May 11, 2023
Kevin Woodhouse
City Manager
City of Pacifica
170 Santa Maria Avenue
Pacifica, CA 94044
RE: Pacifica Hotel Business Improvement Annual Report
Dear Kevin:
In accordance with the section 36533 of the California Streets and Highway Code, I am attaching our annual report to meet code requirements.
Attached, you will also find an explanation of Exhibits A-C addressing 2022-2023 results:
A) Report of Resources and Uses, July 1, 2022-2023
B) Profit and Loss, July 1, 2022 - April 30, 2023
C) Pacifica Chamber of Commerce Use of Funds as Managing Agency D) PR/Marketing/Website Overview 2022-2023
Marketing Plan for Recovery
You will find an explanation of Exhibits E-G addressing 2023-2024 plans E) Report of Resources and Uses - PROJECTED, July 1, 2023-June 30, 2024 F) Additional Marketing Plan of Actions 2023-2024
G) Marketing Action Plan Projected Budget for 2023-2024
There are no proposed changes in the boundaries of the Pacifica Hotel Business Improvement District. Although, there has been some discussion about replacing the Chamber with another managing agency to administer the Pacifica Hotel Business Improvement District, the Chamber will continue to provide services until instructed otherwise. The BID’s goal is to maximize the hotel’s investment in promoting Pacifica, the hotels and tourism. Our main focus now will be to optimize digital/on-line presence and creating robust content to be utilized for on-going promotion and publication throughout multiple platforms, primarily including the visitpaciifca.com website and it’s complimentary social platforms(ex. Facebook, Instagram, Twitter, etc.). The Chamber will continue to provide staff for the Visitor Center , disseminate information posters and collateral material located at the Rockway Beach Kiosk and Visitors Center (located in the Chamber office). Please contact either Archie Judan or Lynn Gallo, President, if you have any questions.
Sincerely,
_______________________, May 11, 2023
Archie Judan, Director/BID Rep
Pacifica Chamber of Commerce
Exhibit A
PACIFICA HOTEL BUSINESS IMPROVEMENT DISTRICT
REPORT OF RESOURCES AND USES
JULY 1, 2022 – JUNE 30, 2023
Resources:
Uses:
(See attached Profit/Loss Statement for breakdown)
Note 1: Previous Fund Balance represents the previous year’s actual balance carried forward, resources in excess of uses.
BID ASSESSMENTS $67,504.00
PREVIOUS FUND BALANCE (Note 1) $10,291.00
TOTAL RESOURCES $77,795.0
Visitor Center Support & Management
– Chamber of Commerce (Note 2)
$33,752.00
Public Relations – Hook, Line & Thinker $5,000.00
Content Creation – Website Development $7,019.50
Website Management $2,494.75
Tree Lighting $775.00
Total Expenses $49,041.25
Resources in Excess of Uses (Fund Balance) (Note 2) $28,754.45 Exhibit B
Pacifica Hotel Business Improvement District
PROFIT & LOSS
July 1, 2022 – May 12, 2023
5/12/2023
Cash Basis
Income
BID Income
Self-Assessment Funds from City $67,504.00
Previous Fund Balance $10,291.00
Total BID Income $77,795.00
Expenses
Public Relations $5,000.00
Content Creation – Website Development $7,019.50
Website Management $2,494.75
Tree Lighting $775.00
Total Expense $15,289.25
Chamber of Commerce
Managing Agency $33,752.00
Total Expenses $33,752.00
Net Income
Balance Sheet
As of May 12, 2023
ASSETS
Tri Counties Bank Balance 5/12/22 $28,754.45
Balance May 12, 2022 $28,754.45
Exhibit C
PACIFICA CHAMBER OF COMMERCE
Managing Agency Use of Funds
2022-2023
RECEIVED FROM BID $33,752.00
These funds supported a portion of the following promotional activities:
Staffing Visitor Center 225 Rockaway Beach Ave., Pacifica • Meet with visitors answering questions and helping with travel issues • Lobby is maintained with Bay Area and Pacifica activity brochures, California and Pacifica maps, bus schedules, hiking brochures, etc.
• Answer calls about Pacifica events (ex. dog surfing contest, Fogfest), places to stay, pier status, restaurants for reunions, weddings, etc. We mail material when or if requested.
• Last years hot summer inland created an opportunity for families to come to Pacifica to “beat the heat”. This created increased activity in the Visitor Center. • The Visitor Guide and Business Directory is provided to the hotels on an ongoing basis as well as available in the Lobby.
• Sponsored transportation for the Tree Lighting. In the past, cable cars were used, the company went out of business so buses were used to being guest to Rockaway Beach. • Stamp Passports for the Golden Gate National Recreation Area • The Visitor Guide and Business Directory has a tear out page in the Directory for Beach Bites Bingo, to promote visitors to explore our businesses and the opportunity to win a gift certificate for a local business of their choice. • The long awaited opening of the Fairfield Inn and Suites was celebrated with a Ribbon Cutting was on October 11, 2022
• To reduce the Chamber operating costs the office space was downsized, and a portion was subleased to manage lease increases.
The Chamber treasurer manages City of Pacifica assessment funds and monitors and distributes funds approved by the BID. A CPA and Bookkeeper are used to review our expenditures and prepare our yearly taxes.
The Chamber website: visitpacifica.com requires constant monitoring and updates of content (ex.
Blogs, event posting, feeds, etc.).
Exhibit D
Pacifica Chamber of Commerce
PR/Marketing/Website Overview for 2022-2023
The Chamber Board continues to closely monitor and focus on appropriate use of funds that are neutral and not influenced by external groups whose interest may be for their own personal interest. Examples of some of the changes:
The Chamber operates through checks and balances with the compartmentalization of scope of work:
a) Marketing Manager, to provide constant oversight of all marketing efforts and website administration.
b) Media Consultant, third party service provider to assist Marketing Manager with with multiple projects and assignments.
c) Pacifica Chamber of Commerce, provides the financial and executive oversight
1. BID administrative team will ensure to follow a strategic plan that compliments the Chamber’s and City’s initiatives to promote Pacifica as a travel destination.
2. Website (step 1) - General maintenance (ex. blogs and “Shop Local” page) a. Cost = $10,500 - $14,500
3. Website (step 2) - maintain organic content to position Pacifica atop of Google search results(ex. SEO, digital directories and listings)
a. Cost = $500/month
4. Retain website consultant for Step 2: Carol Camacho (website manager)
5. Continuing blog with substantive content (photos, things to do, hotel updates, shop local, features) in order to keep things fresh and interesting. a. Cost = varies based on specific project needs.
6. Social Marketing/paid campaign
a. Cost = varies based on specific project needs.
7. Continue to work with influencers, travel writers and multi-media individuals/organizations to continue to promote Pacifica as a travel destination. a. Cost = varies based on specific project needs.
Exhibit D
Actions & Activities Person Responsible Timeframe
1. Visit Pacifica Email (PR-management) Marketing Manager Ongoing
2. Visit Pacifica Blogs:
-The Bay Area’s Most Hidden Jewel: Pacifica
(collaborated w/influencer)
-2022 Rockaway Beach Tree Lighting
-Pacifica, a Place to Work & Play!
-The Castle on the Hill
-Historic Downtown Pacifica
Marketing Manager 2022-2023
3. Visit Pacifica Press Room:
-Fairfield Inn & Suites Now Open in Pacifica
-Pacifica, CA - A Secret That Must Be
Revealed
-Weekday Shopping Along the Coast of
Pacifica
-Pacifica Ranks for Places to See Spring
Blooms
Marketing Manager 2022-2023
4.Website Ongoing Updates:
-Continuous updates for hours & days to
visitor-serving businesses and restaurants.
-Continuous updates as businesses close or
open.
Marketing Manager Ongoing
5. Other Marketing Manager Ongoing
Exhibit D
Facebook Analytics: Visit Pacifica
Past 90 Days
|
Overview: 665 Likes
793 Follows
Facebook Analytics: Visit Pacifica Exhibit D
June 2022 - May 10, 2023
Exhibit D
Facebook & Instagram Highest Posts Likes: Visit Pacifica February - May 2023
Exhibit D
Exhibit D
Instagram Analytics: Visit Pacifica
Overview: 2,020 Followers
Exhibit D
Instagram Analytics: Visit Pacifica
June 2022 - May 10, 2023
Exhibit D
www.visitpacifica.com
Take Aways
• SEO needs to increase in 2023 to keep organic search high • Organic social is not giving Visit Pacifica a big lift. Need to focus on Google Business Profile which is underperforming.
NEW USERS 12 MONTH REVIEW
MOST VIEWD PAGES 12 MONTH REVIEW
Take Aways
1) People are coming to site for things to do and places to stay, not to purchase. 2) Dining is key
3) Outdoor recreation is top-of-mind.
MOST USED BROWSERS12 MONTH REVIEW Exhibit D
Take Aways
1) Visit Pacifica has more iOS users with a higher engagement rate on iOS devices.
AGE DEMOS 12 MONTH REVIEW
Take Aways
1) Target ad campaigns for Adults 25-34.
Exhibit D
Take Aways
1) Improve female engagement with a focus on mothers and activities. 2) Focus on women in our community with special features GENDER DEMOS 12 MONTH REVIEW
USERS BY INTEREST 12 MONTH REVIEW
Take Aways
1) Have Visit Pacifica create some of their own events including music and shopping.
2) Utilize the Chamber map to drive shoppers around town. 3) Interviews with businesses on social media.
4) Work on dining experiences.
Exhibit D
USERS BY PLATFORM 12 MONTH REVIEW
Take Aways
• Target mobile users with display ads about Visit Pacifica, traffic is driven by mobile.
• Consider a mobile app at this time.
Take Aways
• Desktop users engage with the profile more than mobile users. • To increase mobile users, add more content to the GBP. There is not enough activity on the GBP. Need more posts, etc.
GOOGLE BUSINESS PROFILE Q1 REVIEW
Exhibit D
SEO KEYWORD RANKING & EXTERNAL LINKS
Exhibit D
Exhibit D
Exhibit D
Exhibit D
Exhibit D
Exhibit D
Exhibit D
“Workations” Were Pandemic Focused
HOTELS ARE FOCUSED ON
THE NEW BUSINESS
TRAVELER
WORKFORCE IS STILL
REMOTE BUT HOTELS ARE
MARKETING THEMSELVES AS
A MEETING PLACE AGAIN
IN PERSON EVENTS,
BUSINESS GATHERINGS ARE
UP
MANY HOTELS ARE
EMBRACING THE ESSENTIAL
BLUE COLLAR WORK FORCE.
Key findings
•More than half (59%) of Americans don’t like the concept of workcations. •Over two-thirds (67%) of employees say their work and leisure time has blended in recent years. Want true vacations.
•The same percentage (67%) assume if a coworker is on “workcation,” they’re not working as hard.
-JobSage December 3, 2022 Report
S
BOOKINGS BY SMALL AND
MEDIUM-SIZED BUSINESSES
ARE BACK TO 80% OF THEIR
PRE-PANDEMIC LEVELS*
E.
Exhibit E
PACIFICA HOTEL BUSINESS IMPROVEMENT DISTRICT
REPORT OF RESOURCES AND USES - PROJECTED
JULY 1, 2023 – JUNE 30, 2024
Resources:
Uses:
Note 1: As tourism remains one of the major economic driving factors in our county, generating funds specifically earmarked to market Pacifica as a tourism destination is vital. The past couple years have been anything but business as usual. From the city suggesting the BID members to reassign BID management away from the Chamber, which oversees the BID funds, to having the COVID pandemic significantly impact hotel occupancy, there have been few times of consistency. Despite these hardships and obstacles, the Chamber has continued to work effectively and to the best of its abilities. Tourism has remained strong in Pacifica and will most likely continue to do so. The Chamber and its leaders have done an exemplary job marketing Pacifica as a destination place, given its minimal budget during the time periods in comparison to our surrounding destinations such as San Francisco, Half Moon Bay, Napa and Sonoma. In addition to the measured accomplishments of the past fiscal years and current year, this report provides future goals and an operational budget for the upcoming fiscal year (FY). The budget listed is an estimate of the expected BID funds collected for the 2023-2024 period. Lastly, this report contains recommendations actionable by both the Chamber, staff and the BID members.
BID ASSESSMENTS (Note 1) $67,504.00
PREVIOUS FUND BALANCE (Note 2) $28,754.45
TOTAL RESOURCES $96,258.45
Managing Agency – Chamber of Commerce (Note 3) $40,000.00 Content Creation – Website Development $5,000.00
Website Management $5,000.00
Marketing Plan 2023-2024 $15,000.00
Total Expenses $65,000.00
Resources in Excess of Uses (Fund Balance) $31,258.45
Exhibit E
Note 2: The majority of the report is focused on digital traction, which is the most widely used platform for marketing. We have tried to work with the City of Pacifica, along with their third party marketing consultants, to implement their marketing campaigns: Yiffty Gift Card Program and Workation. The Yiffty program does not directly generate any form of returned revenue for the hotels for the next calendar year and the Workation campaign was a temporary fit for the Covid-Quarantine era, but AirB&Bs, Vrbo and other non-hotel businesses also benefit from the campaign, as well. Our main focus is hotel driven, and does not make judgement based only on Transient Occupancy Tax(TOT) revenue, and will continue to implement marketing campaigns only relevant to the hotels. Many companies are beginning to attend business conferences and meetings, and many are allowing their workers to attend again – and to tack a few days on to the trip to spend a little personal time.
Note 3: Amounts for May & June 2023 are projected since assessment checks have not been received, actual amounts may differ.
Note 4: Funds used by Managing Agency, Pacifica Chamber of Commerce, to pay part time administrator, maintaining visitor center, and supporting marketing efforts such as the Visitor Guide and Business Directory (hotels highlighted).
Exhibit F
Pacifica Chamber of Commerce
Additional Marketing Plan of Actions for 2023-2024
Our priority is to maintain the VisitPacifica.com website and pursue multiple avenues to increase hotel room occupancy by targeting specific, demographically concentrated populations that would benefit from local “staycation” options. We will place our efforts on targeting specific demographics of travelers looking for a place to temporary stay for remote work, retreats(wellness), as well as, those attending local events (ex. Fog Fest and Tree Lighting Festival).
The Pacifica Chamber of Commerce defines certain initiatives that correlate with the organization’s marketing goals for the fiscal year. They include:
a) Increase tourism revenue through the development and implementation of the annual integrated marketing, public relations, and sales plan. b) Foster collaboration and countywide alignment by promoting the “go to” website:
visitpacifica.com for all tourism stakeholders.
c) Increase the City of Pacifica’s brand awareness and positive perception. d) Develop a data-sharing process that offers context and insights for partners visitpacifica.com continues to be the main calling card for the City of Pacifica, being our largest asset and main data collection point, the team is looking into contract with Simpleview (Book>Direct) to integrate a lodging booking link on the website. This allows the consumer to view lodging properties availability and pricing directly on the visitpacifica.com website. By using a call to action in digital marketing campaigns the website is pushing potential visitors to the newly launched booking link integrated into www.visitpacifica.com website, allowing consumers to book lodging directly through the website.
1. Public Relations (PR)
-Hosting media
-Monthly press releases
-Wellness media/influencer
-Traveler Podcast
-Best of Investing Radio Promo
-Host individual influencers
2. Social Media
-Feature blog posts (for continued SEO and content creation) -Advertising on all platforms (*Instagram, Facebook, Twitter, etc.) -Hotel News/re-branding/promotions/etc.
-Campaigns (ex. Workation, Shop Local, etc.)
-Create updated content and media assets for future campaigns -Influencer collaborations (shared posts and endorsement) Exhibit F
3. Advertising
-VIA Magazine
-California Tourism
-SF Media Company (*SF Bucketlisters, Do the Bay)
-Facebook Ads
-Instagram(sponsors)
4. Website
-Continue to update all pages with new information and content(ex. Shop Local) -Monthly blog post features: Feature story of Pacifica (monthly) -Update hotel information
-Refresh photos
-Add page(s) as needed
-Develop an interactive and engaging campaign with social channels to drive traffic to the website and bookings for hotels.
-Review quarterly analytics to compare ROI from previous campaigns
5. Visitor Center
6. Optimization & Solution
-Increase SEO hours and add more keywords
-Added SEO to site-Ongoing
-Optimize Google Business Profile and generate more posts and engagement. -Profile and generate more posts and engagement in the space -Optimize blog posts for better SEO and more relevant social media posts
7. Video Production for digital content
-Create video highlighting every hotel. Break up the content in the reels and shorts -Create video highlighting Pacifica, including: restaurants, recreation, surfing, retail and the diffrent landmarks of Pacifica
-Started video production highlighting The Castle.
8. OTT Targeted Campaigns
-Optimize Visual Storytelling
-Utilize video content to create digital assets for future use. -Use video to create content directed towards specific demographic and geographic populations.
-Use video to create :15 and :30 “Weekend For Two” spots targeted to Central Valley on OTT
-Use video to create :15 and :30 second spots focused on hotels and Pacifica in non contest months.
Exhibit F
9. Targeted Display Ad Strategy
-Visit Pacifica has no targeted display and/or mobile campaigns. -Targeted online/mobile digital ad campaign in the Central Valley promoting the hotels and their offerings.
-Targeted online/mobile digital ad campaign promoting quarterly weekend giveaway contests.
-CONTESTING, “WEEKEND FOR TWO” (lead generation campaigns) -Quarterly contests focused on one of the BID hotels giving away a weekend for two.
-Tie in local restaurants in the contest and a recreational activity like surfing as other prizes.
-Build user data base for future engagement in promotions and newsletters.
10. Blog Strategy
-It has been identified in our SEO reports that Visit Pacifica blogs need more content to extend further into social media postings.
-Create blog content hubs.
-Build out topic clusters to enhance social media content. -Create 5 Blog posts per month min 1,000 words.
11. Email Marketing
-Newsletter
-Direct email marketing(ex. birthdays or events notifications. -Utilize fresh double opt in user data from contesting and other sources to promote specials each hotel has monthly in targeted email marketing campaigns. -Create a monthly newsletter strategy and add form to website. -No leave behinds and passion conversion after experience.
12. Revenue Generating Streams (Ex. Merchandise/E-Commerce and banner ads monetization -Create an online store with merchandise available in the hotels. -Shop Local” page integration for YELP experience with banner ads -Booking for hotel and restaurant reservations upgrade with plug-in for direct tracking Exhibit F
‘Bleisure’
“Workation” Concept Has Evolved
*Company meeting or event followed by people staying the weekend.
WORKLIFE BALANCE IS THE NEW FOCUS
2022 Vacation Deprivation Report: How To Unplug From Work When On Vacation* Flexible work arrangements have you feeling … well, less than flexible? It’s not just you. According to Expedia’s 22nd annual Vacation Deprivation report, over half of working adults in the U.S. agreed that working remotely and work-fromhome flexibility has made it more difficult to be unplugged from work when on vacation. Further, three-fifths reported feeling vacation deprived.
While a majority were able to take advantage of the new state of the working world by traveling more, the report also found that 61% of those that took at least one “workcation” in the past year don’t consider them to be “true” vacations and a whopping 72% feel more burned out than ever,
VACATIONS ARE BACK
•Expedia’s 22nd annual Vacation Deprivation Report discovered that burned-out workers plan to prioritize permitting themselves to truly take time away for the sake of their own sanity. • Almost all (92 percent) of the over 14,500 survey participants—hailing from the Americas, Europe and Asia-Pacific —agreed that taking regular vacations is important for a person’s overall health and well-being and not including work Exhibit F
Business Travel is Back
•Business travel is finally coming back — but it's not traditional corporate clients who are leading the revival. •Bookings by small and medium-sized businesses are back to 80% of their pre-pandemic levels, The Wall Street Journal reports.
•This is especially true in smaller cities, as sales teams travel to meet with regional decision-makers, construction crews temporarily move closer to work sites, and companies bring remote or hybrid teams together in person. •Hotels are addressing the shift toward more blue-collar clientele by trading craft beers for Coors Light at bars and modifying kitchen schedules to accommodate people who work night shifts.
Exhibit G
Pacifica Chamber of Commerce
Marketing Action Plan Projected Budget for 2023-2024
Recommended Action Person Responsible Budget Timeframe
1. Website Marketing Manager/
Web Consultant
$10,500-14,500 Ongoing
2. Influencers: SF
Bucketlisters (ex., SF
Media Co. and Do The
Bay)
Marketing Manager/
Web Consultant
$1,100-10,000 Ongoing
3. Content Creation Marketing Manager/
Web Consultant
$1,400-7,210 Ongoing
4. Social Media/Blog
site/Google reviews
Upkeep
Marketing Manager/
Web Consultant
$12,000-17,500 Ongoing
5. Other Campaigns, Advertising, etc. TBD Ongoing
Total $25,000-49,210 2023-2024