ATTACHMENT 2
RESOLUTION NO.
A RESOLUTION OF THE CITY COUNCIL OF THE CITY
OF ARROYO GRANDE ORDERING THE PREPARATION
AND FILING OF THE ANNUAL ENGINEER’S REPORT
FOR THE GRACE LANE ASSESSMENT DISTRICT FOR
FISCAL YEAR 2025-2026
WHEREAS, the owner (Vista Roble, LLC) of Lots 1 through 19, Tract 2236, petitioned the City to form a maintenance assessment district, commonly referred to as the Grace Lane Assessment District to provide a means to finance the costs of maintenance, operation, and service of certain specified improvements; and WHEREAS, on November 28, 2006, the City Council of the City of Arroyo Grande adopted Resolution No. 3976 ordering the formation of the Grace Lane Assessment District under Part 2 of Division 15 of the California Streets and Highways Code section 22500 et seq. (Landscape and Lighting Act of 1972), which allows local governmental agencies to form assessment districts for the purpose of financing the costs and expenses of landscaping and lighting public areas; and
WHEREAS, the said improvements in the Grace Lane Assessment District include, but are not limited to: 1) a pedestrian trail across the open space property (Lot B) including, but not limited to, the existing informal hiking trail currently passing through Lot B, signage, fencing; 2) common areas and facilities, including but not limited to the open space parcels and drainage facilities; 3) open space and maintenance thereof in accordance with fuel modification specifications as described in Mitigation Measure No. 15 in Resolution No. 3732 of the City Council of the City of Arroyo Grande; and 4) a private drive and associated improvements for Lots 16 through 19; and WHEREAS, in order to levy and collect an annual assessment for the Grace Lane Assessment District, it is necessary for the City to comply with Streets and Highways Code, Section 22620 et seq.; and
WHEREAS, Streets and Highways Code Section 22622 requires the City to adopt a Resolution that generally describes any proposed new improvements or any substantial changes in existing improvements and order the preparation and filing of an engineer’s report; and
WHEREAS, the City Council, at its meeting of May 13, 2025, received a report from the Public Works Director advising the City Council that no new improvements or substantial changes in existing improvements are proposed for the Grace Lane Assessment District.
WHEREAS, this Resolution is not a project subject to the California Environmental
RESOLUTION NO.
PAGE 2
Quality Act (“CEQA”) because it has no potential to result in either a direct, or reasonably foreseeable indirect, physical change in the environment. (State CEQA Guidelines, §§ 15060, subd. (c)(2)-(3), 15378.)
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Arroyo Grande, as follows:
1. The foregoing recitals are true and correct and are incorporated herein.
2. Pursuant to Streets and Highways Code Section 22622, the City Council determines that no new improvements or any substantial changes in existing improvements are proposed within the boundaries of the Grace Lane Assessment District in Fiscal Year 2025-26.
3. The City Council orders the preparation and filing of an Engineer’s Report for the Grace Lane Assessment District in accordance with Streets and Highways Code Section 22565 et seq.
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 13 th day of May 2025.
RESOLUTION NO.
PAGE 3
CAREN RAY RUSSOM, MAYOR
ATTEST:
JESSICA MATSON, CITY CLERK
APPROVED AS TO CONTENT:
MATTHEW DOWNING, CITY MANAGER
APPROVED AS TO FORM:
ISAAC ROSEN, CITY ATTORNEY
ATTACHMENT 3
RESOLUTION NO.
A RESOLUTION OF THE CITY COUNCIL OF THE CITY
OF ARROYO GRANDE ORDERING THE PREPARATION
AND FILING OF THE ANNUAL ENGINEERS REPORT
FOR THE ARROYO GRANDE LANDSCAPING AND
LIGHTING ASSESSMENT DISTRICT NO. 1, WITHIN
TRACT 1769, FOR FISCAL YEAR 2025-2026
WHEREAS, the property owners of Arroyo Grande, Tract 1769, petitioned the City to form a landscaping and lighting assessment district, commonly referred to as Landscaping and Lighting Assessment District No. 1, within Tract 1769, to provide means to finance the costs of maintenance, operation, and service of certain specified improvements; and
WHEREAS, on May 12, 1992, the City Council of the City of Arroyo Grande adopted Resolution No. 2932 ordering the formation of Arroyo Grande Landscaping and Lighting Assessment District No. 1, within Tract 1769, under Part 2 of Division 15 of the California Streets and Highways Code section 22500 et seq. (Landscape and Lighting Act of 1972), which allows local governmental agencies to form assessment districts for the purpose of financing the costs and expenses of landscaping and lighting public areas; and
WHEREAS, said improvements in the Landscaping and Lighting Assessment District No. 1 include but are not limited to landscaping and ornamental vegetation in the public rights of way; and
WHEREAS, in order to levy and collect an annual assessment for Landscaping and Lighting Assessment District No. 1, it is necessary for the City to comply with Streets and Highways Code, Section 22620 et seq.; and
WHEREAS, Streets and Highways Code Section 22622 requires the City to adopt a Resolution that generally describes any proposed new improvements or any substantial changes in existing improvements and order the preparation and filing of an engineer’s report; and
WHEREAS, the City Council, at its meeting of May 13, 2025, received notice from the Public Works Director advising that no new improvements or substantial changes in existing improvements are proposed for Landscaping and Lighting Assessment District No. 1, within Tract 1769.
WHEREAS, this Resolution is not a project subject to the California Environmental Quality Act (“CEQA”) because it has no potential to result in either a direct, or reasonably foreseeable indirect, physical change in the environment. (State CEQA Guidelines, §§ 15060, subd. (c)(2)-(3), 15378.)
RESOLUTION NO.
PAGE 2
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Arroyo Grande, as follows:
1. The foregoing recitals are true and correct and are incorporated herein.
2. Pursuant to Streets and Highways Code Section 22622, the City Council determines that no new improvements or any substantial changes in existing improvements are proposed within the boundaries of Landscaping and Lighting Assessment District No. 1, within Tract 1769 in Fiscal Year 2025-26.
3. The City Council orders the preparation and filing of an engineer’s report for Landscaping and Lighting Assessment District No. 1, within Tract 1769, in accordance with Streets and Highways Code Section 22565 et seq.
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 13 th day of May 2025.
RESOLUTION NO.
PAGE 3
CAREN RAY RUSSOM, MAYOR
ATTEST:
JESSICA MATSON, CITY CLERK
APPROVED AS TO CONTENT:
MATTHEW DOWNING, CITY MANAGER
APPROVED AS TO FORM:
ISAAC ROSEN, CITY ATTORNEY
Item 10.a.
MEMORANDUM
TO: City Council
FROM: Sheridan Bohlken, Director of Recreation Services SUBJECT: Tourism Business Improvement District Public Hearing to Levy Annual Assessment and FY 2025-26 Budget
DATE: May 13, 2025
RECOMMENDATION:
1) Conduct a public hearing to receive public comment and protests regarding the City Council’s intention to continue the Arroyo Grande Tourism Business Improvement District (AGTBID), confirm the annual report (the “Annual Report”), and levy an annual assessment for FY 2025-26;
2) Determine if a majority protest has been received; if no majority protest has been received, adopt a Resolution confirming the Annual Report and assessment to be levied within the AGTBID for Fiscal Years 2025-26;
3) Adopt a Resolution approving the FY 2025-26 operating budget for the AGTBID ; and 4) Determine that conducting a public hearing to adopt a Resolution confirming the Annual Report and to levy and collect assessments, and adopting a Resolution to approve the AGTBID operating budget is not subject to the California Environmental Quality Act (“CEQA”) because it has no potential to result in either a direct, or reasonably foreseeable indirect, physical change in the environment. (State CEQA Guidelines, §§ 15060 (c)(2) and (3), 15378.)
IMPACT ON FINANCIAL AND PERSONNEL RESOURCES:
Based on the anticipated year-end results for Fiscal Year 2024-25, the assessments expected to be collected total approximately $298,700 for FY 2025-26. The AGTBID budget provides $5,000 to the City to cover a portion of the City’s cost associated with supporting a Community Services Specialist position for vacation rental code compliance.
The AGTBID budget also provides $45,000 to the City for administration of the AGTBID.
The budget proposes $461,850 in expenditures consistent with the FY 2024-25 AGTBID operating budget, and aims to spend down the assessment’s fund balance, projected to be $132,955 at the conclusion of FY 2025-26.
BACKGROUND:
In May 2013, the City Council adopted Ordinance No. 651 establishing the AGTBID. The purpose of forming the AGTBID was to provide revenue to defray the cost of services,
Item 10.a.
City Council
Tourism Business Improvement District Public Hearing to Levy Annual Assessment and FY 2025-26 Budget
May 13, 2025
activities, and programs promoting lodging businesses in the AGTBID through the promotion of scenic, recreational, cultural, and other attractions as a tourist destination.
An assessment is levied on all lodging businesses, inclusive of vacation rentals and homestays less than 30 days, within the AGTBID boundaries and is based upon two percent of the rent charged by the operator to the visitor per occupied room per night for all transient occupancies.
Pursuant to the Streets and Highways Code (SHC) and AGMC Section 3.46.100, the City Council established the AGTBID Advisory Board and, in April 20231, updated the by-laws to appoint one member per Council Member to advise on the administration and use of funds benefiting the lodging industry. As required by the SHC Section 36533 the Advisory Board submitted an Annual Report prepared by Commune Communication (Attachment 3), which was approved by the City Council on March 25, 20252. In accordance with AGMC Section 3.46.060 and SHC Section 36534 the Council adopted a Resolution of Intention to levy the annual assessment and set a public hearing for May 13, 2025, to receive any protests regarding the AGTBID’s continuation.
At the AGTBID Board meeting on April 28, 20253, the AGTBID Board recommended approval of a preliminary budget for FY 2025-26. AGTBID activities are funded through assessments, which must be used exclusively for marketing and administration of the AGTBID. Unused funds may be carried over to subsequent years if used in accordance with the ordinance. The City Council considers recommendations from the AGTBID Advisory Board regarding the use of assessment revenues.
ANALYSIS OF ISSUES:
Public Hearing to Continue Levying Assessment
As noted above, following approval of the Annual Report and adoption of the Resolution of Intent to Levy the Assessment, the next step in the process for collecting assessments for FY 2025-26 is to conduct a public hearing to consider public comment and protests regarding the assessment. This public hearing will allow lodging businesses subject to the assessment an opportunity to submit comments, voice concerns, and protest the assessment. As set forth in Sections 36524 and 36525 of the SHC, the City Council has the ability to continue to levy the AGTBID assessment for the next fiscal year at this public hearing, unless written protests are received from the lodging businesses that pay 50% or more of the proposed assessments. In that event, the City Council cannot consider continuation of the AGTBID for at least one year. If the required number of written protests is not received, SHC Section 36535 provides that at the conclusion of the hearing, a Resolution levying an annual assessment for the AGTBID for FY 2025-26 may be adopted. The statute further provides that the adoption of the Resolution confirming the Annual Report and assessments constitutes the levy of the assessment for the fiscal year.
1 https://pub-arroyogrande.escribemeetings.com/filestream.ashx?DocumentId=6427 2 https://pub-arroyogrande.escribemeetings.com/filestream.ashx?DocumentId=14198 3 https://pub-arroyogrande.escribemeetings.com/filestream.ashx?DocumentId=14401
Item 10.a.
City Council
Tourism Business Improvement District Public Hearing to Levy Annual Assessment and FY 2025-26 Budget
May 13, 2025
Fiscal Year 2025-26 Operating Budget
The proposed AGTBID budget for the upcoming fiscal year maintains the same funding levels as the previous year across all categories. This approach reflects a consistent commitment to supporting core programs and services, including advertising, public relations, and administrative support.
Maintaining the existing budget allows the AGTBID to continue promoting Arroyo Grande as a tourism destination without disruption, while preserving fiscal stability with a projected fund balance of $132,955 at the end of FY 2025-26. In alignment with the Streets and Highways Code, this ensures that assessment funds are used to directly benefit the lodging businesses that pay into the district through destination marketing and promotional activities. Consistent with Visit California’s call to “lean in” during times of economic uncertainty and external challenges such as tariffs, and in support of messaging from the Central Coast Tourism Council, this strategy affirms that Arroyo Grande—and California more broadly—remain open for business and welcoming to visitors. It reflects a responsible and sustainable approach to leveraging available resources in support of AGTBID’s mission while reinforcing the regional and statewide tourism brand.
The proposed budget strategically draws down the existing fund balance by temporarily exceeding annual revenues, with the goal of aligning future expenditures with projected income. This measured approach ensures responsible use of funds while continuing to support the promotion of Arroyo Grande’s lodging industry. Ongoing market evaluation will guide future planning.
Item 10.a.
City Council
Tourism Business Improvement District Public Hearing to Levy Annual Assessment and FY 2025-26 Budget
May 13, 2025
Beginning Fund Balance $ 328,350 $ 405,833 $ 436,489 $ 438,185 $ 295,355 Revenue
FY 2021-22
Actuals
FY 2022-23
Actuals
FY 2023-24
Actuals
FY 2024-25
Adopted
Budget
FY 2025-26
Proposed
Budget
TBID Assessments $ 295,271 $ 303,626 $ 281,764 $ 318,270 $ 298,700 Interest (5,257) 4,078 17,990 750 750
Total Revenue $ 290,014 $ 307,704 $ 299,754 $ 319,020 $ 299,450 Expenditures
FY 2021-22
Actuals
FY 2022-23
Actuals
FY 2023-24
Actuals
FY 2024-25
Adopted
Budget
FY 2025-26
Proposed
Budget
Advertising
Marketing Services $ 144,762 $ 196,254 $ 218,340 $ 250,000 $ 250,000 Photo/Video Assets 10,000 11,595 1,890 25,000 25,000
Promotional Product - - 600 5,000 5,000
Website 7,765 16,695 - - -
Travel and Trade Shows - - - 7,500 7,500
Coop Advertising - - 14,400 50,000 50,000
Sub-total Advertising $ 162,527 $ 224,544 $ 235,230 $ 337,500 $ 337,500 Contractual Services
Short-term compliance $ - $ - $ 11,350 $ 11,350 $ 11,350 Chamber - Contract admin. 42,000 44,500 - - -
Sub-total Contractual Services $ 42,000 $ 44,500 $ 11,350 $ 11,350 $ 11,350 Membership & Subscriptions
CCTC $ - $ - $ 475 $ 500 $ 500
Sub-total Membership & Subs. $ - $ - $ 475 $ 500 $ 500
Public Relations
Event Sponsorships - - 1,000 50,000 50,000
Influencers - - - 10,000 10,000
Sub-total Public Relations $ - $ - $ 1,000 $ 60,000 $ 60,000 Services & Supplies
City - administrative $ 3,000 $ 3,000 $ 45,000 $ 45,000 $ 45,000 Supplies/Domains - - - 2,500 2,500
Vacation rental code compliance 5,004 5,004 5,004 5,000 5,000 Sub-total Services & Supplies $ 8,004 $ 8,004 $ 50,004 $ 52,500 $ 52,500 Total Expenditures $ 212,531 $ 277,048 $ 298,059 $ 461,850 $ 461,850 Ending Fund Balance $ 405,833 $ 436,489 $ 438,185 $ 295,355 $ 132,955
Item 10.a.
City Council
Tourism Business Improvement District Public Hearing to Levy Annual Assessment and FY 2025-26 Budget
May 13, 2025
ALTERNATIVES:
The following alternatives are provided for the Council’s consideration:
1. 1) Conduct a public hearing to receive public comment and protests regarding the City Council’s intention to continue the AGTBID, confirm the Annual Report, and levy an annual assessment for FY 2025-26; 2) Determine whether a majority protest has been received:
If a majority protest is not achieved:
a) Adopt a Resolution confirming the Annual Report and levying an annual assessment for the AGTBID for FY 2025-26;
b) Adopt a Resolution approving the FY 2025-26 operating budget for the AGTBID; and
c) Determine that conducting a public hearing to adopt a resolution to levy and collect assessments and adopting a resolution to approve the AGTBID operating budget are not subject to the California Environmental Quality Act (“CEQA”) because it has no potential to result in either a direct, or reasonably foreseeable indirect, physical change in the environment. (State CEQA Guidelines, §§ 15060, subd. (b)(2)-(3), 15378.);
If a majority protest is achieved:
a) Do not adopt the Resolution levying an annual assessment for the AGTBID for FY 2025-26;
b) Do not adopt the Resolution approving the FY 2025-26 Budget; and c) Direct staff to return next year with an item to consider whether to levy the assessment in FY 2026-27; or
2. Provide other direction to staff.
ADVANTAGES:
Levying the annual assessment will enable the City to extend the AGTBID, which provides a mechanism to generate funding to promote lodging stays and tourism in the City. These efforts, in turn, increase transient occupancy tax revenue and supports local businesses.
Approving the AGTBID FY 2025-26 operating budget will allow the continuation of the momentum of the Visit Arroyo Grande’s tourism marketing efforts, and to fund anticipated additional marketing opportunities.
DISADVANTAGES:
Levying the assessment will continue to impose a cost to tourists and visitors to Arroyo Grande who pay the assessment. There are no other disadvantages identified by levying the assessment for another year. There are no disadvantages identified with adopting the Resolution to adopt the AGTBID FY 2025-26 operating budget.
ENVIRONMENTAL REVIEW:
No environmental review is required for this item.
Item 10.a.
City Council
Tourism Business Improvement District Public Hearing to Levy Annual Assessment and FY 2025-26 Budget
May 13, 2025
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.
ATTACHMENTS:
1. Resolution for TBID Assessment
2. Resolution for FY 2025-26 Budget
3. Annual Report
4. Resolution 2025-019
ATTACHMENT 1
RESOLUTION NO.
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
ARROYO GRANDE CONFIRMING THE ANNUAL REPORT
AND ASSESSMENT TO BE LEVIED WITHIN THE
ARROYO GRANDE TOURISM BUSINESS IMPROVEMENT
DISTRICT FOR THE FISCAL YEAR 2025-26
WHEREAS, on March 25, 2025, the City of Arroyo Grande (the “City”) City Council (the “City Council”) adopted Resolution 2025-019 initiating proceedings for the continued collection of assessments for Fiscal Year 2025-2026 for the Arroyo Grande Tourism Business Improvement District (the “District”) pursuant to the Parking and Business Improvement Area Law of 1989 (“PBIAL”), commencing with section 36500 et seq. of the Streets and Highway Code; and
WHEREAS, the District was established in May 2013 and incorporated into the Arroyo Grande Municipal Code (“AGMC”) under Chapter 3.46; and
WHEREAS, the AGMC and the PBIAL require the Advisory Board to prepare and submit an annual report (“Annual Report”) stating improvements, activities, and assessments for the fiscal year; and
WHEREAS, on March 13, 2025, 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 March 25, 2025; and
WHEREAS, this Resolution is not subject to the California Environmental Quality Act (CEQA) because it will not result in a direct, or reasonably foreseeable indirect, physical change in the environment (State CEQA Guidelines, §§ 15060 (c)(2) and (3), 15378).
NOW, THEREFORE BE IT RESOLVED by the City Council of the City of Arroyo Grande as follows:
1. All recitals set forth above, are true, correct and incorporated herein.
2. Following notice duly given by publication, the City Council has held a public hearing regarding the approval of the Annual Report and levy of the proposed assessment within the District for the fiscal year commencing July 1, 2025, and ending June 30, 2026, to pay for the costs and expenses of 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 ACMG Section 3.46.030 (the “Activities”). All interested persons were afforded the opportunity to hear and be heard regarding protests, and objections have been considered by the City Council.
RESOLUTION NO.
PAGE 2
3. The City Council hereby confirms the Annual Report and assessment for Fiscal Year 2025-2026 and orders the continued provision of the Activities within the District.
4. 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.
5. 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 and is hereby approved.
6. The adoption of this Resolution constitutes the levy of the assessment for fiscal year 2025-26.
7. This Resolution shall become effective immediately upon its adoption.
On motion of Council Member , seconded by Council Member , and on the following roll call vote, to wit:
AYES:
NOES:
ABSENT:
the foregoing Resolution was passed and adopted this 13th day of May, 2025.
RESOLUTION NO.
PAGE 3
CAREN RAY RUSSOM, MAYOR
ATTEST:
JESSICA MATSON, CITY CLERK
APPROVED AS TO CONTENT:
MATTHEW DOWNING, CITY MANAGER
APPROVED AS TO FORM:
ISAAC ROSEN, CITY ATTORNEY
ATTACHMENT 2
RESOLUTION NO.
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
ARROYO GRANDE ADOPTING THE FISCAL YEAR 2025-26
BUDGET FOR THE ARROYO GRANDE TOURISM BUSINESS
IMPROVEMENT DISTRICT
WHEREAS, on February 26, 2013, the City Council adopted Resolution No. 4516 establishing the Advisory Board (“Advisory Board”) to the Arroyo Grande Tourism Business Improvement District (“AGTBID” or “District”); and WHEREAS, on May 14, 2013, the City Council adopted Ordinance No. 651 establishing the AGTBID; and
WHEREAS, the purpose of the Advisory Board is to consult with and advise the City Council on those matters dealing with the method and basis of levying assessments within the AGTBID; expenditures of revenues derived from such assessments; and programs, services, improvements, and activities intended to promote lodging establishments within the District; and
WHEREAS, on March 13, 2025, the Advisory Board approved the FY 2025-26 AGTBID annual report (the “Annual Report”); and
WHEREAS, on March 25, 2025, the City Council approved the Advisory Board’s Annual Report and adopted a Resolution of Intention to levy and collect assessments for the 2025-26 fiscal year and to set a date for a public hearing for May 13, 2025; and WHEREAS, on May 13, 2025, the City Council adopted a Resolution confirming the Annual Report and levying an annual assessment for the AGTBID for the 2025-26 fiscal year; and
WHEREAS, the budget recommendations attached hereto as Exhibit A are based upon City revenue projections and will fund a work plan that meets the objectives, goals, and responsibilities of the AGTBID.
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Arroyo Grande, as follows:
1. The foregoing recitals are true and correct and are incorporated herein.
2. The City Council hereby adopts the FY 2025-26 budget for the Arroyo Grande Tourism Business Improvement District attached hereto as Exhibit A.
RESOLUTION NO.
PAGE 2
On motion of , seconded by , and on the following roll call vote, to wit:
AYES:
NOES:
ABSENT:
the foregoing Resolution was passed and adopted this 13rd day of May, 2025.
RESOLUTION NO.
PAGE 3
CAREN RAY RUSSOM, MAYOR
ATTEST:
JESSICA MATSON, CITY CLERK
APPROVED AS TO CONTENT:
MATTHEW DOWNING, CITY MANAGER
APPROVED AS TO FORM:
ISAAC ROSEN, CITY ATTORNEY
RESOLUTION NO.
PAGE 4
EXHIBIT A
Beginning Fund Balance $ 328,350 $ 405,833 $ 436,489 $ 438,185 $ 295,355 FY 2021-22
Actuals
FY 2022-23
Actuals
FY 2023-24
Actuals
FY 2024-25
Adopted
Budget
FY 2025-26
Proposed
Budget
TBID Assessments $ 295,271 $ 303,626 $ 281,764 $ 318,270 $ 298,700 Interest (5,257) 4,078 17,990 750 750
Total Revenue $ 290,014 $ 307,704 $ 299,754 $ 319,020 $ 299,450 Expenditures
FY 2021-22
Actuals
FY 2022-23
Actuals
FY 2023-24
Actuals
FY 2024-25
Adopted
Budget
FY 2025-26
Proposed
Budget
Advertising
Marketing Services $ 144,762 $ 196,254 $ 218,340 $ 250,000 $ 250,000 Photo/Video Assets 10,000 11,595 1,890 25,000 25,000
Promotional Product - - 600 5,000 5,000
Website 7,765 16,695 - - -
Travel and Trade Shows - - - 7,500 7,500
Coop Advertising - - 14,400 50,000 50,000
Sub-total Advertising $ 162,527 $ 224,544 $ 235,230 $ 337,500 $ 337,500 Contractual Services
Short-term compliance $ - $ - $ 11,350 $ 11,350 $ 11,350 Chamber - Contract admin. 42,000 44,500 - - -
Sub-total Contractual Services $ 42,000 $ 44,500 $ 11,350 $ 11,350 $ 11,350 Membership & Subscriptions
CCTC $ - $ - $ 475 $ 500 $ 500
Sub-total Membership & Subs. $ - $ - $ 475 $ 500 $ 500
Public Relations
Event Sponsorships - - 1,000 50,000 50,000
Influencers - - - 10,000 10,000
Sub-total Public Relations $ - $ - $ 1,000 $ 60,000 $ 60,000 Services & Supplies
City - administrative $ 3,000 $ 3,000 $ 45,000 $ 45,000 $ 45,000 Supplies/Domains - - - 2,500 2,500
Vacation rental code compliance 5,004 5,004 5,004 5,000 5,000 Sub-total Services & Supplies $ 8,004 $ 8,004 $ 50,004 $ 52,500 $ 52,500 Total Expenditures $ 212,531 $ 277,048 $ 298,059 $ 461,850 $ 461,850 Ending Fund Balance $ 405,833 $ 436,489 $ 438,185 $ 295,355 $ 132,955 Revenue
ARROYO GRANDE, CA
TBID Annual Report
2024-2025
ATTACHMENT 3
2024-2025 ANNUAL REPORT 2 ARROYO GRANDE, CA
TABLE OF CONTENTS
Overview and Goals
Updated Strategic Plan
Communications Strategy
Geography
Completed Initiatives
New Campaign
Results to Date
Roadmap
03 06
09 13
15 18
22 31
1 2
3 4
5 6
7 8
2024-2025 ANNUAL REPORT 3 ARROYO GRANDE, CA
OVERVIEW & GOALS
2
2024-2025 ANNUAL REPORT 4 ARROYO GRANDE, CA
Gregory Dutson Board Member 8/22/2023 1/31/2025
Sarah Kunkle Vice Chair 8/22/2023 1/31/2027
OVERVIEW & GOALS
Advisory Body
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 is made up of representatives from the local community,
lodging, or hospitality-related businesses in
Arroyo Grande appointed by the City Council.
The TBID helps to promote Arroyo Grande
as a travel destination and is funded by a 2%
assessment charged by hotels and Short Term
Rentals (STRs) for this purpose.
The AGTBID Advisory Board consists of individuals with expertise in the lodging and tourism industry, including owners of lodging
businesses within the AGTBID. These members
are appointed by the City Council and play
a vital role in promoting Arroyo Grande as a
travel destination.
Name
Sean Dasmann Chair 8/22/2023 1/31/2025
Jeannie Miranda Board Member 8/22/2023 1/31/2027
Jared Worthen Board Member 8/22/2023 1/31/2025
Position Orig. Term Exp. Term
2024-2025 ANNUAL REPORT 5 ARROYO GRANDE, CA
Marketing Objectives
Communications Goal
Arroyo Grande TBID’s plan to increase tourism
involves expanding to new audiences while driving
greater differentiation and distinctiveness:
We need to ignite a spark
that makes people want
to visit our area,
while giving them a clear
reason to choose
Arroyo Grande over all the
other options available.
Attract new visitors from top feeder
markets by inspiring a new audience to
consider SLO and Arroyo Grande as a
vacation destination.
Increase Arroyo Grande’s share of
overnight stays among visitors to the
5 cities and SLO County by creating a
distinctive proposition and voice for
Arroyo within the broader region.
1 2
2024-2025 ANNUAL REPORT 6 ARROYO GRANDE, CA
STRATEGIC PLAN
2
2024-2025 ANNUAL REPORT 7 ARROYO GRANDE, CA
STRATEGIC PLAN
This updated Visit Arroyo Grande strategic plan retains the core positioning and objectives, but puts a greater focus on paid media outreach, driving advocacy, and tapping into current travel inspiration trends.
Vision
Values
A thriving community rooted in authentic
hospitality and nourished by a strong
economy.
• Truth
• Excellence
• Teamwork
• Community
• Impact
To market Arroyo Grande as a
desirable travel destination, create
memorable experiences and support a
prosperous economy and community
• Transparent
• Forward-thinking
• Reliable
• Humble
• Partners
Arroyo Grande TBID 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
Mission
Reputation
Position
2024-2025 ANNUAL REPORT 8 ARROYO GRANDE, CA
Vision
• Increase Brand Awareness as a Central
California Destination of Choice
• Ensure the Quality of our Brand Promise
and Visitor Experience
• Expand Stakeholder and Community
Engagement to Create a Collaborative and
Supportive Tourism Industry
• Attract new visitors from top feeder
markets
• Increase share of county visitor volume
• Increase number of visitor hours in
market
• Increase length of stay
• Increase advocacy
• Inspire repeat visits
• Increase representation of lodging
partners on the Board
• Grow stakeholder participation
• Increase resident approval of tourism
• Increase paid media efforts targeting larger
growth markets
• Create a distinctive proposition and voice
for Arroyo within the broader region
• Introduce new attribution model tying
media exposure to increased visitation
• Test new media types to elevate exposure to
a broader audience
• Use social media and influencer marketing
to reach travelers where they go for
inspiration
• Create and market experiences tied to
culturally relevant passion areas
• Create and promote shareworthy
experiences for visitors
• Provide visitors with content and materials
that help them get the most out of their visit
• 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
Mission
Initiatives
2024-2025 ANNUAL REPORT 9 ARROYO GRANDE, CA
COMMUNICATIONS STRATEGY
3
2024-2025 ANNUAL REPORT 10 ARROYO GRANDE, CA
COMMUNICATIONS STRATEGY
This updated Visit Arroyo Grande strategic plan retains the core positioning and objectives, but puts a greater focus on paid media outreach, driving advocacy, and tapping into current travel inspiration trends.
Positioning Statement:
There’s Just Something in the Air
There are plenty of places to shop, dine,
and play on the Central Coast, but there is
something different about Arroyo Grande.
Whether it’s the charm of the historic
downtown, the cozy neighborhood feel, the
best weather in the region, or the locals’
passion for their community, AG has a
unique, indefinable character that must be
experienced to be truly understood.
Arroyo Grande is SLO for those in the know.
2024-2025 ANNUAL REPORT 11 ARROYO GRANDE, CA
Communications Architecture
There’s Just
Something in the Air
What’s AG?
Many people in key feeder
markets are unaware or
have low familiarity with
what AG has to offer.
Inspire
Reach travelers where
they go to get inspired,
and establish Arroyo
Grande as a destination
that they aspire to visit.
Moments to Share
Use social media,
programming
opportunities in the city,
influencer marketing,
and broad reach media
to create shareable
snapshots of AG’s unique
charm.
Social Media
Influencer Marketing
Display
OOH
CTV / Video
Why AG?
Those who are aware of
Arroyo Grande, may not
understand what makes
us different from other
destinations in the area.
Convince
Connect with interested
travelers around shared
passions and human storytelling that gives them
a reason to discover more
about AG.
Storytelling
Use longer form video,
image, and text stories to
communicate the unique
culture and emerging
character of AG, while
connecting with shared
passions of travelers.
Display
Organic Social
Web
How do I do AG?
Those who would like to
visit may not know where
to stay, dine, and play or
be exposed to less wellknown assets of the city.
Capture
Make AG travel
information and
experiences more
engaging and easy to
discover .
For Those in the Know
Capture interested
travelers with targeted
paid media and search,
while curating content for
different types of travelers
in easy-to-navigate digital
experiences.
Search
Display
Social Media
Web
AG has an unique, indefinable character that
must be experienced to be truly understood.
It’s SLO for those in the know.
2024-2025 ANNUAL REPORT 12 ARROYO GRANDE, CA
Media Mix
FY 2024
Media Mix
33.3%
18.2%
12%
11.8%
9.2%
9.1%
1.9%
34.7%
22.2%
16.7%
12.5%
8.3%
5.6%
CTV
Organic Social
Display
Paid Social
Pre-Roll
E-Newsletter
Print
CTV/OTT
Paid Search
Display Banners
Paid Social
Pre-Roll
Interstitials
New!
New!
New!
FY 2025
Media Mix
Beginning in Q2, we shifted our media mix and marketing activities to prioritize paid media investment targeted to new, potential visitors and de-prioritized marketing activities targeting known audiences and the local community.
The media mix is now being optimized towards channels that are effective at driving visitation to Arroyo Grande as tracked by mobile device IDs.
2024-2025 ANNUAL REPORT 13 ARROYO GRANDE, CA
GEOGRAPHY
4
2024-2025 ANNUAL REPORT 14 ARROYO GRANDE, CA
GEOGRAPHY
Grow Nurture
Focus on expanding visitation from major growth markets while continuing to increase share of Nurture markets
High volume markets with lower
per-capita visitation, suggesting
opportunity for growth
Los Angeles
San Francisco
Sacramento
San Diego
Low / Mid volume markets with high
per-capita visitation, suggesting a high
conversion opportunity
Fresno
Monterey / Salinas
Bakersfield
San Francisco
Sacramento
Los Angeles
San Diego
Fresno
Monterey
Bakersfield
2024-2025 ANNUAL REPORT 15 ARROYO GRANDE, CA
COMPLETED INITIATIVES
5
2024-2025 ANNUAL REPORT 16 ARROYO GRANDE, CA
COMPLETED INITIATIVES
Completed Proposed Activities From FY2024
From April to June, Visit Arroyo completed
proposed activities, including a photo and
video shoot to support the “Time Well Spent”
creative campaign, a Co-Op marketing
test with Sojern to measure the economic
impact of marketing activity, and previously
scheduled blog posts and newsletters. In
addition, Arroyo Grande TBID secured ad
placement in Edible Magazine (Winter Digital
Issue) for illustrated holiday map as well as
an influencer partnership with CCTC California
Gold Pass Media.
In addition to the paid media test with Sojern,
and in partnership with Visit SLOCal, Arroyo
Grande TBID also executed a variety of
marketing programs to help increase visibility
for Arroyo Grande with visitors to the region.
In Q2, Arroyo Grande hosted Lisa Gipson
from San Diego Family Magazine helping
generate coverage with the important family
traveler demographic. Arroyo Grande was also
featured in a recent episode of Visit SLOCals
“Unpacking” social media video series. Arroyo
Grande secured placement with ads in Visit
SLOCal’s visitor magazine, the South County
Chamber of Commerce Visitor’s magazine,
and Sunset magazine, which are distributed
across the region. Lastly, our own Swinging
Bridge and Lopez Lake are featured in a
custom SLOCaledition of the Monopoly board
game, which is for sale online and retailers
across the region.
Arroyo Grande TBID’s owned media work
focused on maintaining an active social
media presence, including event promotions,
holiday celebrations, and emergency response
messaging for the LA fires. The AGTBID
created a new video for the Visit California
Welcome Center, and launched a talent search
campaign to source local ambassadors.
Arroyo Grande TBID collaborated with Visit
SLO CAL and Visit California, covering topics
including “What’s New in 2025”, “New Year’s
Eve Celebrations”, and the “CA Calendar.”
Arroyo Grande TBID participated in Visit
SLO CAL Travel & Tourism Customer Service
Training and supported the CCTC Fam Trip
Influencer with Discover California. $24,500
was approved for local event sponsorships
and the AGTBID developed merchandise for
distribution as stickers and tote bags.
2024-2025 ANNUAL REPORT 17 ARROYO GRANDE, CA
Hired new marketing agency
In Q2 of FY2025, Arroyo Grande TBID
engaged Commune Communication as
their new agency of record for marketing
communications. Since the initial kickoff, the
AGTBID has been working with Commune
to develop a refreshed marketing strategy,
including a more distinctive brand positioning
and creative voice, a revised marketing
strategy, as well as a new attribution model
for marketing effectiveness and optimization.
Launched new paid media
strategy and attribution model
The first step of the transition to a
new marketing strategy was the rapid
implementation of a revised media mix and
data attribution strategy. Marketing activities
have been re-prioritized with a heavier
emphasis on paid channels and awareness
building activities that target potential visitors
from Arroyo Grande’s top feeder markets.
Using location-based, mobile ID data, AGTBID
and Commune identified top markets both in
terms of volume and per capita visitation. Paid
efforts launched immediately in November
to begin driving visitation activity from top
feeder markets, as well as beginning to collect
visitation data to inform future marketing
efforts. In an effort to prioritize reach and
paid media exposure to new audiences,
certain activities like blog posts, newsletters,
and organic social media have been deprioritized as these channels primarily reach existing audiences or the local community.
In addition to helping identify key growth
opportunities, mobile device ID data is being
collected to analyze the performance of
paid media efforts at driving incremental
visitation to Arroyo Grande and member
hotels. Included in this is the addition of Days
Inn as part of the lodging options available to
potential travelers. An initial report on location
visitation was provided to the AGTBID board
in February. These findings not only provide
valuable benchmarks for future performance,
they have led to specific optimization
recommendations, including an increased
focus on CTV/OTT, as well as an upcoming test
of OOH billboards on HWY 101.
Developed new
campaign concept
In an effort to further differentiate Arroyo
Grande from other regional destinations,
Commune developed a fresh, distinctive
tourism campaign concept. The idea, Oddly
Familiar, not only captures the unique,
authentic charm of Arroyo Grande, it
establishes a truly original voice that helps
Arroyo Grande not only stand out within the
region, it breaks the common conventions
of tourism advertising. The campaign uses
breakthrough headlines and thoughtprovoking imagery to inspire curiosity and intrigue, inspiring the uninitiated to find out
more about what makes Arroyo Grande the
hidden gem of SLO County and to come visit a
place where they instantly feel at home.
2024-2025 ANNUAL REPORT 18 ARROYO GRANDE, CA
NEW CREATIVE CONCEPT
6
2024-2025 ANNUAL REPORT 19 ARROYO GRANDE, CA
NEW CREATIVE CONCEPT
Strategic Insight
Concept
84% of Gen Zers and Millennials are looking
for the excitement of discovery and finding
something unique and personal.
JOMO (Joy of Mission Out): Large cities are
impossible to get through in one weekend,
maybe even a week, but AG is truly fun
sized—allowing visitors to partake in a mix of
experiences at a pace that let’s them actually
enjoy them.
Nearly everywhere we went in Arroyo Grande,
locals were quick to welcome us into their world
like family—even though we were there for the
first time. As visitors from big California cities,
this felt a bit…odd.
At the same time, Arroyo Grande offers an
experience that’s familiar, with farm-to-table
fare, outdoor adventure, artisan shopping and
cultural events, all packaged with the friendly
spirit of a small town.
It all made us think, Have we been here before?
1 2
2024-2025 ANNUAL REPORT 20 ARROYO GRANDE, CA
From the second you arrive in Arroyo Grande,
You feel like this town isn’t just welcoming you in
It’s somehow welcoming you back.
Even if you’ve never set foot here before.
In Arroyo Grande, intuition is your travel guide
And familiarity sets the pace.
You already know your way around,
Even if you don’t quite know how.
It’s where first-time visitors are treated like longtime locals, activities are tailor-made for your specific interests, and there’s no learning curve to climb.
Every choice feels effortless, every turn feels right, every moment makes perfect sense.
Almost as if you’ve lived it all before.
And maybe you have—
Because an experience this different from the norm, yet this comfortable, can only happen in a place that’s
2024-2025 ANNUAL REPORT Page 162 of 504 21 ARROYO GRANDE, CA 2024-2025 ANNUAL REPORT 22 ARROYO GRANDE, CA
RESULTS TO DATE
7
2024-2025 ANNUAL REPORT 23 ARROYO GRANDE, CA
RESULTS TO DATE
Along with a shift in paid media strategy,
starting in Q2, we initiated a new attribution
model for paid media, allowing us to track the
incremental impact of paid placements on
visitation to Arroyo Grande and our member
hotels. This data uses mobile device IDs to
connect exposure to advertising with actual
visits to specific locations in Arroyo Grande.
This data, along with occupancy and Transit
Occupancy Tax reporting provides a more
complete picture of Arroyo Grande TBID’s
performance, while allowing the marketing
team to make smarter decisions about
audience targeting, marketing mix, and
messaging.
*data represents July - December FY 2025
CTR
Total Video Impressions
Total Digital Impressions
Total Clicks
Business Results
Paid Media
1.56%
2.13 M+
3.35M+
54,401
Transit Occupancy Tax (TOT)
2019-2020
$926,026
2022-2023
$1,519,395
2020-2021
$1,016,301
2023-2024
$1,398,882
2021-2022
$1,472,554
2024-2025
$778,800*
2024-2025 ANNUAL REPORT 24 ARROYO GRANDE, CA
Total Exposed Visits
Total Exposed Visits
Overall Cost Per Unique Visitor
Total Exposed Travel Activities*
*includes both searches and
bookings for car rentals, flights,
lodging, and foot traffic
**based on estimated $1,216 per
traveler across all activities
Total Exposed Unique Visitors
Confirmed Overnight Stays
Overall Cost Per Exposed Visit
Estimated ROAS**
Location Visitation Reporting
Sojern Co-op Media Test
530
166
$105.53
679
199
13 $40.57
5:1
Location Visitation Reporting (LVR)
complements occupancy and TOT data to
provide insight into the incremental impact of
paid media on visitation to specific locations
within Arroyo Grande. These numbers reflect
visits resulting from exposure to our paid media
efforts, allowing us to track the contribution
and effectiveness of those efforts over time,
while optimizing key variables like channel mix,
messaging, and audience targeting.
In addition to Location Visitation Reporting,
Arroyo Grande TBID participated in a BETA test
campaign with SLOCal to test the economic
impact of marketing with media partner, Sojern.
2024-2025 ANNUAL REPORT 25 ARROYO GRANDE, CA
VisitArroyoGrande.org Results
The primary drivers to VisitArroyoGrande.org for FY2024 were paid search and cross-network display ads. Organic search had the highest engagement rate, indicating strong SEO performance and alignment with visitor intent.
Source Sessions Engagement Rate
Paid Search
Cross-Network
Organic Search
Organic Social
Direct
64,139 18.24%
18.82%
57.42%
20.01%
30.53%
36,440
24,212
17,285
10,996
2024-2025 ANNUAL REPORT 26 ARROYO GRANDE, CA
Visitation by Location
On a per capita basis, Arroyo Grande continues to attract a higher percentage of visitors from our “Nurture” markets and from the Bay Area.
The marketing team is exploring opportunities to increase media exposure in LA and the Bay Area to continue capitalizing on growth opportunities in those markets.
ALL MARKETS
GROWTH MARKETS
Exposed
Visits
Total: 530
Exposed
Unique Visits
Total: 199
Population
Growth Markets
Nurture Markets
All Bay Area
All SoCal Area
410 151 13,175,753
120 48 1,247,217
182 54 1,335,372
169 92 4,639,394
2024-2025 ANNUAL REPORT 27 ARROYO GRANDE, CA
Visitation by Destination
In addition to tracking by feeder market, we are able to track visitation to specific locations within Arroyo Grande, including all local lodging establishments.
When combined with website behavior data, we can better analyze marketing impact on driving consideration, purchase intent, and conversion for specific properties, as well as AG as a whole.
While the majority of initial visits are to the village, paid media has created a significant lift in visits to our hotel properties, while also bringing in more visitors to the village who may convert to overnight stays on future trips.
Exposed
Visits
Total: 530
Exposed
Unique Visitors
Total: 199
Website
Hotel Page
Soft Conversions
Website
Book Now
Soft Conversions
The Village
Location
Aloha Inn
Best Western
Casa Grande
Hampton Inn
& Suites
Days Inn
(was Pismo)
The Agrarian
Hotel
Beachway
Inn
Arroyo
Village Inn
425
Total across
all Hotels: 64
Total across
all Hotels: 29
Total across
all Hotels: 79
Total across
all Hotels: 78
13 162 - -
4 22 22
34 2
12 16 21
2 3 No book button
25 6
8 16 21
2 7 8
23 2
7 11 0
2 4 6
2024-2025 ANNUAL REPORT 28 ARROYO GRANDE, CA
Exposed Visitation by Month
50 100
150
0 As media exposure accumulates and tourists begin following through on their travel planning, visits resulting from ad exposure month over month have steadily increased, helping to drive down our Cost-Per-Visit and improving ROI.
Exposed Visits
Nov 2024 Dec 2024 Jan 2025 Feb 2025
Exposed Visitors Trendline for Exposed Visitors
Trendline for Exposed Visits
18 147
89 43
15 107
75 28
2024-2025 ANNUAL REPORT 29 ARROYO GRANDE, CA
Exposed Visitation by Tactic
Based on the first few months of activity CTV/OTT has proved to be the most effective tactic at driving visitation to Arroyo Grande and will continue to provide the foundation of the plan, while interstitials and display play a complementary role in driving cost-effective reach and web traffic.
Exposed
Visits
Total: 530
Exposed
Unique Visitors
Total: 199
Total
Impressions
Soft Conversions
Total Exposed
Visits per 1K
Impressions
CTV/OTT
Ad Tactic
Pre-Roll
Video
Standard
Display
High Impact
Interstitials
390 124 279,333 1.51
3 3 160,270 0.02
17 12 134,261 0.13
120 60 910,043 0.18
2024-2025 ANNUAL REPORT 30 ARROYO GRANDE, CA
Performance Against Benchmarks
With the introduction of location visitation reporting (LVR) the Arroyo Grande TBID team used the first few months of activity to establish performance benchmarks against key paid media KPIs. Continual optimization has already demonstrated improvement against most key metrics. While most metrics have improved, the need to convert more visitors to overnight stays remains an issue to address in the coming months.
Benchmark Current
% +/-
Benchmark
CTR
Metric
Cost per Exposed
Unique Visitor
Hotels as %
of Total Visits
Cost per
Exposed Visit
1.12% 1.17% +4.5%
$125.78 $105.53 -16.1%
$67.34 $40.57 -39.75%
21% 19.81% -5.67%
2024-2025 ANNUAL REPORT 31 ARROYO GRANDE, CA
ROADMAP
8
2024-2025 ANNUAL REPORT 32 ARROYO GRANDE, CA
The next launch of the campaign creative for this fiscal year takes place Q3 with placements across standard display banners, high-impact interstitials, paid social media, and billboards. The FY24/25 annual report will be brought to City Council in Q3, 2025, with the next optimization and performance report brought to the board in Q4 2025.
Nov
Mar
Jan
May
Dec
Apr
Feb
Jun
Define
Define
Channels
Design
Design
Diagnose
Diagnose
Deploy
Deploy
ROADMAP
Launch Launch Launch
Board MTG
Discovery
Board MTG
Launch Billboard Billboard
Board MTG Board MTG Board MTG
2024-2025 ANNUAL REPORT 33 ARROYO GRANDE, CA
ARROYO GRANDE, CA
RESOLUTION NO. 2025- 019
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 2025- 26 FISCAL YEAR
WHEREAS, the Parking and Business Improvement Area Law of 1989 (“ PBIAL”), sections 36500 et seq. of the Streets and Highway 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, this Resolution is not subject to the California Environmental Quality Act CEQA) because it will not result in a direct, or reasonably foreseeable indirect, physical change in the environment ( State CEQA Guidelines, §§ 15060 (c)(2) and (3), 15378); and WHEREAS, on March 13, 2025, 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 March 25, 2025.
NOW, THEREFORE BE IT RESOLVED by the City Council of the City of Arroyo Grande as follows:
1. All recitals set forth above, are true, correct and incorporated herein.
2. The City Council hereby declares its intention 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 to levy assessments for fiscal year 2025-26.
ATTACHMENT 4
RESOLUTION NO. 2025- 019
PAGE 2
3. 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 2025-
26. No changes to the District boundaries are proposed, and the report includes the estimated cost of providing improvements and activities for fiscal year 2025- 26. The assessment is not proposed to be increased.
4. The boundaries of the District are the boundaries of the City of Arroyo Grande.
5. 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 ACMG Section 3.46.030.
6. 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.
7. 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.
8. New lodging businesses shall not be exempt from immediate assessment.
9. 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 13, 2025, before the City Council of the City of Arroyo Grande at the City Council Chambers at 215 E. Branch St., Arroyo Grande, CA.
10. 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.
11. Any protest pertaining to the regularity or sufficiency of the proceedings shall be in writing and clearly state the irregularity of 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 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
RESOLUTION NO. 2025- 019
PAGE 3
the conclusion of the public hearing. 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 a business, then the protest shall contain or be accompanied by written evidence that the person is the owner of the business.
12. 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.
13. 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 Maraviglia, seconded by Council Member Secrest, and on the following roll call vote, to wit:
AYES: Council Members Maraviglia, Secrest, and Guthrie
NOES: None
ABSENT: Council Member Loe and Mayor Ray Russom
the foregoing Resolution was passed and adopted this 25th day of March, 2025.
CAREN RAY RUSSOM, MAYOR
ATTEST:
JESSICA MATSON, CITY CLERK
APPROVED AS TO CONTENT:
MATTHEW DOWNING, CITY MANAGER
APPROVED AS TO FORM:
ISAAC ROSEN, CITY ATTORNEY
RESOLUTION NO. 2025- 019
PAGE 4
Item 11.a.
MEMORANDUM
TO: City Council
FROM: Sheridan Bohlken, Director of Recreation Services SUBJECT: Tourism Marketing Services Agreement Extension DATE: May 13, 2025
RECOMMENDATION:
1) Adopt a Resolution authorizing the City Manager to extend the agreement between the City and Commune Communication in the amount of $250,000 for Arroyo Grande Tourism Business Improvement District (AGTBID) Marketing Services for one year; and 2) Find that executing the contract extension is not a project subject to the California Environmental Quality Act (CEQA) because it has no potential to result in either a direct, or reasonably foreseeable indirect, physical change in the environment. (State CEQA Guidelines, §§ 15060, subd. (c)(2)-(3), 15378.)
IMPACT ON FINANCIAL AND PERSONNEL RESOURCES:
Funding for marketing and tourism promotion services is included in the FY 2025-26 AGTBID Budget. This contract extension will remain within the existing and anticipated expenditures already allocated for AGTBID operations, with no additional General Fund impact. Staff time to manage and administer the contract is accounted for within existing workload allocations.
BACKGROUND:
Established in 2013, the AGTBID provides revenue to fund services, activities, and programs that promote lodging businesses within the district through the marketing of scenic, recreational, and cultural attractions. Operating as the destination marketing organization (DMO) “Visit Arroyo Grande,” the AGTBID supports seven (7) hotels and over one hundred and seventy-seven (177) vacation rental/home stays. The AGTBID is governed by an Advisory Board composed of Council-appointed members, representing the lodging and tourism industry.
On September 9, 20241, the City Council approved an Agreement for consultant services (Attachment 2) with Commune Communication following a competitive Request for Proposals (RFP) process initiated in February 2024. This six-month contract with Commune Communication was selected to implement and execute a marketing strategy
1 https://pub-arroyogrande.escribemeetings.com/filestream.ashx?DocumentId=12473
Item 11.a.
City Council
Tourism Marketing Services Agreement Extension
May 13, 2025
for the AGTBID, inclusive of digital advertising, public relations, social media, content creation, and website management.
ANALYSIS OF ISSUES:
In preparation for the proposed contract extension, an amendment to the Agreement for consultant services (Attachment 3) has been drafted to extend the term by one additional year. On April 28, 20252, the AGTBID Advisory Board reviewed Commune Communication’s 6-month Marketing Progress Review (Attachment 4) and approved a recommendation to Council for a one-year extension of the Agreement. Even with the limited term of the initial Agreement, the AGTBID Advisory Board and staff think the Agreement with Commune Communication has yielded positive results, aligned with the goals of the AGTBID’s scope of work as defined in the RFP (Attachment 5).
Over the past six months, Commune Communication has made measurable progress in delivering strategic marketing services for the AGTBID, including:
Campaign Development & Execution: Launched a fully integrated paid media campaign across Meta, TikTok, CTV/OTT, and display platforms, resulting in over
2.7 million digital impressions, 32,559 clicks, and a 1.19% average CTR. Return on Investment (ROI): Demonstrated strong efficiency with a cost per exposed visit of $33.67 (down 50%) and cost per unique visitor of $71.06 (down
43.5%), while delivering 898 exposed visits and 427 unique visitors tracked via Location Visitation Reporting (LVR).
Website Improvements: Conducted a full audit and implemented performance upgrades, booking optimizations, and security enhancements on VisitArroyoGrande.org.
Brand & Strategy: Developed and gained approval for a data-driven destination brand strategy, competitive analysis, and three creative campaign directions tailored to Arroyo Grande’s target markets.
Content & Creative: Produced high-quality visual assets, new blog content, and over 40 organic social media posts to enhance brand visibility and engagement. Partnerships & Outreach: Strengthened regional collaborations through contributions to Visit California and Visit SLO CAL campaigns, strategic ad placements, and hotel-specific promotional support.
ALTERNATIVES:
The following alternatives are provided for the Council’s consideration:
1. Adopt a Resolution authorizing the City Manager to extend the Agreement between the City and Commune Communication in the amount of $250,000 for Arroyo Grande Tourism Business Improvement District (AGTBID) Marketing Services for one year;
2. Modify and approve staff’s recommendations;
2 https://pub-arroyogrande.escribemeetings.com/filestream.ashx?DocumentId=14402
Item 11.a.
City Council
Tourism Marketing Services Agreement Extension
May 13, 2025
3. Do not approve staff’s recommendations and provide direction to issue a new RFP; or
4. Provide other direction to staff.
ADVANTAGES:
Approving a one-year extension allows the City to maintain consistent marketing efforts without disruption, supporting tourism goals and TOT revenue generation. The streamlined process avoids the cost and time of re-initiating an RFP, while continuing to benefit from an established and well-performing consultant. The recommendation also maintains flexibility for staff to revisit the marketing approach during next year’s budget cycle and TBID planning process.
DISADVANTAGES:
The current Agreement will end on June 30, 2025, which, if not extended, would require a new RFP to be issued by the City to ensure continued tourism marketing with a new professional marketing firm.
ENVIRONMENTAL REVIEW:
The proposed Commune Agreement extension is not a project subject to the California Environmental Quality Act (CEQA) because it has no potential to result in either a direct, or reasonably foreseeable indirect, physical change in the environment. (State CEQA Guidelines, §§ 15060, subd. (c)(2)-(3), 15378.)
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.
ATTACHMENTS:
1. Resolution to approve one-year extension for AGTBID Marketing Services with Commune Communication
2. Contract Service Agreement with Commune Communication (November 2024- June, 2025)
3. Contract Service Agreement Amendment No. 1
4. 6-Month Marketing Progress Review by Commune Communication
5. AGTBID Marketing Services RFP
ATTACHMENT 1
RESOLUTION NO.
A RESOLUTION OF THE CITY COUNCIL OF THE CITY
OF ARROYO GRANDE AUTHORIZING THE CITY
MANAGER TO EXECUTE A ONE-YEAR AGREEMENT
EXTENSION WITH COMMUNE COMMUNICATION TO
PROVIDE MARKETING SERVICES FOR THE ARROYO
GRANDE TOURISM AND BUSINESS IMPROVEMENT
DISTRICT
WHEREAS, staff issued a formal Request for Proposals for Arroyo Grande Tourism Business Improvement District (AGTBID) Marketing Services on March 13, 2024, which closed on April 29, 2024, and received nine responses; and WHEREAS, staff reviewed the responses submitted and found the proposal from Commune Communication to be responsive and responsible; and WHEREAS, the City entered into an Agreement with Commune Communication dated November 1, 2024 for professional marketing services for the Arroyo Grande Tourism Business Improvement District (AGTBID) project; and
WHEREAS, the Professional Services Agreement with Commune Communication will expire on June 30, 2025; and
WHEREAS, the AGTBID Advisory Board recommended a on-year extension to the Professional Services Agreement with Commune Communication for AGTBID marketing services in order to continue establishing Arroyo Grande as a tourism destination; and
WHEREAS, approving the one-year Agreement extension with Commune Communication is not a project subject to the California Environmental Quality Act (CEQA) because it has no potential to result in either a direct, or reasonably foreseeable indirect, physical change in the environment. (State CEQA Guidelines, §§ 15060, subd. (c)(2)-(3), 15378); and
WHEREAS, the City will continue to incorporate the funding for marketing services in the AGTBID operating budget..
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Arroyo Grande, that:
1. The recitals set forth herein are true, correct and incorporated herein by this reference.
2. The City Manager is authorized to execute the Professional Services Agreement Extension (Exhibit A) with Commune Communication to provide marketing services, for a period of one-year, in substantially final form, subject to any minor, technical, or non-substantive changes as approved by the City Manager in consultation with the City Attorney.
RESOLUTION NO.
PAGE 2
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 13 th day of May, 2025.
RESOLUTION NO.
PAGE 3
CAREN RAY RUSSOM, MAYOR
ATTEST:
JESSICA MATSON, CITY CLERK
APPROVED AS TO CONTENT:
MATTHEW DOWNING, CITY MANAGER
APPROVED AS TO FORM:
ISAAC ROSEN, CITY ATTORNEY
RESOLUTION NO.
PAGE 4
EXHIBIT A
AGREEMENT FOR CONSULTANT SERVICES
AMENDMENT NO. 1
This First Amendment ("First Amendment") to Agreement for Consultant Services (“Agreement”) by and between the CITY OF ARROYO GRANDE and COMMUNE COMMUNICATION ("Consultant") is made and entered into this 13th day of May, 2025.
WHEREAS, the parties entered into an Agreement dated November 1st, 2024, for professional services for the marketing services for the Arroyo Grande Tourism Business Improvement District (AGTBID) project through June 30, 2025; and WHEREAS, pursuant to Section 1 ("Term") of the Agreement, the parties have exercised the option for the one (1) year period extension under the same terms and conditions of the Agreement, beginning on July 1, 2025 with a new expiration date of June 30, 2026; and
WHEREAS, the parties desire to further modify the Agreement as set forth herein.
NOW THEREFORE, for valuable consideration the receipt and sufficiency of which is acknowledged, the parties agree as follows:
1. For the additional one (1) year period extension of this Agreement, the City agrees to pay the Consultant in accordance with the updated payment rates and terms set forth in Exhibit “A” attached hereto and incorporated herein by this reference.
2. The total compensation payable to the Consultant for Fiscal Year 2025–26 shall not exceed $250,000, an increase from the previous year’s not-to-exceed amount of $225,000. This adjustment reflects the expanded scope of work outlined in Exhibit “A”, which includes added responsibilities such as internal website management and updates, photo shoots, and development of visual assets. Except as amended pursuant to this First Amendment, all other terms and conditions set forth in the Agreement for Consultant Services shall remain unchanged.
IN WITNESS WHEREOF, CITY and CONSULTANT have executed this First Amendment the day and year first above written.
RESOLUTION NO.
PAGE 5
COMMUNE COMMUNICATION
By:
Name, Title
CITY OF ARROYO GRANDE
By:
Matthew Downing, City Manager
RESOLUTION NO.
PAGE 6
“EXHIBIT A”
PAYMENT RATES AND TERMS
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CITY OF ARROYO GRANDE
PROFESSIONAL SERVICES AGREEMENT
1. PARTIES AND DATE.
This Agreement is made and entered into this 9th day of September, 2024, by and between the City of Arroyo Grande, a municipal corporation organized under the laws of the State of California with its principal place of business at 300 E. Branch Street, Arroyo Grande, California 93420, County of San Luis Obispo, State of California (" City") and Commune Communication, a California Corporation ( partnership based), with its principal place of business at 245 E Third Street Long Beach, CA 90802 ("Consultant"). City and Consultant are sometimes individually referred to herein as "Party" and collectively as "Parties."
2. RECITALS.
2.1 Consultant.
Consultant desires to perform and assume responsibility for the provision of certain professional services required by the City on the terms and conditions set forth in this Agreement.
Consultant represents that it is experienced in providing marketing services to public clients, is licensed in the State of California, and is familiar with the plans of City.
2.2 Project.
City desires to engage Consultant to render such professional services for the marketing services for the Arroyo Grande Tourism Business Improvement District ( AGTBID) project Project") as set forth in this Agreement.
3. TERMS.
3.1 Scope of Services and Term.
3.1.1 General Scope of Services. Consultant promises and agrees to furnish to the City all labor, materials, tools, equipment, services, and incidental and customary work necessary to fully and adequately supply the professional marketing consulting services necessary for the Project (" Services"). The Services are more particularly described in Exhibit A" attached hereto and incorporated herein by reference. All Services shall be subject to, and performed in accordance with, this Agreement, the exhibits attached hereto and incorporated herein by reference, and all applicable local, state and federal laws, rules and regulations.
3.1.2 Term. The term of this Agreement shall be from November 1, 2024 to June 30, 2025, unless earlier terminated as provided herein. The City shall have the unilateral option, at its sole discretion, to renew this Agreement automatically for no more than one additional oneyear term. Consultant shall complete the Services within the term of this Agreement and shall meet any other established schedules and deadlines. The Parties may, by mutual, written consent, extend the term of this Agreement if necessary to complete the Services.
ATTACHMENT 2
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3.2 Compensation.
3.2.1 Compensation. Consultant shall receive compensation, including authorized reimbursements, for all Services rendered under this Agreement at the rates set forth in Exhibit " C" attached hereto and incorporated herein by reference. The total compensation shall not exceed two hundred and fifty thousand dollars ($ 250,000) without written approval of the City Council or City Manager, as applicable. Extra Work may be authorized, as described below, and if authorized, will be compensated at the rates and manner set forth in this Agreement.
3.2.2 Payment of Compensation. Consultant shall submit to City a monthly invoice which indicates work completed and hours of Services rendered by Consultant. The invoice shall describe the amount of Services provided since the initial commencement date, or since the start of the subsequent billing periods, as appropriate, through the date of the invoice.
City shall, within 30 days of receiving such invoice, review the invoice and pay all non-disputed and approved charges. If the City disputes any of Consultant' s fees, the City shall give written notice to Consultant within thirty ( 30) days of receipt of an invoice of any disputed fees set forth therein. Payment shall not constitute acceptance of any Services completed by Consultant. The making of final payment shall not constitute a waiver of any claims by the City for any reason whatsoever.
3.2.3 Reimbursement for Expenses. Consultant shall not be reimbursed for any expenses unless authorized in writing by City or included in Exhibit " C" of this Agreement.
3.2.4 Extra Work. At any time during the term of this Agreement, City may request that Consultant perform Extra Work. As used herein, "Extra Work" means any work which is determined by City to be necessary for the proper completion of the Project, but which the Parties did not reasonably anticipate would be necessary at the execution of this Agreement.
Consultant shall not perform, nor be compensated for, Extra Work without written authorization from the City.
3.3 Responsibilities of Consultant.
3.3.1 Independent Contractor; Control and Payment of Subordinates. The Services shall be performed by Consultant or under its supervision. Consultant will determine the means, methods and details of performing the Services subject to the requirements of this Agreement. City retains Consultant on an independent contractor basis and not as an employee.
Any personnel performing the Services on behalf of Consultant shall not be employees of City and shall at all times be under Consultant' s exclusive direction and control. Neither City, or any of its officials, officers, directors, employees or agents shall have control over the conduct of Consultant or any of Consultants officers, employees or agents, except as set forth in this Agreement. Consultant shall pay all wages, salaries, and other amounts due such personnel in connection with their performance of Services under this Agreement and as required by law.
Consultant shall be responsible for all reports and obligations respecting such additional personnel, including, but not limited to: social security taxes, income tax withholding, unemployment insurance, disability insurance, and workers' compensation insurance.
3.3.2 Schedule of Services. Consultant shall perform the Services in a prompt and timely manner and in accordance with the Schedule of Services set forth in Exhibit " B" attached hereto and incorporated herein by reference. Consultant represents that it has the professional and technical personnel required to perform the Services expeditiously. Upon
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request of City, Consultant shall provide a more detailed schedule of anticipated performance to meet the Schedule of Services.
3.3.3 Conformance to Applicable Requirements. All work prepared by Consultant shall be subject to the approval of City.
3.3.4 Substitution of Key Personnel. Consultant has represented to City that certain key personnel will perform and coordinate the Services under this Agreement. Should one or more of such personnel become unavailable, Consultant may substitute other personnel of at least equal competence upon written approval of City. In the event that City and Consultant cannot agree as to the substitution of key personnel, City shall be entitled to terminate this Agreement for cause. The key personnel for performance of this Agreement are as follows:
Ryan La Rosa - Co-Founder, COO
James Whale - Co-Founder, CEO
Richardson Reigart - EVP, Strategy
Cindy Nguyen - Media Director
Jessica Farrell - Digital Media Director
Jenn Skelaney - Account Manager
Array Amano - Art Director
Candice Wong - Senior Graphic Designer
Briton Saxton - Senior Copywriter
Josh Slone - Web Developer
3.3.5 City's Representative. The City hereby designates Matthew Downing, City Manager, or his/her designee, to act as its representative in all matters pertaining to the administration and performance of this Agreement (" City's Representative"). City's Representative shall have the power to act on behalf of the City for review and approval of all products submitted by Consultant but not the authority to enlarge the Scope of Services or change the total compensation due to Consultant under this Agreement. The City Manager shall be authorized to act on City's behalf and to execute all necessary documents which enlarge the Scope of Services or change the Consultant' s total compensation subject to the provisions contained in this Agreement. Consultant shall not accept direction or orders from any person other than the City Manager, City's Representative or his/her designee.
3.3.6 Consultant' s Representative. Consultant hereby designates Ryan La Rosa, Co-Founder, COO, or his/her designee, to act as its representative for the performance of this Agreement (" Consultant' s Representative"). Consultant' s Representative shall have full authority to represent and act on behalf of the Consultant for all purposes under this Agreement.
The Consultant' s Representative shall supervise and direct the Services, using his/her best skill and attention, and shall be responsible for all means, methods, techniques, sequences, and
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procedures and for the satisfactory coordination of all portions of the Services under this Agreement.
3.3.7 Coordination of Services. Consultant agrees to work closely with City staff in the performance of Services and shall be available to City's staff, consultants and other staff at all reasonable times.
3.3.8 Standard of Care; Performance of Employees. Consultant shall perform all Services under this Agreement in a skillful and competent manner, consistent with the standards generally recognized as being employed by professionals in the same discipline in the State of California. Consultant represents and maintains that it is skilled in the professional calling necessary to perform the Services. Consultant warrants that all employees and subconsultants shall have sufficient skill and experience to perform the Services assigned to them. Consultant represents that it, its employees and subconsultants have all licenses, permits, qualifications and approvals of whatever nature that are legally required to perform the Services, and that such licenses and approvals shall be maintained throughout the term of this Agreement. Consultant shall perform, at its own cost and expense and without reimbursement from the City, any services necessary to correct errors or omissions which are caused by the Consultant' s failure to comply with the standard of care provided for herein. Any employee of the Consultant or its subconsultants who is determined by the City to be uncooperative, incompetent, a threat to the adequate or timely completion of the Project, a threat to the safety of persons or property, or any employee who fails or refuses to perform the Services in a manner acceptable to the City, shall be promptly removed from the Project by the Consultant and shall not be re-employed to perform any of the Services or to work on the Project.
3.3.9 Period of Performance.
3.3.9.1 Consultant shall perform and complete all Services under this Agreement within the term set forth in Section 3.1.2 above (“Performance Time”). Consultant shall also perform the Services in strict accordance with any completion schedule or Project milestones described in Exhibits “ A” or “B” attached hereto, or which may be separately agreed upon in writing by the City and Consultant (“ Performance Milestones”). Consultant agrees that if the Services are not completed within the aforementioned Performance Time and/or pursuant to any such Performance Milestones developed pursuant to provisions of this Agreement, it is understood, acknowledged and agreed that the City will suffer damage.
3.3.9.2 Neither City nor Consultant shall be considered in default of this Agreement for delays in performance caused by circumstances beyond the reasonable control of the non-performing Party. For purposes of this Agreement, such circumstances include a Force Majeure Event. A Force Majeure Event shall mean an event that materially affects a Party’s performance and is one or more of the following: ( 1) Acts of God or other natural disasters; ( 2) terrorism or other acts of a public enemy; ( 3) orders of governmental authorities ( including, without limitation, unreasonable and unforeseeable delay in the issuance of permits or approvals by governmental authorities that are required for the services); ( 4) strikes and other organized labor action occurring at the site and the effects thereof on the services, only to the extent such strikes and other organized labor action are beyond the control of Consultant and its subcontractors, and to the extent the effects thereof cannot be avoided by use of replacement workers; and ( 5) pandemics, epidemics or quarantine restrictions. For purposes of this section, “ orders of governmental authorities,” includes ordinances, emergency proclamations and orders, rules to
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protect the public health, welfare and safety, and other actions of a public agency applicable to the services and Agreement.
3.3.9.3 Should a Force Majeure Event occur, the non-performing Party shall, within a reasonable time of being prevented from performing, give written notice to the other Party describing the circumstances preventing continued performance and the efforts being made to resume performance of this Agreement. Force Majeure Events and/or delays, regardless of the Party responsible for the delay, shall not entitle Consultant to any additional compensation.
Notwithstanding the foregoing in this section, the City may still terminate this Agreement in accordance with the termination provisions of this Agreement.
3.3.10 Laws and Regulations; Employee/ Labor Certification.
3.3.10.1 Compliance with Laws. Consultant shall keep itself fully informed of and in compliance with all local, state and federal laws, rules and regulations in any manner affecting the performance of the Project or the Services, including all Cal/OSHA requirements, and shall give all notices required by law. Consultant shall be liable for all violations of such laws and regulations in connection with the Services and this Agreement. All violations of such laws and regulations shall be grounds for the City to terminate the Agreement for cause.
3.3.10.2 Employment Eligibility; Consultant. Consultant certifies that it fully complies with all requirements and restrictions of state and federal law respecting the employment of undocumented aliens, including, but not limited to, the Immigration Reform and Control Act of 1986, as may be amended from time to time and shall require all subconsultants and sub-subconsultants to comply with the same. Consultant certifies that it has not committed a violation of any such law within the five (5) years immediately preceding the date of execution of this Agreement, and shall not violate any such law at any time during the term of the Agreement.
3.3.10.3 Equal Opportunity Employment. Consultant represents that it is an equal opportunity employer and it shall not discriminate against any subconsultant, employee or applicant for employment because of race, religion, color, national origin, handicap, ancestry, sex or age. Such non-discrimination shall include, but not be limited to, all activities related to initial employment, upgrading, demotion, transfer, recruitment or recruitment advertising, layoff or termination. Consultant shall also comply with all relevant provisions of City's Minority Business Enterprise program, Affirmative Action Plan or other related programs or guidelines currently in effect or hereinafter enacted.
3.3.10.4 Air Quality. To the extent applicable, Consultant must fully comply with all applicable laws, rules and regulations in furnishing or using equipment and/or providing services, including, but not limited to, emissions limits and permitting requirements imposed by the South Coast Air Quality Management District ( SCAQMD) and/or California Air Resources Board ( CARB). Consultant shall indemnify City against any fines or penalties imposed by SCAQMD, CARB, or any other governmental or regulatory agency for violations of applicable laws, rules and/or regulations by Consultant, its subconsultants, or others for whom Consultant is responsible under its indemnity obligations provided for in this Agreement.
3.3.10.5 Water Quality Management and Compliance. Consultant shall keep itself and all subcontractors, staff, and employees fully informed of and in compliance with all local, state and federal laws, rules and regulations that may impact, or be implicated by the performance of the Services including, without limitation, all applicable provisions of the City’s
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ordinances regulating water quality and storm water; the Federal Water Pollution Control Act (33 U.S.C. § 1251, et seq.); the California Porter- Cologne Water Quality Control Act ( Water Code 13000 et seq.); and any and all regulations, policies, or permits issued pursuant to any such authority. Consultant must additionally comply with the lawful requirements of the City, and any other municipality, drainage district, or other local agency with jurisdiction over the location where the Services are to be conducted, regulating water quality and storm water discharges. City may seek damages from Consultant for delay in completing the Services caused by Consultant’ s failure to comply with the laws, regulations and policies described in this Section, or any other relevant water quality law, regulation, or policy.
3.3.10.6 Safety. Consultant shall execute and maintain its work so as to avoid injury or damage to any person or property. In carrying out its Services, the Consultant shall at all times be in compliance with all applicable local, state and federal laws, rules and regulations, and shall exercise all necessary precautions for the safety of employees appropriate to the nature of the work and the conditions under which the work is to be performed.
3.3.11 Insurance.
3.3.11.1 Time for Compliance. Consultant shall not commence work under this Agreement until it has provided evidence satisfactory to the City that it has secured all insurance required under this section. In addition, Consultant shall not allow any subconsultant to commence work on any subcontract until it has provided evidence satisfactory to the City that the subconsultant has secured all insurance required under this section. Failure to provide and maintain all required insurance shall be grounds for the City to terminate this Agreement for cause.
3.3.11.2 Types of Insurance Required. As a condition precedent to the effectiveness of this Agreement for work to be performed hereunder, and without limiting the indemnity provisions of the Agreement, the Consultant, in partial performance of its obligations under such Agreement, shall procure and maintain in full force and effect during the term of the Agreement the following policies of insurance. If the existing policies do not meet the insurance requirements set forth herein, Consultant agrees to amend, supplement or endorse the policies to do so.
A) Commercial General Liability: Commercial General Liability Insurance which affords coverage at least as broad as Insurance Services Office " occurrence" form CG 00 01, or the exact equivalent, with limits of not less than $ 1,000,000 per occurrence and no less than $2,000,000 in the general aggregate. Defense costs shall be paid in addition to the limits. The policy shall contain no endorsements or provisions ( 1) limiting coverage for contractual liability; ( 2) excluding coverage for claims or suits by one insured against another cross-liability); ( 3) products/ completed operations liability; or ( 4) containing any other exclusion( s) contrary to the terms or purposes of this Agreement.
B) Automobile Liability Insurance: Automobile Liability Insurance with coverage at least as broad as Insurance Services Office Form CA 00 01 covering Any Auto" (Symbol 1), or the exact equivalent, covering bodily injury and property damage for all activities with limits of not less than $ 1,000,000 combined limit for each occurrence.
C) Workers' Compensation: Workers' Compensation
Insurance, as required by the State of California and Employer' s Liability Insurance with a limit of not less than $ 1,000,000 per accident for bodily injury and disease.
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3.3.11.3 Insurance Endorsements. Required insurance policies shall contain the following provisions, or Consultant shall provide endorsements on forms approved by the City to add the following provisions to the insurance policies:
A) Commercial General Liability: ( 1) Additional Insured: The City, its officials, officers, employees, agents, and volunteers shall be additional insureds with regard to liability and defense of suits or claims arising out of the performance of the Agreement.
Additional Insured Endorsements shall not (1) be restricted to "ongoing operations"; ( 2) exclude contractual liability"; ( 3) restrict coverage to "sole" liability of Consultant; or (4) contain any other exclusions contrary to the terms or purposes of this Agreement. For all policies of Commercial General Liability insurance, Consultant shall provide endorsements in the form of ISO CG 20 10 10 01 and 20 37 10 01 (or endorsements providing the exact same coverage) to effectuate this requirement. ( 2) Cancellation: Required insurance policies shall not be canceled or the coverage reduced until a thirty (30) day written notice of cancellation has been served upon the City except ten (10) days shall be allowed for non-payment of premium.
B) Automobile Liability. ( 1) Cancellation: Required insurance policies shall not be canceled or the coverage reduced until a thirty ( 30) day written notice of cancellation has been served upon the City except ten (10) days shall be allowed for non-payment of premium.
C) Professional Liability ( Errors & Omissions): ( 1) Cancellation:
Required insurance policies shall not be canceled or the coverage reduced until a thirty ( 30) day written notice of cancellation has been served upon the City except ten (10) days shall be allowed for non-payment of premium. ( 2) Contractual Liability Exclusion Deleted: This insurance shall include contractual liability applicable to this Agreement. The policy must “ pay on behalf of” the insured and include a provision establishing the insurer’ s duty to defend.
D) Workers' Compensation: ( 1) Cancellation: Required
insurance policies shall not be canceled or the coverage reduced until a thirty ( 30) day written notice of cancellation has been served upon the City except ten ( 10) days shall be allowed for non-payment of premium. ( 2) Waiver of Subrogation: A waiver of subrogation stating that the insurer waives all rights of subrogation against the City, its officials, officers, employees, agents, and volunteers.
3.3.11.4 Primary and Non-Contributing Insurance. All policies of Commercial General Liability and Automobile Liability insurance shall be primary and any other insurance, deductible, or self-insurance maintained by the City, its officials, officers, employees, agents, or volunteers shall not contribute with this primary insurance. Policies shall contain or be endorsed to contain such provisions.
3.3.11.5 Waiver of Subrogation. All required insurance coverages, except for the professional liability coverage, shall contain or be endorsed to waiver of subrogation in favor of the City, its officials, officers, employees, agents, and volunteers or shall specifically allow Consultant or others providing insurance evidence in compliance with these specifications to waive their right of recovery prior to a loss. Consultant hereby waives its own right of recovery against City, and shall require similar written express waivers and insurance clauses from each of its subconsultants.
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3.3.11.6 Deductibles and Self-Insured Retentions. Any deductible or selfinsured retention must be approved in writing by the City and shall protect the City, its officials, officers, employees, agents, and volunteers in the same manner and to the same extent as they would have been protected had the policy or policies not contained a deductible or self-insured retention.
3.3.11.7 Evidence of Insurance. The Consultant, concurrently with the execution of the Agreement, and as a condition precedent to the effectiveness thereof, shall deliver either certified copies of the required policies, or original certificates on forms approved by the City, together with all endorsements affecting each policy. Required insurance policies shall not be in compliance if they include any limiting provision or endorsement that has not been submitted to the City for approval. The certificates and endorsements for each insurance policy shall be signed by a person authorized by that insurer to bind coverage on its behalf. At least fifteen ( 15 days) prior to the expiration of any such policy, evidence of insurance showing that such insurance coverage has been renewed or extended shall be filed with the City. If such coverage is cancelled or reduced and not replaced immediately so as to avoid a lapse in the required coverage, Consultant shall, within ten ( 10) days after receipt of written notice of such cancellation or reduction of coverage, file with the City evidence of insurance showing that the required insurance has been reinstated or has been provided through another insurance company or companies.
3.3.11.8 Acceptability of Insurers. Each such policy shall be from a company or companies with a current A.M. Best' s rating of no less than A:VII and authorized to transact business of insurance in the State of California, or otherwise allowed to place insurance through surplus line brokers under applicable provisions of the California Insurance Code or any federal law.
3.3.11.9 Enforcement of Agreement Provisions ( non estoppel).
Consultant acknowledges and agrees that actual or alleged failure on the part of the City to inform Consultant of non- compliance with any requirement imposes no additional obligation on the City nor does it waive any rights hereunder.
3.3.11.10 Requirements Not Limiting. Requirement of specific coverage or minimum limits contained in this Section are not intended as a limitation on coverage, limits, or other requirement, or a waiver of any coverage normally provided by any insurance.
3.3.11.11 Additional Insurance Provisions
A) The foregoing requirements as to the types and limits of insurance coverage to be maintained by Consultant, and any approval of said insurance by the City, is not intended to and shall not in any manner limit or qualify the liabilities and obligations otherwise assumed by the Consultant pursuant to this Agreement, including but not limited to, the provisions concerning indemnification.
B) If at any time during the life of the Agreement, any policy of insurance required under this Agreement does not comply with these specifications or is canceled and not replaced, City has the right but not the duty to obtain the insurance it deems necessary and any premium paid by City will be promptly reimbursed by Consultant or City will withhold amounts sufficient to pay premium from Consultant payments. In the alternative, City may cancel this Agreement.
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C) The City may require the Consultant to provide complete copies of all insurance policies in effect for the duration of the Project.
D) Neither the City nor any of its officials, officers, employees, agents or volunteers shall be personally responsible for any liability arising under or by virtue of this Agreement.
E) The limits set forth herein shall apply separately to each insured against whom claims are made or suits are brought, except with respect to the limits of liability. Further the limits set forth herein shall not be construed to relieve the Consultant from liability in excess of such coverage, nor shall it limit the Consultant’ s indemnification obligations to the City and shall not preclude the City from taking such other actions available to the City under other provisions of the Agreement or law.
F) Consultant shall report to the City, in addition to Consultant’ s insurer, any and all insurance claims submitted by Consultant in connection with the Services under this Agreement.
3.3.11.12 Insurance for Subconsultants. Consultant shall include all subconsultants engaged in any work for Consultant relating to this Agreement as additional insureds under the Consultant' s policies, or the Consultant shall be responsible for causing subconsultants to purchase the appropriate insurance in compliance with the terms of these Insurance Requirements, including adding the City, its officials, officers, employees, agents, and volunteers as additional insureds to the subconsultant' s policies. All policies of Commercial General Liability insurance provided by Consultant’ s subconsultants performing work relating to this Agreement shall be endorsed to name the City, its officials, officers, employees, agents and volunteers as additional insureds using endorsement form ISO CG 20 38 04 13 or an endorsement providing equivalent coverage. Consultant shall not allow any subconsultant to commence work on any subcontract relating to this Agreement until it has received satisfactory evidence of subconsultant’ s compliance with all insurance requirements under this Agreement, to the extent applicable. The Consultant shall provide satisfactory evidence of compliance with this section upon request of the City.
3.4 Labor Code Requirements.
3.4.1 Prevailing Wages. Consultant is aware of the requirements of California Labor Code Section 1720, et seq., and 1770, et seq., as well as California Code of Regulations, Title 8, Section 16000, et seq., ("Prevailing Wage Laws"), which require the payment of prevailing wage rates and the performance of other requirements on " public works" and " maintenance" projects. If the Services are being performed as part of an applicable " public works" or maintenance" project, as defined by the Prevailing Wage Laws, and if the total compensation is 1,000 or more, Consultant agrees to fully comply with such Prevailing Wage Laws. City shall provide Consultant with a copy of the prevailing rates of per diem wages in effect at the commencement of this Agreement. Consultant shall make copies of the prevailing rates of per diem wages for each craft, classification or type of worker needed to execute the Services available to interested parties upon request, and shall post copies at the Consultant' s principal place of business and at the project site. It is the intent of the parties to effectuate the requirements of sections 1771, 1774, 1775, 1776, 1777.5, 1813, and 1815 of the Labor Code within this Agreement, and Consultant shall therefore comply with such Labor Code sections to the fullest extent required by law. Consultant shall defend, indemnify and hold the City, its
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officials, officers, employees, agents, and volunteers free and harmless from any claim or liability arising out of any failure or alleged failure to comply with the Prevailing Wage Laws.
3.4.2 Registration/ DIR Compliance. If the Services are being performed on a public works project of over $ 25,000 when the project is for construction, alteration, demolition, installation, or repair work, or a public works project of over $ 15,000 when the project is for maintenance work, in addition to the foregoing, then pursuant to Labor Code sections 1725. 5 and 1771.1, the Consultant and all subconsultants must be registered with the Department of Industrial Relations (“ DIR”). Consultant shall maintain registration for the duration of the Project and require the same of any subconsultants.
3.4.3 Compliance Monitoring. This Project may also be subject to compliance monitoring and enforcement by the DIR. It shall be Consultant’ s sole responsibility to comply with all applicable registration and labor compliance requirements, including the submission of payroll records directly to the DIR. Any stop orders issued by the DIR against Consultant or any subconsultant that affect Consultant’ s performance of services, including any delay, shall be Consultant’ s sole responsibility. Any delay arising out of or resulting from such stop orders shall be considered Consultant caused delay and shall not be compensable by the City. Consultant shall defend, indemnify and hold the City, its officials, officers, employees and agents free and harmless from any claim or liability arising out of stop orders issued by the DIR against Consultant or any subconsultant.
3.4.4 Labor Certification. By its signature hereunder, Consultant certifies that it is aware of the provisions of Section 3700 of the California Labor Code which require every employer to be insured against liability for Worker' s Compensation or to undertake self-insurance in accordance with the provisions of that Code, and agrees to comply with such provisions before commencing the performance of the Services.
3.5 Termination of Agreement.
3.5.1.1 Grounds for Termination. City may, by written notice to Consultant, terminate the whole or any part of this Agreement at any time and without cause by giving written notice to Consultant of such termination, and specifying the effective date thereof, at least seven (7) days before the effective date of such termination. Upon termination, Consultant shall be compensated only for those Services which have been adequately rendered to City, and Consultant shall be entitled to no further compensation. Consultant may not terminate this Agreement except for cause. The rights and remedies of the City provided in this section shall not be exclusive and are in addition to any other rights and remedies provided by law, equity or under this Agreement.
3.5.1.2 Effect of Termination. If this Agreement is terminated as provided herein, City may require Consultant to provide all finished or unfinished Documents and Data and other information of any kind prepared by Consultant in connection with the performance of Services under this Agreement. Consultant shall be required to provide such document and other information within fifteen ( 15) days of the request.
3.5.1.3 Additional Services. In the event this Agreement is terminated in whole or in part as provided herein, City may procure, upon such terms and in such manner as it may determine appropriate, services similar to those terminated.
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3.6 Indemnification.
3.6.1 To the fullest extent permitted by law, Consultant shall defend ( with counsel of City’s choosing), indemnify and hold the City, its officials, officers, employees, volunteers, and agents free and harmless from any and all claims, demands, causes of action, costs, expenses, liability, loss, damage or injury of any kind, in law or equity, to property or persons, including wrongful death, in any manner arising out of, pertaining to, or incident to any acts, errors or omissions, or willful misconduct of Consultant, its officials, officers, employees, subcontractors, consultants or agents in connection with the performance of the Consultant’ s Services, the Project or this Agreement, including without limitation the payment of all damages, expert witness fees and attorney’ s fees and other related costs and expenses except such loss or damage caused by the sole negligence or willful misconduct of the City. Consultant' s obligation to indemnify shall survive expiration or termination of this Agreement and shall not be restricted to insurance proceeds, if any, received by Consultant, the City, its officials, officers, employees, agents, or volunteers.
3.6.2 If Consultant’ s obligation to defend, indemnify, and/or hold harmless arises out of Consultant’ s performance as a “design professional” ( as that term is defined under Civil Code section 2782. 8), then, and only to the extent required by Civil Code section 2782. 8, which is fully incorporated herein, Consultant’ s indemnification obligation shall be limited to claims that arise out of, pertain to, or relate to the negligence, recklessness, or willful misconduct of the Consultant, and, upon Consultant obtaining a final adjudication by a court of competent jurisdiction, Consultant’ s liability for such claim, including the cost to defend, shall not exceed the Consultant’ s proportionate percentage of fault.
3.7 General Provisions.
3.7.1 Accounting Records. Consultant shall maintain complete and accurate records with respect to all costs and expenses incurred under this Agreement. All such records shall be clearly identifiable. Consultant shall allow a representative of City during normal business hours to examine, audit, and make transcripts or copies of such records and any other documents created pursuant to this Agreement. Consultant shall allow inspection of all work, data, documents, proceedings, and activities related to the Agreement for a period of three ( 3) years from the date of final payment under this Agreement.
3.7.2 Independent Contractors and Subcontracting.
3.7.2.1 Use of Consultants. Consultant is aware of statutory and case law regarding classification of workers as independent contractors, including California Labor Code Section 2750.3 and Dynamex Operations West, Inc. v. Superior Court, 4 Cal. 5th 903 2018). To ensure that Consultant is in compliance with the California Labor Code, Consultant shall only utilize its employees to provide the Services. Consultant may not provide the services through any independent contractor, subcontractor or subconsultant (“ Subcontractor( s)”) unless approved by the City as set forth in Section 3.7.2.2 below. Consultant represents and warrants that all personnel who perform the Services on Consultant’ s behalf are Consultant’ s employees, and that Consultant complies with all applicable laws, rules and regulations governing its employees, including, but not limited to, the California Labor Code, Unemployment Insurance Code and all applicable Industrial Welfare Commission Wage Orders.
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3.7.2.2 Prior Approval Required. Consultant shall not use any Subcontractor to provide the Services, or any portion of the work required by this Agreement, without prior written approval of City. In the event that City authorizes Consultant to use a Subcontractor, Consultant shall enter into a written agreement with the Subcontractor, which must include all provisions of the Agreement, including a restriction on the Subcontractor’ s use of further independent contractors, subcontractors or subconsultants without the City’s prior written consent.
3.7.3 Delivery of Notices. All notices permitted or required under this Agreement shall be given to the respective parties at the following address, or at such other address as the respective parties may provide in writing for this purpose:
Consultant: Commune Communication
245 E Third Street
Long Beach, CA 90802
ATTN: Ryan La Rosa
City: City of Arroyo Grande
300 E. Branch Street
Arroyo Grande, CA 93420
ATTN: Matthew Downing, City Manager
Such notice shall be deemed made when personally delivered or when mailed, forty- eight ( 48) hours after deposit in the U.S. Mail, first class postage prepaid and addressed to the party at its applicable address. Actual notice shall be deemed adequate notice on the date actual notice occurred, regardless of the method of service.
3.7.4 Ownership of Materials and Confidentiality.
3.7.4.1 Documents & Data; Licensing of Intellectual Property. This Agreement creates a non-exclusive and perpetual license for City to copy, use, modify, reuse, or sublicense any and all copyrights, designs, and other intellectual property embodied in plans, specifications, studies, drawings, estimates, and other documents or works of authorship fixed in any tangible medium of expression, including but not limited to, physical drawings or data magnetically or otherwise recorded on computer diskettes, which are prepared or caused to be prepared by Consultant under this Agreement (" Documents & Data"). All Documents & Data shall be and remain the property of City, and shall not be used in whole or in substantial part by Consultant on other projects without the City’s express written permission. Within thirty (30) days following the completion, suspension, abandonment or termination of this Agreement, Consultant shall provide to City reproducible copies of all Documents & Data, in a form and amount required by City. City reserves the right to select the method of document reproduction and to establish where the reproduction will be accomplished. The reproduction expense shall be borne by City at the actual cost of duplication. In the event of a dispute regarding the amount of compensation to which the Consultant is entitled under the termination provisions of this Agreement, Consultant shall provide all Documents & Data to City upon payment of the undisputed amount. Consultant shall have no right to retain or fail to provide to City any such documents pending resolution of the dispute. In addition, Consultant shall retain copies of all Documents & Data on file for a minimum of fifteen ( 15) years following completion of the Project, and shall make copies available to City upon the payment of actual reasonable duplication costs. Before destroying the
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Documents & Data following this retention period, Consultant shall make a reasonable effort to notify City and provide City with the opportunity to obtain the documents.
3.7.4.2 Subconsultants. Consultant shall require all subconsultants to agree in writing that City is granted a non-exclusive and perpetual license for any Documents & Data the subconsultant prepares under this Agreement. Consultant represents and warrants that Consultant has the legal right to license any and all Documents & Data. Consultant makes no such representation and warranty in regard to Documents & Data which were prepared by design professionals other than Consultant or its subconsultants, or those provided to Consultant by the City.
3.7.4.3 Right to Use. City shall not be limited in any way in its use or reuse of the Documents and Data or any part of them at any time for purposes of this Project or another project, provided that any such use not within the purposes intended by this Agreement or on a project other than this Project without employing the services of Consultant shall be at City’s sole risk. If City uses or reuses the Documents & Data on any project other than this Project, it shall remove the Consultant’ s seal from the Documents & Data and indemnify and hold harmless Consultant and its officers, directors, agents and employees from claims arising out of the negligent use or re-use of the Documents & Data on such other project. Consultant shall be responsible and liable for its Documents & Data, pursuant to the terms of this Agreement, only with respect to the condition of the Documents & Data at the time they are provided to the City upon completion, suspension, abandonment or termination. Consultant shall not be responsible or liable for any revisions to the Documents & Data made by any party other than Consultant, a party for whom the Consultant is legally responsible or liable, or anyone approved by the Consultant.
3.7.4.4 Indemnification. Consultant shall defend, indemnify and hold the City, its directors, officials, officers, employees, volunteers and agents free and harmless, pursuant to the indemnification provisions of this Agreement, for any alleged infringement of any patent, copyright, trade secret, trade name, trademark, or any other proprietary right of any person or entity in consequence of the use on the Project by City of the Documents & Data, including any method, process, product, or concept specified or depicted.
3.7.4.5 Confidentiality. All ideas, memoranda, specifications, plans, procedures, drawings, descriptions, computer program data, input record data, written information, and other Documents & Data either created by or provided to Consultant in connection with the performance of this Agreement shall be held confidential by Consultant. Such materials shall not, without the prior written consent of City, be used by Consultant for any purposes other than the performance of the Services. Nor shall such materials be disclosed to any person or entity not connected with the performance of the Services or the Project. Nothing furnished to Consultant which is otherwise known to Consultant or is generally known, or has become known, to the related industry shall be deemed confidential. Consultant shall not use City's name or insignia, photographs of the Project, or any publicity pertaining to the Services or the Project in any magazine, trade paper, newspaper, television or radio production or other similar medium without the prior written consent of City.
3.7.5 Cooperation; Further Acts. The Parties shall fully cooperate with one another, and shall take any additional acts or sign any additional documents as may be necessary, appropriate or convenient to attain the purposes of this Agreement.
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3.7.6 Entire Agreement. This Agreement contains the entire agreement of the Parties with respect to the subject matter hereof, and supersedes all prior negotiations, understandings or agreements.
3.7.7 Attorneys’ Fees. If either party commences an action against the other party, either legal, administrative or otherwise, arising out of or in connection with this Agreement, the prevailing party in such litigation shall be entitled to have and recover from the losing party reasonable attorneys’ fees and all costs of such action.
3.7.8 Governing Law. This Agreement shall be governed by the laws of the State of California. Venue shall be in San Luis Obispo County. In addition to any and all contract requirements pertaining to notices of and requests for compensation or payment for extra work, disputed work, claims and/or changed conditions, Consultant must comply with the claim procedures set forth in Government Code sections 900 et seq. prior to filing any lawsuit against the City. Such Government Code claims and any subsequent lawsuit based upon the Government Code claims shall be limited to those matters that remain unresolved after all procedures pertaining to extra work, disputed work, claims, and/or changed conditions have been followed by Consultant. If no such Government Code claim is submitted, or if any prerequisite contractual requirements are not otherwise satisfied as specified herein, Consultant shall be barred from bringing and maintaining a valid lawsuit against the City.
3.7.9 Time of Essence. Time is of the essence for each and every provision of this Agreement.
3.7.10 City's Right to Employ Other Consultants. City reserves right to employ other consultants in connection with this Project.
3.7.11 Successors and Assigns. This Agreement shall be binding on the successors and assigns of the parties.
3.7.12 Assignment or Transfer. Consultant shall not assign, sublet, or transfer this Agreement or any rights under or interest in this Agreement without the written consent of the City, which may be withheld for any reason. Any attempt to so assign or so transfer without such consent shall be void and without legal effect and shall constitute grounds for termination.
Consultant shall not subcontract any portion of the Services required by this Agreement, except as expressly stated herein, without prior written approval of City. Subcontracts, if any, shall contain a provision making them subject to all provisions stipulated in this Agreement.
3.7.13 Construction; References; Captions. Since the Parties or their agents have participated fully in the preparation of this Agreement, the language of this Agreement shall be construed simply, according to its fair meaning, and not strictly for or against any Party. Any term referencing time, days or period for performance shall be deemed calendar days and not work days. All references to Consultant include all personnel, employees, agents, and subconsultants of Consultant, except as otherwise specified in this Agreement. All references to City include its elected officials, officers, employees, agents, and volunteers except as otherwise specified in this Agreement. The captions of the various articles and paragraphs are for convenience and ease of reference only, and do not define, limit, augment, or describe the scope, content, or intent of this Agreement.
3.7.14 Amendment; Modification. No supplement, modification, or amendment of
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this Agreement shall be binding unless executed in writing and signed by both Parties.
3.7.15 Waiver. No waiver of any default shall constitute a waiver of any other default or breach, whether of the same or other covenant or condition. No waiver, benefit, privilege, or service voluntarily given or performed by a Party shall give the other Party any contractual rights by custom, estoppel, or otherwise.
3.7.16 No Third- Party Beneficiaries. There are no intended third party beneficiaries of any right or obligation assumed by the Parties.
3.7.17 Invalidity; Severability. If any portion of this Agreement is declared invalid, illegal, or otherwise unenforceable by a court of competent jurisdiction, the remaining provisions shall continue in full force and effect.
3.7.18 Prohibited Interests. Consultant maintains and warrants that it has not employed nor retained any company or person, other than a bona fide employee working solely for Consultant, to solicit or secure this Agreement. Consultant warrants that it has not paid nor has it agreed to pay any company or person, other than a bona fide employee working solely for Consultant, any fee, commission, percentage, brokerage fee, gift or other consideration contingent upon or resulting from the award or making of this Agreement. Consultant further agrees to file, or shall cause its employees or subconsultants to file, a Statement of Economic Interest with the City’s Filing Officer as required under state law in the performance of the Services. For breach or violation of this warranty, City shall have the right to rescind this Agreement without liability. For the term of this Agreement, no member, officer or employee of City, during the term of his or her service with City, shall have any direct interest in this Agreement, or obtain any present or anticipated material benefit arising therefrom.
3.7.19 Authority to Enter Agreement. Consultant has all requisite power and authority to conduct its business and to execute, deliver, and perform the Agreement. Each Party warrants that the individuals who have signed this Agreement have the legal power, right, and authority to make this Agreement and bind each respective Party.
3.7.20 Counterparts. This Agreement may be signed in counterparts, each of which shall constitute an original.
3.7.21 Survival. All rights and obligations hereunder that by their nature are to continue after any expiration or termination of this Agreement, including, but not limited to, the indemnification obligations, shall survive any such expiration or termination.
SIGNATURES ON NEXT PAGE]
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SIGNATURE PAGE TO PROFESSIONAL SERVICES AGREEMENT
BETWEEN THE CITY OF ARROYO GRANDE AND
COMMUNE COMMUNICATION
IN WITNESS WHEREOF, each of the Parties has caused this Agreement to be executed on the day and year first above written.
CITY OF ARROYO GRANDE COMMUNE COMMUNICATION
If Corporation, TWO SIGNATURES,
President OR Vice President AND Secretary
OR Treasurer REQUIRED]
By:
Its:
Printed Name:
By:
Its:
Printed Name:
By:
Its:
Printed Name:
Approved By:
Caren Ray Russom
Mayor
Approved as to Form:
Best Best & Krieger LLP
Isaac Rosen, City Attorney
Attested By:
Jessica Matson, City Clerk
Isaac Rosen (Sep 13, 2024 11:30 PDT)
Isaac Rosen
Co-Founder, COO
Ryan La Rosa
JWhale (Sep 20, 2024 09:44 PDT)
JWhale
Co-Founder, CEO
James Whale
BB&K (2020) Exhibit “ A”-1 PROFESSIONAL SERVICES AGREEMENT
EXHIBIT A
SCOPE OF SERVICES
Request for Proposals:
Marketing, Communications, Website Management, and Social Media Services Proposal Submittal Deadline: April 29, 2024
Introduction
The City is seeking professional, full-service, integrated marketing, advertising, communications, social media, and website maintenance services for their tourism brand, Visit Arroyo Grande, and is requesting proposals from qualified firms.
Firms should have the capability and experience required to provide comprehensive, strategic, and innovative services on designated projects. The goal of the marketing program is to attract tourists to the area to increase occupancy and average daily room rates at Arroyo Grande lodging properties.
Visit Arroyo Grande’ s brand ( logo, color palette, tagline, etc.) is established. The City wishes to build upon this identity in its future marketing efforts with the selected firm.
Qualified firms shall make recommendations for the coming fiscal year (July 1, 2024 to June 30, 2025); the contract will be for one year with the option to extend for a second year.
Background
In 2011, the City of Arroyo Grande formed a Tourism Business Improvement District (TBID). The TBID Board of Directors operates as a destination marketing organization under the name of Visit Arroyo Grande.
Spearheaded by Arroyo Grande lodging businesses, Visit Arroyo Grande is comprised of seven ( 7) hotels and at least sixty-one (61) vacation rental/home stays. It is governed by a Board of Directors representing lodging partners and businesses in the tourism/ hospitality industry. The purpose of the TBID is to promote scenic, recreational, cultural, and other attractions in the district (the City of Arroyo Grande) as a tourist destination for the benefit of lodging operators.
EXHIBIT A
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Proposal guidelines
Firms are expected to prepare beyond the one-year mark ( July 1, 2024 to June 30, 2025) to implement certain projects; however, projects beyond June 30, 2025 are dependent on the annual approved budget.
The successful firm will coordinate all services under an Agreement with the City of Arroyo Grande or their designee(s). Firms may provide additional creative/innovative suggestions for deliverables identified in the proposal as “ optional deliverables.” Firms may submit proposals for one or more components of this Scope of Work.
Budget
Marketing agency contract including media buys: not to exceed $225,000 Term
This RFP is for a one- year agreement with the option to extend for a second year.
Marketing and Communications
Develop and implement a variety of promotional, publicity and advertising programs, and informational materials consistent with specifications provided.
Develop a comprehensive strategic marketing and advertising plan that addresses the following:
Propose new or expand current marketing programs to promote the District (City of Arroyo Grande) and submit timelines for development/ implementation. Campaign may include but not be limited to, digital, print, video, radio, outdoor, online media, and direct marketing;
Identify strategies that increase overnight stays, especially during off-peak seasons; Propose creative tactics such as advertising campaigns and events and packages; and Develop and propose a system of measurable results and outcomes.
Online Strategy
Complete reports to coincide with monthly meetings of the committee - show metrics and report implications and suggested adjustments and report monthly to lodging operators, TBID and Arroyo Grande City Council;
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Online Strategy continued
Explain what tools your agency has available for online media monitoring, reporting and analysis, and brand/reputation monitoring; and
Generate all images/creative assets to be paired with posts. Photographs and branding guidelines will be provided by Visit Arroyo Grande from internal marketing database.
Firms should also provide the following information:
Examples of copy created for online platforms;
Examples of graphic content to be paired with editorial copy; Sample of monitoring report format;
Best practices report, example of online data analysis and action items; and A description of how agency stays at the forefront of technology and emerging media.
Website
The firm will take responsibility for all aspects of the Visit Arroyo Grande website, content management system (CMS), and related hosting. The scope of services should include, but is not limited to, all software, hardware, administrator and end- user training, hosting, SEO programming, and other services required to implement and support the website and should:
Be consistent with current and future Americans with Disabilities Act accessibility guidelines and any other applicable state and federal accessibility requirements; Include a privacy policy;
Be capable of capturing email addresses; and
Include a blog.
City/Chamber Involvement
The City and South County Chambers of Commerce will make every effort to provide demographic information, photos, existing information on economic development tools, reports, etc. The firm should strive to be self-sufficient to the extent possible.
Consideration/ Meeting Requirements
The qualified firm should be prepared to meet directly or confer over the phone as needed. The firm will be required to attend regular TBID meetings, and Arroyo Grande City Council Meetings, as needed, prepare an Annual Report, and make annual presentations.
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Agreement
The project agreement will be based on the final scope of work that is mutually agreed upon between the City and firm( s). The agreement will be negotiated for the project for the extent of services to be rendered and for the method of compensation. Firm(s) are requested to submit a lineitem cost estimate that is realistic for the proposed approach. The budget should cover all costs including fees, mileage, and production costs. Firm(s) shall not perform any work on the project before execution of a written agreement by both the City and the Firm(s) and the furnishing of the required insurance certificate and business license by the Firm(s). The City requires a minimum insurance limit of $1,000,000 each for general liability, automobile, and errors and omissions. The draft Consultant Services Agreement is attached and should be reviewed before the RFP submittal.
Key Dates
April 1, 2024
Release of RFP
April 29, 2024
Deadline for submittal
June 2024
Award of contract
July 1, 2024
Contract commencement
Questions
Questions regarding this RFP shall be submitted to Sheridan Bohlken, Recreation Services Director, City of Arroyo Grande, via email at [email protected]. Questions with their answers will be posted on the City’ s website.
Proposal Requirements
The document should be standard (8½” x 11”) letter-sized paper.
The name and resume of the responsible person who would be in charge of the project, information on team members by role, an estimate of the time required to complete the project; and disclosure of billable rate for each task.
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An executive summary of the proposal being submitted.
The proposed fees are to be broken down by task demonstrating how the fee was calculated. The cost proposal shall provide a specific fixed cost estimate and a “ not to exceed” cost ceiling. The proposal shall address all hourly wage rates, including all reimbursable expenses and overhead.
Describe the Firm’s experience, especially as related to completing similar projects as being discussed in this RFP.
Identify and provide resumes of any sub-consultants who will be utilized on this project.
A proposed project schedule for the fiscal year shall be included in the proposal with verifiable references.
Selection Process
The City of Arroyo Grande and an Ad-hoc Committee of the AGTBID will review responses to the Request for Proposal based on the evaluation criteria below and make a recommendation to the AGTBID Board of Directors which will then forward their recommendation to the City Council for final approval.
Qualified firms will be invited to give an oral presentation on their proposal, at the discretion of the TBID Board of Directors.
The City reserves the right to reject any proposals and to award contract( s) for any, all, or none of the aspects of the Scope of Work.
Evaluation Criteria
A. Suitability of the Proposal – the proposed solution meets the needs and criteria presented in the RFP.
B. Expertise in recommending and communicating appropriate technical and aesthetic solutions as demonstrated by the proposal and references.
C. Aesthetic Capabilities – Prior work reflects artistic and innovative, user-friendly interfaces that engage communities and viewers.
D. Proposal Presentation – The information is communicated in a clear, logical manner and is well organized.
General Information
A. The City reserves the right to request additional information from any or all the respondents.
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B. The City reserves the right to reject any or all the proposals. Late or incomplete proposals may not be considered. The City shall have sole discretion in determining the completeness of each proposal.
C. The City shall reserve the right to contact past clients for references.
D. The terms and scope of the agreement will be determined based on professional negotiations between the City and the prospective Firm. If the City and the prospective Firm fail to reach a contractual agreement, the City may negotiate with any other highly-ranked consultant.
E. The City reserves the right to waive minor discrepancies and to reject any and all proposals for any reason.
Proposal Submittal Requirements
Quantity - Four (4) copies (three bound and one unbound), plus one electronic copy in Adobe Acrobat (PDF) format.
Deadline for Submittal - The filing deadline for submittal of the above proposal is 5:00 p.m. on Monday, May 13, 2024. The City reserves the right to extend the deadline date. All documents should be emailed to [email protected] or sent in a sealed package, clearly marked RFP AGTBID” to Sheridan Bohlken, City of Arroyo Grande, 1221 Ash Street, Arroyo Grande, CA 93420.
Specific Deliverables
The consultant shall develop a comprehensive portfolio that addresses, at a minimum, the following:
1. Develop strategy to quantify success on marketing campaign through initiatives that measure return on investment;
2. Next phase brand identity that includes but is not limited to advertising campaigns;
3. Develop tourism incentives that include package deals for hotels;
4. Enhance social media presence in Facebook, Twitter, Instagram, Pinterest, YouTube and other social media outlets as they arise. Integrate social media with visitarroyogrande. org and create other strategies to boost internet traffic visibility;
5. Build a feeder market strategy to increase traffic from cities LA and SF;
6. Respond to TripAdvisor, Travelzoo, and other internet- based tourism sites; and
7. Collaborate with major attractions and special events.
Firms may provide additional creative/ innovative suggestions for deliverables identified in the proposal as “ optional deliverables”.
BB&K (2020) Exhibit “ A-I-1” PROFESSIONAL SERVICES AGREEMENT
EXHIBIT B
SCHEDULE OF SERVICES
EXHIBIT B
Visit Arroyo Grande
Cover Letter
Commune Communication is pleased to submit our proposal in response to the City of Arroyo Grande’s RFP for Marketing, Communications, Website Management, and Social Media Services. We understand the scope of work to involve providing comprehensive, strategic, and innovative services that achieve the goal of attracting tourists to increase occupancy and daily room rates at key lodging properties. We are prepared to begin our services immediately upon award, leveraging our extensive experience and successful track record in similar projects. Our proposal outlines a strategic, multifaceted marketing approach that includes digital advertising research, digital media planning, campaign messaging/ creative strategy, copywriting, and creative direction/ design and more to achieve our goals.
Commune is the prime respondent and we’re proud to be submitting alongside our partner and subcontractor, “Q1Media” who has 20 years of proven track record of achieving impressive digital media performance and visitation reporting. Their focus and expertise for analysis, optimization and driving visitation for travel, tourism, and lodging/ hospitality industries brings additional capabilities and valuable experience to our submission. Together, we’re confident our proposal will exceed your expectations and build a lasting partnership that will meet the project goals for years to come.
Our team’s proven track record in acting as an Agency of Record that solves integrated marketing challenges, specialized expertise with BID’s, City and tourism organizations, and award winning campaign chops, makes us the right choice to help Visit Arroyo Grande take its rightful place as a signature California destination.
Commune Communication, established in 2016 and headquartered in Long Beach, CA, is a forward- thinking marketing firm specializing in communications strategy, creative campaign development, website design and development, and media planning.
Commune came to fruition in Southern California after a group of seasoned advertising experts left New York City to start something together on their own terms. This meant losing office politics and inefficient and costly processes for a life rooted in creativity and effectiveness on the California coast.
Heading Commune Communication are Ryan La Rosa and James Whale, co-founders who have steered the company towards becoming one of California’s most sought after creative agencies. Ryan La Rosa serves as the chief operating officer and brings two decades of experience, including strategic roles at prominent agencies such as Dentsu/ 360i and Hill + Knowlton Strategies in NYC, where he led campaigns for high- profile clients like TOYOTA, New Orleans Tourism, and Dos Equis. James Whale, our chief executive officer, is an internationally recognized creative director with over two decades of experience shaping global brands, including small startups and giants like Lexus, Adidas and Welcome to New Zealand. Their leadership is complemented by Richardson Reigart, EVP of brand strategy. With extensive experience in branding and communications, he has been instrumental in defining and propelling brands like Mazda, Toyota, and T-Mobile. Together, and alongside a group of top-of-the- class creative Visit Arroyo Grande RFP Response Page 213 of 504 2
Visit Arroyo Grande
professionals based in Southern California, Commune has emerged as a force for anyone looking for creative campaigns that break ground with proven, measurable results.
Commune’s client portfolio includes influential and notable partnerships throughout California, including Long Beach Transit (LBT), Los Angeles Economic Development Corporation ( LAEDC), California State University, Long Beach (CSULB), Long Beach City College (LBCC), APLA Health, Long Beach Airport, Friends of the Los Angeles River, and the City of Long Beach, among others. In addition, Commune has built its reputation working for BID’s of all sizes, helping them to identify their unique positioning, build their brand, and ultimately create campaigns that drive visitors and businesses alike. That list includes the Downtown Long Beach Alliance, Downtown San Mateo, The City of Huntington Beach, The Tenderloin District, Bixby Knolls Business Improvement Association, Belmont Shore Business Association and many others.
Alongside our partners at Q1 Media, we believe Commune is uniquely positioned to achieve the goals outlined in this RFP. However, beyond any virtues you’ll find in our proposal or resumes, what truly sets us apart is that those virtues live alongside a passion and commitment to the region. Commune was an idea generated in soulless giant gray buildings on the East Coast and eventually came to life on the sunny California coast. Commune’s founders are a California kid come home and a Kiwi from the wilds of Great Barrier Island New Zealand alongside a leadership team bombing up and down the coast in their camper vans. We know Arroyo Grande because we’ve visited it, camped it, clammed it, biked it, surfed it, hiked it and more. Sure, we’re down the coast a little ways. But our eagerness to see Visit Arroyo Grande succeed is directly proportional to our desire to make visits for meetings and presentations a regular part of our usual coastal trips. We can promise that if you work with Commune you’ll have fun, achieve your goals, and find a group that will care deeply and work as hard as they possibly can to make sure no stone is left unturned (or dune descended) until Arroyo Grande takes its rightful place as the premiere destination so many of us already know and love.
Respectfully submitted,
Ryan La Rosa,
Co-Founder & Chief Operating Officer
Commune Communication Corp
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Table of Contents:
01-Cover Letter 02
02-Firm Qualifications, Experience and References 05
03-Project Organization, Personnel and Staffing 16
04-Review of Capabilities 22
05-Rates, Fees and Budget Control 34
06-Proposed Project Schedule 36
07-Appendix: Resumés of all Personnel 37
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02 - Firm Qualifications, Experience and References
Commune Communication is a full- service advertising and marketing agency based in Long Beach, California. As a firm possessing the required qualifications and relevant experience, we are committed to delivering exceptional services to Visit Arroyo Grande in line with the Scope of the Work stipulated in the RFP.
Qualification and Experience
Established in 2015, Commune Communication provides services including brand strategy, media planning and reporting, creative services (copywriting, design), social media services, website design and development, account management, content development, and more. We have a track record of successfully delivering impactful marketing campaigns across various industries, including with BID’s, City Departments, and the Travel and Tourism Industry at large. Our qualifications include the following but are not limited to:
Developing successful digital advertising and marketing campaigns for various industries.
Data analysis and market research skills, such as proficiency in analyzing marketing data, survey results, and competitive digital landscapes. We will derive insights from this data to inform our strategic decisions and campaign optimizations.
Capability in developing effective media buying strategies that reach diverse target audiences.
Demonstrated ability to collaborate with multiple stakeholders to create compelling advertisements that align with brand messaging and objectives.
Expertise in producing various multimedia content such as images, videos, and other interactive advertisements.
Thorough understanding of BID dynamics, including how to communicate the virtues of highly specific and targeted locations, neighborhoods and regions and gain approval from stakeholders with differing agendas. .
Technical proficiency and forefront ad-tech leader in digital media with proprietary tools and custom data to efficiently optimize live campaigns, measure and achieve successful campaign performance, and provide visitation reporting to specific areas including lodging partners.
Transparent and effective communication channels to liaise with the client, stakeholders, and internal teams.
Ability to manage projects efficiently, including setting timelines, deliverables, reporting on campaign performance, etc.
The following are a few key projects relevant to Visit Arroyo Grande’s marketing requirements:
Downtown Long Beach - Commune has worked with the Downtown Long Beach Alliance for several years to craft and implement tourism campaigns that effectively reach local and national audiences. This has included brand and media Visit Arroyo Grande RFP Response Page 216 of 504 5
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strategies ensuring the campaigns are unique to DTLB and its virtues and then breakthrough creative executions that articulate the idea. Commune is about to launch its third tourism campaign for Downtown Long Beach and is always proud to see the work attract audiences of all types to our hometown.
Downtown Napa: This on-going project is a dynamic marketing campaign across Search, Social Media (Facebook and Instagram), Connected TV (cTV) and Pre- Roll Videos. Recognizing the importance of their seasons, we strategically optimize media allocations to amplify impact during typically slower seasons, enhancing overall visitor numbers year- round. Our campaign commenced with a thorough market analysis to accurately target key audiences, maximizing media efficiency and outreach. We’ve achieved increased visibility and engagement by using our ad-tech for online and offline attribution methods. We have also traced visitation lifts for Downtown Napa’s key attractions and businesses, providing tangible evidence of our digital media strategy’s success in boosting economic activity during off-peak periods.
Visit Camarillo: We executed a targeted digital media strategy for Visit Camarillo, leveraging historical location data to reconnect with past visitors - particularly those who attend high- profile events like the X Games. By analyzing patterns from these past visitors, we crafted personalized ad campaigns using Pre- Roll, Display, and Mobile Interstitials to encourage these individuals to return during the vibrant spring and summer season. This strategic use of data not only increased engagement but also significantly boosted repeat visits to Camarillo.
Downtown San Mateo - The all volunteer DSMA Board reached out to Commune after seeking help with organizations who knew how to work with BIDS. Our work with DSMA included a brand refresh and website redesign that included solving for a simple and well designed solution allowing DSMA stakeholders to make regular updates.
City of Long Beach - Commune works with the City of Long Beach on a variety of efforts including developing presentations and design support for Mayor Rex Richardson, developing campaign creative for the Long Beach Climate Action Plan, Homeless Awareness campaign, and many more.
Long Beach Transit: As the Agency of Record for Long Beach Transit since 2017, Commune has been playing a pivotal role in enhancing the company’ s brand visibility and customer engagement. This long- standing partnership includes a wide range of services, such as ongoing strategy, media planning, creative services, website development, social media management, platform identification, and more. Over the years we have consistently delivered results in terms of revenue and ridership growth, contributing to the continuous growth and success of Long Beach Transit.
AIDS Walk Los Angeles: APLA Health and Wellness recruited Commune through an RFP to increase the diminishing momentum and attendance as well as tackle the decrease in fundraising for their AIDS Walk 2023 event. Although AIDS Walk has existed for 40 years, the COVID- 19 pandemic presented various challenges, leading to a decline in performance. We were tasked with driving attendance and exposure, which we accomplished by providing multiple services, including brand strategy, design, advertising, video production & content development, social media, media buying, paid media strategy, reporting, web design and Visit Arroyo Grande RFP Response Page 217 of 504 6
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development. We successfully delivered the project objectives, including a massive increase in social media and website traffic and exceeded 1.3 million dollars in fundraising. Commune secured an AAF Silver advertising award for the 2023 campaign.
Sports Basement - When the revered Northern California retailer made their first foray into Southern California they called Commune to help them create a campaign that would endear the brand to its new neighbors. The result was an integrated campaign that targeted regional audiences with effective media and creative solutions including social media content development, TV and radio advertising, direct mail, experiential marketing and more. Commune was awarded with an American Advertising Award for its “More than a Store” campaign in 2023.
Long Beach Airport - When the Long Beach Airport was undertaking construction improvements, it needed to ensure it effectively communicated the opportunities and disruptions to the community it serves. Enter Commune, who helped build a robust program for community engagement and participation, ultimately resulting in a messaging and media strategy that helped to calm vocal detractors and inspire advocates.
In addition to these examples, Commune has worked with a variety of BIDS and Cities including Downtown Long Beach, City of San Francisco, Second Street Long Beach, Catalina Island Conservancy, Fourth Street Retro Row, Cambodia Town, Downtown San Mateo, The Tenderloin District, Bixby Knolls Business Improvement Association, Zaferia District, and more.
References
The City of Arroyo Grande can contact the following three business clients for reference:
1. James Ahumada, Deputy CEO, Downtown Long Beach Alliance Contract Term – 2023 - Present
jamesa@dlba. org; 626- 825- 8693
2. Blair Cohn, Executive Director, Bixby Knolls Business Improvement Association, President Long Beach Council of Business Districts
Contract term: 2017 - current
blair@bixbyknollsinfo. com; 562- 307- 4178
3. Scott Larson, Executive Director, Visit Laramie, Wyoming Contract term: 2020 - Present (via Q1Media)
director@visitlaramie. org; 307-745- 4195
Expertise in Advertising and Marketing
The team at Commune Communication represents a collection of some of the best strategic minds and creative thinkers from across the industry, motivated by a shared passion to create groundbreaking work that transforms our clients’ businesses through thoughtfully designed marketing communications. Whether their expertise is in strategy, design, creative messaging, media, web development, or data & analytics, each member of our team shares a singular focus on delivering communications that create customers.
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To address the comprehensive Scope of Work (SOW) specified by Visit Arroyo Grande, Commune proposes a strategic and collaborative approach, supported by our expertise in communications strategy, media planning, creative design, copywriting, web development, and analytics. The following section outlines a clear, efficient path to establishing Arroyo Grande' s rightful position as a destination of choice for visitors to the area and the hidden gem of SLO County.
Our approach begins with an in-depth analysis of the City of Arroyo Grande’s brand positioning, target demographics, and current market dynamics. This foundational step ensures that all subsequent marketing strategies are aligned with the Arroyo Grande brand positioning and objectives while being tailored to meet the nuanced needs of a range of potential travelers.
Customer Challenges & Opportunities. In developing an approach to elevate perceptions and drive visitation for the City of Arroyo Grande, we confront a series of customer perception challenges head- on while also capitalizing on significant opportunities. Although California residents are aware of the City of Arroyo Grande, it may not be top of mind as a potential travel destination. Travelers from SF and LA have a wide range of travel options, often within a short drive of the city. Additionally, for those interested in traveling to the Central Coast, they may not fully understand what makes the City of Arroyo Grande distinctive from other options in SLO County, like Paso Robles, Morro Bay, Cambria, or Avila Beach. Therefore, our challenge is two-fold. We must drive greater regional volume by communicating the benefits of the broader Central Coast region, while also creating preference for the City of Arroyo Grande by highlighting our distinct advantages within the region, including our unique historic charm, range of activities, and coastal proximity. According to our mobile device data, while 19.29% of Arroyo Grande visitors over the past 12 months were from key feeder markets LA and SF, the majority of traffic to the area (57.59%) was from the surrounding areas of SLO, Santa Maria, and Santa Barbara. Therefore, it will be critical to both drive greater travel interest in the Central Coast, as well as establishing a clear, distinctive proposition for the City of Arroyo Grande for interested travelers.
Against these issues, several opportunities emerge that Commune is uniquely positioned to leverage. Strategically guided communications plans that integrate data, media, and breakthrough creative will deliver key messaging that reinforces the City of Arroyo Grande’s unique blend of historic small- town charm, outdoor recreation opportunities, arts, culture, and proximity to the beautiful California coast. By employing advanced analytics tools for a granular understanding of the target audience, we intend to craft marketing initiatives that broadly establish the City of Arroyo Grande as the ideal base for exploring the wonders of the Central Coast, truly a hidden gem, combining the arts, culture, history, fine dining, wine tours, outdoor recreation, and easy access to the Pacific.
Ultimately, however, we understand that true success will be measured by increased occupancy ( heads in beds) and economic activity for local City of Arroyo Grande businesses. In order to build a marketing plan that is not only effective, but efficient at driving ROI, we will employ a robust data- driven approach to guide strategy, messaging, channel selection, audience segmentation, and market prioritization.
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Our initial evaluation using ad-tech for mobile device and census data reveals the following visitation insights to Arroyo Grande over the past 12 months: There were over 600k visitors to the area of which 19.29% were from LA and SF regions, while 57.59% was from the surrounding SLO areas. As we start to break that down further into audience segments, these visitors were representative of a diverse set of demographics::
Wide Range of Age Groups: 60.68% between 18- 64 years old, and 21.84% were under 18 years and 17.48% over 65 years old.
Household Income: Median Income: $ 93,275 and 42.17% over $100k; 41.3% between$ 30- 99k; 16.53% below 29k
Education Levels: 34.49% with Bachelor degrees or higher; 32.24% with 2 year degrees or some college; 33.27% high school or no high school degree Top Ethnicities: 50.02% White and 33.63% Hispanic
This illustrates two opportunities to address for an efficient and targeted advertising campaign to drive visitation lifts for both: 1) New visitors with various interests by age group from feeder regions of LA and SF, and a close third market, Fresno; and 2) Nurturing approach for the surrounding areas for various age groups and interests to continue to enjoy Arroyo Grande for new events, attractions, and its rich charm.
Our strategies are a balanced approach of addressing consumer challenges through targeted, data- driven engagement and seizing these opportunities to continually reinforce Arroyo Grande’s position as SLO County’s hidden gem. Through this dual approach, we aim to not only elevate awareness of the City of Arroyo Grande, but also showcase all that makes Arroyo Grande distinctive and special, thereby driving meaningful increases in visitation and local economic activity.
In deploying an integrated communications plan for the City of Arroyo Grande, Commune will embark on a rigorous insights development process through the lens of Commune’s 4Cs: Company, Category, Consumer, and Culture. Our holistic analysis underpins our strategy to ensure our outreach resonates with potential visitors to the City of Arroyo Grande, and, in turn, drives increased visitation to local hotels and businesses.
Company: Our initial focus on the company dimension involves an even deeper understanding of the City of Arroyo Grande’s unique value proposition for potential travelers. This entails aligning our marketing strategies with the City of Arroyo Grande’s distinct offerings, including outdoor recreation, a charming historic downtown, cultural events, fine dining, arts and culture, local parks, wine tastings, and proximity to the Pacific Ocean. We will look to showcase all the attributes that make the City of Arroyo Grande an ideal vacation destination, as well as communicate in the brand’s unique voice, tone, and design language.
Category: The category analysis delves into the local and regional travel sectors, identifying where the City of Arroyo Grande stands within the broader competitive set.
Understanding the competitive landscape will allow us to further establish the white space for the City of Arroyo Grande among the many local and regional travel options.
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segments, including variables like total cost, coastal proximity, cultural opportunities, recreation, events, authenticity, and accessibility.
Consumer: Central to our approach is a deep dive into the consumer, employing segment analysis tools, mobile device data, social listening, and proprietary data assets to map out a range of high propensity audience segments. We’ll seek to understand which audiences are most likely to not only visit the Central Coast, but those that might be more likely to choose the City of Arroyo Grande over other available options. Our initial analysis identified groups like families, retirees, wine enthusiasts, outdoor enthusiasts, and art/ culture lovers as potential opportunities. We will seek to better understand the motivations, needs, barriers, triggers, and media behaviors of each of these segments to guide our communications strategy. Our insights and test/ learn messaging process will look to define the most effective channel strategies and persuasive messaging to convert these segments into visitors to the City of Arroyo Grande. This analysis ensures that our marketing efforts speak directly to the varied needs, preferences, and values of each audience segment, whether they are laid-back retirees, or outdoor adrenaline seekers.
Culture: Finally, the culture component recognizes the integral role that cultural forces play in shaping attitudes and perceptions of the tourism industry broadly and the City of Arroyo Grande specifically. It isn’t enough for the City of Arroyo Grande to communicate the benefits of the city to the right audience, we must integrate our brand into the culture and make the City of Arroyo Grande a relevant destination for today’s travelers. That means understanding how people are discovering new places, and the ways they are being influenced to make travel decisions. Additionally, the Culture component recognizes the integral role that cultural nuances play in shaping travel behaviors and preferences across the region. By integrating insights from local festivals, cultural events, and community centers into our outreach initiatives, we aim to build meaningful cultural connections. Engaging with communities in culturally relevant ways—whether through language, shared values, or communal experiences— allows us to weave the City of Arroyo Grande into the fabric of everyday life, transforming each interaction into an opportunity for brand advocacy.
Together, these 4Cs guide the creation and execution of an integrated communications plan that is both strategically informed and deeply rooted in the needs and concerns of our audience. By leveraging advanced analytics, personalized engagement, and specifically tailored communications, our strategy for the City of Arroyo Grande is designed to not only elevate awareness among our priority audience segments, but also translate this awareness into tangible increases in visitation, firmly establishing the City of Arroyo Grande as the hidden gem of SLO County.
Ad-Tech Leader of Emerging Media
In today's hyper- connected world, a key impact and value we bring to our Tourism clients is the significance of custom ad-tech of mobile data. For our tourism- focused clients, harnessing the power of mobile data isn't just advantageous— it's imperative for a competitive edge and meeting the evolving attention and interests of modern travelers.
This impact is not only mobile content that has transformed the way travelers explore, Visit Arroyo Grande RFP Response Page 221 of 504 10
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engage, and experience destinations, but it is also the mobile data we have for analysis of their visitors movements.
Our ad-tech for mobile data is proprietary from over 200k mobile apps with allowed permissions of location data and has ability for global visitor demographic studies, tracing visitor pathways, and influenced visitation reporting tracing mobile activity after being served an ad. Starting with the data analysis significance, we can survey past visitors of locations and their movements within a custom- drawn 3 feet polygon (going farther than geo- fencing radius) and within a 2- year look back (geo- fencing is only 90 days). Here are our custom polygons and heat maps of mobile data with one year look back for each of the seven hotel partners for Visit Arroyo Grande:
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As we do our analysis and develop media planning, we compare and segment mobile data reports between county, city, specific lodging partners, and area attractions. We’ve started part of this analysis for Arroyo Grande with the seven lodging partners and listed a brief overview of their demographics of the last 12 months, with insights including:
Agrarian Hotel: 44.35% of their visitors have HHI $100k+ Aloha Inn: 39.86% of their visitors have HHI $100k+
Arroyo Village Inn: 39.75% of their visitors have HHI $100k+ Beachway Inn: 39.66% of their visitors have HHI $ 100k+ Best Western: 42.10% of their visitors have HHI $100k+
Hampton Inn: 42.89% of their visitors have HHI $100k+
Prismo Inn: 39.28% of their visitors have HHI $100k+
With this data, we can segment and create custom audience groups that go beyond the stage of analysis of visitor data as explained above. We can also implement live-targeting, in-app inventory, and track mobile data post- ad serve by monitoring which of the unique ads we served to the target and then tracing back to our separate polygons for each individual lodging partner and attraction. Location visitation reporting supports our tourism partners with precisely how many visits and visitors were influenced by our served digital ad campaign. This provides our partners with a simple cost- per-visit” and “cost- per-visitor” metric to share with committees and government entities. An example of a Location Visitation Report can be provided upon request.
Media Mix and Digital Media Planning
We’ll use a combination of our ad- tech, math, science, and art to determine the most effective and efficient media mix to reach key traveler audiences in Los Angeles, San Francisco, San Jose, and surrounding SLO California areas. With our experience in Travel and Tourism, we’ve seen the significance of the right media mix between traditional media (print, publications, etc) and cross- platform digital media models. We will employ a combination of first-, second-, and third- party data for audience analysis and strategic reach to key audiences.
Our media strategies aim to maximize customer reach and engagement by identifying and leveraging our ad-tech with the most relevant platforms for Visit Arroyo Grande’s goals, including trade media and our proprietary resources. We have access to all media platforms such as Connected TV (cTV/ OTT, Hulu, Peacock, Netflix, Amazon, etc), traditional and digital outdoor (billboards, roadside, theaters), digital video including YouTube, digital audio through major streaming platforms like Spotify, Pandora, and iHeart Radio, and social media channels, including Meta (Facebook and Instagram), TikTok, Pinterst, Snapchat, and Reddit.
Our expertise in precision targeting across traditional and all evolving digital media platforms is a point of pride as reaching the right customer at the right time at the right place is key to creating successful campaigns. Our mobile data can be broken down into audience segments to build custom targeting groups that have proven to drive increased efficiency in ad spend and performance. Our experience and cutting edge capabilities have been proven to be effective for similar tourism objectives for the City of Visit Arroyo Grande RFP Response Page 223 of 504 12
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Long Beach, Downtown Napa, Visit Camarillo, and more.
With data in hand, and insights prepared, we’ll present a comprehensive media plan in a storytelling format that provides strategy, tactics, and rationale for each element of the plan, which is likely to include:
Platform Recommendations: Connected TV, digital outdoor, digital video, digital audio, social media, mobile including in-app, email, PR, web, etc.
Content Recommendations: Web/ social, advertising assets, email messaging, etc.
Activations: Events and cross- promotional partnerships, etc.
Marketing Calendars: Monthly, quarterly, and annual messaging and platform flowcharts.
By staying up to date with the emerging trends and media technologies, we ensure that our strategies remain relevant, innovative, and impactful. We continuously monitor the performance and optimizations of our media mix and campaigns, making real-time adjustments for better results and driving maximum ROI.
Creative Services
The cornerstone of our strategy is a streamlined creative development process, designed to swiftly produce and deploy a wide array of marketing materials that engage and resonate with our target audiences across the region and within our key feeder markets. In execution, this involves leveraging advanced marketing technologies and techniques. For instance, we will employ tools such as Adobe Creative Suite for the agile creation of visually striking digital ads, ensuring these materials are optimized for both performance and aesthetic appeal on platforms where our audiences are most active.
Audio spots will be crafted to reflect the cultural diversity and local flavor of the Central Coast, using sound editing software like Adobe Audition to ensure high- quality production values that capture the essence of the City of Arroyo Grande experience.
For print materials, we leverage geographic information system (GIS) technology, such as ArcGIS, to perform detailed market segmentation and demographic analysis. This will enable us to design localized print materials that are highly relevant and engaging for specific communities within the City of Arroyo Grande feeder markets. We will apply A/ B testing methodologies, utilizing platforms like Google Optimize, to continuously evaluate the performance of our creative assets. This will allow for real-time refinement of messaging and visuals, ensuring that our campaigns are always optimized for engagement and conversion rates. By combining creative excellence with rigorous analytical processes, we aim to deliver creative services that not only capture attention but also drive measurable increases in visitation for the City of Arroyo Grande and local businesses.
Copywriting
Crafting compelling advertising and marketing copy is a crucial element in delivering effective communications campaigns. The City of Arroyo Grande has established a strong, modern brand identity and voice, and provides a wide variety of advantages and convincing proof points for why it is a compelling travel destination. The City of Arroyo Grande’s accessibility, proximity to the coast, historic Victorian charm, fine dining, local recreation, and events make it a unique proposition within the Central Coast region. Our Visit Arroyo Grande RFP Response Page 224 of 504 13
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team of skilled copywriters’ job is to craft captivating headlines, attention- grabbing ad copy, informative blog posts and compelling website copy that captures attention, connects emotionally, and drives action. Be it creating ad campaigns, events, website content, or social media posts, our team of writers ensure that we convey the City of Arroyo Grande’s unique market position and the specific advantages we offer to travelers from across the region.
Promotional Marketing Initiatives
To support promotional marketing initiatives, Commune adopts a strategy deeply rooted in data- driven insights to maximize the the City of Arroyo Grande’s appeal to potential visitors. By conducting a detailed analysis of travel data and market trends, we intend to gain a nuanced understanding of target demographics, their preferences, and travel behaviors. This analytical groundwork will enable us to tailor our marketing campaigns with precision, ensuring that they resonate with intended audiences by showcasing the unique benefits and experiences that can be found in the City of Arroyo Grande. We’ll work with the VIsit Arroyo Grande to define social marketing strategies, incentive offers, and special events that drive increased visitation and economic activity in the Arroyo Grande area.
Monitoring and Optimization
Commune and Q1 Media will continuously monitor campaign performance across all platforms and touchpoints. Utilizing many analytics tools, such as Google Analytics for web traffic analysis, Q1 Media’s Dashboard for cross- platform digital media performance and optimizations across all devices (TV, desktop, tablets, and mobile) and platforms cTV/ OTT, digital outdoor, programmatic, and social), Facebook Insights for social media engagement, and Hootsuite for cross- platform organic social media management.
Additionally, we employ specialized tools like SEMrush for SEO and content performance tracking, along with Hotjar for understanding user behavior on websites through heatmaps and user recordings.
Tracking cross- platform also includes unique website pixels that we’ll implement into the code of the website, including Universal Pixel (cTV/ OTT and streaming audio reporting), Retargeting Pixel, and a pixel from Meta.
Location Visitation Reporting ( xLVR) has a ramp up and learning period similar to how travelers, as they often plan and research their trips 2-3 months* in advance. After hitting minimum impression benchmarks across digital platforms, Q1 Media supplies quarterly or monthly visitor reporting broken down by total visits to Arroyo Grande as well as details for each lodging partner or attraction. Our reports include: Overall Location Visits to Arroyo Grande, Total Visits, Total Visitors, Cost per Visit, Cost per Visitor, and segments into also the data for each location (individual attraction and lodging partner).
This data- driven approach enables us to quickly make informed adjustments to our strategies, ensuring optimal engagement and maximizing the return on investment.
Performance metrics such as engagement rates, media impressions, conversion rates, and feedback from the City of Arroyo Grande and its stakeholders will guide our iterative process of campaign refinement and optimizations.
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Both Google Trends and American Automobile Association ( AAA), which annually releases travel projections and data) surveyed that the majority of travelers begin planning their road trips about 2-3 months in advance.
Web Platform Development and Management
As per the requirements of the RFP Commune, recommends the CMS (Content Management System) will be built and deployed on a current version of Wordpress 5.x.
This CMS allows publishers to execute admin and publishing functions via an installed web Editing Dashboard, without specialist development experience.
CMS
Wordpress is a free, secure, well supported open source CMS platform. We develop on a framework called Divi that produces ADA standards compliant PHP, HTML & CSS markup and UX. This framework also allows our clients to be easily trained to build complex page grids with limited (or no) ongoing support via an intuitive drag- and- drop editing interface.
Add and change text on existing pages
Add & remove pages
Edit, and change menu structures & text.
Add and Remove images
Add News and Events Posts with Social share features built in Embed ready built email opt-in forms onto CMS pages.
Assign Authoring Permissions to Pages and Articles.
Add custom Google Maps as needed.
SEO Approach
Commune Incorporates SEO considerations during early design and development, aligning copywriting and content with user intent. Conducting keyword research, integrating terms naturally into titles, headings, and body text. Prioritize mobile responsiveness, fast loading times, and intuitive navigation. We will leverage plugins like Yoast for guidance and ensure ongoing SEO optimization through regular updates and monitoring of analytics.
ADA Compliance
Commune’s approach to Designing ADA- compliant web pages involves prioritizing accessibility from planning to implementation. Utilize semantic HTML, intuitive navigation, and descriptive content. Maintain sufficient color contrast and conduct thorough testing. Continuous iteration ensures legal compliance, and fostering inclusivity for all users and visitors.
Privacy Policy
To create a privacy policy Commune will outline what personal data is collected via visits to the CMS, why, and how it's used or shared. We would Include details on user consent, data security measures, and procedures for access, correction, or deletion of Visit Arroyo Grande RFP Response Page 226 of 504 15
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data. Commune can provide support with relevant laws and provide recommendations on regularly updating your policy.
Email Capture / Opt-in features
For optimal use of email capture/ opt-in forms on your CMS- based website, Commune recommends placing forms strategically on high-traffic pages, offering valuable incentives for visitor sign- ups. We will ensure forms are visually appealing, mobile- friendly, and comply with GDPR or other privacy regulations. Use double opt-in to confirm subscriptions and personalize communication for better engagement, and decrease the risk of spam.
Blog Features
WordPress offers robust blogging features, including customizable themes, categories, tags, and post formats. Users & Publishers can schedule posts, moderate comments, and integrate multimedia content effortlessly. It supports user roles for collaborative blogging, SEO optimization, and social media sharing. Plugins extend functionality for advanced features and customization options.
Hosting
We set up our WordPress sites on the industry leading LEMP tech stack utilizing high performance cloud compute VPS. We further manage DNS and performance enhancements through Cloudflare’s global infrastructure. 03 - Project Organization, Personnel and Staffing
Personnel and Technical Staff Overview
The following table details key personnel Team Commune proposes to perform the work and includes personnel for major areas of program support. The table also details the person’s name, current location, proposed position for this project, current assignment, level of commitment to that assignment, availability for this assignment and how long each person has been with the firm:
Jenn Skelaney Position: Project Manager
Location: Los Angeles, CA
Proposed Position: Account Manager
Current Assignment: Account Manager at Commune Communication Level of Commitment: Full-time
Availability: Available full-time for this project
Tenure at Firm: 3 years
Ryan La Rosa Position: Executive Oversight
Location: Long Beach, CA
Proposed Position: Co-Founder and COO
Current Assignment: Strategic planning and agency/ client relationship management
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Level of Commitment: Full-time
Availability: Available for strategic oversight
Tenure at Firm: Since inception (2016) - 8 years
James Whale Position: Creative Leadership
Location: Long Beach, CA
Proposed Position: Co-Founder and CEO
Current Assignment: Creative direction and client relationship management
Level of Commitment: Full-time
Availability: Available for creative oversight
Tenure at Firm: Since inception (2016) - 8 years
Richardson Reigart Position: Brand Strategy
Location: Los Angeles, CA
Proposed Position: EVP, Brand Strategy Director
Current Assignment: Brand and communications strategy for major brands
Level of Commitment: Full-time
Availability: Available full-time for this project
Tenure at Firm: 3 years
Cindy Nguyen Position: Media Planning
Location: Los Angeles, CA
Proposed Position: EVP, Media Planning Director
Current Assignment: Media strategy and planning for various brands Level of Commitment: Full-time
Availability: Available full-time for this project
Tenure at Firm: Recently joined - 2023
Briton Saxton Position: Senior Copywriter
Location: Long Beach, CA
Proposed Position: Senior Copywriter
Current Assignment: Copywriting and creative concepting for Commune clients
Level of Commitment: Full-time
Availability: Available full-time for this project
Tenure at Firm: 1 year
Victor Heredia Position: Multilingual SME
Location: Long Beach, CA
Proposed Position: Support Copywriter (Spanish)
Current Assignment: Writing and translating culturally relevant copy Level of Commitment: Part-time
Availability: Available on an “as-needed” basis for this project Tenure at Firm: 2 years
Manali Anare Position: Graphic Designer
Location: Los Angeles, CA
Proposed Position: Senior Graphic Designer
Current Assignment: Brand and graphic design for multinational clients Level of Commitment: Full-time
Availability: Available full-time for this project
Tenure at Firm: Recently joined - 2023
Aaray Amano Position: Graphic Designer
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Location: Long Beach, CA
Proposed Position: Graphic Designer and Videographer
Current Assignment: Creative services for Commune clients Level of Commitment: Full-time
Availability: Available for this project
Tenure at Firm: 2 years
Vern Moen Position: Director - Videographer/ Content Producer Location: Los Angeles, CA
Proposed Position: Videographer, Photographer, Content Producer Current Assignment: Pre and Post Production services for Commune clients
Level of Commitment: Full-time
Availability: Available full-time for this project
Tenure at Firm: 2 years
Jessica Farrell Position: Multimedia Strategist
Location: Phoenix, AZ
Proposed Position: Multimedia Strategist
Current Assignment: Strategist & Account Executive at Q1 Media Level of Commitment: Full-time
Availability: Available full-time for this project
Tenure at Firm: 8 months
Ian Donahue Position: Lead Media Strategist
Location: Austin, TX
Proposed Position: Lead Media Strategist
Current Assignment: Southwest Region Manager at Q1 Media Level of Commitment: Full-time
Availability: Available full-time for this project
Tenure at Firm: 6 years
Nancy Hoang Position: Multimedia Account Operations
Location: Austin, TX
Proposed Position: Multimedia Account Operations
Current Assignment: Director of Account Operations at Q1 Media Level of Commitment: Full-time
Availability: Available full-time for this project
Tenure at Firm: 6.5 years
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Project Organization Chart
Project Staff and Relevant Expertise:
Ryan La Rosa: Co-Founder, Chief Operating Officer
Ryan is a California native who founded Commune alongside James Whale in 2016, after a successful advertising career in New York City as a Brand Strategist. Ryan has led the building of Commune’ s reputation in California, ultimately becoming a go-to subject matter expert for many significant interests including Long Beach Transit, Long Beach Airport, the Mayor of Long Beach, Rex Richardson, and many others. Ryan will take a high- level role on this account ensuring all project management matters run smoothly while collaborating closely with all team members and client stakeholders to guarantee a great result.
James Whale: Co-Founder, Chief Executive Officer
James founded Commune alongside Ryan La Rosa in 2016, after a successful advertising career in New York City as a creative director. James has led nearly all creative efforts for Commune since its founding, including being responsible for the design systems of countless City initiatives and representatives, including California State Senator, Lena Gonzalez and United States Congressman, Robert Garcia. James has also led Visit Arroyo Grande RFP Response Page 230 of 504 19
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development of creative production and event- day management for the current mayor’s State of the City and Grow Long Beach addresses and supporting communication. James will perform a high- level role on this project, ensuring an effective and breakthrough delivery of all creative assets. He will also manage all. video and photography efforts alongside our in-house production capabilities
Richardson Reigart: Executive Vice President, Strategy
Richardson is a senior- level brand strategist who came to Commune after running global brand strategy for Toyota and Mazda among others. Richardson currently oversees strategy efforts for the City of Long Beach’, Downtown Long Beach, AIDS Walk, and many others. Richardson will lead the planning and strategic vision of the project, ensuring all creative decisions are strategically led and are reaching their intended targets Jenn Skelaney: Senior Account Manager
Jenn has demonstrated her organizing and project management expertise in a variety of efforts for the City of Long Beach including Economic Blueprint 2.0, State of the City 2024, Measure A planning and website design, Elevate 28 website design and development, and more. Additionally, she currently runs project management efforts for Long Beach Transit, the Arts Council for Long Beach, APLA Health, and AIDS Walk Los Angeles. Jenn will be the lead account manager to ensure there is a central point of contact between agency and client while maintaining clear communication and effective tracking of all project deliverables and deadlines
Cindy Yang Nguyen: EVP, Media Planning
Cindy Nguyen is an EVP of media planning with a track record of executing full-funnel advertising strategies and innovative multi- channel campaigns for diverse marketing objectives, from branding and acquisition to retail experiences. With roles ranging from freelance consultant to associate media director at various reputable agencies, Cindy has demonstrated her ability to leverage strong negotiation skills and manage complex budgets across digital, social, mobile, print, and out-of-home campaigns, underlining her comprehensive expertise in media strategy and planning.
Jessica Farrell: Q1 Media - Multimedia Strategist & Account Executive With over 10 years of experience in multimedia strategies for tourism and hospitality, Jessica has designed and managed outstanding digital media campaigns for notable clients such as Wyoming Office of Tourism, Reno Tahoe Tourism, Broadmoor Resort, Mountain Shadows Resort, and more. Her proficiency is reinforced by her attention and speed to detail, forward- thinking strategies, and commitment to delivering results.
Ian Donahue: Q1 Media - Lead Strategist & Southwest Region Manager A native of Santa Barbara, California, Ian is Q1 Media’s leader for the Southwest Region of the US with over 10 years of experience in multimedia executions specific to tourism and hospitality. His in-depth knowledge of the multimedia industry, audience- first strategies, and our custom ad-tech impacts significant results for our tourism client’s lodging and business initiatives. His steadfast loyalty to achieving successful campaigns brings impressive ROI to his clients of Hard Rock Hotels & Resorts, Visit Tuolumne County, Visit Camarillo, Downtown Napa, Discover Torrance, and more.
Nancy Hoang: Q1 Media - Director of Account Operations
Nancy has over 7 years of experience in digital media executions, with extensive Visit Arroyo Grande RFP Response Page 231 of 504 20
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knowledge in cross- platform management and multiple verticals. Her expertise is backed by Meta Media Buying Certification - a testament to her excellence in delivering and optimizing social and digital media campaigns. As a knowledgeable and detailed leader of Q1 Media’s in-house operations team, she has driven great performance for hundreds of clients campaigns for tourism clients including Hard Rock Hotels & Resorts, Discover Klamath, Visit Camarillo, Greater Boston Visitor Bureau, and more.
Briton Saxton: Senior Copywriter
Briton currently runs copywriting and creative responsibilities for Downtown Long Beach Tourism, the City of Long Beach Homeless Campaign, City of Long Beach Climate Action Plan, and others. Additionally, Briton produces all copywriting and creative concepting for Long Beach Transit. Briton will be the lead copywriter on this project and an integral part of the creative team who brings with her an immense amount of travel and tourism experience.
Manali Anare: Senior Graphic Designer
With nearly a decade of experience in the design industry, Manali brings to Commune a unique blend of versatility and multi- disciplinary design expertise, along with a specific talent for creating and managing large brand and identity systems. Manali' s career began with a deep exploration of the fundamentals of graphic design, and she has since honed her creative skills in print media, typography, and layout—gaining a strong foundation in the core principles of visual communication. She has seamlessly transitioned the elements of her craft into digital and web design as well. Manali will lead graphic design efforts for this project, ensuring the blend between print and digital is expertly crafted.
Aaray Amano: Graphic Designer & Content Creator
Aaray leads creative services for Long Beach Transit, City of Long Beach Economic Blueprint 2.0, the City of Long Beach Homeless Campaign, AIDS Walk Los Angeles, and more. Aaray is a talented multidisciplinary creator whose expertise include graphic design, video production, and content creation. Aaray will participate in all creative services for this project.
Josh Slone: Web Developer
Josh has a rare combination of design and development skills, meaning he can bridge communication gaps, translate creative visions into technical solutions, and deliver exceptional results that seamlessly blend aesthetics and functionality. Josh is proficient in multiple languages including HTML, CSS, JavaScript, and React.js—meaning he can seamlessly implement designs into fully-fledged web experiences. Josh has led the development of Commune’s work on the Elevate 28 website for the City of Long Beach and will lead all digital efforts for this project as well.
Vern Moen: Director, Videographer and Producer
Vern has supported Commune Communication since 2021 and has 20 years experience working as a director, producer and videographer.His attention to detail, creativity, and practical dexterity have been proven on previous projects with the City of Long Beach, Long Beach Transit, and many others.
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04 - Review of Capabilities
Case Study: Visit Tuolumne County
Team Commune has been supporting Visit Tuolumne County for three years and their campaigns have shown strong growth in engagement, performance, and trackable visitation lift to segmented lodging partner locations and key attractions. For our client Visit Tuolumne County, we’ve seen success with continuous strategic adjustments in the digital media landscape.
Their 2022 campaign focused on their primary feeder metro markets on the west coast and drove great results in terms of click-through rates (1.43 - 3.23% using our mobile device targeting for interstitials, display, and video), increase in newsletter sign ups, and on- site conversions, but we felt performance could be even further improved.
Beginning in 2023, we advised an audience re- segmentation based on the results of their efficiency market analysis weighing their prior year visitation reports versus each DMA or city population. We also implemented a strategic overhaul informed by A/ B testing creative, platform- specific content and creative messaging strategies, alongside a reallocation of ad spend to the best- performing platforms as the audience evolves.
Results:
After adopting our strategic refresh in 2023, their campaign achieved a ~50% lower Cost Per Visitor, a 23% increase in website traffic YOY, and a 17% increase in conversion rate.
Our Location Visitation Reports, tracing influenced visitation after being served ads, we tracked 4,365 visitors to 17 hotels and 5,522 visitors to 20 key attractions in 3 months who had seen our ads prior to visitation. Our partnership with this client demonstrates the effectiveness of our data- driven and adaptive approach leading to improved brand recognition and visitation to their region, as we improve their ROI each year.
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Case Study: Downtown Long Beach Tourism Campaign
Commune has been working with the Downtown Long Beach Alliance since 2018 in various capacities including helping the Business Improvement District that is one of California’s largest ensure their brand, profile, and materials are always top notch.
Downtown Long Beach houses over 2,000 businesses, including one of the nation’s largest ports, and over 50,000 residents yet it’s often lost in the shuffle between its neighbors to the north and south. The DLBA has relied on Commune for years to ensure the reputation and profile of the region is always effectively communicated to audiences including residents, visitors and current/ prospective employees and business owners.
One of the earliest projects Commune worked on with the DLBA was a rebrand to build a visual identity that effectively communicated the virtues of the region, being sure to avoid common tropes associated with BID and tourism advertising. In short… NO “SHOP, DINE, PLAY” allowed! Through a rigorous Discovery Session that extrapolated insights from a variety of audiences, we developed a visual identity that worked as both a wayfinding device and an iconic mark that has stood the test of time and become a recognizable symbol for Downtown Long Beach.
Most recently, Commune was asked to develop a refreshed creative campaign for Downtown Long Beach tourism to help the organization move beyond campaigns that were established during the COVID- 19 pandemic. This process included Commune facilitating focus groups with a variety of different stakeholder groups (business, residents, tourists, local leaders, and more) and preparing strategy and media recommendations that captured the essence of the unique location. With insights in hand, our creative team developed a campaign called “Opposite of Ordinary” that will be showcased throughout the area and well beyond, clearly communicating what DTLB has to offer while also inspiring curiosity to discover more on your own. Our campaign included the following steps:
Visual Identity/ Branding Design - Evolving the organization’ s existing brand into something more closely aligned with the updated creative campaign.
Focus Group Facilitation and Reporting - Commune met with a number of stakeholders to facilitate and report on findings, ultimately packaging into a report that’s useful for this campaign and well beyond.
Brand Strategy Development - Commune developed a DTLB strategy that outlined the region’s unique position in the market to clearly define the path to ensuring any media and creative decisions were wholly unique and representative of DTLB.
Media Planning and Reporting - Commune developed a clear media plan based on data analysis to understand what tools to deploy to ensure our media planning was effective and efficient locally, regionally, and nationally.
Creative Campaign Development & Production - Commune developed a creative campaign including copywriting, design, social media, and website updates that were consistent and breakthrough no matter the channel.
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Case Study: AIDS Walk Los Angeles
APLA Health and Wellness, an organization that conducts AIDS Walk Los Angeles, has relied on Commune Communication since 2018. After winning the right to work with them through a competitive bid exercise, we helped the organization better articulate its mission and understand how to appeal to specific audiences they were struggling to reach.
Although AIDS Walk has been happening for the last 40 years, the COVID- 19 pandemic presented various challenges for the organizers. In 2020 and 2021, AIDS Walk was forced to shift to digital mode due to stringent lockdowns and other protocols, and the 2022 event saw minimal attendance due to non- promotion, given the continuation of the health crisis. The event was losing momentum and attendance, and organizers struggled to meet their fundraising targets. To tackle the situation Commune was tasked specifically with increasing attendance and meeting fundraising goals for AIDS Walk 2023.
Apart from the challenges posed by the pandemic, we also had to overcome other communication and logistical challenges. This includes convincing people to prioritize AIDS Walk over other events in LA, the stigma surrounding HIV/ AIDS, logistical issues like traffic congestion, budget constraints and less workforce for outreach programs, Visit Arroyo Grande RFP Response Page 235 of 504 24
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unpredictable weather conditions, and changing demographics. To overcome the challenges and meet the project goals, we developed a dedicated plan which included the following steps:
Memorable and Award- Winning Campaign: We created a disruptive, breakthrough creative campaign to capture our audience' s attention by capitalizing on a shared inside joke among Los Angeles residents. “Don’t Flake LA” poked fun at Angeleno’s habit of skipping out on plans and served as a call-to-action to get involved and turn out to support AIDS Walk. We designed an engaging and memorable marketing campaign and event activation that resulted in record media exposure, turnout, and donations
Targeted Marketing and Outreach: Tailored marketing efforts to specific demographics and communities within Los Angeles, including LGBTQ+ organizations, healthcare providers, universities, and local businesses to help increase awareness and participation.
Social Media and Digital Platforms: We utilized social media platforms, email newsletters, and online advertising to reach a wider audience and engage potential participants.
Community Partnerships: We collaborated with local organizations, businesses, and influencers to promote the event and expand its reach within the community.
This included creating campaign- specific materials for large- scale organizations including Delta, Target, Starbucks, and others.
Offering Incentives and Perks: We provided incentives such as early registration discounts, VIP access, and exclusive merchandise to attract more participation.
Educational Campaigns: We conducted multiple campaigns to raise awareness about HIV/ AIDS, reduce stigma, and emphasize the importance of supporting the cause in order to dispel misconceptions and encourage participation.
Streamlining Logistics: We provided clear information about event logistics, transportation options, and parking arrangements to make it easier for participants to plan their attendance.
Results:
As a result of our meticulous planning and breakthrough creative, Commune exceeded all expectations. We broke a record in fundraising, which crossed 1.3 million dollars in total. Compared to the 2022 AIDS Walk, we brought about a 1328% increase in social media reach and a 526% increase in website visits. As a testament to our sustained efforts, Commune secured an AAF Silver advertising award for the 2023 AIDS Walk campaign.
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Case Study: Long Beach Transit
Commune has been working on various projects for Long Beach Transit since 2017.
Michael Gold, executive director/ vice president of customer relations, signed a contract with us in 2017 to reverse a decade- plus trend of decreased ridership through media strategy, planning, and creative services.
For nearly a decade prior to the COVID- 19 pandemic, LBT saw its ridership decline in line with public transit trends across the nation. The rise of other transportation options rideshare, e-scooters) and a nationwide perception issue caused public transit ridership to decline broadly year over year. LBT was no different. Commune began seeing some positive results in 2019, but the COVID- 19 pandemic demanded an immediate shift from ridership messaging and media to general brand building. Due to the health situation, LBT wasn’t allowed to publicly promote bus ridership again until 2022.
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In spring 2022, LBT asked Commune to develop a campaign to inspire ridership utilizing services including brand strategy, media strategy, media planning, creative services copywriting, design, photography, videography), and website design and development.
LBT needed to increase ridership but with a limited marketing budget. This meant we had to generate more efficiency from our media spend. Additionally, LBT did not have robust in-house tracking and reporting services, meaning we also had to develop ways to correlate advertising activities with positive results (increased revenue and ridership).
Finally, we were tasked with overcoming the cultural challenge of the market; Southern California at large, and especially Los Angeles County, is heavily focused on car culture as a means of transport. Bus ridership is often perceived as something for “the other” who aren’t fortunate enough to be able to have their own car or other transportation options. Breaking through this cultural reality required thoughtful strategy, targeting, and messaging. To overcome these challenges, Commune utilized the following tactics:
Collaboration with LBT to Define Goals and Target Audiences:
Identified target audiences based on demographics, interests, behavior, and other relevant factors.
Researched and selected digital advertising channels.
Conduct research to identify platforms and plan the media buy (e.g., Google Ads, DV360, YouTube Pre-rolls, Facebook, Instagram, LinkedIn, OOH, experiential, social media) most suitable for reaching said target audiences and achieving stated goals.
Commune considered factors such as audience demographics, platform popularity, ad formats available, and budget requirements.
Build Media Plan, Budgets, and Timeline:
Determined how much LBT was willing to spend on the ridership campaign annually.
Allocated budgets across selected channels and ad formats based on their effectiveness and relevance.
Established a timeline for LBT’s campaign, including start and end dates, key milestones, and deadlines.
Developed Compelling Creative for the Campaigns:
Created engaging ads and media that resonated with our target audiences and effectively communicated our message and calls to action (CTAs).
Tailored content and ad format for each specific platform to maximize effectiveness.
Collected, produced, and incorporated multimedia elements such as animations, video, and interactive features to increase engagement.
Design Landing Pages and Conversion Paths:
Developed dedicated landing pages optimized for conversion that align with the messaging and CTAs.
Ensured that landing pages provided a seamless user experience and made it easy for ridership to take the desired action.
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Set up Tracking and Analytics:
Implemented tracking tools such as Google Analytics and Facebook Pixel to monitor the campaign' s performance.
Defined key performance indicators (KPIs) that align with campaign objectives, such as click-through rate (CTR), conversion rate, return on ad spend (ROAS), and cost per acquisition (CPA).
Launched and Monitored the Campaign:
Set up ads within the chosen digital advertising platforms, specifying targeting criteria, budget, bidding strategy, and other relevant settings.
Monitored the performance of the creative in real-time and adjusted as needed to optimize effectiveness.
Tested different ad creatives, audience segments, and messaging variations to identify what resonated best with our target audiences.
Evaluated our Results and Refined our Strategy:
Commune then analyzed the performance data collected during the ridership campaign to assess its effectiveness against goals and KPIs.
We identified areas for improvement and optimization, such as adjusting targeting parameters, refining ad messaging, or reallocating the budget to top-performing channels.
Used insights gained from the campaign to inform future advertising strategies and campaigns.
Results:
Commune’s strategies and tactics were responsible for the first increases in bus ridership for Long Beach Transit in over a decade, including a 15% increase in ridership and a 6% increase in revenues in the financial year 2023/ 2024. We witnessed a dramatic increase in impressions and reach alongside a significantly reduced CPM for all ads served. With the update to a CPM KPI in January, CPM dropped from $11 in October 2023 to $3 in January 2024, allowing us to build more exposure for every dollar. Additionally, Commune has become a reliable partner for LBT, and we have been included in the following processes:
Consultation on departmental hires, including the staff interview process.
Developing experiential installations for use at trade shows.
Redesigning the LBT website and trip-planner technology.
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Case Study: Sports Basement:
After establishing itself as a successful and well- known Northern California outdoor retail brand with an 11 year history, Sports Basement came to Commune to launch its first ever location in Southern California in 2022.
Commune was asked to effectively introduce Sports Basement to Orange County and surrounding area residents through a personality driven, first-touch acquisition creative campaign. The campaign featured highly engaging content and effective media placements to introduce the brand to the region and gain measurable opt-ins, including targeted website click-throughs and in-store visits (campaign success with advertising and media spend to focus on website clicks and email subscribers as primary ROI).
At the outset of the project, Commune faced multiple challenges including:
Hyper- local preferences and trends:
Understanding the preferences and trends of Southern California consumers was important for tailoring marketing and in-store programming efforts that resonated with our local audiences. What worked in NorCal for 10 years may not apply here.
Vigorous market research and gathering feedback from local consumers was required to help key brand stakeholders ( CEO, directors, VP’s) better understand the needs and preferences of our local market.
Concept of the store was unclear - what the heck is a Sports Basement? Establishing brand awareness and attracting customers to not just a new store but a new brand can be challenging, as there are established competitors in Southern California such as REI, Modell’s, and Dick’s. Effective marketing and launch strategies were essential to overcome this challenge.
Commune had to rely on the customer experience delivered by a newly recruited team to ensure our own success.
Providing a positive and memorable customer experience is crucial for building loyalty and attracting repeat business for a brand that was brand new to this region. Issues such as poor customer service, long wait times, or inventory shortages were out of our control.
Working with a client that had never used an outside advertising or creative agency in their 12 year history.
Commune had to earn trust to represent their brand effectively, overcoming some past scepticism of outside consultants or groups.
To overcome the challenges and to meet the contract objectives, Commune developed a meticulous plan comprising the following steps:
Worked collaboratively with Sports Basement to define goals and target audiences:
Identified target audiences based on demographics, interests, behavior, and other relevant factors.
Researched and selected digital advertising channels.
Conducted research to identify digital and Out of Home (OOH) platforms and plan the media buy (e.g. Wild Postings, Google Ads, DV360, Youtube Pre-rolls, Facebook, Instagram, LinkedIn) were most suitable for reaching said target audiences and achieving stated goals.
Commune considered factors such as audience demographics, platform popularity, ad formats available, and budget requirements.
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Build media plan, budgets and timeline:
Determined how much Sports Basement was willing to spend on both digital advertising campaigns.
Allocated budgets across selected channels and ad formats based on their effectiveness and relevance.
Established a timeline for Sports Basement’ s store opening campaign including start and end dates, as well as key milestones and deadlines.
Developed compelling creative for the campaigns:
Created engaging ads and media that resonated with our target audiences and effectively communicated our message and calls to action (CTAs).
Tailored content to each specific platform and ad format to maximize effectiveness.
Collected, produced, and incorporated multimedia elements such as animations, video, and interactive features to increase engagement.
Design landing pages and conversion paths:
Developed dedicated landing pages optimised for conversion that aligned with the messaging and CTAs.
Ensured that landing pages provided a seamless user experience and made it easy for both qualified drivers and ridership to take the desired action: Joining the Basementeer program, attending a programmed event at the new location, and/ or making a retail purchase.
Set up tracking and analytics:
Implemented tracking tools such as E- com Google Analytics and Facebook Pixels to monitor the performance of the campaign.
Defined key performance indicators (KPIs) that align with the campaign objectives, such as click-through rate (CTR), conversion rate, return on ad spend ROAS), and cost per acquisition ( CPA).
Launched and monitored the campaign:
Set up ads within digital advertising platforms, specifying targeting criteria, budget, bidding strategy, and other relevant settings.
Deployed the OOH concepts to media buy locations near the new store geography.
Monitored the performance of the creative in real time and made adjustments as needed to optimise effectiveness.
Tested different ad creatives, audience segments, and messaging variations to identify what resonated best with our target audiences.
Evaluated our results and refined our strategy:
Commune then analysed the performance data collected during the campaign to assess its effectiveness against our goals and KPIs.
Identified areas for improvement and optimization, such as adjusting targeting parameters, refining ad messaging, or reallocating budget to top- performing channels.
Used insights gained from the campaign to inform future digital advertising strategies and campaigns.
Results:
89,000,000 impressions delivered in Southern California targeted geography. 73,600 digital clicks on paid ads by Commune for this campaign. 643 online transactions tracked from digital ads for a value of $80,566.30 1,810,443 video views for assets created by Commune.
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1,659,904 video views of our creative in the target markets. 3X ROI + 2.9% conversion rate overall.
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05 - Rates, Fees and Budget Control
If Commune is given a budget, Commune stays on budget. If Commune is given a deadline, Commune meets that deadline. It’s the foundation of our shop and we’re sure our references would agree. Meeting budget and schedule requirements is also the basis of a trusted partnership. Our partners must know what is going on at all times and that means complete transparency. Before Commune, we came from agencies where time spent and hours billed were often a closely held secret and we wanted to dedicate our operation to full transparency in order to eliminate cliche agency overages. Our quality control and budget control measures include:
An always- on project manager - Your project manager’s job is to ensure quality control. They will be responsible for managing internal and external timelines and budgets as well as reporting as regularly as needed, including weekly check-ins with specific quality control line items. We also value time spent between the project manager and client team and we look forward to our trips up the Coast to meet with the project team (and maybe even work on site whenever possible!).
Project timelines - As part of our recurring check- ins, these meetings come with a detailed agenda that clearly outlines projects and their current status with next steps and deadlines. Additionally, Visit Arroyo Grande will have access to a live production timeline document, showcasing where we are in the process and what is required to advance a project to the next phase.
Time management reports and budget check ins - Commune prepares detailed monthly accounting of all activities and time spent that will be sent with our monthly invoice. Additionally, we prepare quarterly and annual budget reviews to understand where we are, but also to allocate time and forecast for new ideas and opportunities.
Savings and cost approach - Commune has a documented history of providing cost effective, quality solutions for a host of diverse clients across the nation. Commune starts each project by ensuring that the scope of work requested is understood and the right personnel with the right mix of competencies and skills have been selected to provide the services and products required. By selecting the proper personnel at project start and continuing to provide the appropriate resources throughout the project life cycle, Commune avoids a number of potential cost issues by ensuring several personnel actions are completed in preparation for the tasks. These actions may include the following activities:
Rigorous selection of personnel: At Commune, the project initiation phase involves selection of staff with the requisite skill set, directly influencing the efficiency and quality of task execution. Our deliberation in staff allocation minimizes downtime, reduces the need for rework, and ensures adherence to quality standards, fostering significant savings over the project lifecycle.
Adherence to standardized processes: Our commitment to standardized project management practices ensures that we deliver optimal marketing solutions on the first attempt, reducing costs and enhancing value as the project advances. Commune' s project managers follow a suite of established protocols, ensuring that all project activities are executed efficiently and effectively.
Strategic task management: We employ a strategic approach to task allocation and monitoring, ensuring that the right mix of skills is deployed to meet project demands. This strategy not only maximizes the use of our team's capabilities on complex assignments but also streamlines project execution, yielding cost savings and enhancing project output.
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In submitting this proposal, Commune aligns with all RFP stipulations, highlighting our eagerness to deliver exceptional service and specialized expertise. Our strategy—focusing on selecting highly qualified personnel, standardizing procedures, optimizing task management, and ensuring workforce stability—demonstrates our commitment to providing cost- effective, high- quality solutions tailored to meet Visit Arroyo Grande’s needs.
Hourly Rates for Proposed Team Members:
The following table outlines Year 1 proposed rates. All future years to be negotiated or outlined in line with contract demands and based on factors including inflation.
Fixed Cost Proposal:
Commune agrees to all costs within this proposal as fixed. $225,000 (including paid media) is established as a “not to exceed” figure and all projects and costs will be estimated with this in mind. As stated in the RFP, the final terms and scope of the agreement and contract will be determined between Commune and the client upon award to ensure the most accurate, cost effective and strategic recommendations possible within the agreed upon fixed cost.
Reimbursable Expenses and Overhead
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Strategy Services FULLY BURDENED RATES - P/ H
EVP, Strategy $ 150
Media Services P/ H
EVP, Media Planning and Reporting $ 150
Account Services P/ H
Project Manager $ 150
Creative Development Services P/ H
Creative Director $ 150
Graphic Designer $ 125
Copywriter $ 125
Spanish Copywriter $ 100
Photography & Video Services $ 150 (includes equipment & insurance cover) Social Media Manager $ 150
Digital Services P/ H
Director of Interactive / Web Developer $ 150
Type of Expense Quantity Budget Amount
Photocopying/ Printing Exact Amount TBD Client assumes cost Postage Exact Amount TBD Client assumes cost
Travel/ Mileage Exact Amount TBD 0.67 (2024 IRS rate)
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06-Proposed Project Schedule
05 - Rates, Fees and Budget Control
Implementation Plan for Visit Arroyo Grande Marketing Program Actual final timings to be finalized and approved with client upon contract award Task Objective Activities Timeline
Project Kickoff Establish Project
Framework
Task Owner - Project Manager
Conduct a kickoff meeting with the Visit Arroyo Grande
project team to clarify objectives, timelines, and
communication protocols.
Week 1
Discovery Uncover Consumer
and Competitive
Insights
Task Owner - Strategy Team
Perform a deep dive into competitive market
position, consumer insights, and visitation data.
Hold virtual and in person Discovery Sessions with
varied stakeholder groups (residents, visitors,
business owners, clients).
Weeks 2-4
Comms Planning Outline channels
and messages
Task Owner - Strategy Team
Define consumer challenge, communications tasks,
content approach, channel strategy, success metrics
Weeks 5-8
Media Planning Build Targeted
Media Plan
Task Owner - Media Team
In tandem with the strategy team, using consumer
insights and visitation data, we’ll design a custom
cross- platform plan incorporating key media tactics by location and audience segment. Plan is designed as a
monthly structure (consideration of peak and
off-seasons), by key markets (Especially LA, SF, SLO
County), audience segments, and adaptive media mix.
Weeks
5-12
Creative Brief Summarize
findings and
direction into
concise and
inspirational brief.
Task Owner - Strategy Team
Outline communications objectives, a key
consumer insight, and a creative strategy that
addresses the core consumer challenge
Outline clear deliverables and timing
Weeks
13- 15
Creative
Development
Writing, Design,
Capture, and
Development of all
required campaign
assets.
Task Owner - Creative Team
Commune team gets to work putting pen to paper on all
of the creative requirements outlined in the planning
phase. Each will be tailored to maximize the
effectiveness of the channel and designed to effectively speak to and inspire specific target audience segments.
Weeks 15 -
25 Campaign
Launch
Assets go live Task Owner - Full Team
Launch of all assets, appropriately targeted and flighted to meet campaign objectives.
TBD
Reporting and
Optimization
Task Owner - Media Team
Complete media reports including metrics, insights, and recommended monthly optimizations are provided for
committee meetings. For digital media monitoring
reports, we have a Client Dashboard for 24 hour updates for on- going performance metrics and analysis.
TBD
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07-Appendix: Resumés of all Personnel
Key Personnel resumes are provided in the sections below. Please note that some positions contain multiple personnel:
Position - Project Manager
Jenn Skelaney Account Manager of Commune Communication
Jenn has demonstrated her organizing and project management expertise for a variety of City efforts including Economic Blueprint 2.0, State of the City 2024, Measure A planning and website design, Elevate 28 website design and development and more.
Additionally, she currently runs account management efforts for Long Beach Transit, the Arts Council for Long Beach, APLA Health, and AIDS Walk Los Angeles. Jenn will be the lead account manager to ensure there is a central point of contact between the agency and project team while maintaining clear communication and effective tracking of all project deliverables and deadlines. Jenn has been with Commune for 3 years & will focus on keeping the deliverables on time and within scope.
Experience
Commune Communication
Account Manager, 2020- Present
Long Beach, CA
Clients Include: Long Beach Transit, AIDS Project Los Angeles, GMV Transit, Sport Kilt, Arts Council of Long Beach, City of Long Beach, CSULB, AIDS Walk Los Angeles, Keesal, Young & Logan
Smog City Brewing Co.
Taproom Manager, 2016- 2020
Torrance, CA
Public School 310
Corporate Trainer, 2013- 2016
Culver City, CA
Education B.S. Sociology ( 2010) Florida State University, Tallahassee, Fl Position - Executive Oversight
Ryan La Rosa Co-Founder and Chief Operating Officer of Commune Communication
Ryan is a Long Beach native who founded Commune alongside James Whale in 2016, after a successful advertising career in New York City as a brand strategist. Ryan has led nearly all strategy efforts for Commune since its founding, including successfully working with nearly every BID in Long Beach to uncover their unique selling point, many Council candidates and our current Mayor, Rex Richardson. Ryan will take a high- level role on this account ensuring all project management matters run smoothly while collaborating Visit Arroyo Grande RFP Response Page 248 of 504 37
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closely with all team members and client stakeholders to guarantee a great result.
Experience
Commune Communication
Co-Founder, COO, 2015 - Present
Long Beach, CA
Clients Include: Long Beach Transit, City of Long Beach, CSULB, APLA Health & Wellness, AIDS Walk Los Angeles, Friends of the Los Angeles River, Courtyard Marriott, Downtown Long Beach Alliance, Keesal, Young & Logan, Long Beach Museum of Art, Sport Kilt, The Guidance Center, Mental Health America, Long Beach City Clerk, Mayor rex Richardson, Fourth Street Retro Row, Bixby Knolls Business Improvement Association, Algalita Marine Research, First District Long Beach, State Senator Lena Gonzalez.
360i
Strategy Director, 2011 - 2015
New York, NY
Clients Include: Toyota, Odwalla, Checkers/ Rally’s, New Orleans Tourism Commision.
Hill & Knowlton
Strategic Planning & Creative Director, 2010 - 2012
New York, NY
Clients Include: Dos Equis, Adidas, PGA Tour, North Face, Campbell’s, Target.
Euro RSCG
Account Supervisor, 2009 - 2010 New York, NY
Clients Include: Sears, KMart.
Park& Co
Word of Mouth Marketing Manager, 2006 - 2009 Phoenix, AZ Clients Include: Goodwill, Phoenix Sky Harbor Airport.
Moses
Account Manager, 2005 - 2006
Phoenix, AZ
Clients include: World Wildlife Fund, TASER Axon
Education B.A. Walter Cronkite School of Journalism ( 2006) Arizona State University, Tempe, AZ
James Whale Co-Founder and CEO of Commune Communication James founded Commune alongside Ryan La Rosa in 2016, after a successful advertising career in New York City as a creative director. James has led nearly all creative efforts for Commune since its founding, including being responsible for the design systems of countless BID, City, and City representatives. James has also led development of creative production and event day management for the current Mayor’s State of the City and Grow Long Beach addresses and supporting communication. James will perform a high-level role on this project, ensuring an effective and breakthrough delivery of all creative assets.
He will also manage all video and photography efforts alongside our in-house production capabilities.
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Experience
Commune Communication
Co Founder & Creative Director, 2015 – Present
Long Beach, CA
Clients Include: Long Beach Transit, Friends of the Los Angeles River, Courtyard Marriott, Downtown Long Beach Alliance, Keesal, Young & Logan, Long Beach Museum of Art, Sport Kilt, The Guidance Center, Mental Health America, Long Beach City Clerk, Mayor Robert Garcia, Fourth Street Retro Row, Bixby Knolls Business Improvement Association, Algalita Marine Research, First District Long Beach, Councilwoman Lena Gonzalez. APLA Health, Gateway for Cancer Research, LiveMetta, The Moore Institute, Aids Walk Los Angeles
Manifesto Design
NY Creative Director & Principal, 2009 – 2015
Brooklyn New York
Clients Include: FEED / Lauren Bush, Robin Hood Foundation, Blue Ridge Foundation, Lexus, Blue Engine, PGA, Bonobos, Monica + Andy, Manicube.
Kings & Queens
Associate Creative Director, 2007 – 2008
Berlin, Germany
de-Studio
Associate Art Director, 2006 – 2007
Abu Dhabi, UAE
Flip Media Group
Account Director - Digital, 2006
Dubai, UAE
DNA Design
Account Director - Digital, 2005 - 2006
Auckland, NZ
Education B.A. Communication ( 2005) Victoria University, Wellington, NZ Richardson
Reigart
EVP, Brand Strategy Director at Commune Communication
Richardson Reigart is responsible for all brand and communications strategy and planning. Richardson has extensive experience managing brand strategy, connections planning, creative development, and media strategy for major global brands, including Mazda, Toyota, T-Mobile, and FOX Broadcasting Network.
Experience
Commune Communication
EVP, Strategy, 2023 - present
Long Beach, CA
Lead brand and communications strategy for EV startup, Electra Meccanica, including the establishment of the company’s first ever brand strategy, along with all GTM Visit Arroyo Grande RFP Response Page 250 of 504 39
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planning, social strategy, and creative strategy for their flagship SOLO vehicle Garage Team Mazda
SVP, Group Brand Strategy Director, 2022 – 2023
Costa Mesa, CA
Lead brand strategy, integrated communications planning, and creative strategy for all Mazda North America marketing efforts. Established the positioning and launch strategy for CX- 90, the brand’s first entry into the luxury SUV market, as well as the creative strategy for the re-launch of the CX- 50 outdoor adventure vehicle.
Publicis Media / Blue449, Spark Foundry
SVP, Strategy, 2018 - 2019
Seattle, WA
Led integrated media strategy for T-Mobile account, including communications planning, investment strategy, and activation of all above- the-line channels, representing over $700MM in total media billings. Day- to-day management and resourcing for a large team of over 50 media strategists. 360i
VP, Strategy Director, 2012- 2018
New York, NY and Los Angeles, CA
Led the 360i strategy team in Los Angeles overseeing brand strategy, communications planning, and activation strategy for FOX Broadcasting Corporation, FOX Sports, Kashi, and 7-ELEVEN Digital Marketing. Led integrated communications strategy for several of FOX’s most successful recent show launches, including “The Mick” #kidsaredicks campaign and “The Orville” cryogenic- inspired “Future in The Future” activation.
Strategy Director
Developed the “Seize & Ignite” culture- hacking content strategy that led to Oreo’s award- winning “Blackout Tweet” during the 2013 Super Bowl. Led communications planning, brand positioning, and content strategy for Toyota North America, including breakthrough CSR initiatives like Meals per Hour, the Toyota Effect, and The Toyota Mobility Foundation.
HUGE
Senior Digital Planner, 2012 - 2012
Brooklyn, NY
Led digital account planning for Pepsi, identifying core insights, driving strategic direction, briefing creative teams, and providing brand stewardship for projects ranging from Pepsi Sound Off, the Pepsi Refresh Project, and the Pepsi Deals Facebook tab Worked with Founder Garrett Camp and senior management of StumbleUpon to develop a new brand strategy for the digital service, developing a brand bible, and new brand identity
PHD
Digital Strategy Director, 2007 - 2011
New York, NY
Directed all digital marketing efforts for Elizabeth Arden, including custom content development, social media strategy, and media planning/ buying for celebrity fragrances from Mariah Carey, Britney Spears, as well as a range of flagship skincare products. Led digital marketing strategy for Travel Channel, guiding a new brand positioning, segmentation approach, and socially- driven strategy for fan engagement, resulting in year- over- year ratings growth and the highest rated premiere in the Visit Arroyo Grande RFP Response Page 251 of 504 40
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network’s history for “Man v Food”.
MVBMS / FUEL North America / EuroRSCG 4D
Interactive Media Director / Director of Strategic Development, 2000- 2005 New York, NY
Supervised all interactive marketing for MCI business markets globally in US, Europe, and APAC, growing the business from a $300k to a $12 million dollar account during tenure.
Education B.A. Communication ( 2005) Victoria University, Wellington, NZ Cindy Nguyen EVP, Media Planning Director at Commune Communication Cindy Nguyen is an EVP, media planning director with a track record of executing full-funnel advertising strategies and innovative multi- channel campaigns for diverse marketing objectives, from branding and acquisition to retail experiences. With roles ranging from freelance consultant to associate media director at various reputable agencies, Cindy has demonstrated her ability to leverage strong negotiation skills and manage complex budgets across digital, social, mobile, print, and out-of-home campaigns, underlining her comprehensive expertise in media strategy and planning.
Experience
FREELANCE CONSULTANT
Provide full-funnel advertising strategies and campaigns for various marketing objectives – branding, acquisition ( pre-orders) and experience/ retail.
Execute innovative and effective multi- channel campaigns in digital, social, mobile, print and out- of-home with set goals and KPIs.
Utilize strong negotiation skills to secure favorable media contracts while managing budgets to stay on track of goals and objectives.
XD Agency – Media Strategist
06/ 2019 – Present
New Business, Porsche (Atlanta), onePULSE, RingCentral
RPA – Associate Media Director
01/ 2022 – 02/ 2023
SoCal Edison
Horizon Media - Associate Media Director
06/ 2021 – 03/ 2022
Constellation Group, Little Caesars
FORME Life – Director of Media
05/ 2019 – 12/ 2020
Smart home gym system for fitness and strength workouts Health- Ade Kombucha – Director of Advertising
05/ 2017 – 04/ 2019
Responsible for launching the first ever national advertising campaign (digital, social, OOH).
Developed test- and-learn scenarios to continue to innovate and meet goals and Visit Arroyo Grande RFP Response Page 252 of 504 41
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media performance.
AVP Pro Beach Volleyball Tour – Director of Media
04/ 2016 – 04/ 2018
Planned and purchased digital and traditional advertising for eight tour stops nationwide.
Worked directly with the CEO and stakeholders on all marketing/ advertising decisions.
Created benchmarks for each market and surpassed them while implementing measurement plans.
RPA | Freelance Consultant
03/ 2016 – 5/ 2016
Client: La-Z-Boy, New Business
Worked directly with team leads on all aspects of media strategies and planning.
Nucleus Worldwide | VP/ Group Media Director | Full Time 05/ 2012 – 12/ 2015
Clients: AVP, Barefoot Wines, Ole Smoky Moonshine, Suzuki Automotive, 3-Day Blinds Responsible for all agency media accounts and developed integrated media strategies and plans.
Worked with multiple agencies, planners and account managers to meet client objectives.
Led and built the media department from the ground up.
Mendelsohn Zien | Group Media Director
03/ 2011 – 05/ 2012
Clients: Qantas Airways, Famer John, ABC7, Oilily Shop
Agency lead on strategies, planning and buying for all clients.
Education BA, Psychology UC, Irvine
Position - Copywriter
Briton Saxton Senior Copywriter
Briton is a CSULB grad who currently runs copywriting and creative responsibilities for the Downtown Long Beach Alliance, the City of Long Beach Homeless Campaign, City of Long Beach Climate Action Plan, and others. Additionally, Briton produces all copywriting and creative concepting for Long Beach Transit. Briton will be the lead copywriter on this project and an integral part of the creative team who is solving for how the Brochure and Marketplace Profiles come to life.
Experience
Senior Copywriter | Western Glove Works (Silver Jeans Co. & Jag Jeans) Irvine, CA—September 2022 to October 2023
Evolve the voice for two unique brands under the same parent company. Responsible for strategy and execution of seasonal B2C and B2B marketing. Craft copy that blends content and commerce across brand channels—web, email, social, retail, and more—striking a balance to gain brand affinity and sell products.
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Senior Copywriter | prAna | Carlsbad, CA—April 2019 to September 2022 Produced a four-part video series inspiring and educating customers on Fair Trade.
Revamped the brand blog to be SEO- rich and customer- centric. Increased partnership opportunities with brands that had joined prAna's Responsible Packaging Movement.
Managed all freelance copywriters. Responsible for communicating with audience through email, web, catalog, digital, and more.
Copywriter | Greenhaus | San Diego, CA—August 2016 to April 2019 Lead writer for over nine unique clients. Managed the agency blog for consistency, tone, and SEO value. Developed the company' s new- hire on- boarding process.
Managed all copywriting interns. Led a cross- functional team to implement a new agency- wide project- management process.
Global Account Executive | MeringCarson | San Diego, CA—October 2015 to August 2016
Used competitive analysis and knowledge of my client’s needs, strengths, and audience to guide campaigns in China, Brazil, and Mexico. Led my team through kickoff meetings and strategy sessions. Managed the relationship between agency and client.
Kept projects on track to hit internal and external deadlines.
Film Commissioner | Visit Huntington Beach | Huntington Beach, CA—January 2010 to October 2015
Increased filming by 38% within the first 18 months. Founded the Huntington Beach Film Commission by crafting and executing on a robust business plan. Provided regular updates to the company board of directors and city officials. Positioned the city as a welcoming place to bring film productions.
General Manager | 22 West Media | Long Beach, CA—October 2008 to December 2009
Oversaw radio station staff and volunteers, training them in the procedures and standards required for live audio. Helped launch the process of becoming an HD radio station. Worked with new DJs to create content strategies for their show.
Education BA in Film & Electronic Arts, California State University, Long Beach Victor Heredia Freelance Spanish Copywriter, of Commune Communication Victor is a bilingual copywriter and marketing translator who’s collaborated with Commune for over two years. He’ll write and translate copy that is culturally relevant to the hispanic community.
Experience
Commune Communication
Freelance Spanish Copywriter, 2021 – Present Long Beach, CA Clients Include: Long Beach Transit
Barrows Global
Freelance Spanish Copywriter, 2022 – Present New York, NY Clients Include: Michelob ULTRA, BEES, Airborne
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GA Creative
Freelance Spanish Copywriter, 2023 – Present
Bellevue, WA
Clients Include: Department of Revenue Washington State Entidad
Freelance Bilingual Copywriter, 2021 – Present Los Angeles, CA Clients Include: United Farm Workers Foundation
Position - Graphic Designers
Manali Anare Senior Graphic Designer of Commune Communication Manali Anare is a seasoned Senior Graphic Designer with extensive experience in brand and packaging design, having led projects for multinational clients and significantly contributed to their market research and branding strategies, complemented by a Master of Fine Arts in Graphic Design from Otis College of Art & Design.
Experience
Encept Brand Design | Senior Graphic Designer
Aug 2020 —May 2022
Lead designer on product lines for multinational clients like Britannia, Olam International, Zydus Wellness, IFFCO, and Glenmark. I drove packaging and brand identity design efforts from conception to rollout.
Conducted consumer research studies in international markets such as Australia, UAE, and African nations; and in the process, helped Encept establish a stronger presence in those markets.
Helped improve liaison processes between account management and design teams, speeding up the iteration time for our clients by 15%.
Bizongo| Senior Graphic Designer
2019 —2020
Revamped the packaging for global pharmaceutical giant Abbott Healthcare, designing 57 private labels and delivering around 2100 SKUs over a period of 8 months.
Facilitated client facing communications, helping consistently attain over 75% CSAT over a period of three quarters.
Organized design meetups and workshops sponsored by Bizongo, featuring renowned industry speakers. Conducted presentations on subjects including Pantone Color Systems and print finishes.
Foley Designs | Graphic Designer
2015 —2019
Designed and developed complete visual systems for 15+ brands; creating logos, stationary, marketing materials and collateral such as social media templates, mailers, navigation markers, etc.
Produced solution- driven packaging and graphics catering to different specialties ranging from apparel, space and interiors, surface decals, print and web.
Led the packaging graphic revamp for Himalaya’s Baby Care range which hit a widely successful global launch across 27 countries.
Collaborated with fashion and product designers from an apparel brand for MotoGP’s entry into the Indian market, leading the graphic design for the Visit Arroyo Grande RFP Response Page 255 of 504 44
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complete range.
Built the brand language for Titan Industries for their corporate brand collateral and communications
Education Master of Fine Arts- Graphic Design (2022 —2023) Otis College Of Art Design
Aaray Amano Graphic Designer of Commune Communication
Aaray has been with Commune since his senior year of college. Since graduating in 2022, Aaray has introduced new perspectives on client branding, helped lead creative solutions, and increased output of rich media advertising.
Experience
Commune Communication
Graphic Designer, 2022- Present
Long Beach, CA
Clients Include: AIDS Walk LA, Long Beach Transit, Laurie’s Pie Bar, Sport Kilt, City of Long Beach, Sports Basement.
Education B.F.A. Graphic Design (2022) CSU Long Beach, Long Beach, CA Vern Moen Director, Videographer and Content Producer
Vern is an award winning, documentary filmmaker and producer specializing in high- end adventure, music, and environmental films. Wearer of many hats. Vern is a versatile director & content specialist with an expertise in crafting and managing creative and engaging, on-trend media. Vern has been with Commune since 202 and is responsible for the planning, execution, and editing of content that has led to proven client outcomes and industry award recognition.
Experience
Commune Communication
Videographer and Content Producer, 2021- Present
Long Beach, CA
Clients Include: AIDS Walk LA, Long Beach Transit, City of Long Beach, Sports Basement.
Long Beach Film Co.
2015- Present
Founder, Director and Producer
Clients and credits below:
DOCUMENTARY FILMS/ SERIES
The Shaman of Oaxaca" - Director I Cinematographer I Editor I Producer The Chess Players of New York" - Director I Cinematographer I Editor I Producer "The Haenyeo of Jeju" - Director I Cinematographer I Editor I Producer Visit Arroyo Grande RFP Response Page 256 of 504 45
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Becoming Led Zeppelin" - Cinematographer
The Great Excuse" - Director I Cinematographer I Editor I Producer MemoryWell" (Not Impossible Awards) Director I Cinematographer I Editor I Producer Wallows: Live from Henson Studios" - Director I Cinematographer I Producer A Shepherd" - Director I Producer
American Epic" - Cinematographer
The Kills: Under The Gun" - Director I Cinematographer I Editor Broken Bells: Live at the Orpheum" - Director I Producer I Editor Rag & Bone: Fall 2014" - Director/ Cinematographer/ Editor The Material Of The Future" - Director I Cinematographer I Producer Plastiki and The Material of the Future" - Director I Cinematographer I Producer "Foo Fighters: Garage Tour'' - Director I Cinematographer I Editor Off Main St." (Thundercat, Glass Animals, Midlake) - Director I Cinematographer I Editor From The Basement: Radiohead - King Of Limbs" - Director I Editor MUSIC
ROBERT PLANT+ ALISON KRAUSS - " Trouble With My Lover"(Jimmy Kimmel) ROBERT PLANT+ ALISON KRAUSS - " Can't Let Go" (Live from Sound Emporium Studios) ROBERT PLANT+ ALISON KRAUSS - Tiny Desk Concert
TEARS FOR FEARS - " Everybody Wants To Rule The World" (Colbert) TEARS FOR FEARS - " KCRW Live from The Village Studios" TEARS FOR FEARS - " No Small Thing"
THE DEADWEATHER - " Cut Like A Buffalo" - Cinematographer WALLOWS - '' virtual Aerobics + Are You Bored Yet" (Kimmel) NOEL GALLAGHER' S HIGH FLYING BIRDS - " Lock All The Doors" LEON BRIDGES - " Smooth Sailin'"
LEON BRIDGES - " Better Man"
BIG WILD - "Aftergold"
MIIKE SNOW - " Pretender"
FOSTER THE PEOPLE - " Coming Of Age"
SCISSOR SISTERS - " Let's Have A Kiki"
COLD WAR KIDS - " Miracle Mile"
COLD WAR KIDS - " I've Seen Enough"
COLD WAR KIDS - "Audience Of One"
COMMERCIAL/ MISCELLANEOUS
Long Beach Film Company - Owner/ Executive Producer
Voice For Nature - Creative Director (2022- Present)
Notlmpossible - Creative Director (2020- 2022)
Wilderness Collective- Social Media, Multiple
Mutiny Dive Co - "Lobster Night" - Commercial
Aclima - " Live Aware" - Commercial, Long Form
Education B.A., Colorado Mesa University, Grand Junction CO Visit Arroyo Grande RFP Response Page 257 of 504 46
Visit Arroyo Grande
Estimated Project Budget
All project costs tobe completed within the project budget outlined in the RFP - $225,000.
Commune does not estimate any project costs beyond this figure. Any costs that would be beyond this figure would be presented to Arroyo Grande for approval and amendment.
Services to be completed as part of this project are outlined below. Potential activities have been outlined for each section. However, Commune + Visit Arroyo Grande to confirm needs upon signed contract and throughout project stages to ensure the most effective use of time and resources. As such, activities and figures below can and will change (but will remain within project budget).
TOTAL ANNUAL PROJECT BUDGET (per Visit Arroyo Grande) - $ 225,000 TOTAL ESTIMATED COMMUNE BUDGET - $ 210,000 - $225,000
Account/ Project Management $ 10,000
Client correspondence, timeline and budget management.
Print and Vendor Management
Strategic Planning Services $ 20,000
Market and Audience Research
Company, Category, Competitive and Culture Analysis
Development of Arroyo Grande brand strategy and creative brief Media and Social Media Planning Services $ 20,000
Paid Media Planning and Audience Targeting
Paid and Organic Social Media Planning & Execution
Media Asset Trafficking ( throughout life of campaign)
Ongoing Media Optimization and Reporting ( throughout life of campaign) Media/ Advertising Spend $ 70,000
Actual funds spent on advertising to fulfill approved media plans.
Creative Development Services $ 70,000
Creative Concept Development
Copywriting
Graphic Design
Content Creation
Photography and Videography
Print Production and Collateral Cost
Website Design, Development and Ongoing Management Services $ 20,000 Current Website Audit
Website Design
Website Development
Ongoing Website Maintenance and Management ( throughout life of campaign)
Visit Arroyo Grande
Estimated Project Budget
OUTSIDE OF PROJECT COST EXPENSES
The following fees are projected as possible outside of scope expenses. No expenses will be charged without prior approval by Visit Arroyo Grande stakeholders as part of contract.
Commune preferred payment schedule is monthly. Invoices are all issued on 30 day terms and payments canbe made either by direct deposit, or check.
Travel Expenses
Mileage reimbursable - 0.67/ mile (2024 IRS rate)
Lodging Reimbursable. Current Commune contracts state that client requested or agreed to travel is covered by the client in full. Should Commune need to pay directly for client requested travel, cost will be billed and claimed as an expense at the end of the billing period.
BB&K (2020) Exhibit “ C”-1 PROFESSIONAL SERVICES AGREEMENT
EXHIBIT C
PAYMENT TERMS
Consultant shall be paid for actual work performed in accordance with Consultant’ s Proposal.
However, the total compensation paid to Consultant shall not exceed $ 250,000.
Consultant will invoice City no more than monthly. Invoices shall be sent to the City of Arroyo Grande Director of Recreation Services. Each invoice will reference job order, components, specific services, media costs, production costs, fees and material expense and sales tax where applicable. City shall mail payment for the net amount of uncontested invoices no later than thirty 30) days after receipt of each invoice by the City. Any past due balances under this Agreement shall bear interest at the rate of 1.5 percent per month ( 18.0 annual percentage rate) on unpaid balances.
TBID Agreement_Commune
Final Audit Report 2024- 09-20
Created: 2024- 09-12
By: Kendra Reynolds ( kreynolds@arroyogrande. org)
Status: Signed
Transaction ID: CBJCHBCAABAAb9VvEotqzxHjUNiG9K0HH94bHjQtXfEB TBID Agreement_Commune" History
Document created by Kendra Reynolds ([email protected]) 2024- 09- 12 - 8:43:44 PM GMT
Document emailed to Caren Ray Russom ([email protected]) for signature 2024- 09- 12 - 8:43:51 PM GMT
Email viewed by Caren Ray Russom ( crayrussom@arroyogrande. org) 2024- 09- 13 - 2:21:23 AM GMT
Document e-signed by Caren Ray Russom ([email protected]) Signature Date: 2024- 09-13 - 2:22:02 AM GMT - Time Source: server Document emailed to [email protected] for signature 2024- 09- 13 - 2:22:03 AM GMT
Email viewed by [email protected]
2024- 09- 13 - 6:28:27 PM GMT
Signer [email protected] entered name at signing as Isaac Rosen 2024- 09- 13 - 6:30:17 PM GMT
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Email viewed by james@communecommunication. com
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Document e-signed by JWhale ([email protected]) Signature Date: 2024- 09-20 - 4:44:31 PM GMT - Time Source: server Agreement completed.
2024- 09- 20 - 4:44:31 PM GMT
CITY OF
ARROYO GRANDE
CALIFORNIA
CITY OF ARROYO GRANDE 300 E. Branch Street Arroyo Grande, California 93420 Phone: ( 805) 473- 5400 Fax: ( 805) 473-0386 E-mail: agcity@arroyogrande. org Website: www.arroyogrande. org Jessica Matson
September 12, 2024
Ryan La Rosa
Commune Communication
245 E 3rd St
Long Beach, CA 90802
Dear Mr. La Rosa:
On September 9, 2024, the Arroyo Grande City Council approved a Professional Services Agreement between the City and Commune Communication for Marketing, Communications, Website Management, and Social Media Services.
We will be finalizing our agreement through Adobe Sign. This platform enables us to securely and efficiently manage the signing process electronically. Please review and sign the agreement directly through the Adobe Sign interface. Once signed, a final copy will be emailed to you. If you have any questions or need assistance during this process, please don’t hesitate to reach out.
If you have any questions regarding the Agreement, please contact Sheridan Bohlken, Recreation Director, at sbohlken@arroyogrande. org.
Sincerely,
Jessica Matson
Legislative & Information Services Director/ City Clerk
ATTACHMENT 3
AGREEMENT FOR CONSULTANT SERVICES
AMENDMENT NO. 1
This First Amendment ("First Amendment") to Agreement for Consultant Services (“Agreement”) by and between the CITY OF ARROYO GRANDE and COMMUNE COMMUNICATION ("Consultant") is made and entered into this 13th day of May, 2025.
WHEREAS, the parties entered into an Agreement dated November 1st, 2024, for professional services for the marketing services for the Arroyo Grande Tourism Business Improvement District (AGTBID) project through June 30, 2025; and WHEREAS, pursuant to Section 1 ("Term") of the Agreement, the parties have exercised the option for the one (1) year period extension under the same terms and conditions of the Agreement, beginning on July 1, 2025 with a new expiration date of June 30, 2026; and
WHEREAS, the parties desire to further modify the Agreement as set forth herein.
NOW THEREFORE, for valuable consideration the receipt and sufficiency of which is acknowledged, the parties agree as follows:
1. For the additional one (1) year period extension of this Agreement, the City agrees to pay the Consultant in accordance with the updated payment rates and terms set forth in Exhibit “A” attached hereto and incorporated herein by this reference.
2. The total compensation payable to the Consultant for Fiscal Year 2025–26 shall not exceed $250,000, an increase from the previous year’s not-to-exceed amount of $225,000. This adjustment reflects the expanded scope of work outlined in Exhibit “A”, which includes added responsibilities such as internal website management and updates, photo shoots, and development of visual assets. Except as amended pursuant to this First Amendment, all other terms and conditions set forth in the Agreement for Consultant Services shall remain unchanged.
IN WITNESS WHEREOF, CITY and CONSULTANT have executed this First Amendment the day and year first above written.
COMMUNE COMMUNICATION
By:
Name, Title
CITY OF ARROYO GRANDE
By:
Matthew Downing, City Manager
ATTACHMENT 3
EXHIBIT A
PAYMENT RATES AND TERMS
COMMUNE +
Visit Arroyo Grande
6 Month Review
(Nov, 2024 - April), 2025
CITY OF ARROYO GRANDE ATTACHMENT 4
Reviewing The Past
to Map the Future
CURRENT CONTRACT TERMS ADJUSTMENT
FY ‘24-25 Contract Review and Adjustment:
TBID RFP for Fiscal year
July 2024 - June, 2025 for
$250,000
Commune awarded Visit
Arroyo Grande contract in
August, 2024
Work approved to begin in
November, 2024 due to
existing Verdin contract.
Final Commune contract - $200,000 for
November, 2024 - June, 2025
CALENDAR VIEW - 6 MONTHS
Discovery + Workshop Sessions
NOVDECJANFEBMARAPR
Account Kickoff
Social Media Development
TBID Board Meeting
Strategy + Media Plan
Creative Campaign Concepts
Website Hosting Migration
Website Audit
Creative Campaign Development
Media Plan Optimizations
TBID Board Meeting
Billboard Recommendations
LVR Report + Analysis
TBID Board Meeting
City Council Meeting
Billboard Creative Development
Social Media Development
Social Media Development
Social Media Development
Annual Report Development
Social Media Development
Blog Development
TBID Board Meeting
Campaign Extension Opportunities
Website Implementations
Hotel Collateral Toolkit Development
NOV & DEC 2024
Meeting the stated Arroyo Grande
mandate for a change in approach that
emphasized measurable ROI starts
with building a new foundation to
maximize budget efficiency.
NOVEMBER, 2024
COMPLETED ITEMS IN
NOVEMBER 2024
➔ Hosted 9 stakeholder interviews and collaborative work sessions with local hoteliers and tourism partners to align on priorities and opportunities
➔ Conducted data analysis and market research to
identify high-potential visitor segments
➔ Tourism Economics data forecast 1 recommendation
➔ Delivered strategic itinerary recommendations for a
visiting journalist from Family-Friendly Magazine
➔ Executed an immersive asset capture visit to gather
authentic visual storytelling content (landscapes,
landmarks, hospitality vignettes)
➔ Initiated campaign concept development, grounded in
Arroyo Grande’s unique positioning as a “hidden gem”
➔ Launched cross-channel paid media campaigns with Meta and TikTok, featuring A/B testing of 4 distinct messaging frameworks to gauge resonance with target audiences
➔ Produced 10+ tailored ad formats, including high-impact interstitials and responsive display banners, optimized for platform-specific engagement
➔ Built out SEM strategy with hyperlocal keyword targeting and retargeting infrastructure via 3 custom pixels on
visitarroyogrrande.org
➔ Completed a comprehensive visual audit to streamline user experience
➔ Migrated hosting to GoDaddy for improved site
performance and security
➔ Identified and posted social events 10 across Facebook + Instagram
➔ Curated 1 holiday sale promotion social post for Facebook + Instagram
➔ Provided Visit SLO CAL with a curated pitch deck for ‘What’s New in 2025’
REFRAMING OUR MINDSET
Commune approached the RFP
response to bring clear,
measurable results to TBID
efforts. Our approach is to shift
the TBID budget to prioritize
responsible spending tied to
measurable ROI , and away
from metrics that have no
evidence or measurable impact
on generating tourism revenue.
REFRAMING OUR MINDSET
Commune approached the RFP
response to bring clear,
measurable results to TBID
efforts. Our approach is to shift
the TBID budget to prioritize
responsible spending tied to
measurable ROI , and away
from metrics that have no
evidence or measurable impact
on generating tourism revenue.
FROM:
I believe it is important to market
Arroyo Grande to potential visitors,
but I’m not really sure how impactful
it is or what tactics are most effective.
TO:
I can clearly see the role marketing
plays in driving visitation and which
tactics are most effective.
Increase YOY TOT revenue for
the City of Arroyo Grande
DEFINING OBJECTIVES
Attracting new visitors from top
feeder markets
BUSINESS OBJECTIVE MARKETING OBJECTIVES
We will by
Increasing our share of overnight
stays among visitors to the 5 cities
and SLO County
and
MINDSET SHIFT LEADS TO UPDATED STRATEGIC APPROACH
November, 2024 approval on the updated approach means building a new strategy that ensured our strategies and recommended tactics met our mandate to effectively measure ROI.
We got to work immediately on a process that included comprehensive research, developing a new communications strategy and media plan so we could build the foundation of a long term sustainable, cost effective, and measurable series of actions.
DEFINE DESIGN DEPLOY DIAGNOSE
Objectives
Audiences
Insights
Strategy
Barriers
Tasks
Content
Channels
Experiences
Reporting
Optimization
This is what your were optimizing for
before Commune…
Impressions
Clicks CTR
Measurement Approach - Evolution
AWARENESS
CONSIDERATION
INTENT
VISIT
Website Actions
Impressions
Clicks CTR
Measurement Approach - Evolution
AWARENESS
CONSIDERATION
INTENT
VISIT
Website Actions
BUT WHAT ABOUT ACTUAL PEOPLE
VISITING ACTUAL PLACES?
This is what you are optimizing for
AFTER Commune…
Impressions
Clicks CTR
Measurement Approach - Evolution
AWARENESS
CONSIDERATION
INTENT
VISIT
Website Actions
Visits Cost per Visit
Measurement Approach - Evolution
AWARENESS
CONSIDERATION
INTENT
VISIT Visits Cost per Visit
THIS IS WHAT WE ARE
OPTIMIZING AGAINST!
FUN FACT: There is often little
correlation between click rate and
conversion…
TRANSLATION: If you’re optimizing
to click rate, you may be losing
potential customers!
BOTTOM LINE: Arroyo Grande is
benefitting from some of the most
sophisticated, data-driven, physical
location-based media analytics
currently available in the marketplace
and it is empowering smarter media
investment decisions!
TAX REVENUE AND
OCCUPANCY
REACH AND
ENGAGEMENT
SITE TRAFFIC AND
ENGAGEMENT
INCREMENTAL
VISITATION
Tourism Economics Report via
Visit SloCal
Digital and Social media
performance dashboards Web Analytics Location Visitation Reporting TOT
Occupancy Rates
Room Revenue
Impressions
Clicks
CTR
Follower Growth
Likes, Comments, Shares
Engagement Rate
Site visits
Time spent
Hotel page visits
Book now clicks
Total exposed visits
Total exposed unique visitors
Cost per exposed visit
Cost per exposed unique visitor
Visits to specific properties
Visits by source location
How much revenue is being
generated via tax?
What % occupancy are we
hitting?
How effective are our
marketing efforts at generating
reach and response?
How engaging is the site
content?
How effective is the website at
connecting visitors with booking
opportunities?
What is marketing’s
contribution to incremental
visits?
Where are people going?
Where are people coming
from?
Which marketing tactics are
most effective?
OBJECTIVE
HOW IS IT
MEASURED?
WHAT IS
MEASURED?
WHAT
QUESTIONS
DOES IT
ANSWER?
THE ROLE OF LVR REPORTING
While we worked through our Discovery and Planning
Phase in November and December, Commune quickly
moved to take the following actions to ensure advertising didn’t stop and we improved the existing media plan.
Launched cross-channel paid media campaigns with
Meta and TikTok, featuring A/B testing distinct
messaging frameworks to gauge resonance with target
audiences
Produced tailored ad formats, including high-impact
interstitials and responsive display banners, optimized for platform-specific engagement
Built out SEM strategy with hyperlocal keyword targeting and retargeting infrastructure via custom pixels on
visitarroyogrrande.org
KEEPING THE LIGHTS ON
** Organic social media, blog content, and e-newsletters were shifted to Q2 2025 planning to prioritize tactics that contribute to TOT revenue.
These tactics were pushed back to ensure they could be
rebuilt more effectively and with refreshed content.
While important for brand building purposes, this was a strategic decision to ensure we were prioritizing
communication that pushed TOT revenue in the off
season and for midweek hotel bookings.**
NOV
Channels
Define
Design
Deploy
Diagnose
11/4 11/11 11/18 11/25
Kick Off
11/1
Tagging, Dashboard
Development, Platform
Integration
Research + Audience Analysis Strategy Development
Discovery + Workshop
Sessions
Creative
Concept
Development
Paid Media
Launch
Ads Tailoring to Platform
Spec
Content
Capture
Organic Content Creation
DECEMBER, 2024
COMPLETED ITEMS IN
DECEMBER 2024
➔ Hosted 1:1 debrief with journalist Lisa Gipson from
Family-Friendly Magazine
➔ Led strategic board meeting presentation synthesizing competitive insights, target audience segmentation, and identifying a unique positioning for Arroyo Grande to
differentiate the city from neighboring destinations
➔ Finalized channel mix recommendations prioritizing high-ROI platforms [CTV/OTT and programmatic display]
➔ Designed a versatile 1:1 ratio logo for cross-platform use, ensuring consistency across platforms
➔ Developed campaign-defining creative brief anchored in Arroyo Grande as a destination you need to experience
yourself to truly appreciate, balancing storytelling with actionable CTAs
➔ Developed 3 unique campaign concepts for development
approval
➔ Optimized SEM campaigns to prioritize high-intent keywords ➔ Finalized data-driven fiscal media budget, allocating spend to channels demonstrating the strongest conversion intent
➔ Implemented SEO enhancements targeting specific search terms ➔ Completed report for website analytics and configured dashboard with event tracking
➔ Resolved critical Instagram feed integration issues on the homepage
➔ Published 18+ organic social posts (feed + stories) including features for Arroyo Grande’s holiday magic [parade + tree lighting] ➔ Delivered merchandising strategy with 5 hat designs reflecting local iconography and trends
➔ Collaborated on opportunities for placements with Pismo Beach Outlet on an activation discovery call
➔ Attended in-person Lunch + Learn with Visit SLO CAL for regional collaboration
➔ Curated content for the Visit California - ‘CA Calendar’ pitch deck ➔ Curated content for the Visit SLO CAL - ‘New Year’s Eve Celebrations’ pitch deck
Developed Arroyo Grande specific
Brand Strategy focused on proven
insights and measurable ROI so we can
ensure positioning and tactics are non
subjective and correct.
WHERE WILL GROWTH COME FROM?
GROW
● High volume markets with lower per-capita
visitation, suggesting opportunity for growth
○ Los Angeles
○ San Francisco
○ Sacramento
○ San Diego
NURTURE
● Low / Mid volume markets with high per-capita
visitation, suggesting a high conversion
opportunity
○ Fresno
○ Monterey / Salinas
○ Bakersfield
LOS ANGELES
SAN DIEGO
SAN
FRANCISCO
SACRAMENTO
FRESNO
MONTEREY
BAKERSFIELD
THE COMPETITION
OUTDOOR
ADVENTURE
CULTURE
STIMULATION
RELAXATION
THE CONSUMER
INSIGHTS
Social media and friends & family are the
primary source of travel inspiration
Travel is an expression of personal
identity
Seeking the joy of discovery
Driven by passion
IMPLICATIONS
Use social and influencers to inspire while also
creating share-worthy experiences for visitors
Align communications with travelers’ values and
cultural roots
Position AG as a hidden gem for those
“in-the-know”
Tap into niche passions like specific music genres
coffee culture, arts & crafts, etc.
December, 2024 saw the completion
and presentation of a new AG strategic
position, fully reviewed and approved
by the TBID Board.
This included thorough research that led to a
competitive analysis, category assessment,
consumer/audience profiles, and a cultural analysis,
ultimately eliminating the guesswork to understand
exactly who we’re targeting and what messages will
move them.
FINALIZING A NEW STRATEGY
There’s Just Something in the Air
There are plenty of places to shop, dine, and play on the Central Coast, but there is something different about Arroyo Grande. Whether it’s the charm of the historic downtown, the cozy neighborhood feel, the best weather in the region, or the locals’ passion for their community, AG has a unique, indefinable character that must be experienced to be truly understood. Arroyo Grande is SLO for those in the know.
With the strategy in hand, the
creative team develops and presents
multiple campaign options that will
ultimately come to represent tourism
focused messaging for Arroyo Grande.
STRATEGIC
INSIGHT
Movies filmed in smaller
Manifesto
So, we “make” a film.
We position Arroyo Grande as a set for an upcoming
film, building intrigue around the town while also
inspiring future Set-Jetters to come visit.
The twist? We use “behind the scenes” content to grab
people’s attention, as they follow along with the story of a mysterious movie being made in a place called Arroyo
Grande.
As we film, more and more of the town’s charm will
naturally reveal itself in the ultimate show-not-tell
scenarios.
Travelers are increasingly finding travel
inspiration on their film and television
screens in a trend known as Set-Jetting,
attending locations where these films are
shot.
CONCEPT
STRATEGIC
INSIGHT
Inspired by the plethora of niche activities and
open community we saw during our visit, we
position Arroyo Grande as the place to go practice
all your passions; especially if they seem out of
place in your big city (where our advertising will be
primarily directed).
Increasingly, younger travelers are are
deciding where to travel, not based on the
destination, but because it aligns with their
passions.
77% of Gen Zers and millennials choose
travel destinations based on their passion
points.
CONCEPT
STRATEGIC
INSIGHT
Body
Nearly everywhere we went in Arroyo Grande,
locals were quick to welcome us into their world like
family—even though we were there for the first
time. As visitors from big California cities, this felt a bit…odd.
At the same time, Arroyo Grande offers an
experience that’s familiar, with farm-to-table fare,
outdoor adventure, artisan shopping and cultural
events, all packaged with the friendly spirit of a
small town.
It all made us think, Have we been here before?
84% of Gen Zers and Millennials are looking
for the excitement of discovery and finding
something unique and personal.
JOMO (Joy of Mission Out): Large cities are
impossible to get through in one weekend,
maybe even a week, but AG is truly fun
sized—allowing visitors to partake in a mix
of experiences at a pace that let’s them
actually enjoy them.
CONCEPT
DEC
Channels
Define
Design
Deploy
Diagnose
12/2 12/9 12/16 12/23
TBID Board Meeting
Strategy + Media Plan
Presentation
SEM Keyword
Optimization
Reporting Cadence +
Structure Setup
Strategy Development
Creative Concept Development
Media Plan Development
Concept Selection +
Feedback
Website Hosting Migration
JAN 2025
Deploying a new ROI focused media
plan and optimizing the website to fix
outdated problems that were impeding
conversions.
COMPLETED ITEMS IN
JANUARY 2024
➔ Provided strategic recommendation for the CCTC
Central Coast Map Ad placement
➔ Dialed in the new creative advertising concept with
robust pre-production planning and finalized creative
production rollout plan
➔ Refined campaigns using performance analytics and
reallocated budget based on engagement metrics
➔ Website infrastructure improvement recommendations
based on audit results
➔ Confirmed monthly media spend + channels
➔ Produced December cross-channel performance report
➔ Introduced recurring event card template design
➔ Solidified protocol for posting web-submitted collateral ➔ Completed concept and development for new video at the Visit California Welcome Center video update
➔ Identified and posted social events 7 on Instagram
➔ Provided strategic recommendation for Pismo Beach
Outlets Activation recommendation
➔ Curated social post in response to LA Fire response social post
➔ Solidified protocol for community event promotion
Developed, presented and launched
new Paid Media Plan in January
focusing on new strategies and
platforms that emphasize measuring
location visits directly attributed to
advertising spend.
NOV 2024 (11/4 - 12/3) DEC 2024 (12/4 - 1/6/25) JAN 2025 (1/14 - 2/14/25) Media Channels Budget: $11,500 Budget: $11,500 Budget: $7,000 Paid Search $2,500 $1,500 $1,500
CTV/OTT (LVR) $4,000 $2,500 $2,500
Standard Display Banners (LVR) $3,000 $1,500 $1,500
High Impact Interstitials (LVR) $1,000 $500 $500
Pre-Roll (LVR) $1,000 $1,000 $1,000
Meta $0 $2,250** $0
TikTok $0 $2,250** $0
Actuals/Invoices $9,144.29* (11/4 - 11/30) $11,626.72 (12/1 - 12/31) TBD
DIGITAL MEDIA - MONTHLY BUDGETS AND TIMELINE
* Nov 2024 Media - started 2nd week of the months and had to turn off media during website issues & re-ramp impressions, so spend was lower than planned. ** Dec 2024 Paid Media - Social Media started mid-month (12/16) and all media ran until 1/6/25.
Jan 2025 Media - Restarted on 1/14/25 for main, baseline channels building towards LVR and Search efforts.
Completed a comprehensive web audit
to diagnose needs and made
improvements that better connected
consumer actions to TOT goals.
➔ UI/UX fixes to bookings and event content areas.
➔ Moved visitarroyogrande.com to Commune’s high performance infrastructure to fix existing speed issues.
➔ Prepared google tags for paid media to monitor performance. ➔ Completed SEO optimization and added basic SEO best practice Meta data. ➔ Fixed the events plugin (information did not match submissions). ➔ Fixed instagram feed issue due to outdated plugins.
➔ Setup SMTP for reliable delivery of event submissions and forms. ➔ Track tags attached to bookings and event pages.
➔ Updated critically outdated plugins affecting only security and basic functionality related to bookings or events.
WEBSITE AUDIT
JAN
Channels
Define
Design
Deploy
Diagnose
1/6 1/13 1/20 1/27 1/6
Reporting Pull +
Data Analysis
Campaign Creative Development
Optimizations Based on Data + Insights
Strategic Activation + Placement
Recommendations
Website Audit Website Audit Action Implementation
FEB 2025 Launching a new signature AG creative
campaign and beginning paid media
reporting and optimizing.
COMPLETED ITEMS IN
JANUARY 2024
➔ Recommendation for billboard placement strategy for
Highway 101 corridors, leveraging psychographic data
for visitors
➔ Initiated preparations for annual report data collection ➔ Provided strategic recommendation for the SCCC Ad
placement
➔ Video and photo pre-production for campaign
development and asset launch
➔ Initiated casting call for talent with development of call sheet to source local ambassadors, fostering
community-driven content for campaign rollouts
➔ Developed a digital talent waiver
➔ Optimized media based on performance results
➔ Initiated data collection for Location Visitation Reporting across 7 hotel partners and The Village
➔ Developed Location Visitation Reporting (LVR) insights to map visitor dwell times and conversions on ad spend
➔ Confirmed monthly media spend + channels
➔ Updated lodging partnerships, replacing Pismo View Inn with Days Inn by Wyndham
➔ Troubleshoot /events plugin for accuracy of date display as submitted through form
➔ Event submission checks
➔ Launched Call for Talent social post campaign to initiate local talent search
➔ Identified and posted 4 on Instagram
Presented and deployed a new AG
owned creative campaign that aligned
with the strategy and media
objectives.
CAMPAIGN OBJECTIVE
We need to ignite a spark that makes
people want to visit our area, while
giving them a clear reason to choose
Arroyo Grande over all the other options
available.
Showcased our first media
performance reporting focusing on
Location Visitation Reporting - how
advertising is affecting visits,
identifying the most effective
channels, and direct correlations to
TOT revenue.
1.91 M+
21,340 1.12%
Total Digital Impressions
Total Average Overall CTR
across all digital platforms
Total Clicks across all
digital platforms
AWARENESS
CONSIDERATION
INTENT
VISIT
40 Hotel Page Visits
79 Book Now Clicks
.56%
“Soft” Conversion Rate
297
Total Exposed Visits
$67.34
Cost Per Exposed Visit
SALES FUNNEL REPORTING
REFLECTS NOV 10 -
FEB 8
TRENDS: VISITATION PER
WEEK
LOCATION VISITATION REPORT
Tourism industry average customer journey is 30 days from first ad exposure to tracked visitation - February visitation is thru 2.8.25.
REPORTING
REFLECTS NOV 10 -
FEB 8
FEB
Channels
Define
Design
Deploy
Diagnose
2/3 2/10 2/17 2/24
LVR Reporting Pull +
Data Analysis
Billboard Placement
Recommendations
Optimizations Based on Data + Insights
TBID Board Meeting
LVR Report Presentation
Campaign Creative Development Campaign Production Shoot
MAR 2025 Demonstrating ROI, optimizing
efficiency of budgets, and folding in
tactics that bolster the AG brand.
COMPLETED ITEMS IN
MARCH 2024
➔ City Manager 1-pager communications document
➔ Produced comprehensive annual report for 2023-2024
TBID activities and results
➔ Campaign assets were developed to fulfill the approved media plan and placements across platforms
➔ Billboard creative trafficked to vendor for go live.
➔ Provided recommendations for placements in SLO
Airport kiosk and Tesla supercharging stations
➔ Recommendation for partner SLO CAL’s team
Unpacking trip to Arroyo Grande
➔ Coordinated with billboard vendor to hold renewal spots for billboards for board consideration
➔ Event submission check and add 3 to the /events page
➔ Vacation rentals 13 added to /stay page
➔ Implemented email solution for rental properties without booking links
➔ Recommended plugin solution for dynamic events
population
➔ Historical Tourist Display activation recommendation to increase exploration throughout the town and sharing
experiences and photo opportunities for tourists and visitors ➔ Curated topics and content for organic social media posts across Instagram and Facebook
Media Optimizations and learnings
take hold to reallocate funds to more
efficient channels - saving money and
driving increased ROI.
LOCATION VISITATION REPORT
TRENDS: VISITATION PER
WEEK
Tourism industry average customer journey is 30 days from first ad exposure to tracked visitation - February visitation is thru 2.8.25.
REPORTING
REFLECTS NOV 10 -
MAR 11
MONTHLY TRENDS: VISITS VS VISITORS
Tourism industry average customer journey is 30 days from first ad exposure to tracked visitation thru 3.11.25 - March visitation will be in the next LVR in April 2025
LOCATION VISITATION REPORT
REPORTING
REFLECTS NOV 10 -
MAR 11
Metric Benchmark Current % +/- Benchmark
CTR 1.12% 1.17% +4.5%
Soft Conversion
Rate .56% 1.43% +155.36%
Cost per Exposed
Unique Visitor $125.78 $105.53 -16.1%
Cost per Exposed
Visit $67.34 $40.57 -39.75%
Hotels as %
of Total Visits 21% 19.81% -5.67%
BENCHMARKS
REPORTING
REFLECTS NOV 10 -
MAR 11
VISITATION PER AD TACTIC
Total Exposed
Visits: 530
Total Exposed
Unique Visitors: 199
Total
Impressions
Total Exposed Visits
Per 1K Impressions
Ad Tactic
CTV/OTT 390 124 279,333 1.51
Pre-Roll Video 3 3 160,270 0.02
High Impact
Interstitials 17 12 134,261 0.13
Standard Display
Banners 120 60 910,043 0.18
LOCATION VISITATION REPORT
REPORTING
REFLECTS NOV 10 -
MAR 11
CURRENT & RUNNING
(From 11.8.24 to 3.31.25)
REMAINING FISCAL
(3.17 - 6.30.25)
Media Channels Budget: $31,500 Budget Remaining: $34,000 Paid Search $8,000 (Running Now to 3.31) $6,000 (4.1 - 6.30) CTV/OTT (LVR) $12,500 (Running Now to 3.31) $5,000 (4.1 - 5.31) Display Banners (LVR) $6,000 (Paused) $7,850 (3.17 - 6.30) High Impact
Interstitials (LVR)
$2,000 (Paused) $2,000 (3.17 - 6.30)
Pre-Roll (LVR) $3,000 (Paused) $0 (3.17 - 6.30)
Paid Social $4,500 (Paused) $3,000 (3.17 - 6.30)
Print OOH Billboards $0 (Not Started) $10,150 (3.17 - 6.30) DIGITAL + OOH BILLBOARD MEDIA - FISCAL OUTLOOK
Folding in brand building activities
and non-paid organic content to
supplement tourist recruitment
efforts.
BRAND BUILDING WITH ORGANIC CONTENT
ARROYO GRANDE BILLBOARDS
Initial Flight Creative Proposal
Flight Dates
Location
Total Cost
Apr 14 - Jun 15 (9 weeks)
101-S 40 Mins North of Exit 187B
Jun 9 - Aug 3 (8 weeks)
101-S 45 Mins North of Exit 187B
$9,450
#1 #2 #3
MAR
Channels
Define
Design
Deploy
Diagnose
3/3 3/10 3/17 3/24 3/31
Strategic Media
Reallocations +
Optimizations
Optimizations Based on Data + Insights
TBID Board Meeting
FY 24 Annual Report
+
Billboards
FY Annual Report
Content
Development
FY Annual Report
Development
City Council Meeting
FY 24 Annual Report
Billboard Creative
Development
LVR Reporting Pull +
Data Analysis
Organic Content Development
Campaign Extension
Opportunities
April, 2025 Expanding the campaign to create
advocates and continued reporting to
showcase media efficiency and ROI.
COMPLETED ITEMS IN
APRIL 2024
➔ Created content for 9 social media posts for Instagram and Facebook based on approved content and strategy.
➔ Curated 10 social media post topics for future content development, ensuring alignment with the overall social media strategy.
➔ Curated 7 blog topics to attract visitors and promote local businesses, aligning with the content calendar and target audience.
➔ Wrote and edited 1 blog post about Arroyo Grande's
climate, incorporating relevant keywords and SEO best
practices.
➔ Prepared and submitted the Sunset Magazine Award
application for April 2025, highlighting Arroyo Grande's unique qualities and attractions.
➔ Ad Placement Opportunity Recommendation: Provided a
recommendation on whether to participate in the CCC
Phoenix Magazine Summer Getaway ad placement
opportunity, considering potential reach and ROI.
➔ Organized the scheduling for collaboration between Visit SLO CAL’s film campaign initiative and Visit Arroyo Grande, including the development of a discussion guide.
➔ Organized the post cadance and curated captions for
collaboration posts with Visit SLO CAL for Episode 3 of the Unpacking series, utilizing assets for their toolkit.
➔ Provided recommendation to participate in the upcoming Central Coast Original Road Trip Pass.
➔ Coordinated with media vendors to confirm the
non-renewal of billboard advertising.
COMPLETED ITEMS IN
APRIL 2024
➔ Collaborated within the agency to develop creative
concepts for video content, brainstorming ideas and
providing feedback.
➔ Implemented a plugin to dynamically populate events on the website, streamlining the process and improving
user experience.
➔ Implemented corrections based on the
VisitArroyoGrande.org Consistency Audit, ensuring
accuracy and consistency across the website as
indicated.
➔ Updated the homepage of visitarroyogrande.org to
align with the current campaign creative, maintaining a cohesive brand identity.
➔ Added custom email popup windows for "Book Now" buttons on Kessler Victorian and Central Coast Dream listings that currently lack active booking links, providing an alternative way for users to inquire about bookings.
➔ Corrected the address and booking link for The Grand
Escape vacation rental listing, ensuring accurate
information for potential guests.
➔ Provided ad placement content options for review and
selection for placement in the PHOENIX Magazine co-op ad. ➔ Collaborated with the new business owners to add a listing for Luca’s Deli & Wine in the Village to the /eat-drink page. ➔ Initiated sitewide audit and corrections to ensure accuracy and consistency across the website as indicated.
➔ Conducted a check of event submissions on the website, ensuring accuracy, completeness of information and
deleting spam entries.
➔ Updated the homepage of visitarroyogrande.org to rotate imagery in the hero section and include additional highlights to entice visitors to discover the city.
➔
Creating advocates and supporting
local businesses to help spread the
word and bolster tourism
recruitment.
CREATING LOCAL ADVOCATES
Campaign Concept Pivot
The following concepts have been produced based on feedback received to ensure the campaign reflects the sensibilities of the community.
Each of these proposed directions has been vetted to ensure it achieves that goal, while remaining accountable to the previously approved strategic direction.
Production of media ready assets will begin immediately once a new direction is chosen and approved.
Strategic Set Up
December, 2024 saw the completion and presentation of a new AG strategic position, fully reviewed and approved by the TBID Board
This included thorough research that eliminated guesswork through:
✓ Competitive analysis that clearly articulated AG’s ownable position in the marketplace. ✓ Category assessment that identified growth opportunities. ✓ Consumer and audience profiles that showcased the messages and media that will move target audience groups. ✓ Cultural analysis that showcased relevant trends and opportunities.
Approved Strategic Position:
There’s Just Something in the Air
There are plenty of places to shop, dine, and play on the Central Coast, but there is something different about Arroyo Grande. Whether it’s the charm of the historic downtown, the cozy neighborhood feel, the best weather in the region, or the locals’ passion for their community, AG has a unique, indefinable character that must be experienced to be truly understood. Arroyo Grande is SLO for those in the know.
In-Market Testing
In addition to local feedback, Commune plans to use data to assess which of the following campaign directions best resonate with target audiences in service of RFP Goals - Increased ToT revenue.
Prototype Test Launch
Develop a sample set of assets
for each campaign direction
Deploy assets at equal
distribution within existing
campaign
Report on test results and agree
to launch approved campaign
after consultation with the
AGTBID board
Hidden
Right Here
Arroyo Grande isn’t off the grid. It just feels that
way. It’s a small town with big hidden gem energy,
but the map reveals a surprising secret: it’s right off Highway 1 in the heart of SLO County. Charming
streets, winding trails, intimate wineries,
world-class dining and beaches ten minutes
away—Arroyo Grande lays it all out for you in plain
sight. Just take the turn and enjoy the kind of place
that feels like a discovery, even when it’s easy to
find.
That’s
Arroyo
Grande
How do you define Arroyo Grande?
Is it by our walkable downtown full of historic charm?
The trails that wind through majestic oaks, just minutes from the ocean? The wineries that look like they’re
straight from Central Coast casting? The way you’re
greeted and treated like a local from the second you
arrive? The budget-friendly adventures for families and solo travelers? The world-famous shrimp tacos from
chef-curated menus? The peanut shells on the floor of a pizza dive? The locally-owned shops that offer thrifting by day, punk shows by night? The stars you can only gaze at in our unfiltered night sky?
Yes.
That’s Arroyo Grande.
Go To
Plan A-G
When you visit Arroyo Grande, you come with a plan.
Maybe it’s a pastry, a hike, or a summer concert in the park. But this town has a funny way of rewriting your
itinerary. In Arroyo Grande, Plan B isn’t a fallback, it’s the start of something exciting. And when you’re open to it, you find yourself even further beyond, at Plan C, Plan
D—all the way to Plan G, a place you never saw coming,
but makes perfect sense when you follow each step.
Plan A might be shopping for kids’ pajamas at a local
boutique. Plan G? Thrashing at an underground punk
show in the same venue. Plan A is a peaceful morning
hike. One moment leads to another and Plan G is cliff
jumping into Lopez Lake with strangers-turned-friends
celebrating a 40th high school reunion.
Every twist and detour in your day here is the entire
point, and all you have to do is follow what feels good. In Arroyo Grande, the most memorable times await when
you Go to Plan A-G.