CC 2021-04-27_11a AGTBID Annual Report and AssessmentMEMORANDUM
TO: CITY COUNCIL
FROM: WHITNEY McDONALD, CITY MANAGER
BY: JESSICA MATSON, LEGISLATIVE AND INFORMATION SERVICES
DIRECTOR/CITY CLERK
SUBJECT: CONSIDERATION TO APPROVE THE ANNUAL REPORT AND
ADOPTION OF A RESOLUTION OF INTENTION FOR LEVY OF ANNUAL
ASSESSMENTS FOR ARROYO GRANDE TOURISM BUSINESS
IMPROVEMENT DISTRICT (AGTBID)
DATE: APRIL 27, 2021
SUMMARY OF ACTION:
Receive and approve the Annual Report, which provides information on the activities of
the Arroyo Grande Tourism Business Improvement District (AGTBID or District) during
the past year, and adopt a Resolution of Intention that would continue the levy of annual
assessments for the District for Fiscal Year 2021-22.
IMPACT ON FINANCIAL AND PERSONNEL RESOURCES:
Based on the anticipated year-end results for Fiscal Year 2020-21 and taking into account
COVID-19 related losses, the assessments expected to be collected total approximately
$137,000. As of February 28, 2021, the AGTBID fund balance is approximately $326,700.
RECOMMENDATION:
The AGTBID Advisory Board recommends the City Council: 1) receive and approve the
Annual Report; 2) adopt a Resolution of Intention to levy and collect assessments within
the AGTBID area for Fiscal Year 2021-22 at the same rate as in Fiscal Year 2020-21 and
setting the date for the public hearing for May 25, 2021.
BACKGROUND:
In May 2013, the City Council adopted an Ordinance establishing the Arroyo Grande
Tourism Business Improvement District. The District was formed under the Parking and
Business Improvement Law of 1989, Sections 36500 et seq. of the Streets and Highways
Code and incorporated into the Arroyo Grande Municipal Code (AGMC) in Title 3, Chapter
3.46.
The purpose of forming the District was to provide revenue to defray the costs of services,
activities, and programs promoting lodging businesses in the District through the
promotion of scenic, recreational, cultural, and other attractions in the District as a tourist
Item 11.a. - Page 1
CITY COUNCIL
CONSIDERATION TO APPROVE THE ANNUAL REPORT AND ADOPTION OF
A RESOLUTION OF INTENTION FOR LEVY OF ANNUAL ASSESSMENTS
FOR ARROYO GRANDE TOURISM BUSINESS IMPROVEMENT DISTRICT
APRIL 27, 2021
PAGE 2
destination. Assessments are levied on all lodging businesses within the District
boundaries and are based upon two percent of the rent charged by the operator per
occupied room per night for all transient occupancies.
In December 2014, the City Council adopted an Ordinance amending Chapter 3.46 of the
AGMC to provide that the same exemptions that apply to the Transient Occupancy Tax
apply to AGTBID assessments and amended the definition of "lodging" to include
vacation rentals and homestays.
In accordance with the provisions in the Streets and Highways Code and AGMC Section
3.46.100, the City Council appointed an Advisory Board. Pursuant to Streets and
Highways Code Section 36533, the Advisory Board is to prepare an annual report, which
is to be submitted to the City Council for its review and approval. Accordingly, the Advisory
Board has submitted the Annual Report for 2020-2021 (Attachment 1).
AGMC Section 3.46.060 also provides that the assessments for the AGTBID are to be
reviewed annually by the City Council based upon the annual report of the Advisory
Board, and, after approval of the annual report, the City Council is to follow the hearing
process outlined in Streets and Highways Code Section 36535 for the annual
assessments for the upcoming fiscal year. Section 36534 provides for the adoption of a
resolution of intention to levy an annual assessment for that fiscal year. The Resolution
also sets a public hearing in order to receive any written or oral protests against the
continuation of the District as required by the applicable statute.
ANALYSIS OF ISSUES:
The AGTBID has been in effect for almost eight years and has been very successful. In
January 2018, the City Council combined the Tourism Marketing Committee, which was
coordinated by the Chamber of Commerce, and the Advisory Board, increasing the
number of members of the Advisory Board from a minimum of three (3) to not more than
nine (9). The Advisory Board implements the programs and activities funded through the
AGTBID. The Chamber of Commerce administers the program; therefore, minimal staff
time has been required by the City. In June 2018, the Council approved an Agreement
with Verdin Marketing for tourism marketing services to provide a fresh perspective and
innovative ideas given the current economic climate and needs of Arroyo Grande’s
tourism market. Since that time, a tourism website, rebranding of Visit Arroyo Grande, a
monthly e-newsletter, advertising campaigns, a tourism strategic plan, and other
marketing efforts have been developed and implemented.
All marketing aspects of Visit Arroyo Grande (digital advertising, social media, and e-
newsletters) have resumed now that Arroyo Grande is more open for tourism as the
COVID-19 pandemic begins to recede. Adjustments to messaging are made as needed
to remain sensitive to COVID safety guidelines. The safety messaging is echoed in the
use of the hashtag #slocalsafely.
Item 11.a. - Page 2
CITY COUNCIL
CONSIDERATION TO APPROVE THE ANNUAL REPORT AND ADOPTION OF
A RESOLUTION OF INTENTION FOR LEVY OF ANNUAL ASSESSMENTS
FOR ARROYO GRANDE TOURISM BUSINESS IMPROVEMENT DISTRICT
APRIL 27, 2021
PAGE 3
On March 22, 2021, the Advisory Board reviewed and approved the Annual Report and
has forwarded it to the City Council for consideration. The Advisory Board recommends
extending the assessments and continuing the program. As noted above, following
approval of the Annual Report and adoption of the Resolution of Intention, the next step
in the process is to schedule a public hearing for May 25, 2021. The public hearing will
allow lodging businesses subject to the assessment to submit comments, voice concerns,
and protest the assessment. As set forth in Sections 36524 and 36525 of the California
Streets and Highways Code, the City Council has the ability to continue collecting the
proposed citywide AGTBID at this public hearing, unless written protests are received
from lodging businesses that pay 50% or more of the proposed assessments. In that
event, the Council cannot consider continuation of the AGTBID for at least one year.
ALTERNATIVES:
The following alternatives are provided for the Council’s consideration:
1. Approve staff’s recommendations;
2. Request changes or clarification to the Annual Report;
3. Do not approve staff’s recommendations; or
4. Provide staff other direction.
ADVANTAGES:
The recommendations will enable the City to extend the AGTBID, which provides a
mechanism to generate funding to promote lodging stays and tourism in the City, which
increases transient occupancy tax revenue and supports local businesses.
DISADVANTAGES:
No disadvantages with the recommended actions are identified.
ENVIRONMENTAL REVIEW:
No environmental review is required for this item.
PUBLIC NOTIFICATION AND COMMENTS:
The Agenda was posted at City Hall and on the City’s website in accordance with
Government Code Section 54954.2.
Attachment:
1. Proposed Resolution
2.Annual Report
Item 11.a. - Page 3
RESOLUTION NO.
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
ARROYO GRANDE DECLARING ITS INTENTION TO
CONTINUE THE ARROYO GRANDE TOURISM BUSINESS
IMPROVEMENT DISTRICT, TO CONTINUE THE BASIS
FOR AND TO LEVY THE ASSESSMENTS FOR THE
DISTRICT, AND TO SET A DATE FOR THE PUBLIC
HEARING ON THE DISTRICT AND THE ASSESSMENT
FOR THE 2021-22 FISCAL YEAR
WHEREAS, the Parking and Business Improvement Area Law of 1989 (“PBIAL”),
sections 36500 et seq. of the Streets and Highways Code, authorizes cities to establish
business improvement districts for several purposes, one of which is promotion of
tourism; and
WHEREAS, the Arroyo Grande Tourism Business Improvement District was established
in May, 2013 and incorporated into the Arroyo Grande Municipal Code (“AGMC”) under
Chapter 3.46; and
WHEREAS, in accordance with the requirements of Streets and Highways Code Section
36530 and AGMC Section 3.46.100, the City Council appointed an Advisory Board to
provide oversight, guidance, and recommendations regarding the use of the assessment
funds; and
WHEREAS, the AGMC and the PBIAL require the Advisory Board to prepare and submit
an annual report (“Annual Report”) stating proposed changes, improvements and
activities for the fiscal year; and
WHEREAS, on March 22, 2021, the Advisory Board approved the Annual Report; and
WHEREAS, the Advisory Board Annual Report was filed and approved by the Arroyo
Grande City Council on April 27, 2021.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Arroyo Grande
as follows:
Section 1. The City Council proposes to continue the Arroyo Grande Tourism Business
Improvement District (“District”) in accordance with AGMC Chapter 3.46
and Streets and Highways Code Sections 36500 et seq. and levy
assessments for fiscal year 2020-21.
Section 2. The Annual Report is on file with the City Clerk and contains a full and
detailed description of the improvements and activities to be provided for
fiscal year 2021-22. No changes to the District boundaries are proposed,
and the report includes the estimated cost of providing improvements and
activities for fiscal year 2021-22. The assessment is not proposed to be
increased.
Attachment 1
Item 11.a. - Page 4
RESOLUTION NO.
PAGE 2
Section 3. The boundaries of the District are the boundaries of the City of Arroyo
Grande.
Section 4. The assessment levied by the District shall be used for activities and
programs promoting lodging businesses in the District through the
promotion of scenic, recreational, cultural, and other attractions in the
District as a tourist destination, and as further set forth in AGMC Section
3.46.030.
Section 5. The assessment is proposed to be levied on all “lodging” businesses in the
District, as that term is defined in AGMC section 3.46.020, and allocated by
the City of Arroyo Grande.
Section 6. The assessment shall be based upon two percent (2%) of the rent charged
by the operator per occupied room per night for all transient occupancies
and shall be collected quarterly.
Section 7. New lodging businesses shall not be exempt from immediate assessment.
Section 8. A public hearing, held pursuant to AGMC Chapter 3.46 and Streets and
Highways Code Section 36535, to allow for comments and to receive written
and oral protests on the District and proposed assessment, is hereby set
for 6:00 p.m., Tuesday May 25, 2021, before the City Council of the City of
Arroyo Grande at the City Council Chambers at 215 E. Branch St., Arroyo
Grande, CA or via teleconference as follows: Zoom Meeting:
https://us02web.zoom.us/j/89129208197; Webinar ID: 891 2920 8197; Or
by Telephone: 1-669-900-6833; 1-346-248-7799; 1-253-215-8782.
Section 9. At the public hearing, the testimony of all interested persons for or against
the continuation of the District, the boundaries of the District, or the
furnishing of specified types of improvements or activities will be heard. A
protest may be made orally or in writing by any interested person. However,
only written protests will be considered in determining if there is a
majority protest. The form and manner of protests shall comply with
Streets and Highways Code Sections 36524 and 36525.
Section 10. Any protest pertaining to the regularity or sufficiency of the proceedings
shall be in writing and clearly state the irregularity or defect to which
objection is made.
Written protests must be received by the City Clerk of the City of Arroyo
Grande before the close of the public hearing scheduled herein and may be
delivered or mailed to the City Clerk, City of Arroyo Grande, 300 East
Branch Street, Arroyo Grande, CA 93420. A written protest may be
withdrawn in writing at any time before the conclusion of the public hearing.
Item 11.a. - Page 5
RESOLUTION NO.
PAGE 3
Each written protest shall contain a written description of the business in
which the person signing the protest is interested sufficient to identify the
business. If the person signing the protest is not shown on the official
records of the City of Arroyo Grande as the owner of the business, then the
protest shall contain or be accompanied by written evidence that the person
is the owner of the business.
Section 11. If at the conclusion of the public hearing, there are of record, written protests
by the owners of lodging businesses within the District that will pay fifty
percent (50%) or more of the total assessments of the entire District, no
further proceedings to continue the District shall occur. New proceedings to
continue the District shall not be undertaken again for a period of at least
one (1) year from the date of the finding of a majority protest by the City
Council. If the majority of written protests are only as to an improvement or
activity proposed, then that type of improvement or activity shall not be
included in the District.
Section 12. The City Clerk is instructed to provide notice as required by AGMC Chapter
3.46 and Streets and Highways Code Section 36534. The City Clerk shall
give notice of the public hearing by causing this Resolution of Intention to
be published once in a newspaper of general circulation in the City no less
than seven (7) days before the public hearing.
On motion of Council Member _______, seconded by Council Member _______, and by
the following roll call vote, to wit:
AYES:
NOES:
ABSENT:
the foregoing Resolution was passed and adopted this 27th day of April 2021.
Item 11.a. - Page 6
RESOLUTION NO.
PAGE 4
___________________________________
CAREN RAY RUSSOM, MAYOR
ATTEST:
___
JESSICA MATSON, CITY CLERK
APPROVED AS TO CONTENT:
___________________________________
WHITNEY McDONALD, CITY MANAGER
APPROVED AS TO FORM:
___________________________________
TIMOTHY J. CARMEL, CITY ATTORNEY
Item 11.a. - Page 7
Annual Report | 2020–2021
1
Attachment 2
Item 11.a. - Page 8
Overview and Goals 3
Strategic Plan 4
Completed Initiatives 5
Personas 6
Destination Campaigns 9
Results at a Glance 10
Email Marketing 11
Social Media 12
Paid Media 13
Outreach to Local Lodging Partners 14
Public Relations & Partnerships 15
Addendum 17
Table of Contents
2 Item 11.a. - Page 9
Overview & Goals
The Arroyo Grande Tourism Business Improvement
District (AGTBID) has a plan in motion to reach
travelers whose interests and behaviors align with
the genuine experiences found in our area. These
travelers are ready to discover the magic of Arroyo
Grande—a town differentiated by its charming
atmosphere, striking scenery, and access to some of
the Central Coast’s most sought-after experiences.
The AGTBID Advisory Board consists of lodging
business owners within the city of Arroyo Grande and
others with knowledge of tourism and/or the lodging
industry. The AGTBID helps to promote Arroyo
Grande as a travel destination and is funded by a 2%
assessment administered by lodging partners for
this purpose.
Position Arroyo Grande as
a travel destination
Increase overnight stays in
Arroyo Grande
Introduce new visitors to
Arroyo Grande
Marketing Goals:
3Item 11.a. - Page 10
In August 2020, the AGTBID finalized their three-year strategic plan defining key
imperatives, objectives to measure and initiatives to execute. This plan will guide all future
marketing efforts and direct the AGTBID as an organization.
Vision Mission Position
A thriving community
rooted in authentic
hospitality and nourished
by a strong economy
To market Arroyo Grande as a
desirable travel destination,
create memorable
experiences and support a
prosperous economy and
community
Visit Arroyo Grande is the city’s primary source for destination marketing
services and tourism leadership. We are:
• Storytellers of the Arroyo Grande tourism experience
• Providers of tourism related information and data
• Collaborators championing the value of tourism and supporting key
tourism drivers
• Stewards balancing the benefits of tourism with Arroyo Grande’s
quality of life
Values Reputation
• Truth
• Excellence
• Te amwork
• Community
• Impact
• Transparent
• Forward-thinking
• Reliable
• Humble
• Partners
Imperatives Objectives Initiatives
Support the Destination
in Tourism Recovery
and Strengthen
Organizational Capacity
for Future Impact
• Recover/Achieve 2019
Occupancy Rate
• Increase Staffing budget
• Align on and implement tiered re-opening marketing and
communication plan with key partners and stakeholders
• Advocate for organizational capacity to ensure the resiliency of AG’s
tourism economy
• Enhance the tourism industry’s position and importance in AG’s
economic recovery
Increase Brand
Awareness as a Central
California Destination
of Choice
• Increase share of county
visitor volume
• Increase use of shared
brand assets
• Differentiate AG brand's position in the larger SLO CAL travel market
• Create a content library and tool kit to influence a unified brand approach
• Pursue opportunities for collaborative and aligned promotional
partnerships and messaging
Ensure the Quality of
our Brand Promise and
Visitor Experience
• Increase number of visitor
hours in market
• Increase length of stay
• Create a framework to evaluate and promote events that generate
new and repeat visitors to the destination
• Encourage the availability of downtown and highlight opportunities
• Design attractive trip itineraries to drive visitation to AG’s portfolio
of experiences
Expand Stakeholder
and Community
Engagement to Create a
Collaborative and
Supportive Tourism
Industry
• Increase representation
of lodging partners on the
Board
• Grow stakeholder
participation
• Increase resident
approval of tourism
• Create a stakeholder engagement and outreach campaign to
educate and promote the value of the TBID to lodging partners
• Collaborate with stakeholders to design and expand co-operative
marketing programs
• Increase the voice of tourism with key governmental, businesses
and community decision makers and leaders
2021–2024 Strategic Plan
4 Item 11.a. - Page 11
Completed Initiatives
As a strategic plan initiative, AGTBID developed a content library that unified its
brand and can be shared with partners to help tell the story of Arroyo Grande. This
included photography, brand guidelines, logos, social media handles and hashtags.
Another initiative completed this fiscal year were trip itineraries to help drive
visitation to Arroyo Grande experiences. To view the itineraries visit the below links:
Outdoor Adventures—visitarroyogrande.org/outdoor-itinerary/
Family Fun—visitarroyogrande.org/family-itinerary/
5Item 11.a. - Page 12
Personas
What Matters to Eric?
Eric likes to stay busy. When he has a free moment, he chases new experiences that make
him feel connected to the outdoors. Eric has an open mind, looks for opportunities, and is
known to decide at the last minute to travel for the weekend. He consumes media in the
digital space and stays connected through social media, which is where he’ll learn about
Arroyo Grande. Outdoor adventurers are a growing population, so this is an important
audience for Arroyo Grande to learn to connect with.
How Arroyo Grande Appeals to Eric
Arroyo Grande is a great place to recharge in the outdoors with rolling hills on one side and
beach towns on the other. Eric will enjoy the open space and the chance to get outside and
bike—especially if the day ends with a hearty meal and a handcrafted beverage from one of
Arroyo Grande’s restaurants. He’ll also appreciate the proximity to the beach and is likely to
visit Lopez Lake for more outdoor experiences.
We know it takes a lot more than demographics to understand the Arroyo Grande visitor
profile. Verdin builds personas to craft messages and assets that are specific to their
behaviors and interests with the goal of getting them to visit our destination. Leveraging
the recent SLO CAL visitor study, the Verdin team developed the following three personas.
On-the-Go Eric
Seeks experiences that connect
him with nature
6 Item 11.a. - Page 13
What Matters to Fiona?
Fiona is always looking for new vacations where her family can spend time together
and have a special getaway without traveling too far from home. A young mother,
Fiona loves her family and wants her two kids to learn to love traveling the way she
does. She stays connected to her friends and family on Instagram where she finds
inspiration for activities, meals, and travel planning. She makes decisions based on
reviews, her friends’ feedback, and what she perceives will bring her family closer
together, and she’s always got her eye out for a good deal.
How Arroyo Grande Appeals to Fiona
Arroyo Grande has that “set apart” feeling that Fiona wants her family to have. The
quaint Arroyo Grande Village, the swinging bridge, the historic buildings and the
nearby beaches fulfill the types of things Fiona looks for when she plans trips. Fiona
will travel with her family, which makes it more likely that she will spend money in
the destination she visits. It’s important she knows that even if the beach is on the
itinerary, they will enjoy staying in Arroyo Grande because of the family-friendly feel
and the great restaurants (including a stop at Doc Burnstein’s, of course!). Arroyo
Grande fits this mom’s criteria because it is safe, friendly and accessible.
Family-Focused Fiona
Seeks experiences that bring her
family together
7Item 11.a. - Page 14
What Matters to Rachel?
Rachel enjoys new experiences, but she’ll definitely do her research and planning. She
looks for fresh ways to have comfortable and relaxing vacations that will allow her to
connect with the people she cares about. When she finds a new favorite, whether a
restaurant, hotel or winery, she will generously share it with her friends and family. Rachel
likes to leave a vacation feeling revitalized. To accomplish that, she will do her research
online before making reservations, so there is opportunity to reach her on multiple
platforms and connect on an ongoing basis through social media and email marketing.
How Arroyo Grande Appeals to Rachel
With a higher household income, money doesn’t guide Rachel’s decisions as much as
her perception of the best option. She makes decisions based on perceived quality and
comfort. She will appreciate Arroyo Grande’s peaceful and beautiful setting, with the
expanses of farmlands and vineyards. Rachel will enjoy the Arroyo Grande wine tasting
experience, and it’s important for her to know she can have it all here without traveling to
Paso Robles. She will bring friends along to Arroyo Grande to stroll the historic streets,
shop for antiques, eat dinner in the Village, grab a cocktail at Mason Bar, and perhaps
catch a show at the Clark Center.
Ready-to-Relax Rachel
Seeks experiences that leave her refreshed
and inspired
8 Item 11.a. - Page 15
Verdin created a series of digital ads and placed them programmatically and on social
media to build brand awareness for Visit Arroyo Grande and to get more heads in beds
within city limits. Our design team developed several motion graphics, a cost-effective
way to attract key audiences’ attention through movement and inspirational messaging
about the unique travel opportunities Arroyo Grande has to offer.
Destination Campaigns
Fresh
The Fresh campaign was placed on hold while leisure
travel was more restricted. During that time, two
photoshoots were conducted focusing on the family
and relaxed traveler personas. Hiking in wine country
and Biddle Park, fishing at Lopez lake, picnics at
Heritage Park, as well as u-pick experiences at Rutiz
Farms were featured. The campaign launched in
February 2021 as travel sentiment and vaccine
distribution began to increase.
Wander Here
Due to the pandemic, the “Wander Here” campaign was paused in
March of 2020. With assets only being in market for a short period
of time, the motion graphic ads were re-launched in September
2020 which were still relevant and compelling to our target
audiences. The “Wander Here” campaign targeted Visit Arroyo
Grande’s On-the-Go Eric persona with dynamic imagery of hiking,
biking and windsurfing attractions set to uplifting music, calling on
people to come experience the outdoors.
9Item 11.a. - Page 16
Results at a Glance
July–February YOY
19% increase
in pages viewed per visit
48% increase
in time on site
Reached 881,796
through digital advertising
Facebook
17,129
engagements
12,241
clicks from digital advertising
Instagram
114% increase
in followers
Transient Occupancy Tax (TOT)
July–January totals
2020-2021:
$519,636
2019-2020:
$684,104
2018-2019:
$596,208
2017-2018:
$576,450
2016-2017:
$568,391
24% decrease
in page views YOY
10 Item 11.a. - Page 17
Email Marketing
Email marketing has been a great way to share
the unique experiences of Arroyo Grande. Our
newsletter is sent out the middle of each month.
We feature content based on:
• A specific theme from Arroyo Grande’s key
messaging points
• Promoting events, new happenings and local
businesses that support tourism
• Sending email recipients to the website by
highlighting activities, restaurants and
accommodations that build interest in
planning an Arroyo Grande getaway
Due to the pandemic, we paused the email
marketing tactic until leisure travel was less
restricted. It was re-engaged in February 2021.
2.4% average click rate
Enewsletter Results:
1,066 email subscribers
2 distributed newsletters
24% average open rate
11Item 11.a. - Page 18
Social Media
Engaging content on social media has helped Arroyo
Grande continue to connect and interact with our
audiences with the goals to build valuable relationships,
create brand ambassadors and tell the story of this
unique destination. Through social media, we:
• Used videos to tell our stories, understanding that
video shares emotion like no other medium
• Shared local stories that highlight the friendly and
historic character of Arroyo Grande
• Focused on Facebook and Instagram to connect
with our target personas
• Shared user-generated content on Instagram to
build our audience and showcase real people’s
experiences in the destination
17,129 engagements
6,517 total engagements
186,627 impressions
Facebook Results:
Instagram Results:
6,275 followers
2,589 followers
12 Item 11.a. - Page 19
Paid Media
Research and past paid media performance helped guide AGTBID to identify its
target audience—those who expressed interest in Arroyo Grande experiences. In
the paid media plan, it's been determined where to reach these potential travelers.
Destination marketing is about the right message, to the right person, on the right
channel at the right time. The message and the medium must feel highly
personalized. Next fiscal year, AGTBID looks forward to drawing more visitors to
Arroyo Grande through engaging advertising that speaks to the interests of its
audiences. Below is the 2020–2021 media plan that was approved by the board.
2020–2021 Media Plan
August - June
Platform Target Region Target Behaviors OCT Totals
Boosted Posts Boosted Posts
Fresno, Visalia, Bakersfield,
LA Suburbs, Inland Empire
$0 $6,520
Relaxation Seeker Fresno, Visalia, Bakersfield,
LA Suburbs, Inland Empire
Wine, Beer, Food,
Shopping, History,
Relaxing Outdoor Fun
Biking, Hiking, Kayak,
Surfing, Golf
Kid activies, food, wine,
beer, outdoor fun, events
Fresno, Visalia, Bakersfield,
LA Suburbs, Inland Empire
Nature Lover $3,950 $26,145
$3,950 $7,900
Family Focused $0 $17,345
$6,000
Programmatic Video
Reactive Opportunities
Facebook & Instagram Ads
SEP
$120
$3,950
$3,950
$0
$8,020
AUG
$200
$0
$0
$0
$0 $7,900
NOV
$100
$2875
$0
$2875
$5,850
DEC
$800
$900
$0
$0
$1,700
JAN
$0
$0
$0
$0
$0 $63,910Grand Total
FEB
$300
$2,720
$0
$2,720
$5,740
MAR
$1,500
$3,250
$0
$3,250
$8,000
APR
$1,500
$3,250
$0
$3,250
$8,000
$2,750
$2,750
MAY
$1,000
$0
$6,500
$2,500
$2,500
JUN
$1,000
$0
$6,000
13Item 11.a. - Page 20
One key imperative of the Visit Arroyo Grande 2021–2024 Strategic Plan is to expand stakeholder and
community engagement to create a collaborative and supportive tourism industry. The objectives of
this imperative are to increase representation of lodging partners on the TBID Board, grow stakeholder
participation, and increase resident approval of tourism. The initiatives are to create a stakeholder
engagement and outreach campaign to educate and promote the value of the TBID to lodging partners,
collaborate with stakeholders to design and expand co-operative marketing programs, and increase
the voice of tourism with key governmental, businesses and community decision makers and leaders.
In line with these directives from the Strategic Plan, here are some examples of steps AGTBID took this
past year to connect with its tourism partners:
Outreach to Local Lodging Partners
• Invited lodging partners to participate in the
strategic planning virtual sessions with
Coraggio Group
• Checked in with lodging partners at the onset of
COVID-19 and shared organizational updates
• Updated lodging property contact list for future
communications
• Connected with The Agrarian General Manager
to encourage participation and provide tourism
marketing updates from Visit Arroyo Grande
• Outreach to the Premier Inn who attended a
recent AGTBID meeting and is working to secure
a member of the team to attend future board
meetings to keep connected
• Arroyo Grande lodging partner communications
via email regarding various topics such as
COVID-19 restrictions, Village promotion, TBID
Board vacancies, Visit Arroyo Grande social
media and website links, marketing
presentations, Visit SLO CAL communications,
and invitations for future TBID meetings
• Connected with four vacation rental property
owners who expressed interest in serving on the
board and attended at least one TBID meeting to
date
• Sent lodging properties a marketing toolkit
created by Verdin to help unify the Visit Arroyo
Grande brand that included professional photos,
logos, hashtags and brand guidelines
• Delivered South County Visitor & Community
Guides and South County Maps to the larger
Arroyo Grande hotels that was then
accompanied by a letter that explained the value
of the publications and links to digital versions
• Updated lodging properties on the renovation
and grand reopening of the California Welcome
Center in Pismo Beach
• Planned future Arroyo Grande hotel visits to
meet the general manager, drop off a board
application and answer questions
14 Item 11.a. - Page 21
This fiscal year the AGTBID continued to leverage its existing partnership with Visit SLO
CAL. Visit SLO CAL has been making a long-term investment to support visitors to the
county, and Arroyo Grande’s public relations efforts have complemented this initiative.
By continuing to partner with Visit SLO CAL, Arroyo Grande will be able to increase
earned media and exposure.
Public Relations & Partnerships
Partnerships:
Visit SLO CAL is the non-profit
countywide destination
marketing and management
organization for SLO CAL (San
Luis Obispo County, CA). They are
responsible for promoting a
community as an attractive travel
destination and enhancing its
public image as a dynamic place to
live and work. AGTBID submitted
content about Arroyo Grande for
use in media pitching and story
lead generation.
The Central Coast Tourism
Council (CCTC) is a marketing
organization that promotes the
Central Coast of California. We
submitted content on behalf of
Arroyo Grande for the following
marketing topics:
• Webcams for virtual
experiences
• State Parks (Lopez Lake)
• Social media content
Visit Arroyo Grande worked with
Coraggio Group, a strategy and
organizational change
management consulting group, to
create a three-year tourism
strategic plan. See addendum for
final plan.
15Item 11.a. - Page 22
visitarroyogrande.org16 Item 11.a. - Page 23
Addendum
17Item 11.a. - Page 24