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Home My WebLink About09-14-2011 PCC Agenda PacketAgenda Promotional Coordinating Committee City of San Luis Obispo Wednesday, September 14, 2011 5:30 p.m. Regular Meeting Council Hearing Room 990 Palm Street The Goals of the City of San Luis Obispo Promotional Coordinating Committee are to (1) Improve the quality of life available to all residents of and visitors to San Luis Obispo and (2) Promote, in a manner consistent with long-range community goals, the development of San Luis Obispo as a regional and tourist center. CALL TO ORDER PUBLIC COMMENT: Each speaker is limited to three minutes of public comment IAPPOINTMENTS 1. APPOINTMENT OF VICE-CHAIR 5 min Due to the resignation of Commissioner Davis, the committee will elect a new vice-chair. ICONSENT ITEMS C1 Minutes of the Meeting of July 13, 2011 C2 TOT Report (to be distributed at meeting) C3 Community Promotions Budget Report C4 ShopSLO/DineSLO Report CS Public Relations Report C.6 Events Promotion Report C7 Visitors Center Report Any writings or documents provided to a majority of the Promotional Coordinating Committee regarding any item on this agenda will be made available for public inspection in the Administration office of the City of San Luis Obispo at 990 Palm Street during normal business hours. Promotional Coordination Committee IPRESENTATIONS At this time, representatives of the Community Promotions Contractors will provide highlights of contract activities undertaken in the past month describe how activities are accomplishing Tourism Marketing Plan Objectives and seek direction from the PCC when necessary regarding contract fulfillment. 1. CONTRACTORS REPORTS 20 min Verdin Marketing and the Chamber of Commerce will give the past quarter report. The Chamber will also introduce the Economic Development website that went live on June 30, 2011. IBUSINESS ITEMS 1. DIRECTION SIGNS -DESTINATION LIST -Attachment 1 15 min The committee will review the final draft of the recommended destinations to feature on the directional signs. 2. EVENTS PROMOTION -Attachment 2 5 min The committee will review the questionnaire for future funding allocations. 3. COMMUNICATION PLAN & RFP -Attachment 3 30 min The marketing subcommittee will report on its two meetings, present discussion points, and submit preliminary recommendations. IFCC LIAISON REPORTS 1. GIA UPDATE -LIAISON REPORT 5 min 2. TBID BOARD REPORT -Attachment 4 -TBID September Agenda IPCC COMMUNICATIONS At this time Committee members make announcements, report on activities, refer to staff issues for study and report back to the Committee at a subsequent meeting. ADJOURN. Promotional Coordinating Committee Minutes Wednesday, JUly 13, 2011 5:30 pm City Hall -Council Hearing Room DRAFT CALL TO ORDER: Vice-Chair Dusty Davis 5:30 pm PRESENT: LeMieux, Billing, Fidler, Cox STAFF PRESENT: Brigitte Elke, Principal Administrative Analyst PUBLIC COMMENT There was no public comment CONSENT AGENDA ACTION: Moved by Cox/LeMieux to approve the consent agenda as presented. Motion carried 5:0 PRESENTATIONS 1. HISTORY CENTER OF SAN LUIS OBISPO COUNTY Erin Newman thanked the PCC for supporting the pod cast project and making the three walking tours a reality. The tours have been received very well and garnered compliments for the high production quality and content. The three tours are available on the website and advertising will start in the upcoming month. Snapshots of tour two and three were presented. 2. REMNANTS OF THE PAST Judy Watkins & Jenny Kompolt presented the upcoming vintage show "Remnants of the Past". The show started in 2007 and has since taken place tWice-a-year at the Dana Adobe in Nipomo. However, the show has since outgrown this venue and the fall show is scheduled at the Alex-Madonna Center. The organizers presented how they intend to attract audiences, how they select the vendors, and special guests. They went over the recommended partnership and the proposed creative for the promotional material. As the TBID had approved the recommended funding, no action was needed from the PCC. 2. CONTRACTORS REPORTS Chamber of Commerce Ermina Karim, CEO and President of the Chamber of Commerce, introduced the brand new economic development website. She elaborated on the yearlong process that led to the final product. The website can be accessed under www.growinslo.com and Ermina showed several of the main pages to the committee. The Chamber, in collaboration with the City's Economic Development Manager, will continue to build the content in order to keep the site up-to-date and fresh. ShopSLO I DineSLO were integrated into the site on the relevant pages. The soft launch will take place right after the meeting and the published actual launch is scheduled for September. This will allow for the site to be tested thoroughly. Lindsey Miller, Marketing Director for the Chamber of Commerce, reported on the past fiscal year's efforts covering PR, events promotion as it pertains to GIA, Open House and Home Coming, and numbers for the Visitors Center and visitslo.com. She distributed invitation to the ribbon cutting for the 24/7 outdoor kiosk to the committee members. Verdin Marketing Ashlee Akers, Account Manager for Verdin Marketing Ink, introduced the agency's new intern and presented the last quarter results for ShopSLOIDineSIO and the events brochure. ShopSLO I DineSLO concentrated on community and merchant awareness. In July 2011 the agency will continue the hosting of the websites, Facebook and twitter posting and outreach to merchants. The event brochure was distributed twice in the Tribune due to an issue with the binding. BUSINESS ITEMS 1. GIA LIAISON ASSIGNMENTS The committee went over the list of organizations and assigned a liaison member to each organization. Staff was asked to send the updated list to the members of the committee. 2. RETREAT FOLLOW-UP Commissioner M. Fidler introduced the item since she had written the draft plan. She walked the committee through the various sections and their content. ACTION: Moved by Billing/Cox to convene the PCC's marketing subcommittee to develop the workscope and RFP documents and to organize a special meeting of the full committee to form the recommendation to the City Council. Motion carried 5:0 3. TROLLEY SERVICE Staff introduced the analysis of the 2010-11 ridership data. ACTION: Moved by Fidlerl LeMieux to recommend funding the trolley service on Friday from 5 to 9 pm June through August and on Saturday from 5 to 9 pm April through October. Total cost to the Community Promotions program is not to exceed $6,750.00 Motion carried 5:0 Meeting adjourned at 7:47 PM SUNGARD PENTAMATION DATE: 09/09/11 TIME: 14:53:40 -FUND ACCOUNTING V4.1 CITY OF SAN LUIS OBISPO EXPENDITURE STATUS REPORT PAGE NUMBER: EXPSTAll 1 SELECTION CRITERIA: ACCOUNTING PERIOD: exp1edgr.key orgn='11300' 3/12 - SORTED BY: FUND,DEPARTMENT,PROGRAM,lST SUBTOTAL,2ND SUBTOTAL,ACCOUNT TOTALED ON: FUND,DEPARTMENT,PROGRAM,lST SUBTOTAL,2ND SUBTOTAL PAGE BREAKS ON: FUND,PROGRAM FUND-100 GENERAL FUND DEPARTMENT-1000 ADMINISTRATION PROGRAM-11300 COMMUNITY PROMOTION 1ST SUBTOTAL-700 STAFFING 2ND SUBTOTAL-701 SALARIES PERIOD ENCUMBRANCES YEAR TO DATE AVAILABLE YTD/ ACCOUNT - -TITLE BUDGET EXPENDITURES OUTSTANDING EXP BALANCE BUD 7010 SALARIES -REGULAR 44,100.00 1,697.00 .00 8,484.98 35,615.02 19.24 TOTAL SALARIES 44,100.00 1,697.00 .00 8,484.98 35,615.02 19.24 7040 RETIREMENT CONTRIBUTIONS 14,300.00 549.20 .00 2,786.68 11,513.32 19.49 7041 RETIREMENT PARS -401 400.00 16.97 .00 84.86 315.14 21.22 7042 HEALTH & D1SABILITY INSU 5,000.00 210.15 .00 1,050.73 3,949.27 21.01 7043 RETIREE HEPLTHCARE 700.00 .00 .00 .00 700.00 .00 7044 MEDICARE 700.00 26.47 .00 132.37 567.63 18.91 7046 UNEMPLOYMENT INSURANCE 200.00 6.79 .00 33.96 166.04 16.98 TOTAL BENEFITS 21,300.00 809.58 .00 4,088.60 17,211.40 19.20 TOTAL STAFFING 65,400.00 2,506.58 .00 12,573.58 52,826.42 19.23 7227 CONTRACT SERVICES 57,258.69 2,505.95 6,746.59 8,796.46 41,715.64 27.15 7237 GRANTS-IN-AID 100,000.00 20,480.87 23,850.00 73,925.87 2,224.13 97.78 7337 PROMOTION & PUBLIC REL 182,500.00 .00 .00 3,488.88 179,011.12 1. 91 7339 CHAMBER & VIS & CONF BUR 76,500.00 .00 .00 6,375.00 70,125.00 8.33 TOTAL SUBTOTAL 416,258.69 22,986.82 30,596.59 92,586.21 293,075.89 29.59 TOTAL CONTRACT SERVICES 416,258.69 22,986.82 30,596.59 92,586.21 293,075.89 29.59 7455 7529 COMMISSION & COMM MTGS PROFESSIONAL CONFERENCES TOTAL TRAVEL. MEETINGS & DUES TOTAL OTHER OPERATING EXPEND TOTAL COMMUNITY PROMOTION TOTAL ADMINISTRATION TOTAL GENERAL FUND 500.00 2,000.00 2,500.00 2,500.00 484,158.69 484,158.69 484,158.69 .00 .00 .00 .00 25,493.40 25,493.40 25,493.40 .00 .00 .00 .00 30,596.59 30,596.59 30,596.59 .00 .00 .00 .00 105,159.79 105,159.79 105,159.79 500.00 2,000.00 2,500.00 2,500.00 348,402.31 348,402.31 348,402.31 .00 .00 .00 .00 28.04 28.04 28.04 TOTAL REPORT 484,158.69 25,493.40 30,596.59 105,159.79 348,402.31 28.04 City Wayfinding Program ATTACHMENT 1 Destination List (Proposed final) For Citywide Vehicular and Downtown Pedestrian Signs Policy/Guidelines: 1. Per MUTCD community wayflnding is intended for Civic, Cultural, Visitor, Recreational and other destinations within a community. 2. Destinations should target Tourists and Visitors not familiar with our town -not locals. 3. Per MUTCD, vehicle signs should only have 3 destinations per sign. 4. Outlying sign descriptions can be general and then become more descriptive as you approach the destination. Example: Sports Fields vs. Damon Garcia Sports Field 5. Per MUTCD, destinations are within SLO community only -not intended for outside of our community unless significant destination adjacent to City such as the County Airport or Cal Poly. (Community can be defIned loosely. Not necessarily city limits) 6. Destinations may include public facilities and non-profIts such as museums, performing art center but should not direct visitors to "for profIt" businesses such as Madonna Inn or Fremont Theater. General Destinations-for Vehicular Signs "Parking"-(start as you approach the downtown-direct to structures only) "Downtown" "Mission/Mission Plaza" "Museums/Cultural Venues" "Airport" "Train Station" "Railroad Museum" "Cal Poly State University" (ask Cal Poly whether there is a preference to exist text to be used on sign.) Cuesta Community College (Low priority. Only if space is available on sign as heading north on Santa Rosa. Find out official name.) "Performing Arts Center" Major Trail head access points. (Low priority, but include on sign ifthere is room (less than the 3 max) and is near destination.) o Bishops Peak o Cerro San Luis SLO High School (Low priority. Include if sign available nearby.) ATTACHMENT 1 Sports Field & regional type parks where large events might be held (as you get closer to the park) o "Sinsheimer Sports Complex" o "Laguna Lake Nature Park" (confirm official name) o "Santa Rosa Park" o "Damon Garcia Sports Fields" I. o "Laguna Lake Golf Course" (Low priority but include if sign near by.) "County Courthouse" "City Hall" "Visitors Center" "Highway 101" (Try to focus on getting vehicles to major on/off ramps such as at Marsh, Santa Rosa and maybe Monterey. Do not guide to the smaller ramps) "Highway I" "Wine Region" (Limited since outside of community. Maybe one at Broad/Higuera Broad/ Marsh and at Airport) Secondary -Pedestrian Signs in Downtown. "Mission/Mission Plaza" "Visitors Center" "Public Restroom" "Museum of History" (or is it now History Center? Confirm) "Children's Museum" "Museum of Art" "Public Library" "City Hall" "Post Office" "County Courthouse" "County Government Center" (limited. Only if sign available) I' "Parking Structure" "Transit Center" "Bubblegum Alley" "Chinese Garden" (whatever it's called on Santa Rosa and Marsh) "Creek Walk" "Lodging" (Only ifI can be very broad and only if it can be placed so that it doesn't omit any lodging opportunity." Joint Events Promotion Task Force ATTACHMENT 2 Minutes Monday, August 29, 2011 -3:00 pm Council Hearing Room -City Hall DRAFT CALL TO ORDER: Chair Dean Hutton PRESENT: Conner, Fidler, LeMieux, Cox STAFF PRESENT: Brigitte Elke BUSINESS ITEMS 1. SLO INTERNATIONAL FILM FESTIVAL Wendy Eidson returned to request $25,000 in funding to continue the promotional and online work started in 2011. She was excited about the collaboration with Level Studios that provided the expertise her and her board needed to take the festival to the next level. The committee discussed the presented data and decided to recommend the following funding to the individual boards: TBID $20,000 PCC $ 5,000 2. FUTURE OF WORK CONFERENCE The organizers of the conference had approached staff regarding the possibility to change the date from September 2011 to January 2012. Staff had provided a presentation listing the reasons for the suggested change. The commissioners were amenable to the change, but wanted staff to follow-up regarding the dates. The new dates show a Friday/Saturday conference. The commissioners wanted to make certain that it will be pushed to a Thursday/Friday conference with leisure options on Saturday. 3. SAN LUIS OBISPO JAZZ FESTIVAL Scott Andrews, Festival Director, presented the proposed 2012 Jazz Festival. The Festival is to take place on September 22 & 23, 2012 which is the same weekend as the Monterey Festival. The commissioners discussed the event and were undecided as to support. The TBID representatives were doubtful of the event's draw for out-of-town visitors and wanted to hold off until they had a better understanding of the TBID fund's financial standing. The PCC members were supportive, but were not willing to spend the entire $20,000 out of the limited 2012 events budget. A final decision was postponed to the September 2011 meeting. The meeting adjourned at 4:35 pm to September 26, 2011. AITACHMENT 3 Promotional Coordinating Committee Marketing Subcommittee Special Meeting Minutes Thursday, September 1, 2011 4:30 pm -Council Hearing Room PRESENT: Jill LeMieux, Marilyn Fidler STAFF PRESENT: Brigitte Elke, Principal Administrative Analyst COMMUNICATION PLAN & REQUEST FOR PROPOSAL The commissioners had received the latest draft of the communication plan as revised by Commissioner Fidler. Additionally, staff had sent information on a cultural program from the Pikes Peak Region (Colorado) for review. Staff briefly introduced the Pikes Peak Region document and elaborated on the PCe's current investment in cultural activities which amounts to $200,000. The commissioners discussed the current Community Promotions program that might spread efforts too thin instead of concentrating on one main program and put all the emphasis behind it. This program could utilize the effort already committed to and leave funding available for special projects throughout the program year. This approach could also address the current GIA program and provide an opportunity for a full revision. The commissioners decided to briefthe committee at its September 14, 2011 regular board meeting to discuss this alternative. Meeting adjourned at 5:50 pm. No follow-up meeting was scheduled. ATTACHMENT 3 Executive Summary The Promotion Coordinating Committee is comprised of seven Commissioners appointed by the SLO City Council and one Principal Administrative Analyst. Following is the PCC's mission statement: to (1) improve the quality of life available to all residents of and visitors to (the city of) San Luis Obispo and (2) promote, in a manner consistent with long-range community goals, the development of San Luis Obispo as a regional and tourist center. Preparation of next year's PCC marketing budget, which must be submitted to and approved by the City Council, focused on the following situation and opportunities: 1. The last PCC marketing plan was written for FY 2008/9. 2. Many significant changes in and out of the community have occurred in the past couple of years, all of which impact SLO's tourism situation and opportunities, suggesting that the PCC's recent promotion activities should be re-evaluated in the context of the changed market. 3. The City Council has agreed to the PCC's "starting with a clean slate" with its promotion recommendations for next year, and that we need not necessarily be bound by previous promotion contracts or programs. 4. Seize the opportunity to develop a Strategic Promotion Plan that is cohesive and synergistic, so that all elements work in concert with each other to gain maximum effectiveness and financial efficiency. As a result of the above, the PCC is enthusiastically focused on developing an innovative promotion program to be implemented in FY 2011/2012. This document serves as the basis for an RFP that we plan to publish requesting submissions by outside contractors. Understanding that it will take an appropriate amount of time in order to publish the RFP, and to receive and evaluate the responses, we have agreed with our two current vendors under contract, the SLO Chamber of Commerce and Verdin Marketing, to sustain our current public relations and Shop SLO/Dine SLO programs on a transitional month-to month basis. However, these monthly expenses will be applied to our promotion plan budget for next year, so it is in everyone's best interest to be as expedient as possible with this process without sacrificing content or quality. Two clarifications: 1. One of the PCC's responsibilities is to evaluate and award grant applications to non-profits in SLO which generate tourism. The budget for those grants is not part of the budget being addressed in this document. However, our eventual promotion plan may have some helpful implications for future grant recipients. 2. To some extent the pce's objectives overlap with those of the TBID, enhanced by the fact that one of the PCC's Commissioners is the Chair of the TBID. However, our respective budgets and primary goals remain independent of each other. ATTACHMENT 3 Market Summary SLO is no less susceptible to the current macro economic issues than the rest of the country and the rest of the world. Available jobs, competitive salaries, and housing are all issues. The good news is that compared to many of our neighboring cities, SLO has experienced a lower number of foreclosures and short sales. The bad news is that the price of housing for many who would like to buy in SLO remains prohibitive. More specific to tourism, available measurements for the past year indicate the following data for out-of-county visitors: 1. TOT has increased by 8.5% in FY 2010111 vs. 2009110. 2. Seasonal skews continue to be summer & fall with heaviest tourism III the months of June, July and August. 3. Heads in beds (occupancy) has increased by 8.8%, FY 2010111 vs. 2009110. 4. The heaviest percentage of visitors from out-of-county draw from Los Angeles area. Unfortunately, similar in-county measurements are not available. Significant promotion activities supported by and/or affecting the PCC in FY 2010111 include: 1. On-going public relations support by the Chamber of Commerce. Activities include responding to all incoming inquiries from members of various media, including providing tours and information, arranging for on-site needs such as hotels, car rentals, restaurants, etc., providing promotional advice to Chamber members and SLO non-profits. 2. Websites Shop SLO & Dine SLO. Offered free to all SLO city businesses and organizations. Sites provide. type of cuisine or merchandise, location, hours and other info that businesses wish to upload. Participants receive window clings with either or both logos. These sites can link to participants' sites. Design and sites were developed and continue to be maintained by Verdin Marketing. 3. Bi-annual event calendar brochure. Lists all major activities and events in SLO distributed with all copies of The Tribune. Created and produced by Verdin Marketing. Lists all major activities and events in SLO distributed with all copies of The Tribune. 4. SAVOR SLO PCC staffed a booth at SAVOR and provided some funding. 5. The TBID's increased marketing activity, provided primarily by Level. 6. A proliferation of websites, logos and branding efforts, each prominently including "San Luis Obispo" , but content not exclusively about SLO city. It should be noted that while merchants don't dislike some of our programs on their behalf, they do not proactively embrace many of the opportunities offered to them, even when they are at no cost to them. ATTACHMENT 3 Competitive Analysis SLO's primary competition can be segmented into 2 concentric circles surrounding our city. The inner circle includes the other cities and communities within SLO County. The outer circle includes the other areas of the state, especially neighboring Santa Barbara and Monterey Counties, the Napa/Sonoma and San Diego areas and National Parks like Yosemite and King's Canyon. Areas in the outer circle have long-established identities and continuous promotion activities. More recently cities within our adjacent circle including Morro Bay, Pismo Beach, Paso Robles and Grover Beach, are at various stages in the development of their respective promotion efforts. Some of these other areas offer advantages that we do not have (i .e. beaches, good airport service, etc.) In its recent facilitator-led brain storming session, there was a consensus among the Commissioners regarding SLO's most compelling attributes which include weather, physical setting, downtown area, center-of-coast and county location among others. Using the SWOT analysis which follows, one of the critical strategic decisions to be made by those responding to our RFP is whether SLO offers a sufficiently strong USP (unique selling proposition, something that none of our competition also offers) on which to base our promotion efforts, or if we should pre-empt "ownership" of some particular attribute(s) with the power and creativity of our promotion, even though some of our competitors may offer the same attribute(s). ATTACHMENT 3 SWOT (strengths, weaknesses, opportunities, threats) Analysis A SWOT analysis is key to the development of any promotion plan. What follows in this analysis is based on the PCC's Commissioner's suggestions. Lists are not necessarily in order of importance. Strengths Strengths 13. SLO tourism brings in revenue I. Safe 14. Lack of pretension 2. Physical setting 15. Accessibility to SLO government 3. Downtown/old town-walkable, 16. Symphony, opera, Mosaica tourist magnet 17. Free outside concerts 4. Proximity to SF & LA 18. Activities for all ages 5. Romantic settings 19. Theater 6. Center of the coast 20. Hiking/biking trails 7. Happiest town publicity 21. Multi-genre movie theaters 8. Outdoor activity options 22. Good library 9. No traffic 23. Poly innovation program 10. Cal Poly/Cuesta cultural & intellectual opportunities 11. Poly legacy link 12. Servicejobs Weaknesses 19. Confusion between SLO 1. Limited job opportunities & high end labor pool City & SLO County 2. Expensive housing 3. Dark streets/no lights 4. All bars dominated by students 5. Lack of ethnic diversity 6. Merchants early closing hours, no dinners after 9:00 p.m. 7. Limited airport service 8. Limited & expensive taxi service 9. Slow, limited train service 10. Cold evening temperatures 11. Cold ocean temperatures 12. Students vs. tourists & students vs. other residents/homeowners issues 13. Gasolineprices 14. Lack of directional signage 15. The grade 16. Fiscal constraints 17. Local crime & its media exploitation 18. Competing SLO logos & brand confusion ATIACHMENT 3 Threats • Charging for parking • Growing perception that SLO is not equally appealing to all current & potential residents & tourists • Increased marketing competition from neighboring cities, county • Highway 1 mudslides • Worsening airport service • Higher fees/utilities/taxes • Continued urbanization, more chains • Weather changes • Gasoline prices • Housing Market • Economy Opportunities • Clean slate from Council • PCC-related personnel changes- o 3 new Commissioners o 3 new Council people, including mayor • New chamber Director • Re-energize community, change the norm • Always -changing e-communication options ATIACHMENT3 Other Information from the PCC Brainstorming Meeting Ideas if money were no object which could inspire other, more affordable ideas 1. Create a wish list of companies to recruit to SLO and send them a freebie visit package 2. Install all necessary street lights 3. Close 101 from Monterey to Marsh 4. Close Higuera St. 5. Beautify SLO a la Carmel 6. Provide free transportation within SLO to all significant SLO events 7. Create a virtual build-your-own vacation in SLO site on line. 8. Air shuttle service from SLO to LAX 9. Horse-drawn trolley 10. Downtown hotel 11. More financial support for local organizations 12. Create an annual great weather festival 13. Incentivize every family to invite someone from out of town for a visit 14. Free overnight and dinner at ElSCR 15. Wrap a SLO tour bus with tourist-friendly ads/pix 16. Create a SLO Food/Wine truck to take to other cities for events, fairs, to promote specific SLO events, etc. 17. Discounts at downtown at all SLO-specific merchants 18. Make the farmer's market permanent and daily 19. Incentivize more bike riding, build more trails 20. Gas vouchers to incentivize LA visitors 21. Sponsor category-specific business planning/education for SLO merchants 22. Offer babysitting service for parents' nights out 23. Move bars to Foothill 24. Create a creekwalk like the San Antonio Riverwalk 25. Incentivize farmers to offer visitor/tourist open houses or tours 26. Send PCC to tourism seminars and conferences Budget-friendlier Ideas to Build Our Promotion Around 1. Weather 2. Loco vore food 3. Wineries 4. Quality of life 5. Central accessibility to CA 6. Friendly community 7. Close-by beaches 8. Variety of outdoor activities 9. Variety of cultural activities 10. Partner with Downtown Assn. to create events/experiences 1 1. More downtown events 12. Generate more walking at night ATTACHMENT 3 13. Create an opportunity alert system (like the emergency alert system) to announce special "spontaneous" events, to celebrate a great weather day, etc. 14. Partner with Cal Poly Alumni Assn.,(especially mailing list) create gift bags for VIP alumni visitors 15. Create a tourism training min-course at Poly and Cuesta. Students receive some course credit and serve as free tour guides and greeters for visitors from in and out of the area 16. Hype the CENTER of the Coast (i.e. center to all of CA) idea ATIACHMENT3 Promotion Objectives Following are the objectives and guidelines which will apply to the development of the PCe's promotion plan and included in the RFP: 1. Plan must be consistent with our mission statement which is: The goals of the City of San Luis Obispo Promotional Coordinating Committee are to (1) improve the quality of life available to all residents of and visitors to San Luis Obispo and (2) promote, in a manner consistent with long-range community goals, the development of San Luis Obispo as a regional and tourist center. The key points in the statement which our promotion plan must reflect are: • We have two equally important constituencies ....residents and visitors. While every idea might not be equally appealing to both, no idea should be unacceptable to either. • The City's on-going goal is to develop the City as a regional center for residents and tourists. 2. The plan must create a cohesive, synergistic relationship between all elements of the plan. Ideally there will be one over-arching unifying theme under which all elements are compatible. 3. The plan must be relevant to SLO residents, businesses and potential out-of-area visitors, although not all elements are required to be equally relevant to each. 4. The plan must include an "elevator" message(s) with supporting strategy(ies). 5. The plan must include a positioning statement. 6. The plan must include a recommended optimum target audience(s), with some specificity (i.e. college educated heads of households between 26 and 45 ...not all adults over 26) 7. The plan must include a recommended media mix, including e-media, not an actual plan. 8. The plan must include recommended metrics for measuring its success, incorporating the best practices used to measure effectiveness in the tourism and communication industries. 9. The plan must include a suggested timeline based on an approximately 18-month time span, recognizing that the PCC meets only once /month. 10. The plan must include a proposed budget also based on an approximately 18 month time span. Include sub-totals for the larger elements (i.e. media, production, etc.) 11. The plan must include incentives and/or other motivating ideas to secure buy-in and enthusiastic support from SLO businesses and residents as well as from visitors. 12. The plan should include recommended collaborations/incentives with various SLO business and social/residential constituencies. 13. The plan should include recommendations for any research deemed necessary. ATTACHMENT 3 (I can't remember exactly, but I think the following points are part of the boilerplate and don't need to be reiterated.) Specific to the RFP: • Credentials, ideally including previous work in the tourism and/or eity promotion categories. • Staff bios,identification of staff specificall y assigned to our account. • Other client references. ATTACHMENT J COPPeR (Cultural Office of the Pikes Peak Region) 1 2011 City Funding Request 20lJ Request I'he Cultural Office of the Pikes Peak Region, or COPPeR, requests $39,000 from the City of Colorado Spnngs to serve as the community arts development office for the city and region, to include annual operations of the PeakRadarcom cultural events website; publication of the third edition of The COPPeR Pages Ojjicial Guule to Arts and Cultural Organizations, a study on the economic impact of the arts in the region, implementation of a strategic Cultural Plan for the region; and numerous programs designed to connect residents and visitors with arts and culture and use the arts to create a positive regional brand for our city, investment of $39,000 rcpresentsjust 17% of COPPeR's 201 J budget of$228,300, Overview COPPeR is the nationally designated local arts agency for Colorado Springs, serving as the community arts development expert for the city and surrounding communities, Most LJ ,So cities have cultural offices embedded directly within government, providing this expertise in the profession of community arts development. As a nonprofit organization partnering with the City, COPPeR is able to leverage significant private support and partnerships in addition to pro bono resources. Through our relationships and memberships in national arts service organizations, we provide an understanding and knowledge of the best practices in how cities across the country are leveraging arts and culture to enhance economic development, downtown and neighborhood revitalization, cultural tourism and much more. Our mission: Connecting residents and visitors to arts and culture to enrich the Pikes Peak region. Our vision: A community united by creativity. Much of our ongoing work is creating infrastructure for the Colorado Springs arts and cultural community. This ineludes building databases of cultural providers; educating civic organizations; lending expertise in community processes such as the United Way's Quality of Life Indicators, Dream City: Vision 2020 and Operation 6035; helping the hundreds of citizens who call or walk inlo our office and need information; assisting Experience Colorado Springs with cultural tourism matters; acting as advisers in public art development and cultural policy-all of this takes significant staff and volunteer expertise. For 2011, our organizational goals continue to guide our work: -Build cultural participation in the region. -Foster sustainability of the region's cultural arts industry. -Advocate for the region's cultural vitality. -Leverage cull ural assets to promote a positive regional brand and image. -Foster authenticity by celebrating and enhancing assets unique to our communily's heritage and future. COPPeR, Cultural Office of the Pikes Peak Regiun www.coppercolo.org www.PeukRadar.com, 719.634.2204 Your Community Arts Development Experts ATIACHMENT3 Major Programs COPPeR's programming for 20 II identifies several ways in which we are strategically working with the arts to address community needs. We are deeply committed to strengthening relationships with leading civic agencies in order to work collectively toward a more strategic approach to cultural services. The following programs are examples of how COPPeR is elevating the arts in Colorado Springs. PeakRadar.com -The region's most comprehensive web cultural events calendar launched in June 2007 and in just three years has become the No.1 arts website in Southern Colorado. Site usage increased by 50% by end of year 2009. The site is creating community by collaboratively infonning residents and visitors about the myriad of cultural opportunities and select sports and outdoors events in our area. More than 300 organizations and over 200 venues are registered on the site, and Iiterally thousands of events have been featured to date. In a 20 I0 benchmark survey of PeakRadar.com users: -96% said PeakRadar.com has made them more aware of local arts events and opportunities. -75% said PeakRadar.com caused them to attend an event they otherwise wouldn't have known about. -84% said they have become more aware of ethnically and culturally diverse events because ofPeakRadar.com Comments by survey participants included: -"I'm new to Colorado Springs and I appreciate having a source like PeakRadar.com." -"I'm a professional (Union/AEA) actor who moved here from Los Angeles a little over a year ago & having this info about what is artfully, creatively happening in "The Springs" is wonderfully hclpful.'· -"Because of PeakRadar.com, I actually know what's going on in town. Great service. The design makes it engaging --and it is mercifully easy to navigate' What's more, as an event organizer, I know we're reaching folks we wouldn't otherwise." -"I love PeakRadar.com! I forward the weekly eBlast to friends and family and encourage them to become a subcriber. Thanks so much for keeping tuned into my community!" The focus for 2011 will be on improving our market share, which will result in increased site traffic and more awareness of the site for residents and visitors. Our target is to grow total visitors, unique visitors and page views by 9% beyond year-end 2009 numbers. -Total program budget: $89,00 (includes $50,000 in pro bono media partnerships and an in-kind grant from Google AdWords) The COPPeR Pages -The region's only comprehensive guidebook to cultural organizations is distributed free at the city's community centers, library branches, Fort Carson's family services unit, cultural organizations and elsewhere. David White, vice president of marketing for the Colorado Springs Economic Development Corporation, puts a copy of The COPPeR Pages in every recruiting/promotion packet that he sends out. Says White: "The COPPeR Pages is a very effective guide that we use to promote the cultural and artistic landscape of our region. One of the top site selection criteria by young companies is how well we embrace the arts. This tool helps show them why they should be part of this dynamic city and region." The third edition of this biennial product will be plJbli~hed in summer 2011 at a print run of 15,000-up from our original print run of 7,500 in 2007 due to such high demand by citizens. The guidebook wi II Include more than 200 organizations identified through COPPeR's research; be distributed in more locations and with a sizable increase in distribution to relocating troops and their families at Fort Carson. This guidebook is in high demand by the EDC and newcomers, so additional outreach to relocation services and real estate agents will be conducted. -Total program budget: $19,300 ATIACHMENT3 COPPeR (Cultural Office of the Pikes Peak Region) 3 2011 City Funding Request Economic Impact of the Arts -COPPeR will participate in a national research study, Arts & Economic Prosperity IV -the Economic Impact ofNonprojir Arts and Culture Organizations and their A IIdiences in the Pikes Peak region. This three-year study, a follow-up to the 2007 study by the same name, will be conducted with Americans for the Arts and the National Arts and Business Council. The Greater Colorado Springs Chamber of Commerce and the EDC are confinned sponsors; we will also seek more corporate sponsorships for this program) -Total program budget: $5,000 Cultural Planning -COPPeR has taken the lead on a two-year process to develop a Cultural Master Plan for the region, utilizing a variety of proven cultural planning methods to craft a plan that engages the arts to enhance our city's quality orJife, education, tourism and economic development. CIty Councilwoman Jan Martin and Assistant City Manager Nancy Johnson serve on our core team lor this project. COPPeR will be rolling out the plan in late summer 20 10; implementation will begin in 20 II. This process, begun in :W08, already has involved input from hundreds of community stakeholders. The Cultural Master Plan will provide a long-tenn strategy toward providing better cultural services to citizens and more thoughtful and strategic branding and marketing of our community based upon its existing cultural strengths. Project costs reflect implementation of the Plan, which will inc lude significant media outreach, open meetings, and technological platfonns for benchmarking. -Total program budget: $15,000 Pikes Peak Poet Laureate Project -COPPeR joins with four other partners-the Pikes Peak Library District, Colorado College, UCCS and Poetry West -in this program that brings our region's lirst-ever poet laureate into nontraditional settings such as schools, business gatherings, civic events and elsewhere. In 20 II, Poet Laureate Jim Ciletti will expand the reach of poetry using technology and a series of Poetry in the Home events, bringing poetry to the lives of everyday pcople. -Total program budget: $5,000 Community education -One of the greatest roles COPPeR fills is simply being the go to source for residents and organizations needing information on the arts and proactive branding of our region. This includes facilitating arts presentations for all of the programs of Leadership Pikes Peak; assisting Experience Colorado Springs on matters of cultural tourism, such as planning arts-focused tours by travel writers; serving as co-chair of the arts/culture/recreation team of the United Way's Quality of Life indicators project; co-producing an annual Business & Arts Luncheon with the Greater Colorado Springs Chamber of Commerce honoring businesses that support the arts; and other similar activities. -Total program budget: $75,000 Note: As mentioned. COPPeR will continue with all programming outlined in thi, memo, including perhaps our most valuable service as the go-to arts resources for Clhzens and visltors. These programs below an:: most aligned with city strategic goals and most 111 need of resources. COPPeR, Cultural Office of the Pikes Peak Region www.co{J{Jercolo.org. www.PegkRadar.com. 719.634.2204 Your Community Arts Development Experts ATTACHMENT 3 The City of Colorado Springs was an early and visionary investor in COPPeR, and we will never take that commitment for granted. It takes many years for a nonprofit organization to transition from "start-up" to "stay up," but with the expertise of our staff and board and continued support from the City of Colorado Springs, we are inunensely confident that COPPeR will be a permanent and positive asset that will continue to serve all our city's residents and visitors 111 an innovative, inclusive, and responsible manner for years to come. We arc deeply proud of our strong public/private partnership with the City of Colorado Springs and we thank you [or your investment in COPPeR's service to the community. Respectfully Submitted, Bettina Swigger COPPeR Executive Director Attachments A. 2010 COPPeR Board of Directors and Advisory Board B. Partners/Foundations/[n-Kind Support C. 201 1 Draft Budget D. 2009 Annual Report to the Community E. PeakRadar.com Annual Report F. PeakRadar.com Site Metrics ATTACHMENT 3 2010 Advisory Board Joe Barrera, Southwest Consultants Steve Blazer. Entrepreneur Nancy Lewis, Garden of the Gods Visitor Center M all Mayberry, Colorado Springs Cultural Services Director Chuck Murphy, Murphy Constructors Judy Noyes Deborah Thornton, Imagination Celebration Eve Tilley COPPeR Foundation/CorporatelPartner Support 2011 Note: Due to foundation granting and approval cycles, 20 J J partners are not yel publicly confirmed, but our four-year history (below) shows a reliable base of ongoing partner support. 2010 confirmed to date; others are pending City of Colorado Springs, $39,000 Inasmuch Foundation, $10,000 Bee Vradenburg Foundation, $10,000 Colorado Creative Industries, $6,500 Experience Colorado Springs, $6,000 Memorial Hospital for Children, $5,000 Colorado Springs Downtown Partnership, $5,000 Gay & Lesbian Fund for Colorado, $5,000 City of Manitou Springs, $1,500 City of Woodland Park, $1,000 2009 City of Colorado Springs, $39,000 Experience Colorado Springs, $7,500 Bee Vradenburg Foundation, $15,000 El Pomar Foundation, $10,000 Colorado Council on thc Arts, $9,900 The Gazette Charities, $5,000 Colorado Springs Downtown Partnership, $5,000 Memorial Hospital for Children, $5,000 2008 City of Colorado Springs, $39,000 Experience Colorado Springs, $22,500 Colorado Council on the Arts, $16,100 El Pomar Foundation, $15,000 Bee Vradenburg Foundation, $10,000 Cordera, $10,000 ATTACHMENT J COPPeR (Cultural Office of the Pikes Peak Region) 7 2011 City Funding Request The Gazette Charities, $5,000 Gay and Lesbian Fund for Colorado, $5,000 Colorado Springs Downtown Partnership, S5,OOO Memorial Hospital for Children, $5,000 H, Chase Stone Tmst, $5,000 2007 City of Colorado Springs, 523,000 Experience Colorado Springs, $22,500 E1 Pomar Foundation, $20,000 Inasmuch Foundation, $10,000 Joseph Henry Edmondson Foundation, $10,000 Bee Vradenburg Foundation, $10,000 The Gazette Charities, $10,000 Gay & Lesbian Fund for Colorado, $7,500 Pikes Peak Community Foundation, $5,000 Plantera Financial Services, 52,400 Griffis! Blessing, $500 In-Kind Supporters* Google AdWords Nor'wood Development Group The Gazette KCME KRCC Blue StarlNoshlLa'au's Bristol Brewing *In-kind support valued annually at $75,000 COPPeR, Cultural Office of the Pikes Peal< Region www.coppercolo.org, www.PeukRadarcom, 719.634.2204 Yuur Cummunity Arts Development t;xperts