads, the 65+ age group conversions, promotions, and international travel priorities in addition to communication expectations. Staff and agency representatives will now work towards the draft marketing plan for a review at the June meeting. 2. New Business Items a. Committee Discussion - none b. Future Agenda Items- none c. Next Regular Meeting Date: Wednesday, June 2, 2021 at 10:30 a.m. Meeting was adjourned at 2:23 p.m. Tourism Business Improvement District Marketing Committee Meeting Minutes Wednesday, June 2, 2021 at 10:30 a.m. Teleconference via Zoom BOARD MEMBERS PRESENT: LeBren Harris, Natalie Ward (departed at 11:12 a.m.). and Matthew Wilkins BOARD MEMBERS ABSENT: none STAFF PRESENT: Molly Cano, Tourism Manager and Chantal Stewart, Tourism Coordinator Call to order time: 10:43 a.m. BUSINESS ITEMS 1. FY 21-22 Draft Marketing and Business Plan Objectives Shyla Lindner of Noble Studios presented the high-level overview of the marketing and business plan objectives. Tourism Manager Cano added information around program elements outside of the agency scope of work and line items that used to be part of the annual marketing plan but are not included in this draft plan. Committee members provided feedback and discussed the need for photos assets to use in the proposed marketing plan objectives. ACTION: Member Harris made a recommendation for TBID Board for consideration to use up to $50k from the FY 20-21 contingency budget for photography and videography based on agency request and marketing plan needs. Member Wilkins was in consensus (Ward was absent). 2. Brand Equity Research Marketing committee members further discussed the brand equity research study and asked agency representatives specific questions for clarification and direction. The marketing committee directed Noble Studios to finalize the specific dollar amount instead of a range to present to the full TBID Board for re- consideration. The committee was in support of this research project pending the final project proposal and amount. 3. Visit SLO CAL EDI + Visitor Profile Research Co-op Staff and agency members reviewed the opportunities to participate in Visit SLO CAL co-op programs. The programs included participation in the EDI Audience and Asset Alignment Study, Visitor Profile Study and the Asset Production Project. Staff and Noble Studios recommended that the committee consider the participation below while using the available FY 20-21 co-op program budget for funding:  Participate in the EDI Study for $5,000  Participate in the Asset (photo & video project) but only for option 1 for $10,000; earmark $10,000 for option 2 out of FY 21-22 co-op program budget based on performance  Decline participation in the Visitor Profile research due to duplication of efforts ACTION: By consensus, the committee members recommend co-op participation with Visit SLO CAL based on the recommendation from staff and the agency (Ward was absent). 4. New Business Items a. Committee Discussion - none b. Future Agenda Items- none c. Next Regular Meeting Date: Wednesday, July 7, 2021 at 10:30 a.m. Meeting was adjourned at 12:30 p.m. Tourism Business Improvement District Management Committee Meeting Minutes Thursday, June 3, 2021 at 10:30 a.m. Teleconference via Zoom BOARD MEMBERS PRESENT: Pragna Patel-Mueller, David Smith and Stephanie Bolles BOARD MEMBERS ABSENT: none STAFF PRESENT: Molly Cano, Tourism Manager and Chantal Stewart, Tourism Coordinator Call to order time: 10:32 am BUSINESS ITEMS 1. Noble Studios Contract Considerations Representatives from Noble Studios presented the proposed budget recommendations for committee consideration. Noble Studios outlined options for the amended contract commitment at the $650k value proposed by the committee and at $700k value proposed by Noble Studios. Within the $650k contract option, the total would be divided between $375k for agency services including account management, PR & Influencers, SEO and media management, creative services, content, and website maintenance. Then $275k or 42% of the total budget would be spent on paid media. Within the $700k contract option, the total would be divided between $375k for agency services including account management, PR & Influencers, SEO and media management, creative services, content, and website maintenance. Then $325k or 46% of the total budget would be spent on paid media. Committee members discussed the options presented and the recommended increase in the marketing contract to $700k to keep paid media portion closer to 50% percent budget allocation at $325K and to maintain adequate agency fees. They decided to recommend the $650k contract option and continuing the paid media spend for the year at $275k instead of increasing by $50k to maintain allocation ratios because paid media is performing extremely well at this investment so the additional budget would only increase the each and saturation. Alternatively, committee members recommend allocating the proposed $50k difference to the contingency budget line item for possible consideration of budget increase later in the year based on ad performance and other opportunities. ACTION: Motion by committee member Bolles, seconded by committee member Smith, carried 3-0 to recommend $650K for agency fees which includes $375K for agency services and $275K for paid media and to increase the contingency budget by $50K for TBID Board consideration. 2. FY 2021-22 Budget Tourism Manager Cano reviewed the proposed TBID’s budget allocations and committee members discussed the different program elements and made suggested edits. By consensus, the committee members would not recommend prepaying for any contracts or services. ACTION: Motion by committee member Bolles, seconded by committee member Patel-Mueller, carried 3-0 to recommend the proposed line items with the discussed edits within the 2021-22 budget for TBID Board consideration. 3. Strategic Partner Sponsorship Consideration Staff reviewed the proposed sponsorship with Cal Poly Athletics and proposed contract amounts with the San Luis Obispo Chamber’s Guest Services and Public Relations. By consensus, committee members liked the new proposed sponsorship with Cal Poly Athletics with the caveat of wanting a two-year contract instead of the proposed three-year. ACTION: Motion by committee member Bolles, seconded by committee member Smith, carried 3-0 to recommend the proposed strategic partner sponsorship and contract amounts with the caveat that Cal Poly Athletics be a two-year contract only for TBID Board consideration. 4. New Business Items Committee Discussion- none. Future Agenda Items – none. Next Regular Meeting Date: By consensus, the July meeting will be cancelled. Meeting was adjourned at 11:53 a.m. DRAFT Minutes – Promotional Coordinating Committee Meeting of May 12, 2021 Page 1 Minutes - DRAFT PROMOTIONAL COORDINATING COMMITTEE Wednesday, May 12, 2021 Regular Meeting of the Promotional Coordinating Committee CALL TO ORDER A Regular Meeting of the San Luis Obispo Promotional Coordinating Committee was called to order on Wednesday, May 12, 2021 at 5:31 p.m., by Chair Thomas via teleconference. Chair Thomas opened the meeting with a moment of silence in honor of Officer Luca Benedetti. ROLL CALL Present: Chair John Thomas, Vice Chair Samantha Welch, John Conner, Maureen Forsberg, Ryan Heath, Lori Lerian, and Robin Wolf Absent: None Staff: Tourism Manager Molly Cano and City Clerk Teresa Purrington PUBLIC COMMENT ITEMS NOT ON THE AGENDA --End of Public Comment-- CONSENT ITEMS ACTION: UPON MOTION BY VICE CHAIR WELCH, SECONDED BY COMMITTEE MEMBER LERIAN, CARRIED 7-0 to approve the Consent Agenda items 1 thru 7. C.1 Minutes of the Meeting on April 14, 2021 C.2 2020-21 Community Promotions Budget Report C.3 SLO Chamber Monthly Public Relations Report C.4 SLO Chamber Visitor Center Report C.5 SLO Chamber Modified GIA Marketing Support Report C.6 TOT Report C.7 Modified GIA Program: Grant + Plaza Partnership Recommendation Report DRAFT Minutes – Promotional Coordinating Committee Meeting of May 12, 2021 Page 2 PRESENTATIONS 1. PUBLIC RELATIONS, MONTHLY REPORT SLO Chamber of Commerce representative, Jacqui Clark-Charlesworth provided a PowerPoint presentation and responded to Committee inquiries. Public Comment None. --End of Public Comment-- No action was taken on this item. BUSINESS ITEMS 1. SERIES 4 BANNER CONCEPTS Katy McGrath from Badger Branding presented the series 4 banner design concepts. Public Comment Dusty Colyer-Worth Jacqui Clark-Charlesworth --End of Public Comment-- ACTION: By consensus the Committee directed to move forward with Design 3 with the color pallet and shadowing of Design 1 and come back at the next meeting with refined designs. 2. NEIGHBORHOOD MAP PROJECT Jacqui Clark-Charlesworth, SLO Chamber presented a project proposal for the development of maps for select Downtown adjacent neighborhoods and/or business districts. Public Comment None. --End of Public Comment-- ACTION: UPON MOTION BY COMMITTEE MEMBER WOLF, SECONDED BY COMMITTEE MEMBER FORSBERG, CARRIED 7-0 to use the leftover funds to produce the new maps as presented at the meeting. 3. SLO CHAMBER CONTRACT PROPOSALS Jim Dantona, Dusty Colyer-Worth and Jackui Clark-Charlesworth, SLO Chamber presented a contract proposal for Public Relations Support, Visitor Services and GIA Support. DRAFT Minutes – Promotional Coordinating Committee Meeting of May 12, 2021 Page 3 Public Comment None. --End of Public Comment-- ACTION: UPON MOTION BY VICE CHAIR WELCH, SECONDED BY COMMITTEE MEMBER CONNER, CARRIED 7-0 to contract proposal for Public Relations Support, Visitor Services and GIA support as presented. 1. FY 21-22 BUDGET DIRECTION & CONTRACT EVALUATIONS Tourism Manager Molly Cano presented the Committee’s budget for FY 21-22. Public Comment None. --End of Public Comment-- No Action Taken on this item. PCC LIAISON REPORTS AND COMMUNICATION 1. GIA LIAISON REPORT Member Lerian reported on SLO Bike Coalition, RACE Matters combined event. Chair Thomas announce SLO Pride events. Welch Restorative Partners Grill Cheese Festival is ongoing. 2. COMMITTEE OUTREACH UPDATE - provided an update on SLO Master Coral and Spokes events. 3. TBID BOARD REPORT – TBID Meeting Minutes: May 12, 2021 John Conner provided a brief overview of the TBID Board Meeting. 4. TOURISM PROGRAM UPDATE Tourism Manager Cano provided a brief Tourism Program update. ADJOURNMENT The meeting was adjourned at 7:54 p.m. The next Regular Promotional Coordinating Committee meeting is scheduled for Wednesday, June 9, 2021 at 5:30 p.m., via teleconference. APPROVED BY THE PROMOTIONAL COORDINATING COMMITTEE: XX/XX/2021 DRAFT Minutes – Promotional Coordinating Committee Meeting of May 12, 2021 Page 4