SUPPLEMENTAL REPORTS & COMMUNICATIONS
Office of the City Clerk
City Council of the City of Napa
Regular Meeting
July 18, 2023
FOR THE CITY COUNCIL OF THE CITY OF NAPA
AFTERNOON SESSION:
SUBMITTED PRIOR TO THE CITY COUNCIL MEETING
3. SPECIAL PRESENTATIONS:
3.A. Parks and Recreation Month
• Video from City Staff.
6. ADMINISTRATIVE REPORTS:
6.A. City of Napa Tourism Improvement District (TID) Spotlight • PowerPoint Presentations from City Staff, Visit Napa Valley, and the Augustine Agency (DoNapa).
6.B. Council Spotlight – Parks and Recreation Department Policy and Project Highlights • PowerPoint Presentation from City Staff.
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City Council Regular Meeting
7/18/2023
Supplemental - Item 6.A.
From: City Staff
Napa Tourism Improvement District
Spotlight Agenda
1) Economic Development Staff:
Napa TID Overview
2) Visit Napa Valley:
NVTID Overview
3) Augustine:
Napa TID Marketing Overview
(DoNapa)
What is the City of Napa
Tourism Improvement District (TID)?
Marketing and promotional efforts
Special event programming including community and
cultural events
Tourism and visitor related streetscape and beautification enhancements
The City of Napa TID’s mission is to promote, support, and enhance locally based tourism and hospitality efforts for the City of Napa and Downtown Napa.
How does the City of Napa TID Function?
Assessment formed in 2010 to provide a funding
source for tourism promotion;
2% assessment on gross hotel room revenue
25% of the assessment funds the Napa TID;
74% to Visit Napa Valley for marketing and
promotional purposes; 1% Admin
Generates more visitations, spending and
economic benefits within the City
How is the City of Napa TID Governed?
5 lodging industry
1 visitor-serving or destination marketing entity
1 City representative
Economic Development Staff manages
City of Napa Local Governing Committee: 7 members, 4-year terms
NVTID Management District Plan -
Valley wide effort
Council adopted
TID Operating Policy
Marketing
Community Grants
Beautification
City of Napa TID Accomplishments
Revenue Expenditures
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
$2,000,000
$1,500,000
$1,000,000
$500,000
$0
City of Napa TID
Year-Over-Year Budget
Forecast
Annual Reserve Fund Balance
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
$2,000,000
$1,500,000
$1,000,000
$500,000
$0
$-500,000
City of Napa TID
Fund Balance
Forecast
Marketing54.4%
Grants38.4%
Other4.2%
Admin3%
Napa TID FY 23/24 Expenses
Marketing $850,000
Grants $600,000
Other $65,000
Admin $46,700
Revenue: $1,305,100
Fund Balance: $1,506,958 (including 35% budgeted revenue contingency reserve) = $1,561,700 Expenditures
5-Yr Strategic
Plan
Grant Process
TID
Management
Overall Management and new projects
(ex:Downtown Banner)
Improve grant application process; Notice of funding
and grant solicitation
Develop roadmap and high-priority steps for TID;
issued RFP for professional services
Economic Development Role in the Napa TID
July 18, 2023
Visit Napa Valley Destination Marketing Update
Napa City Council
City
Council Regular Meeting
7/18/2023
Supplemental - Item 6.A.
From: Visit Napa Valley
Visit Napa Valley
is the official destination
marketing organization for Napa County.
We promote the region as an
attractive
travel destination
and
enhance its public image as a
dynamic
place to visit, live, and work.
OUR VISION
Elevate Napa Valley
as the world’s
premier wine
country experience
OUR MISSION
Promote, protect,
and enhance the
Napa Valley
destination
Industry Partner Ecosystem
STATE
REGIONAL
COUNTY
TOWNS
TOURISM
BUSINESSES
& EVENTS
Promoting the State of California on a national
and international scale.
Promoting San Francisco and serving as a
gateway to other Northern California
destinations, including Napa Valley.
Promoting the unique aspects of the many individual hospitality and tourism -
facing businesses via
content, offers, deals, news, and information.
Rustic,
Yet Refined
Live Like A Saint
The Heart of
Napa Valley
Do Napa
Gateway to
Napa Valley
Promoting the entire Napa Valley domestically
and globally.
Each organization working together to maximize
visibility on a local, domestic, and global scale.
Cultivate the Napa Valley Brand
•
Create Awareness & Desire to Experience Napa Valley
•
Employ Cross
-
Channel Storytelling Efforts
•
Develop Experiential Opportunities to Engage with the Brand Accelerate Travel Recovery
•
Drive Travel During Need Periods (namely Nov
-
Mar + midweek)
•
Inspire International Travel Recovery
•
Grow Group Travel (Business & Leisure)
Support the Local Industry
•
Do for the Local Industry What It Cannot for Itself
•
Proactively Communicate Value of Tourism in Napa County Visit Napa Valley
Key Objectives
Five Distinct Towns,
One Valley
Calistoga
St. Helena
Yountville
City of Napa
American Canyon
Napa Valley by the Numbers
SMALL PLACE, BIG REPUTATION
120
400
+
150
Overnight Accommodations
Options
Restaurants
Wineries Open to the Public
Plus More Than
90 Tasting Rooms
5,700
Lodging Rooms
By contrast, San Francisco has more
than 30,000 (with 1,200 at one
property alone!) and Sonoma County
more than 7,500
1:5
Employed by Tourism & Hospitality
6%
53%
8%
5%
15%
13%
Total Napa Valley Lodging Rooms 5,700
Total American Canyon
Total City of Napa
Total Yountville
Total St. Helena
Total Calistoga
Total Unincorporated,
County
Napa Valley by The Numbers
BOUTIQUE WITH BIG IMPACT
<200
Average # of
Rooms Per Hotel
46 Fewer than 200 Hotel Rooms
Added in Last 4 Years
70 Properties with Fewer
Than 20 Rooms
TRAVEL TRENDS
Year to Date Lodging Trends
SMITH TRAVEL RESEARCH
10 Demand
Supply
Revenue
RevPAR
ADR
Occupancy
Year to Date
451,090
798,519
$182,381,861
$ 228.40
$ 404.31
56.5 2023
477,814
785,106
$199,192,943
$ 253.71
$ 416.88
60.9 2022
513,750
762,651
$150,020,465
$ 196.71
$ 292.01
67.4 2019
-
5.6%
1.7%
-
8.4%
-
10.0%
-
3.0%
-
7.2%
YOY % change/2022
-
12.2%
4.7%
21.6%
16.1%
38.5%
-
16.2%
YOY % change/2019
Napa County Lodging Demand
Year to Date Lodging Trends
SMITH TRAVEL RESEARCH
11 Smith Travel Research
YOY %
RevPAR
YOY %
ADR
YOY %
Occupancy
Hotel Rooms
(Approximate)
Calendar YTD
May 2023
-
10.0%
$ 228.40
-
3.0%
$ 404.31
-
7.2%
56.5 5,700
Napa County
Comp Set
-
8.4%
$ 117.95
-
1.4%
$ 210.61
-
7.1%
56.0 7,500
Sonoma County
-
9.4%
$ 142.03
-
5.7%
$ 229.16
-
4.0%
62.0 12,500
Monterey County
-
7.0%
$ 102.33
-
2.1%
$ 168.04
-
5.0%
60.9 10,670
San Luis Obispo County
-
10.4%
$ 141.35
-
4.8%
$ 225.27
-
5.9%
62.7 10,720
Santa Barbara County
37.7%
$ 155.99
23.9%
$ 257.65
11.1%
60.5 30,000
San Francisco County
-
6.7%
$ 111.01
-
1.2%
$ 153.07
-
5.5%
72.5 315
American Canyon
Jurisdictions
-
4.0%
$ 193.15
4.5%
$ 337.55
-
8.1%
57.2 3,000
Napa (City of)
-
14.3%
$ 347.92
-
13.8%
$ 694.36
-
0.6%
50.1 450
Yountville
-
10.6%
$ 316.65
-
5.0%
$ 557.33
-
5.9%
56.8 870
Calistoga
-
17.4%
$ 273.74
-
9.7%
$ 531.63
-
8.4%
51.5 760
Unincorporated Co.
-
20.7%
$ 454.10
-
14.9%
$ 967.53
-
6.8%
46.9 Luxury Hotels
Service Type
-
5.5%
$ 191.09
-
1.7%
$ 316.55
-
3.9%
60.4 Group Hotels
-
13.5%
$ 121.46
-
2.8%
$ 190.31
-
11.1%
63.8 Limited Service Hotels
Key Takeaways
SMITH TRAVEL RESEARCH
Occupancy continues
to trend ~
7 % lower
than 2022.
This
reflects trends seen in
comparable
destinations.
Average daily rate
(ADR) is dropping
in response to
demand.
ADR for
May is slightly down
from this same time
period last year but
up approximately
30% from both 2020
and 2019.
In May, weekday
occupancy (Sunday
-
Thursday) was down
while weekend
occupancy (Friday
-
Saturday) was up.
Mother’s Day Weekend
was down, while
Memorial Weekend
occupancy was slightly
up from 2022.
3 2
1 California Travel Spending Forecast
Total California Spending and Percent Value Relative to 2019 Projected
2019 recovery
date for the
State of CA
Napa Valley
tourism
recovered to
2019 levels by
2022
Napa Valley led the recovery for the
State of California’s tourism industry.
Source: Tourism Economics, May 2023
San Francisco City/County
VISITOR VOLUME & SPENDING FORECAST
Source: San Francisco Travel Association in conjunction with Tourism Economics; Travel Forecast, San Francisco Market
4.6M
3.5M
4.1M
4.5M
4.7M
4.9M
2.9M
1.9M
2.3M
2.5M
2.6M
2.7M
3.0M
1.7M
2.0M
2.5M
2.8M
3.0M
0.0M
2.0M
4.0M
6.0M
8.0M
10.0M
12.0M
2019
2022
2023
2024
2025
2026
Overnight Visitors
Domestic Leisure
Domestic Business
International
10.4 M
10.7 M
8.4 M
$1.21B
$1.01B
$1.23B
$1.38B
$1.48B
$2.0B
$1.4B
$1.8B
$2.0B
$2.1B
$5.1B
$3.7B
$4.3B
$5.3B
$6.0B
$0.0B
$2.0B
$4.0B
$6.0B
$8.0B
$10.0B
$12.0B
2019
2022
2023
2024
2025
Overnight Spend
Domestic Leisure
Domestic Business
International
$8.3B
$8.7B
$7.3B
International visitation forecasted
to rebound to 2019 levels by 2026,
with spending to rebound by 2024.
TOT & TID Overview
Tourism Improvement District (TID) & Transient Occupancy Tax (TOT) TID
Tourism Improvement District
TOT
Transient Occupancy Tax
The TID was put in place by
those who pay the assessment
to provide a funding source for
tourism promotion
The Napa County TID was
formed in 2010 and renewed in
2015 for a ten
-
year period,
through 2025
25% of the assessment remains
in each jurisdiction for local
tourism promotion
TID assessment now fund
destination marketing budgets
of more than $8 million a year,
up from the pre
-
TID level of less
than $1 million
Visitors stay in lodging
properties
Marketing is funded by a 2%
assessment on gross hotel
room revenue
This generates more
visitation and spending and
economic benefit
More jobs are created year
-
round
Visitors stay in lodging
properties
12% of gross room
revenue goes into the
jurisdiction’s
General Fund
The General Fund pays
for the local community
improvements and
services
Your Community Thrives
Since 2019, a
1%
TOT
has been added
to overnight hotel
stays in Calistoga,
St. Helena,
Yountville, City of
Napa, & Napa
County to fund
affordable housing
solutions.
Visitor Paid Taxes for Resident
Services
Visitor Paid Assessment for Development of a
Sustainable Tourism Economy
VISITOR DRIVEN SPENDING
Transient Occupancy Tax Growth by Jurisdiction
-
Fiscal Year
FY22 ECONOMIC RECOVERY
-
5,000,000
10,000,000
15,000,000
20,000,000
25,000,000
30,000,000
FY11
FY12
FY13
FY14
FY15
FY16
FY17
FY18
FY19
FY20
FY21
FY22
American Canyon
City of Napa
Yountville
St. Helena
Calistoga
Napa County
FY22 contributions not only
returned to pre
-
pandemic
levels, but surpassed FY19,
our high watermark.
This means a return to
revenue for our cities and
towns for servicers such as:
•
fire and safety
•
roads and sidewalks
repair
•
parks and recreation
•
and more!
In 2022, City of Napa returned
to 2019 levels of TOT revenue.
Transient Occupancy Tax
–
City of Napa
FY22 ECONOMIC RECOVERY
-
5,000,000
10,000,000
15,000,000
20,000,000
25,000,000
30,000,000
FY11
FY12
FY13
FY14
FY15
FY16
FY17
FY18
FY19
FY20
FY21
FY22
City of Napa
FY22 saw TOT
contributions not just
returned to pre
-
pandemic levels, but
surpassed FY19,
which was previously
our high watermark.
This means a return
to revenue for our
cities and towns for
things like fire and
safety, roads and
sidewalks, parks and
recreation, etc.
In 2022, City of Napa returned
to 2019 levels of TOT revenue.
FY22 Transient Occupancy Tax by Jurisdiction
ECONOMIC IMPACT OF TOURISM
Revenue from tourism allows
local government to invest in
services and programs that
benefit all residents, including
infrastructure improvements,
civic amenities, and public safety.
A healthy tourism economy
creates demand for a diverse
range of goods, services, and
cultural programs that are
available for both residents and
visitors to enjoy, enhancing our
quality of life.
Transient Occupancy Tax
(TOT/hotel tax) revenue received in FY22 by each
jurisdiction in Napa County
$68
MILLION
American
Canyon
$1,584,253
2%
City of Napa
$27,174,663
40%
Yountville
$9,827,529
15%
St. Helena
$3,951,440
6%
Calistoga
$11,786,459
17%
Napa County
$13,791,650
20%
+$13M
Over FY19
TOT Details by Jurisdiction
TOT Growth
Since 2011
TOT as a % of
General Fund
TOT Collected
Per Room
TOT Collected
Per Resident
FY22 TOT
Collected
By Jurisdiction
# of Rooms
As of June
2022
Population
Jurisdiction
Based on FY23
Budgets, not Actual
FY22 Actual
Rounded to the
Nearest ,000
+119%
6%
$5,062
$79
$1.6M
313
20,000
American Canyon
+176%
25%
$8,834
$340
$27M
3,076
80,000
Napa
+145%
59%
$21,839
$3,276
$9.8M
450
3,000
Yountville
+174%
20%
$13,395
$659
$4M
295
6,000
St. Helena
+243%
60%
$14,082
$2,357
$11.8M
837
5,000
Calistoga
+69%
6%
$18,099
$511
$13.8M
762
27,000
Unincorporated County
+147%
$11,881
$483
$68,115,994
5,733
141,000
Total Napa Valley
The Tourism Industry Provides Significant Positive Impact to the Local Jurisdictions Throughout Napa County.
ECONOMIC IMPACT OF TOURISM
Visit Napa Valley Overview
Visit Napa Valley’s Reach
CULTIVATING THE NAPA VALLEY BRAND
2.7Million
Annual Website Visits
50,000
Email Subscribers
42Million
Paid Media Impressions
900+Million
Earned Media Impressions
925,000+
Partner Website Referrals
346,000
Social Media Followers
110,000
Guests at Napa Valley
Welcome Center
18Million
Social Media Impressions
Target Markets
California
Texas
(Dallas)
New York
(NYC)
Illinois
(Chicago)
Florida
(Miami/Tampa)
50%
50%
California Presents the Greatest Opportunity and Impact in Advertising Efforts
ALLOCATION OF ADVERTISING BUDGET
Target Audiences
Luxury
Traveler
Aspirational
Traveler
Group Trade
Travel Trade
Tourism &
Hospitality
Workforce
Local
Community
FOCUSED MESSAGING
Key Advertising Initiatives
–
Luxury, Aspirational, Local
Always On
•
Year
-
round
digital ad units on performance channels such as Google Display Network and Google Search
•
Objective: Awareness
Seasonal
•
November
–
March
integrated media campaign on native outlets, AFAR,
Modern Luxury, Hulu
•
June
-
August
on Vine Pair, Travel + Leisure, and Food & Wine consisting of video and/or a combination of ad units + editorial
•
Objective: Consideration and intent
Approachable Luxury Campaign
•
Pulsed digital ad units on
Google Display Network and
Meta (Facebook and Instagram)
•
Objective: Educate and engage
via custom site content
depicting the depth and
breadth of Napa Valley product
Cheers, Tourism Matters
•
Pulsed digital and print
campaign on Meta (Facebook
and Insta), Napa Valley Life,
MarketPlace, and The Register
•
Objective: Educate, inform,
inspire local audience about
benefits of tourism economy
and exploring ”their own
backyard”
64 MILLION IMPRESSIONS
Key Advertising Initiatives
–
Tourism Industry & Workforce Development
Crush That Meeting
•
Pulsed digital ad units on Google Search
and paid media partnerships with
Meetings Today and NorthStar Meetings
Group
•
Objective: Educate , inform, inspire
meeting and incentive trip planners
Crush that Career
•
Pulsed digital ad units on Google Search and LinkedIn
along with regional out
-
of
-
home billboard placements
on Interstates 80 and 880
•
Objective: Inspire the workforce to consider Napa Valley as a location for career in hospitality
17 MILLION IMPRESSIONS
Spotlighting Napa Valley’s Unique Towns
Napa Valley Tourism Corporation
FY24 BOARD OF DIRECTORS
David Oro
American Canyon
City Council
Don
Shindle
Chair
City of Napa
Westin
Verasa
Kenta
Kamohara
American Canyon
Holiday Inn Express &
Suites
Steve Potter
City of Napa
City Manager
Sara Brooks
City of Napa
Napa River Inn
Steve Rogers
Yountville
Town Manager
Max Compagnon
Yountville
Napa Valley Lodge
Amy Carabba
-
Salazar
St. Helena
Chamber of Commerce
Marcelle Adderley
St. Helena
Southbridge Napa Valley
Anne Cottrell
Napa County
Board of Supervisors
Donald Williams
Calistoga
Mayor
George
Goeggel
Napa County
Auberge Resorts
Linsey Gallagher
Visit Napa Valley
Michael Lennon
Calistoga
Calistoga Spa Hot Springs
American Canyon
City of Napa
Yountville
St. Helena
Calistoga
County of Napa
VNV
FY24 Visit Napa Valley Board of Directors
Emma
Swain
Chair
Elect
Thomas
Bensel
Chair
Michael
Collins
Secretary/Treasurer
CEO, ST. SUPÉRY ESTATE
VINEYARDS AND WINERY
MANAGING DIRECTOR,
CULINARY INSTITUTE OF AMERICA
GENERAL MANAGER,
ARCHER HOTEL NAPA
Robby
Delaney
GENERAL MANAGER,
FOUR SEASONS RESORT &
RESIDENCES
PRESIDENT & CEO,
VISIT NAPA VALLEY
Linsey
Gallagher
Joe
Leinacker
MANAGING DIRECTOR,
MERITAGE RESORT & SPA AND
GRAND RESERVE
Carmen
Cruz
GENERAL MANAGER,
EMBASSY SUITES NAPA VALLEY
Edward
Costa
Vice
Chair
MANAGING DIRECTOR,
CARNEROS RESORT & SPA
Alain Negueloua
V.P. AND G.M.,
BARDESSONO HOTEL & SPA
AND HOTEL YOUNTVILLE & SPA
Don Shindle
GENERAL MANAGER,
THE WESTIN VERASA
GENERAL MANAGER,
RIVER TERRACE INN
Jenny Toomer
Linda Reiff
PRESIDENT & CEO,
NAPA VALLEY VINTNERS
Jason Scoggins
CO
-
FOUNDER & PARTNER,
LATITUDE 38 ENTERTAINMENT
VICE PRESIDENT & MANAGING
DIRECTOR, SILVERADO RESORT
& SPA
Todd Shallan
Tom
Davies
Past
Chair
MANAGING PARTNER,
V. SATTUI WINERY
Patrick
Egan
SENIOR VP, MARKETING AND
COMMUNICATIONS,
BOISSET COLLECTION
Patrick
Nayrolles
GENERAL MANAGER,
MEADOWOOD NAPA VALLEY
Thank You
Appendix
2019 = 100 | Source: Tourism Economics, May 2023
Visitation Forecast by Travel Segment
Key Takeaway: International visitation is expected to rebound by 2025.
Visitation to California by Key Traveler Sectors
Spending Forecast by Travel Segment
Key Takeaway: The total amount spent by international travelers is expected to fully rebound by 2023.
2019 = 100 | Source: Tourism Economics, May 2023
Visitor Spend to California by Key Traveler Sectors
0.0K
100.0K
200.0K
300.0K
400.0K
500.0K
600.0K
700.0K
800.0K
Mexico
Canada
United
Kingdom
India
France
Germany
Korea,
Republic Of
Australia
China
Italy
Taiwan
Japan
2019
2023
2024
2025
VISITOR VOLUME 2023
-
2025
By 2024, travelers from key markets like
Mexico, Canada, U.K. are expected to
return to 2019 volumes
Integrated Program Plans & Execution
PAID
ADVERTISING
WEBSITE,
BLOG, SOCIAL
MEDIA
RELATIONS
SALES &
BIZ DEV
PARTNER
RELATIONS
COMMUNITY
&
INDUSTRY
All Teams Working Together
Driving
Awareness & Affinity
at All Touchpoints
on All Channels
Key Advertising Wins
Cheers,
The Good Life
Always On & Seasonal
25M
IMPRESSIONS
Approachable
Luxury
Pulsed
Time on Site
1:18
Crush
That Meeting
Pulsed
Time on Site
2:50
Cheers,
Tourism Matters
Pulsed
1.5M
IMPRESSIONS
Crush
That Career
Pulsed
Time on Site
4:00
Incremental Media Spend
–
Summer Amplification
INSPIRE TRAVEL MID
-
WEEK
Summer Push
Existing Performance Channels
Now
$100K
=
An Estimated
Incremental
6.5M
Impressions
INSPIRE TRAVEL MID
-
WEEK
Incremental Media Spend
–
Summer Amplification
$200K
Additional Summer
Programming
via Integrated
Paid/Editorial content
Social Media
346,000
Social Media Followers
18Million
Views on Instagram
1.5Million
OWNED MEDIA
Views on Instagram
FY 2 3/2 4 NAPA STRATEGY
City
Council Regular Meeting
7/18/2023
Supplemental - Item 6.A.
From: Augustine Agency (Do Napa)
A G E N D A
1. Audience Overview
2. Blogs & E
-
newsletters
3. Website & SEO
4. Social Media
5. Public Relations
6. Paid Media Strategy & Meant to Be Here Evergreen
Campaign
2 S I Z Z L E R E E L
AUDIENCE OV ERV IEW
A U D I E N C E O V E R V I E W
5 Segment 1 | Millennial/
GenX
Aspirational Travelers
Age:
25 -
50 HHI:
100K+
Geos:
SF Bay Area, Sacramento, Los Angeles,
Sonoma, Temecula, Paso Robles, Seattle
Interests:
Wine, Culinary, Travel
Segment 2 | Boomer Luxury Travelers
Age:
51 -
65+
HHI
: 200K+
Geos:
SF Bay Area, Sacramento, Los Angeles, Las
Vegas, Chicago, Dallas, New York
Interests
: Wine, Culinary, Travel, Luxury Experiences
FY24 Strategy:
Expand current audience geotarget to include Seattle, Dallas, New York, Las Vegas, Chicago and surrounding California wine regions, with amplified paid media efforts in cold -
weather markets during February
-
April.
BLOG, EM AIL & WEBSITE
B L O G & E M A I L
The
DoNapa
blog and e
-
newsletters serve as the workhorse of our
owned content efforts. Augustine will continue to develop two blogs and two newsletters per month.
Efforts will include:
•
Continue to focus on building email subscriber list
•
Maximize time spent on the website to ultimately result in more overnight bookings and increased length of stay
•
Refresh top
-
performing evergreen blog posts
•
Continue to A/B test subject lines for emails
•
Introduce gifs/polls, etc. into emails for additional engagement Blog KPIs
•
Page views
•
Time on page
•
Partner business click
-
throughs
Email KPIs
•
Open rate
•
CTR
•
Subscriber growth
7 7
CM0
Slide 7
CM0
Added these in here. If we feel a little hesitant on the gifs, we can remove and just speak to it Claire Marcus, 2023-04-07T17:25:38.735
W E B S I T E
Upon completing a major SEO and content audit in FY22/23, during FY23/24 we would look to do a refresh of the
DoNapa
site
to ensure we are maximizing SEO efforts and prioritizing user experience through updated technology.
Efforts will include:
•
Updated site map to improve user experience
•
Updated design to maximize mobile
-
first & UX
•
Content refresh across all pages, integrating trending
keywords and phrases
•
Video and image updates using new assets
•
Elevating presence of
Crowdriff
UGC galleries
Website sections to focus on:
•
About Us
•
Itineraries
–
possible AI technology
-
enabled itinerary builder
•
Meetings/Groups
–
Meeting Planner Toolkit, venues, group
activities, itineraries
•
Sustainable Travel
•
Events
8 8
SOCIAL M EDIA OV ERV IEW
S O C I A L M E D I A O V E R V I E W
•
Leverage video content on social platforms to showcase
key experiences and moments in the City of Napa
•
Create interactive
story content to increase audience
engagement
•
New: Develop a Channel Activation Plan (CAP) to
differentiate messaging strategies based on audience
demographics per platform
•
New: Introduce videos on YouTube Shorts to increase
reach and brand awareness
•
New: Utilize collaborative content sharing tools with Napa businesses through IG shared post tool
•
New: Build content creator pool to curate video content on social for key events
•
New: Develop seasonal roll up social content highlighting new or unique activities
C O N T E N T S T R A T E G Y
10 S O C I A L M E D I A
–
C H A N N E L A C T I V A T I O N P L A N ( C A P )
11 Facebook
Main Audience
-
Boomers/Gen X
•
Luxury experiences & accommodations
•
Elevated wine experiences
•
Culinary tourism
•
Heritage tourism, local history & culture
•
Stories & in
-
feed posts
–
video, static,
blog content
YouTube
Main Audience
–
Boomers/Gen X
•
Luxury experiences
•
Elevated wine experiences
•
Culinary tourism
•
Heritage tourism, local history & culture
•
YouTube Shorts
Instagram
Main Audience
–
Millennials/Gen Z
•
Hidden gems
•
Events
•
Beyond the wine
•
Itineraries
•
Culinary tourism
•
Thriving Downtown vibe & walkability
•
Reels, stories, in
-
feed posts
TikTok*
Main Audience
–
Gen Z/Millennials
•
Approachability
•
Hidden gems
•
Beyond the wine
•
Sustainable & culturally sensitive
travel
•
Trending audio & video
•
Raw & authentic video content
*Will continue to monitor landscape of TikTok in coming months CM0
CM1
Slide 11
CM0
Love this slide :)
Claire Marcus, 2023-04-07T17:29:33.078
CM1
Should we address TikTok here or have an asterisk?
Claire Marcus, 2023-04-07T17:30:11.501
PUBLIC RELATIONS OV ERV IEW
P U B L I C R E L A T I O N S O V E R V I E W
•
Spotlight the number of things to do in Napa to increase repeat visitation
•
Utilize quarterly “What's New” press releases as blog
content to further expand visitors' itineraries
•
Invite top
-
tier journalists and influencers to the City of
Napa for FAM tours
•
Target meeting editors for FAM tours to further influence a business audience
•
Continue partnering with Visit California and Visit Napa Valley
•
Concentrate pitching efforts on drive and fly markets, as well as top
-
tier outlets
•
Utilize earned media as a source to test new markets to support paid strategy
S T R A T E G Y
13 DIGITAL & PAID M EDIA OV ERV IEW
15 D I G I T A L & P A I D M E D I A O V E R V I E W •
Drive an increase in awareness for the City of
Napa throughout the year
•
Utilize a multi
-
channel digital approach to reach
consumers at various stages of the buyer journey
through different touchpoints
•
Amplify heavy
-
up paid media efforts to drive
overnight stays and extended length of stay
during the need period November
-
April
•
Report ROI for overnight stays within the City of
Napa through Display campaigns
S T R A T E G Y
15 16
Time runs at a more relaxed pace in the City of Napa.
Here, meals and wines are experienced at a slow pace, activities are designed to gently engage all your senses and moments are crafted to remember forever.
In Napa, you’re welcome to immerse yourself in a vineyard tour, grab a window seat on the wine train, revel in the many spas or perhaps soar in a hot air balloon.
When you’re in Napa, you can enjoy the luxury of time and be free to enjoy all that your heart wishes.
You’re meant to kayak, explore, wine taste, shop and adventure. Simply put… 17 YOU’RE MEANT
TO BE HERE
IN THE CITY OF NAPA
Y O U ’ R E M E A N T T O B E H E R E
T H A N K Y O U !
Parks & Recreation
Department
Council Spotlight
July 18, 2023
City
Council Regular Meeting
7/18/2023
Supplemental - Item 6.B.
From: City Staff
Department
Mission
7/17/2023
Parks & Recreation Department
2 We
inspire
residents
and
customers
to
value
healthy
and
active
lifestyles
by
providing
exceptional
park
and
recreation
experiences
that
meet
today’s
ever
-
changing
need
and
interests
.
We
are
committed
to
being
responsible
stewards
of
resources,
collaborative
by
working
with
other
community
organizations,
and
accountable
and
transparent
in
our
management
practices
.
Department
Overview
54 Parks
950+ Acres
24 miles of Trails
# of Civic Spaces
2 Rec Facilities
Public Art
Community
City Trees and
2,000+ amenities
46 FTE
Installations
Events
Landscaping
7/17/2023
Parks & Recreation Department
3 12 acres/1,000
residents
31 consecutive years
awarded ‘Tree City USA’
•
33 playgrounds
•
4 lit ballfields
Special
Initiatives
Department Policy Development & Implementation
o
Financial Sustainability (Council Workshop
–
January 2022)
o
Social Equity
o
Capital Investment
Park Improvement Program
Urban Forestry Management Plan
7/17/2023
Parks & Recreation Department
4 Department Policies
in collaboration with 110 Percent
Financial Sustainability Policy
Being Smart
with our money
Financially responsible & disciplined
Financial
Sustainability
Service Categories
Beneficiary of Service
Cost of Service
Three
-
legged Stool
Philosophy
Service Categories
Organizing into new
containers by like services
Beneficiary
of Service
Common Good
Individualized
High Subsidy
–
Low Cost Recovery
Low Subsidy
–
High Cost Recovery
Cost of Service Analysis
Financial
Sustainability
Social Equity Policy
Social Equity Defined
Addressing social inequities by implementing operational practices to help identify and address barriers to access which negatively impact the quality of life of those living in Napa Social Equity Data Analysis
Social Equity Policy
Park Social Equity Scores
•
Social equity scores for each
census block in city limits
•
Park Scores Development
•
Census Blocks within 0.5 mile
radius from Neighborhood
Parks
•
Census Blocks within 1.5 miles
radius from Community Parks
Why a Capital Investment
Policy?
T
o establish and implement programs for
evaluating investment in infrastructure and
physical assets in the City of Napa’s parks
system, as well as setting priorities within
the context of the long
-
term tax investment
necessary to address strategic service
delivery needs.
Napa has sufficient parkland for the City's existing & projected population
Capital projects are prioritized for sustaining & improving existing infrastructure Capital Investment Policy
Capital Investment Policy
Park Infrastructure Program will
address three key phases of work:
•
Catch Up
•
Keep Up
•
Moving Forward
Success Metric:
I
nvest
50% or more of capital projects
in
parks identified as high priority on the Social Equity scale
Park Improvement
Program
with Callander and Associates
Public Infrastructure Investment
•
Aging Facilities
–
in Napa and across
the US!
•
Growing Maintenance Backlog and
Lack of Capital Investment
•
Challenge to Maintain Levels of
Service
•
Difficult Budget Decisions
–
how to
use limited resources to make the
biggest impact
•
Need for Data
-
Driven Decision
Making
7/17/2023
Parks & Recreation Department
21 Parks
Condition
Assessment
7/17/2023
Parks & Recreation Department
22 Objectives
•
Proactively manage the condition
of
park
infrastructure
•
Efficiently
manage
finite
resources
•
Understand the magnitude & timing
of
investment
needs
Outcomes
•
Inventory of park condition in
Geographic
Information
Systems (GIS)
•
Consistent and transparent
decision
-
making tool
•
Funding targets for improvement projects
Parks Condition
Assessment
7/17/2023
Parks & Recreation Department
23 INCLUDED
EXCLUDED
•
Community
Centers
(included
in
Facilities)
•
Urban
Forestry
Network
(in
progress)
•
Park
Buildings
&
Restrooms
•
Special
Infrastructure
(BMX
Track,
Boat
Ramps
and
launches)
•
Vine
Trail & River
Trail
•
Right
-
of
-
Ways
&
Street
Landscaping
•
Landscape Assessment
Districts
•
Park
Amenities
•
Park
Drainage
•
Park
Paths
•
Park
Structures
•
Park
Landscape Areas
•
Turf Areas
&
Irrigation
Systems
•
Parking Lots
•
Picnic Areas
•
Playgrounds
•
Signage
•
Sports
Fields
•
Sports
Courts
Condition Rating
Criteria
7/17/2023
Parks & Recreation Department
24 Capital Replacement
Ongoing Maintenance and Future Capital Planning
Outcomes
&
Recommendations
•
40% of assessed infrastructure is in failed
or poor condition
•
Identified the need to
invest in
existing
park infrastructure
•
4 Funding Scenarios /
Options
Recommended to address park needs
Napa Playgrounds
:
7/17/2023
Parks & Recreation Department
25 27% (9) of the city’s playgrounds are
due for replacement/retrofit planning
Urban Forestry
Management Plan
with Davey Resource Group and Napa RCD
City of Napa Urban Forest
7/17/2023
Parks & Recreation Department
27 City Owned Trees
•
Parks Division Owns and Maintains Trees
located within:
•
Parks and Open Spaces
•
Along trail corridors
•
City owned Parcels
•
Around City Facilities such as City Hall
Private Trees
•
The City has jurisdiction over some
private trees
•
Municipal Code 12.44 provides the
city authority over “Street Trees”
•
Municipal Code 12.45 provides the
city authority over both “Protective
Native and Significant Trees”
California
Department
of
Forestry
and
Fire
Protection
2021
/
2022
Urban
and
Community
Forestry
Program
Grant
The
City
of
Napa
is
the
successful
recipient
of
over
$
500
,
000
in
Grant
Funding
to
support
the
enhancement
and
maintenance
of
the
City’s
Urban
Forest
.
Urban Forest Management Plan
Plan Objectives:
1. Complete a tree inventory to understand current tree stocking levels, locations, species distribution, age
and condition
2. Development of an Urban Forestry Management
Plan to facilitate effective management.
3. Increase community participation in urban forest
stewardship.
4. Utilize urban tree management software to maintain
its urban forest assets.
5. Plant climate adaptive trees to strategically increase natural shade, reduce GHG emission and improve air
quality.
6. Update City policies and programs to match long
-
term maintenance and funding needs.
Urban Forest Management Plan Timeline:
7/17/2023
Parks & Recreation Department
30 The City has partnered with Davey Resource Group and Napa Resources Conservation District (RCD) on this project:
•
Plan Kick
-
off
•
Tree Inventory & GIS
•
Stakeholder
&
Working Groups
Identified
2023
•
Tree Canopy
Assessment
•
Working Groups
•
Community
Engagement
2024
•
Draft Plan
Development
•
ITree
and 3
-
Year Tree
Care Plans
•
Priority Tree Planting
2024
•
Draft Plan Review
•
Urban Forest
Management Plan
Completed
2025
Questions and
Comments