Solvang City Council
June 13, 2022

REQUEST FOR PROPOSAL

C I T Y O F S O LVA N G
CHARRETTEAGENCY.COM
Tourism
Marketing
Managed
Services
239
To our friends in the City of Solvang,
They say we live in the toy aisle. You know, that area of Walmart that’s fun to visit, but has absolutely no essentials stocked on the shelves. Here, there’s plenty of bikes and trikes, but no Purell or paper towels. This is destination marketing, they say — the land of vacations, situated solidly at the intersection of Easy Street and Laid Back Lane. And, for some agencies specializing in travel and tourism, this may be true. For us, though, it’s different. For me, it’s different. Deeper. This work we do, at its core, is about bringing people together. It’s about fostering pride of place. It’s about community in its truest form and this is why I’m writing to you today.

Community. Your locals. They are so much of what makes Solvang so special and simultaneously what makes your job ever-more difficult - but we need them. For Solvang, the way forward is clear: we must work to rally your residents around your tourism efforts. And, no. Not only so that they’ll put up with the (more than) occasional inconvenience of traffic on Copenhagen or Park during peak season, but so that they’ll consistently welcome visitors with warmth, and partner with you in the development of new tourism products and experiences - key in fueling longer lengths of stay and larger visitor spend.

This is the actual assignment. And, we get it. We understand you — which is why we’re the best fit for the job.

At Charrette, we have deep roots and dedication to working with destination marketing organizations throughout the country to develop product, build infrastructure, manage stakeholder complexity, compete against bigger budgets, and ultimately express brand stories in the most emotionally-compelling way possible. This experience allows us to fully recognize Solvang’s great potential, and the opportunity to more deeply connect with current and potential visitors, successfully balance the needs of your community with the requirements of travelers, lengthen that ever-elusive average stay, further inspire overnight weekend visitation, and target groups in the building of mid-week and off-season business.

We believe in Solvang, its boundless appeal and open-hearted spirit. And we can’t wait to explore and create new emotional connections that promise to propel the destination forward. We are, honestly, only limited by our imaginations.

It would be an honor to inspire the rest of the world with all the ways Solvang has inspired me, and our agency.

Thank you for this opportunity.

Amanda Carter
Principal & Director of Group Accounts
[email protected]
Charrette
249 Central Park Ave. Suite 300 #139
Virginia Beach, VA 23462
240

Contents
I. AGENCY PROFILE 4
II. EXPERIENCE 8
III. CASE STUDIES 10
IV. PROJECT TEAM 24
V. GIVING IT LIFE 45
VI. REFERENCES 61
VII. PROPOSED PRICING 63
241
Agency
Profile
242
Hello, we’re Charrette.

And, we’re the quintessential startup in a storm. A child of the global pandemic, Charrette was founded out of necessity by two long-time agency alums who wondered what it’d be like to do this marketing thing - differently.

Call us crazy, but we truly believe that we can change hearts, minds, and ultimately the world, if we can change words - the way that we all communicate. We’ve come to make noise, and we plan to help the City of Solvang strategize, design, and deliver a creative campaign with which to do the same. Let’s get loud.

Possessing a collective 30 years of experience in the strategic communications space, our agency may be new here, but we are not. Together, we’re the colorful cast of characters you’ve never heard of behind the brand strategies of a few destinations you won’t soon forget, like the Virginia Beach Convention & Visitors Bureau, or Visit Phoenix, Discover Lancaster, PA, Visit Billings, MT, and Discover Winchester-Frederick County, VA just to name a few.

But, ultimately, what we’d like you to know is that we’re powerful innovators, collaborators and especially, communicators. So much so, that we built our agency’s entire business model around the concept of it – the concept of one of the world’s oldest methods of organizing thinking and solving problems. Design charrette. It is an intensive, communicative planning session wherein citizens, designers, and stakeholders collaborate on a vision for the development of a project, providing a forum for ideas, inspiration, debates, and consensus. It allows everyone who participates in the process to be a mutual author of the plan, affording a sense of ownership and pride in the final product and this process– this is why we stand apart. At Charrette, we use communication to build community, communities to build strategy, and strategy to build on your business objectives. “They are in step with our contemporary business climate, with its emphasis on teamwork and cross-disciplinary collaboration” -Harvard Design Magazine
“The more the participants talked, the more the vision evolved.” - Harvard Business Review
The concept of a design charrette originated in the demanding architecture academy at the École des Beaux-Arts in 19th-century Paris.

Today, new collaborative design charrettes are supported by facilitators and consultants. 243
Our expertise.

Although we, at Charrette, were founded as a research and strategy organization, we’ve grown into a team of creators, who collectively focus on marketing destinations, municipalities, hotels, and experiences with a strong emphasis on developing brands that are emotionally connective, differentiating, and enduring.

We do this through branding, public relations, event marketing, digital content, paid media strategy, website design, and of course, campaign development. The list grows much longer through the engagement of trusted partnerships.

Our services.
branding
strategy
digital media
stakeholder engagement
design
traditional media
research
brand activations
interactive
Since our inception and prior to, the destination marketing space has been our bread and butter. Though we’ve branched out a bit since then, still, much of our experience comes from working with DMO’s in constant competition with other destinations that, in many cases, offer similar products and experiences within a similar drivable distance.

For these clients, our successes are rooted in the ability to reveal the truth. We specialize in cutting through the noise to get at the heart of a place. What makes it special? Why would someone want to plan a visit, or relocate a business to Solvang?
Who does this place allow them to become when they visit? The answers to these questions, folded into emotionally-connective creative, a deep understanding of key audience behaviors, and hypertargeted digital campaign deployments, have driven our runaway success as an agency in a relatively short amount of time. 244
Here’s what are clients have to say:

I truly can’t imagine a stronger agency partner for your brand process. Charrette is amazing. They don’t just give you a logo.

They take the time and conduct the necessary research to get to know your destination and bake that into the final brand architecture. I can’t say enough good things…
Responsive, timely, and effective. Occupancy is up 28% year over year, and that’s when we compare 2019 to 2021, throwing out 2020 completely. There’s no doubt we’re seeing growth in visitation - and it’s originating right there in our target feeder markets, where Charrette is placing media.

Their stakeholder and community engagement process is
wonderful. On the ground, in our neighborhoods, Charrette really helped us navigate the different viewpoints and opinions of our stakeholders and residents and somehow, we ended up with a brand that everyone loves and rallies behind. I still don’t know how they did it.
-Michael Woody, Chief Tourism Officer,
Galveston Park Board, Galveston Island, TX
-Justin Kerns, Executive Director, Discover
Winchester-Frederick County, VA
–Bonnie Woodrome, APR,
Elsinore Valley Municipal Water District, CA
245

Experience
246

As you’re likely now aware, Charrette is the result of a convergence of global marketing, public relations, advanced academic and stakeholder consensus-building experiences. Our vision, mission, and values combine elements from all three worlds. Research rigor, creativity bordering on compulsion, mission-driven leadership, and collaboration are among our defining characteristics. We’re a small team of big thinkers who’ve been comfortably fluent and effective in the destination marketing space separately, for decades.

Having spent years working at both national agencies and in-house at hotel-resorts and CVBs, our team’s prior experience ranges from concepting and implementing multi-market communications efforts for the likes of Visit Alexandria and the Aspen Chamber Resort Association, to planning immersive culinary experiences at the James Beard House on behalf of the Virginia Tourism Corporation and managing crisis communications response for Visit Pensacola during the Deepwater Horizon Oil Spill. Beyond travel destinations, our staff has also helped tell stories and shape the strategies of acclaimed hospitality and culinary brands, such as NoMad hotels, Salt & Straw, Casa Kimberly, and even Michelin-starred Chef Curtis Stone.

More recently, as an agency collective, we’ve been honored to have been entrusted with the campaign and brand strategies of several more destination marketing organizations. Above, please find a rundown of our most relevant client experience, amassed both inside and outside our agency walls.

We dream in destination marketing.
247

Case Studies
248
In truth, travel, tourism and hospitality don’t just comprise an industry we know deeply, they make up some of what we’re most passionate about. And, no, not only because we like to go on vacation, but because destination marketing provides us with an opportunity to make a difference, as every additional tax dollar we help raise through increasing visitation is an additional tax dollar invested back into the community with local restaurateurs and hoteliers, as well as an additional advocate for the city; someone else walking around telling friends, neighbors and colleagues what a wonderful time they had in Solvang. Amazing impressions, followed by word-of-mouth referrals. That’s what drives growth and, what truly drives us - healthy, thriving neighborhoods and communities.

Please, check out some of the successes we’ve been able to amass on behalf of our clients and their communities on the coming few pages of case studies.

It’s about the community.
249

CREAT IVE

COMMUN ICAT ION CHALLENGE
Rapid City, South Dakota is where you go to Do Big Things.

Mount Rushmore, Crazy Horse Memorial, Custer State Park, the Black Hills — sorry Texas, everything’s bigger in Rapid City... well, everything except shoulder season visitation.

So we set out to remedy that and grow occupancy for Rapid City in spring and fall.

INSIGHT
Through initial research from industry partners, other South Dakota destinations and South Dakota tourism, we knew that fall traditionally outperformed spring. Or did it?
As we reviewed our paid media performance, it became increasingly clear that the spring creative outperformed the fall creative at every turn, defying our initial expectations and hypothesis. Digging even deeper, we identified the specific reasons visitors were flocking to Rapid City in the spring and strategically aligned our messaging to the interests of specific target personas.

SOLUTION
It’s time to Do Big Things. Fueled by these new insights, we shifted more of our media budget into spring, leveraged promotional partnerships with USA Today and Buzzfeed to expand our targeted reach, catered creative messaging and executions to fit specific target personas, and created unique landing pages to complete the consumer experience.

Shoulder Season
Media
250

more benchmarks
reached year-over-year
• Vacation Guide requests
• 4+ minutes spent on the site
• Newsletter sign-ups
• Booking engine referrals
16%
increase
in website visits
56%
average year-over-year
growth in $2 tourism
lodging tax
4%
average year-over-year
growth intourism-relatedtax revenue

5.5%
251

CREAT IVE COMMUN ICAT ION

CHALLENGE
Virginia Beach has miles of beautiful resort beach, a bustlingboardwalk, shopping, outdoor adventure, blah, blah, blah, and more stuff you’d expect to find in a summer beach destination. The problemis, so does its competition.

So how can Virginia Beach stand out in the sea of same-sies whenour comp set has a similar product? (Sound familiar?)
And because solving two problems is way more fun than solving justone, how do we also grow Virginia Beach’s shoulder season visitationwhen beach destinations are perceived to shut down after the 100 days of summer? (Let us tell you, having Beach in your name doesn’t make it any easier.)

INSIGHT
Simple. Don’t focus on stuff. Let’s leverage Virginia Beach’s powerful brand to execute an idea that sets the new standard for East Coast beach destinations. One that’s true to who we are as a culture, shares our way of life with visitors, creates a product differentiator and supports the fact that we’re the largest city in Virginia—a coastal city.

The answer was literally under our toes – Virginia Beach doesn’t have one beach; they have three, each with their own unique vibe and culture.

SOLUTION
The Three Beaches. One Vacation. initiative deployed in March 2015 behind a targeted mix of television, digital, OOH and public relations efforts.

Using Virginia Beach’s Live the Life brand as our guiding light, Three Beaches instantly created a true competitive advantage, allowing Virginia Beach’s three distinct beaches to become the backdrop for its local way of life to shine.

By leveraging both Virginia Beach’s strong brand and unique beach experiences, we were able to extend Virginia Beach’s messaging beyond the Resort Area and laid the foundation for positioning Virginia Beach as a yearround, vibrant coastal city, not a summer resort beach town.

The campaign not only resonated with visitors, but also with travel writers, stakeholders and residents, positioning Virginia Beach for another record setting year.

Three Beaches.

One Vacation.
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Ad equivalency grew from
$7.9M in 2014 to
$12.6m
in 2015

17.7% in 2015 &

HIGHER RATINGS

PERCEIVED SAFETY

AND FUTURE INTENT TO VISIT

FAMILIARITY MORE SESSIONS
in 2016
Five months saw
double-digit increases,
with the largest coming
in November, up
in 2016, the largest
year-over-year increase
since 1988
in 2015 over 2014,
and increased
another 5.2% in 2016
while decreasing
bounce rate
by 10%
Hotel occupancy up by
Lodging sales were up
Millennial website
traffic increased
Those who viewed the destination’s
re-designed beach content completed
Actual Millennial
visitation to Virginia Beach
grew from 14.9% of total
summer visitation in 2014 to
The campaign more
than doubled website visits
to “beaches”
content with over
over the previous year
The perception study
was replicated in 2016,
and the influence of
ad exposure presented
of

17.7%

5.5%
7%
35%
20%

17.8%
200,000
(A shoulder month
we might add)

MORE CONVERSION ACTIONS
and were three times more
likely to sign up for email
than the prior year
253

CREAT IVE COMMUN ICAT ION

CHALLENGE
San Luis Obispo County, halfway between San Francisco and Los Angeles on California’s Central Coast, is not only relatively difficult to get to, but it is sandwiched between noteworthy destinations like Monterey and Santa Barbara– both competitors share similar product offerings. SLO County needed a brand campaign that not only unified the county as a whole, but also disrupted their current competitive set, attracting potential visitors to travel past their competition and visit San Luis Obispo County.

INSIGHT
The one thing that SLO County had over its competition was its culture and lifestyle. Life was way more laid-back and approachable in San Luis Obispo County. As fate would have it, their name SLO County reflected that lifestyle as well. And not only does slow fit their culture, but their main markets of Los Angeles and San Francisco are looking for a respite from the fast lifestyle of big city living.

Our strategy was to leverage SLO County’s way of life versus its specific product offerings to differentiate the county in the competitive marketplace.

SOLUTION
First, we renamed the county to SLO CAL to not only elude to the county’s laidback lifestyle, but also establish it as the premiere destination on California’s Central Coast and elevate the county to the level of NorCal and SoCal.

The “Life’s Too Beautiful to Rush” campaign positioned the destination as a way of life, with its amazing product offerings as the stage for its story to come to life. The campaign launch consisted of a brand anthem, web films, digital banner ads, a dynamic slocal.com landing page, and a brand style guide.

No offense to fast, but slow is good for the soul.

Life’s Too Beautiful to Rush
Brand Development
254

255

CREATIVE COMMUNICATION

CHALLENGE
Aspen had a perception of being a winter mountain playground for the rich and famous, but few people knew about the brilliance of Aspen in the summer. Aspen needed a brand, and campaign, that would change that perception and in turn, grow Aspen’s shoulder season visitation.

INSIGHT
Aspen is no average mountain town– its outdoor pursuits, cuisine, people and culture embody a refusal to settle for mediocrity and exhibit openness toward influences from all walks of life.

SOLUTION
Defy Ordinary. This brand position not only challenged visitors to come to Aspen and get more out of their lives and vacations, it rang true to the people and culture that make Aspen what it is today. Through a series of web films, digital creative and a microsite, we brought the story of those who Defy Ordinary to life. We’re happy to say that since its launch, Aspen has indeed defied ordinary, with summer visitation now surpassing that of winter.

Defy Ordinary
Brand Development
256

Lodging sales increased
6 year over year
%
500
increase in Facebook likes
%
new email subscribers.
19,000
Website visitation up by
40%
Occupancy up by over
7%
Leads to Aspen’s Central
Reservations agency up
73%
257

CREAT IVE COMMUN ICAT ION

CHALLENGE
Virginia Beach is a well-known tourist beach destination on the East Coast, but without a headquarters hotel and an easily navigable form of public transportation, it was a challenge to get larger meetings to the area.

Our challenge was to expand Virginia Beach’s Live the Life brand into the Meetings & Conventions space of the CVB. The campaign should position Virginia Beach as a year-round quality destination and increase inquires that serve as viable sales leads for meetings, conventions, sporting events and group.

INSIGHT
The beach life allows you to be at your best and realize your true potential.

Sure, meeting planners are looking for a meeting destination that checks all of the traditional boxes, but today’s meetings go beyond what happens in the boardroom. Many attendees are looking for a destination that not only has unique cultural experiences and meeting spaces, but also a place where their families would like to visit. Destination meeting attendees often extend their stays to turn their meeting into a family vacation, cutting down on travel costs.

SOLUTION
Launched through print, digital banners, tradeshows and on the website, the There are two sides to every meeting campaign leveraged Virginia Beach’s Live the Life tourism brand and product offerings to package the coastal city as a meeting destination with the venues, culture, and lifestyle you’d expect to find on a beach vacation–focusing on the unique meeting venues and inspirational experiences attendees will find outside of the conference room vs. the service they’ll find within.

There are Two Sides to
Every Meeting
258

PRINT ADS
259

COMMUN ICAT ION CHALLENGE
Virginia’s Blue Ridge (VBR) is a vacation destination that encompasses the Greater Roanoke Valley area linking seven jurisdictions within an hour radius of Roanoke. It boasts the largest metropolitan center in the Blue Ridge mountain chain.

Outdoor recreation, arts and culture and stunning scenery are the primary drivers for the destination, supported by a number of educational institutions, a growing culinary scene and a strong music and festival culture. VBR also has some of the greatest offerings for explorers, athletes and adventurers – ranging from mountain biking, yoga and hiking to crafts and local artists.

Recently, Virginia’s Blue Ridge was awarded with an IMBA Silver-Level Ride Center for Mountain Biking designation. This recognition differentiates the destination from its mountain neighbors as well as its competition and positioned the area to develop a brand that would garner the national attention it deserves.

INSIGHT
Through in-depth interviews with existing and potential visitors, stakeholders as well mountain bike aficionados, we discovered that:
• ACHIEVEMENT IS THE NEW EXPERIENTIAL
We chose to position the destination as a place that encourages potential visitors to challenge themselves, achieve greatness and to grow mentally and physically.
• GETTING BACK TO THE ROOTS IS HUGELY IMPORTANT
Potential visitors are happiest when they feel the healthiest. VBR takes a strong stance on sustainable growth, a healthy lifestyle, projecting land and establishing pedestrian and pedal friendly greenways. • DIRT CRED IS DESIRED
More consumers are getting down in the dirt – from mud runs and mud spas to hiking in the rain. Dirty is how consumers are increasingly relaxing and recharging. It’s become the new sign of a well-lived life.

From local farms and food to the outdoor adventures, VBR has many things to offer these dirty men and women.
260

Improvement
in the average Cost per
Click, which decrased from
$0.90 to $0.64 over 3 months
following the brand launch
28%
Improvement
in Click Through Rate,
which moved from

5.68% to 6.46%
Increase
in Room Revenue in 2018*
*Smith Travel Research
Increase
in Rooms Sold in 2018*
*Smith Travel Research

SOLUTION
Virginia’s Blue Ridge has a dichotomy of diverse metro and mountain experiences, with activities for every taste and temperament. It’s a unique collective of bikes and brains, arts and culture and cuisine. It’s a place where residents and visitors push boundaries and don’t follow trends.

Instead, they create them.

We rebranded VBR as America’s East Coast Mountain Biking Capital and developed an overarching strategy to promote and encourage visitors to “Be a Trailsetter.” This not only allowed us to put a stake in the ground for their IMBA Silver-Level Designation while defining and leveraging the Metro Mountain Adventure Lifestyle, but it also served as an umbrella brand for the meetings and sports initiatives.

PRELIMINARY RESULTS
To drive better results, the entire campaign structure was rebuilt from the campaign level to each individual ad, including structured snippets and extensions that were applied by campaign, ad group, or ad level.

7.9% 8.9%

9.6%
261
Project Team
262

Partnerships are our whole thing.

Really. Everything.

As you’ve read, Charrette was born of an unlikely partnership between two longtime ad agency alums and since then, we’ve carefully amassed a trusted network of other key partners and industry professionals on the cutting edge, who come together in service of our clients based on the precise need. We believe, in life and in business, we’re strongest together. This means, at Charrette, partnerships and alliances don’t fit into our overall approach - they are the approach.

Here, what we choose to bring to the table is a powerhouse team of best-in-class partners who possess extremely defined skill sets. In other words, what they’re good at, is all they do. As you’ll read below, our creative and production teams are composed solely of artists and makers with decades of experience designing for mega-brands. And, our research prowess, strategic ideation, and media planning is secondto-none.

You see, at Charrette, we don’t have a B-Team. Each of our professional teams emphasize performance; forged on a foundation of trust, constant communication and seamless collaboration.

Here’s a lineup of the key team we have engaged in service of your account.

Agency Organizational Chart
Greg Ward
Strategist
Amanda
Carter
Principal &
Director of
Group Accounts
Principal & Director
of Client
Communications
Season
Roberts
Jeff White Neil Causey
Chris Leon
Art Director
Ryan Walker
Lead Copywriter
Creative Director Director of Client
Strategy
263

Account Roles & Bios
It’s important to note that here, at Charrette, the size of our client roster allows for personal attention and interaction with agency leadership on a regular basis, and we like it that way. We believe that no one is too important to put in the work on behalf of a client. To that aim, please find our agency organizational chart below for reference, as well as an organizational chart for the specific roles we anticipate filling in service of your account. Keep in mind, should we earn your business and identify the need to add additional staff members to the team, you can trust that we’ll do so in earnest, and involve you in the selection process as it unfolds. Charrette further certifies that the key account personnel identified will be available to the extent and for the duration of our proposed work with the City of Solvang.

Account Organizational Chart
Greg Ward
Stakeholder
Engagement
Amanda
Carter
Principal & Director
of Group Accounts
Principal & Director
of Client
Communications
Season
Roberts
Jeff White Neil Causey
Chris Leon
Art Director
Ryan Walker
Lead Copywriter
Creative Director Paid Media
Strategist
264

Principal & Director of Group Accounts
Amanda is a pioneer in the strategic marketing,
branding and digital media space, having led
teams and constructed campaigns for clients large
and small for almost two decades. She is a team
connector, strategic partner and creative ally and is
skilled at leading cross-functional teams internally
and externally to problem solve and achieve business
goals. Amanda excels at distilling ideas and directing
the team in a clear and concise manner. She has
worked on a breadth of marketing and advertising
initiatives including: campaign development,
technology implementation, product development
and innovation. Amanda has logged successful
tenures at worldwide media giants such as CBS,
Entercom Communications and IMG, just to name
a few. Her varied background in sports marketing,
traditional media, consumer products and tourism
give her the versatility from which she draws to help
develop new business and foster client relationships
from ideation to execution.

Creative Director
Jeff is a problem solver, with over twenty years
experience in all aspects of the creative realm.

Having worked in traditional agencies for a
number of years, his sixth sense told him to be
more forward-thinking and utilize that experience
in traditional design and media to continue to
grow and expand into the digital space. Having
had a love for both fine art and architecture,
graphic design is the sweet spot in the middle
where his skills found a home. Jeff’s creative
and leadership background gives him the ability
to execute vision and operate in the greyzone
where art meets commerce. He holds a BFA
in Communication Arts & Design from Virginia
Commonwealth University. Fully immersing
himself in a variety of business segments including
consumer products, industry, B2B, and nonprofits, have been his varied career. His love for travel, tourism, and hospitality marketing began in
2004 while working with some of the top hotels
and resorts & CVBs in the country.

Paid Media Strategist
An innovative Advertising Media Manager
with more than 15 years of advertising and
media experience. Neil has a craving for
growth marketing and a proven track-record of
turning research into engaging strategy. He has
extensive experience analyzing and developing
localized marketing strategy for both national
and regional brands. Neil is well-rounded in all
aspects of advertising including TV and radio
broadcast production, media strategy and
digital solutions. Over the years he has adjusted
his core media strategy and recommends
influencing audiences by pairing OOH with
Streaming TV. This combination has been
become the most effective way to impact large,
targeted audiences in a cost-efficient manner.

Keeping his finger on the pulse, Neil avidly
tracks new and emerging trends, scrutinizing
shifts in advertising to maximize client gains.

Principal & Director of
Client Communications
For more than 20 years, Season Roberts has built
a solid professional brand specializing
in Public Relations and Community Engagement.

Her experience in non-profit leadership and
government relations has allowed her to build
a solid reputation with clientele,focused on
public relations and communications strategies,
communication protocols, client branding, and
messaging. Season’s focus and success includes
major design-build transportation projects, local
transportation systems, issue/initiative based
municipal campaigns and regional collaborations.

Season has successfully developed customized
communications strategies or plans using
traditional and contemporary media outlets
(paid, earned, and shared media) and leveraged
relationships through collaborations within
the community. Season provides strategy and
implementation solutions to government, private,
non-profit, and individual clients in the areas
of public relations, media relations, corporate
communications, private, public, and paid event
execution, and community engagement.

Amanda Carter Season Roberts Jeff White Neil Causey
Please, allow us to make these introductions...
265

Strategic Lead
With over 20 years of experience with
strategic brand planning, Greg brings
immense wisdom to his role with Charrette.

Greg has been fortunate enough to touch
multiple brands, such as: Aspen Chamber
Resort Association, Florida’s Historic Coast®,
Rapid City CVB, Virginia Aquarium & Marine
Science Center, Virginia Beach CVB, and Visit
SLO CAL (San Luis Obispo County). During
a rim-to-rim hike in the Grand Canyon, Greg
met the Marketing Director of the Virginia
Beach CVB who connected him with his
future career in destination marketing. He’s
been here ever since. Greg’s enthusiasm
for this industry and the work he created
helped him move up the ranks before taking a
year-long break to travel and meet his
personal goal of writing a book chronicling
the life of a Tanzanian safari business
owner. Greg’s ability to see situations from
everyone’s perspective has only grown
stronger and enforced his business smarts,
ability to creatively ideate solutions,
dissect research, and help accelerate the
goals of the clients he works with.

Art Director
Having devoted more than twenty years to the
crafts of advertising and marketing, Chris has
garnered experience in virtually every service
and product conceivable, with a special emphasis
on the travel, hospitality, and gaming industries.

Drawing on a rare combination of strategic insight
and creative prowess, Chris has led successful
creative teams and clients to unprecedented
growth over the years – among them, Visit Costa
Rica, Visit Kansas City, Fort Myers, The Mirage
Hotel, Club Med, Leading Hotels of the World,
Foxwoods Resort Casino and, most recently
(and notably), Resorts World Las Vegas. Beyond
lifestyle advertising, Chris also possesses deep
experience in the fields of technology, industrial
products/services, and healthcare, including work
with behemoth brands such as SONY, GE, and Siemens. Aside from the boring stuff, Chris is a family man, lover of tacos, beer, scotch, coffee, non-dairy
ice cream, jazz, golden doodles, and yes he owns a
mini-van… but it’s a cool one.

Lead Storyteller & Copywriter
Ryan is a small-town boy at heart, having grown
up between the coasts in a city called Dubuque
(duh-byook). A town in Iowa, small enough to be
mispronounced by other Midwesterners (dewba-cue, duh-boo-kay) and big enough to draw a full cast of presidential candidates every four years.

That upbringing instilled a few important values.

Among them: work ethic, fairness, and a sharp
sense for BS. Over the course of his career, Ryan
has spent time in copywriting and story-shaping
at some of the largest, most notable agencies in
travel and tourism, such as MMGY Global, where
he conceived and executed against integrated
campaigns including elements of video, radio,
display, social, and experiential impressions. Ryan
is also particularly adept at brand concepting and
positioning, having had a hand in the development
of indelible, iconic travel brands such as Explore
St. Louis, Discover South Dakota Tourism, and The
Beaches of Fort Meyers & Sanibel.

Greg Ward Chris Leon Ryan Walker
266

Account service and project
management at its finest.

As you’re now aware, Charrette Principal and Head of Client Relationships, Amanda Carter, will serve as account lead to the City of Solvang, ensuring the free flow of communication and collaboration throughout the life of our work with your destination. Amanda will be working to traffic projects, ensuring the most qualified personnel are assigned to execute each endeavor and that we’re consistently meeting or beating deadlines. In short, she’ll exist, wholly, to ensure we deliver on our promises to you and your stakeholders.

Worthy of note, our cloud-based project management software, Project.co, allows us to effectively monitor, in real time, projects moving through the agency and quickly identify any internal issues with timelines or deliverables - before they become your issues. Within the system, we’re able to quickly connect your team with ours and set up each piece of work we execute on your behalf as its own project with its own discussion feed, notes, tasks, team, payments and time log. This means that we’re able to simultaneously work on multiple projects and campaigns, involving multiple stakeholders and staff at the same time, with maximum efficiency and transparency.

Not to worry, our team is also adept at utilizing other project management systems and software with which our clients may already be comfortable. We have experience with Asana, Basecamp, Microsoft TEAMS, and more. Ultimately, the goal is to give you the option to coordinate with one, single point of contact for all things (Amanda), or to communicate directly with project partners when necessary. Either way, know that we’re flexible, adaptable, and our goal is to integrate our team into yours, seamlessly.

Please, we invite you to read more about Amanda’s qualifications and experience, and the experience of our other team members, in the previous section herein.

Execution in-house.

Here, at Charrette, we proudly execute almost entirely with our in-house team, but as mentioned, we will create strategic partnerships when necessary. For example, we may freelance production teams during large-scale photo and video shoots or in the execution of large-scale events.

We also conduct all qualitative research ourselves. However, we also partner with expert quantitative firms when highly-specific information must be statistically verified. The agency partners with several research companies, based on the specific needs and budgets of our clients for insight such as perception research, studies on brand lift, visitor profile and seasonal research.

Those firms include:

For the purposes of our proposed work with the City of Solvang, however, we do not currently foresee a need to subcontract any aspect of the scope of services described within the confines of this proposal.
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Your objectives + Your brand =
Our marching orders.

Without a doubt, we, at Charrette, see continued untapped opportunities for the City of Solvang.

Inspiring future California travelers to include The Danish Capital of America in their journey; further differentiating the destination from regional competitors like Santa Ynez and Santa Barbara; as stated in our opening letter — driving overnight visitation; helping to lengthen the average visitor spend and balance seasonality — these are the true objectives. And, to achieve these objectives, we’ll undertake comprehensive research measures in the investigation of your key audiences, feeder markets, and competitive sets, then utilize these insights to strategize a path to success. Leveraging paid, earned, and owned channels, we’ll disseminate emotionally-connective creative that drives conversion, and grows your brand.

That’s it.

It’s fairly straightforward. At Charrette, we help our clients to develop and grow their brands.

Everything else — including advertising campaign planning and creative concepting — is done in the service of that brand, first and foremost. We are, and will always be, an agency that believes the brand must be cultivated and protected, and delivered synergistically across platforms and media channels regardless of where in the world a consumer interacts with it.

And, now that we’ve drawn the proverbial line in the sand, here’s how an example marketing plan for the City of Solvang can come together for the 2022-2023 season. 268

Kickoff
Review of
existing
data
Destination
Immersion
Stakeholder
Engagement
Traveler
Motivation
Competitive Survey
Messaging
Audit
Communications
Planning
Campaign
Launch
Creative
Development
Strategic
Brief
Continuous Feedback & Optimization
How it all comes together.

Research & Strategic Planning
Creative Development
Media Planning
Communication Planning
Results
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We begin with you,
the community,
& the visitors.

At Charrette, our time-honored, battle-tested marketing planning methodology always begins with you, and with the research required to get to know you and your destination from different vantage points. There are experiences and tastes; dreams and concerns; and members of your team to meet. Our in-depth process of destination immersion works to do just that, involving a look at any noteworthy experiences and tourism products, as well as your current marketing environment through the eyes of the individuals responsible for shaping it - which brings us to the next research component.

Stakeholder engagement. We need to establish an even richer understanding of the aspirations, challenges, barriers and experiences of the Solvang community. Together, we can identify who to include. Restaurateurs, hoteliers, influencers, outdoor activity experts, brewery operators, historic/cultural experience providers, business leaders, and residents should all be included at this phase. Ultimately, we’re seeking an understanding of how these different groups psychologically value the tangible and intangible realities of Solvang. We plan to accomplish this in a variety of ways including: on the ground, in your communities, via scheduled in-depth interviews and small focused group discussions, and surveys.

Our Core Competency is Human-Centered Strategic Planning™ That’s marketing-speak for solutions created from the perspective of your key audiences.

Part of what we do here is help unearth the experiences that separate Solvang from other parts of Southern California, the Santa Ynez Valley, and California at-large. People are always looking for “The One Thing.” Even if they don’t do it, they feel a part of something important.

While we view our stakeholder conversations as fluid and dynamic, generally speaking, we will be investigating the following:
• Community Values – What does Solvang stand for in the context of Southern California and California at-large? What knits the people of Solvang together? What can history teach us about Solvang? What are traits of the people that call Solvang home? • Tourism Strengths –Why do you believe travelers visit? Who do they get to be while they’re in Solvang? Is that different from who they get to be if they also visit Santa Ynez, or Santa Barbara? How does Solvang meet their emotional needs? What about it inspires outsiders? • Tourism/ Economic Development Opportunities – What are the unmet needs of visitors and residents? What questions do they ask? What frustrations do they express? What do they want more of?
• Looking Forward – Here, respondents will have the chance to imagine Solvang in the coming years. This is the dreaming portion of the conversation. As such, we hope to discover some of the criteria against which a new marketing plan must remain relevant. 270

Comparative audit.

Who is your competition? That was once a simple question. But, no longer. There are now so many things to consider. Yes, you’re essentially competing against your neighbors there in the Santa Ynez Valley, as well as other California destinations. But, increased participation in remote working, post-pandemic travel, family-centric experiences, support for locally-owned restaurants and businesses, highly-unique AirBnB products, and myriad other options tell us something important about today’s travel consumer and about today’s consumer in general. We will conduct an audit of the obvious and surprising ways consumer’s honor their need to disconnect, reconnect, find meaning, fuel discovery, grow and simply get away, doing so through an analysis of the destinations those people are traveling to. Collectively, we’ll unearth how these destinations are positioning themselves in the leisure travel space, and where they have strengths to avoid and weaknesses to exploit.

For each competitor, we will identify and understand the following:

Market position and product strategy
Each of your competitors has positioned their destination in a different manner. Some position themselves conceptually, with intangibles such as historical relevance. Others present themselves in terms of a specific product, like the beach, for example. Yet others, strategically align themselves with consumer behaviors and desires. We will identify competitors’ positions in the market, then plot this information on a quadrant to see how they cluster together, or stand apart.

Their strategy for targeting segments
Each of your competitors is targeting at least one audience segment (the one that is currently visiting).

Are there others? We will identify each of them and understand the strategy being used to reach their consumers at different times of the year.

Their brand position and their strategic approach to leveraging it Separate from their product strategy and audience strategy, each competitor will have a brand position (even if it is not clear or overly compelling). We absolutely must understand these positions as, under no circumstances, can the creative for Solvang find itself clustered near those of your competition. The city must stand apart.

The historic performance of their business
Using public and proprietary sources, we will determine the business performance, funding sources and structure for each competitor. We will observe this data in an effort to reveal trends over time - who has excelled and who has declined? What causes are responsible for the business viability of your competition? How will these performance trends affect the competitiveness of the destination? We will develop an industry forecast based on historical performance, product and destination development.

These key insights, coupled with learning from the previous research processes, help reveal your strategic sweet spot. This opportunity space can then be distilled into a Strategic Brief. 271

It all comes together in The Brief.

The Charrette Strategic Brief is the starting point for all future Solvang creative and communications planning. This written document is rooted in all of the previously-detailed qualitative and quantitative research, experiences and conversations, and communicates what your overarching brand reflects and how the destination brings that promise to life. Most importantly, it reflects the head, heart, and aspirations of your consumers.

The Charrette Strategic Brief includes some of the following sections:
• Brand Purpose — The role Solvang plays, and can play, in the lives of both locals and visitors. • Marketing Environment — Key research insights governing your place in the broader competitive, social, cultural, and economic context
• The One Thing — Single-minded statement of how Solvang should be viewed. This will serve as the essence of your future creative campaigns, media campaigns, and messaging. • Creative Architecture — The pillars or key support that holds up our stated creative strategy. • Audience Personas — A rich, multi-dimensional articulation of who we are speaking to. • Definition of Success — A quantitative and qualitative list of KPIs and measurement goals.

At this point, the brief would be shared with all members of your team for approval, or revisions. Once completed and approved, our creative team can begin the design process, delivering a series of initial creative concepts that bring the strategy to life. Here, we consider what we want the consumer to see and feel when they think of Solvang, taking color schemes, fonts, textures, as well as imagery into account. No detail is too small.
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Our advertising approach. Hyper-targeting the
most qualified audience.

Integral to our overall marketing communications approach is our inherent curiosity and creativity – our penchant for discovering new and compelling ways to tell our clients’ stories and learning about the channels and people who most closely connect with those stories. We, at Charrette, view media campaign planning as a dynamic process that, ultimately, delivers targeted messaging at every touchpoint throughout the consumer’s life, connecting our client’s stories with the people most likely to engage with their content.

To get it done, we apply the quantitative and qualitative insights garnered from our earlier-detailed research phase, and create a micro-targeted media plan that follows highly qualified consumers from initial action to conversion actions such as a click-through or a hotel booking. This is because, in reality, today’s consumer journey is no longer a linear process, but splintered with multiple touch points across websites, mobile devices, traditional media, and social channels - and our media methodology accounts for this. Put simply, we tailor messages to specific audiences, on the specific channels where they spend the most time, effectively reaching consumers in a mobile-first world wherever they are, across any device - intrinsically linking online and offline behaviors to drive the desired action for the City of Solvang.

As previously noted, at Charrette, data, research, and strategic development come first in the decision-making process. Our approach to audience targeting is no different, utilizing findings from our research phase, to identify the audience segments most likely to relocate or plan a visit- the segments that best match the activities and ethos of the City of Solvang. These groups will be identified, and then sub-segmented and hyper-targeted in order to minimize investment, and optimize return. This means we’ll only service Solvang digital content to the most qualified audience, those people who have been segmented by demographics, geographics, and behavioral/ psychographics in addition to having displayed recent responsive behaviors and high levels of engagement in the digital space. That last piece makes all the difference, because we can segment and sub-segment your target audience all day, but if these individuals haven’t formed the habit of clicking on, booking and engaging with online content, we’ll have to rely on the hope that the member of your target audience actually saw the content that was served, counting that as an impression and hoping that at some point in the near future, that abstract impression drives a conversion.

There’s a better way.

Consumers crave custom content which provides educational and resourceful information, relevant to their daily realities and the interests they pursue in their free time. Close to three-fourths of online consumers are frustrated by websites where content is not personalized to their interests or lifestyles.

Personalized calls-to-action result ina 42% higher conversion rate than calls to action that are the same for all visitors. 273

This process of multi-factor sub-segmentation helps shorten the conversion funnel. Hyper-targeting of uber qualified audiences helps to ensure that we’re able to drive the desired consumer action, faster. Here’s what we envision this targeting tactic can look like for Solvang, when applied to specific marketing efforts in the paid digital space.

Factor
Audience
Sub-Segmentation
Demographic Segmentation
“We understand the big picture”
Geographic Segmentation
“We know where you are”
Behavioral Segmentation
“We know your actions”
Customer Segmentation
“We understand your needs”
Identifies a group’s shared traits, including age, race, gender, marital status, income, education and occupation
Identifies consumers locations and tendencies to gravitate to specific areas or places Identifies the actions that consumers have taken by analyzing their digital footprint across devices
Divides first party-data into groups according to their responsiveness, current status, usage rate or response
274

Let’s get social.

It’s impossible for Charrette to build a relationship between Solvang and your visitors, without considering the totality of your brand expression - including the expression of your brand in the social space. After all, social channels are capable of connecting us to brands and to each other, delivering your voice, your personality, and your spirit into followers’ feeds, and their hearts.

Every day. In fact, it’s that emotional resonance driving the attachments to the people, places, and businesses we all follow on social media. We make an appointment to spend private time with these accounts, to think, to feel, to be inspired. And, at times, they even incite action.

Part of our campaign development work for the City of Solvang would include recommended steps toward the implementation of a strategy we can take to infuse your social media activity with messaging, images, and stories that render Solvang a sought-after, multi-dimensional digital destination. A place that delivers ideas we want to share. And, most importantly, a place that encourages us to learn more by visiting - inciting the action of conversion. Here, we’d create a content calendar with separation between the City of Solvang and your tourism apparatus, while simultaneously maintaining a consistent brand voice and delivery across the properties. We’ll work to do so in a way that’s timely and relevant, both for consumers and influencers alike, but also engaging and differentiating.
275

Our PR approach:
it’s all about the relationships.

Solvang Storytellers
At Charrette, we believe in a multi layered approach to building, maintaining and leveraging media relationships that are targeted, relevant and yield long-term collaboration and results. Fully dependent on these trusted media relationships, we cater specifically to writer’s interests, and we watch what they do closely. Sometimes, we work with on-staff writers and other times, with freelance writers who work for the respective publication(s); sometimes our relationship with a certain editor will lead us to a writer assigned to a relevant story. One size does not fit all.

We craft our approach not only to the publication or outlet, but also to the individual journalist, ensuring each pitch is timely, relevant, and tells a story of the destination in a way that fits particular editorial interests, or upcoming trends and features. This is how we’re able to garner interest and secure coverage in line with overall goals and KPIs, time and time again. A tailor-fitted approach to a journalist with whom we’ve built a solid relationship, about the rich and vibrant stories of Solvang, stories that can be told regionally, throughout Southern California, and farbeyond.

At the center of our media relations approach is a real focus on generating creative and sustainable stories that can be shared across a variety of channels. And because of our approach, these don’t take flight overnight. We’re not after the fast and easy. You’ll hear us saying “quality over quantity” a lot, because a well-placed, highly-targeted and unique placement is invaluable in comparison to a general mention. And because no two places are ever the same, we’re not after the mass-produced micro-brief, either. We believe in an honest, individual and quality process to tell the deeper stories behind the cities we represent, a process which folds seamlessly into your overall media campaign messaging, creating a highly-impactful integrated approach for the City of Solvang. 276
Strategic Brief and Target Personas
This step utilizes what we’ve learned during Solvang’s research phase to create an action plan. This is where we get specific. We’ll recommend a core messaging strategy as well as the communications tactics to deliver it. We’ll identify the optimal target prospects in all categories: media relations, Solvang locals, Editorial Content Calendar
At Charrette, we rely on a well crafted Editorial Content Calendar to help guide our media outreach efforts, outlining what stories get pitched and when based on media outlets’ existing editorial calendars and on our own pipeline of key stories (i.e. summer travel gets pitched in the winter and spring, long-lead stories get pitched 3-6 months out, etc.). Creating an integrated calendar will allow us to be able to plan for (and literally, see) content at a glance and how it interrelates among all channels – whether it’s in the form of a native ad, eNewsletter, blog post, press pitch or social media post – so that we may leverage stories seamlessly and, most importantly, in a timely manner. For Solvang, we’ll create two editorial calendars. One with a hyper-local, Southern California focus in an effort to manage the City’s reputation amongst its key, drivable feeder markets, and another with an outward facing goal of bolstering tourism to the City originating from its key fly markets.

PR Action Plan
Equipped with what we know (and what we don’t), let’s lay out an action plan that matches the stories we want to tell with our targeted audiences and outlets locally, regionally and beyond. This should also include the development of any key media materials. While our overarching strategy will be set upfront, we recommend setting and evaluating our PR plan on a quarterly basis to allow for ongoing collaboration, as well as timely enhancements to be made. Remaining nimble with our outreach and positioned to leverage relevant, timely opportunities will be imperative.

Pitch Away
With a strong strategic foundation set, we’re ready to begin our outreach. This is where the core of the excitement takes place for us PR nerds. And to be clear, we could easily define pitches as any interaction directed at a journalist, but for us, these are far more richly defined and personalized and most importantly, a two-way approach. At Charrette, pitching runs the gamut from emails to phone calls to both and involves lots of interaction with the writer(s) to best be able to provide them with the kind of information they need, when they need it. We could easily pitch 10 times a day without any thought and no return, or we could more strategically target two pitches in a week and cultivate them for a couple of months until we see a very obvious, very large return. This will vary day to day, but rest assured, it’ll be a whirlwind of engaging storytelling, with measurable results to boot.

Monitor, Measure & Optimize
While every experienced PR professional knows that how to best measure PR’s intangible value remains the industry’s million-dollar question, there are various metrics we will use to gauge our success in pitching your story to media outlets, including impressions reporting, ad value equivalency and social media reach (if applicable), but beyond numbers, we will look closely at how the destination messaging was used within the article (that is, is it in line with what we pithed/positioned?), as well as the relevance and tier of the media, section of publication (print), links to the City of Solvang’s websites (if online), article length and use of photography. Our ongoing holistic approach to quantifying (and assessing) our efforts in your previously mentioned media metrics dashboard allows us to glean key media insights, while providing us the opportunity to make real-time adjustments to our messaging or outreach strategies, leverage emerging media opportunities, insert ourselves in relevant conversations and/or respond to timely queries – the latter opportunities being key in the post-COVID landscape.

Here’s a snapshot
of how your public
relations planning process
would break out:
277

Media Measurement
and your dashboard.

Sample media performance reports.

How do we, at Charrette, know all the fancy media tools and methodology will work together in service of your objectives? Well, we’d like to invite you to pull up a chair, as we believe the topic of campaign measurement and ROI is both multi-faceted and critically important. And, we can begin the conversation now, but to make it meaningful, your participation in an extended dialogue is essential. Ultimately, we need to begin with an understanding of your unique challenges and the goals you’ve set for yourself. Have these KPI’s proven effective over the years, or should they shift along with shifting consumer consumption? Once we have a firm grasp of what your goals are today, we can customize a range of measurement tools specific to the key performance indicators associated with those objectives.

Still, in our opinion, no matter how well our efforts perform - no matter how high the ROI - the only true measurement is your bottom line. Results. Year-round visitation. Heads in beds. Local feet on the street.

Per-visitor spending. Length of stay and the revenue derived from these metrics - these are the most significant factors we plan to keep our eye on, which is likely good news for Solvang stakeholders and business owners.

To that aim, we employ a comprehensive range of syndicated audience and industry sources to build, implement, manage and measure paid media efforts, linking these efforts back to business performance. To ensure maximum transparency, we utilize a marketing intelligence platform to measure and optimize crosschannel campaigns in mid-flight and in real time, so you never have to worry about wasted advertising spend. The best part is that you can see it all, at any time, via a customizable dashboard with 24/7 access.

In fact, one of our biggest differentiators is the value we bring to our clients through the tracking and measuring of user initiated actions, and how those actions drive conversion.

As an agency, we endeavor to build solutions as unique as our clients. We believe each and every problem we’ve been asked to solve - each plan, for each project, in each place - is different from the next and therefore, requires a different approach. And, while the time-honored Charrette Campaign Development and Media Planning process is applied the same way across clients, we have the ability to scale up or down, and to add, or remove, certain objectives or KPI’s in service of the specific needs of each client. Here’s what a few our past reporting mechanisms looked like in action, as delivered to clients monthly, on very recent past projects.
20 COMBINE MEDIA AND BUSINESS INTELLIGENCE
21 ACTIONABLE INSIGHT INTO YOUR BUSINESS
ü Leverage your business data to inform marketing and vice versa ü Get a more holistic view into every aspect of your business, including effectiveness per marketing dollar ü Ability to move media budgets across media types, as media consumption and performance evolves, to optimize each strategy, towards business goals
ü Measure audience response, brand lift, sales attribution for each channel, making learnings scalable 278

Social Conquesting
Impressions Clicks CTR
4,813
200,401

0.58%
Engagements Reactions Shares Comments
827,188
34,561 269 48 4
May - August 2021
362,233* 393 0.11%
Click Thru Rate
By Media
Top User Hours
Hour of
Day
Impressions
9:00 PM 17,844
1:00 PM 17,772
2:00 PM 17,768
11:00 AM 17,664
12:00 PM 17,628
305,568
OTT+ - Impressions Clicks Video Completes
Zip Code Impressions
20149 (Ashburn, VA) 7,060
17603 (Lancaster, PA) 5,300
17403 (York County, PA) 4,959
17522 (Ephrata, PA) 4,661
17013 (Carlisle, PA) 4,410
Top Zip Code Delivery
*80,767 unique users for an average
frequency of 3.

Media Starts Completes VCR
ACCUWEATHER 16,311 14,701 90.13%
LIFETIME 17,135 16,592 96.83

HISTORY

CHANNEL
13,914 12,819 92.13%
A&E 10,141 9,944 98.06%
May - July 2021
Data Overview

87.87%
Video Complete Rate
Social Conquesting200,401
Creative Impressions Clicks CTR
Landing
Page
Views
Engage
-ments Visits
Winchester
15-1 158,307 2,524 1.59% 632 19,469 9
Winchester
15-3 150,984 927 0.61% 267 13,411 0
Carousel
#1 396,576 926 0.23% 383 1,483 10
Carousel
#2 121,321 436 0.36% 102 198 0
Ad performance
May - August 2021
Device Type Impressions Percent
PC 149,985 41.88%
ConnectedTV 130,072 36.32%
Mobile 68,744 19.19%
Tablet 9,342 2.61%
Data by Device
May - July 2021
OTT+ - Impression Delivery Details
Top Creative: Winchester 15-2
Impressions: 121,237
Video Starts: 116,345
Video Completes: 102,256
Clicks: 148
279

Display –
Total Impressions Clicks CTR
1,172,373 3,898 0.33%
Impressions: 356,838
Clicks: 468
CTR: 0.13%
Impressions: 346,602
Clicks: 569
CTR: 0.16%
Top Creative Performance:

Benchmark CTR is 0.05%, you are over 6 times that!
May - August 2021
Tactic Impressions Clicks CTR
Geofarm 254,566 820 0.32%
Zips 251,885 837 0.33%
ELAR (Exact Location) 242,885 530 0.22%
Geofence/Zips- Kids 178,542 682 0.38%
Geofence/Zips- No Kids 173,385 666 0.38%
Site RT 5,407 126 2.33%
Site Recommendations Display –
Top 5 Geo-fence locations by Impressions:

Top 3 Apps/Websites
by Impression Delivery
Impressions: 207,570
Clicks: 301
CTR: 0.15%
Impressions: 106,252
Clicks: 60
CTR: 0.06%
Impressions: 59,284
Clicks: 222
CTR: 0.37%
Wordscapes
www.tmz.com
May - August 2021
Mailonline
Location Impressions Clicks CTR
Light up fest at One
Loudon 60,059 146 0.24%
Gettysburg Battlefield
National Park 27,030 111 0.41%
Colonial Williamsburg 13,073 37 0.28%
Cox Farms 19,979 32 0.16%
Scott’s Run Nature
Preserve 18,064 32 0.18%
YouTube - Impressions
183,148 86,167
Benchmark video view rate is 25%, and you’re nearly
2 times that!
Ad Impressions Views
View
Rate
All out Hustle 102,282 44,693 43.70%
Folks Who Fancy 75,073 38,267 50.97%
UnCommon to the
Core 5,793 3,207 53.36%
Performance by Ad:

Top Geographic Delivery:

City Impressions Views
View
Rate
Washington 6,577 3,153 47.94%
Fairfax 1,884 894 47.45%
Arlington 1,559 769 49.33%
Alexandria 1,516 755 49.80%
Baltimore 1,340 743 55.45%
Video View Rate

47.05%
Video Views
Data Overview
May - August 2021
280

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Rather than waste your time with the regurgitation of surface, inconsequential facts about Solvang easily referenced with a quick search on Wikipedia, we’ll use this space as an opportunity to further expound upon an aspect of your destination that truly defines its sense of place: its community, and our deep understanding of how your efforts shape its future.

Chamber Executive Director Tracy Beard recently said, “We are a true community of churches, businesses. We have a great hospital. We have a thriving business community [built on] tourism. Community is what we’re about.” We couldn’t have said it better ourselves.

With outstanding developments like the Solvang Festival Theater’s renovation, and the eventual building of 43 apartment units along Alamo Pintado Road, as well as upgrades to Solvang Park and the installation of pickleball courts at Hans Christian Andersen Park during the pandemic, progress is undeniable.

And, where there is community development, there is tourism product development — the two are inextricably linked and work together to give visitors more things to do when they visit.

MORE THINGS TO DO = LONGER AVERAGE STAYS = HIGHER VISITOR SPEND Indeed, and in such stark contrast with behemoth competitive destinations Santa Barbara and Santa Ynez, every additional dollar visitors from your key feeder markets spend in Solvang is an additional dollar reinvested into your small, close-knit community. That’s meaningful, and ever increasing because the success of the City during a difficult past couple of years has been undeniable. And, often, success leads to pressure from stakeholders to ensure ADR, occupancy and visitation continue to climb because when mid-week visitation grows flat or occupancy in the shoulder season begins to dip, your stakeholders and residents all feel it. The weight of your efforts is immense and, like the time capsule just buried behind Mortensen’s in celebration of the Chamber’s 100th Anniversary, will reverberate through the years, shaping the future of the destination for generations to come.

So, what will the future look like? We’ve included our vision on the coming pages.

Some of what we know about you, now.
282

Giving it Life
283

To say that we believe in Solvang would be an understatement. In truth, the Danish strength of conviction, sense of fairness, unsurpassed authenticity, and salt of the Earth community values vibrating through the destination are intoxicating, and we’re consumed with the pursuit of a brand and campaign purpose that reflects these attributes. As previously mentioned, part of our research in service of your future campaign articulation will be to identify this brand purpose. A purpose that allows visitors, locals, and partners to see you as purposeful, inspiring, and committed to a higher ideal — something greater than simply the experiences you deliver. One that allows you to forge an authentic and lasting emotional connection with travelers — the sort of connection fueled by an experience the consumer can only have in Solvang. To deliver this experience, we’ll need to work to tie your tourism products to the real, raw, and tremendously personal pursuit of self-discovery — a journey so many are taking on the heels of a global pandemic.

You’re far more than “The Danish Capital of America” and as such, if we may, we’d like to utilize this opportunity to articulate our vision for your destination — something we haven’t yet fully accomplished within the confines of this proposal.

Oh, what a time to be alive. And, what a time to be marketing a destination. You must feel it, even if it’s occasional. In the midst of historic inflation and while the nation is teetering on the edge of recession — we’ve used the last 12 pages to talk about how to get more people to go on vacation in Solvang. Is that important? Sometimes, it doesn’t feel that way, especially against the backdrop of our collective new normal. And, perhaps it isn’t. Perhaps vacationing isn’t as important as reaching beyond the destination brand, and forming a movement. A movement toward renewed hope and light-hearted laughter. A movement back toward togetherness, one forged in the unbreakable bonds of family, friends, and loved ones. A movement that’ll remind us all, if only for a weekend, that it’s ok to smile; its ok to reacquaint yourself, with yourself. It’s ok to find solace in the steady traditions of the ages, while embracing new discoveries at every turn.

Together, we can find it.

Find your freedom.

Find your fairytale.

Find your fire.

Find your Danish Heart, and SoCal Soul.

Find it in Solvang…

BE A MOVEMENT
Sample Solvang Campaign.
284

CAVEAT*
*
The following concepts were developed by the Charrette Agency team without the benefit of our comprehensive branding process or input and feedback from City of Solvang stakeholders.
285
Concept 1
286

DANISH HEART.

SOCAL SOUL.

It’s that sweet spot, built on tradition, but far from traditional.

We invite you to visit and experience something so very Solvang. solvangusa.com
Maybe it’s the Santa Ynez Mountains that surround you.

Or the sun-drenched valley that opens to reveal a hidden gem.

DANISH HEART.

SOCAL SOUL.

The Danish called it “hyggelig” — a feeling of friendship, warmth and peace.

Experience your hyggelig in the picturesque beauty of Solvang.

Maybe it’s the Santa Ynez Mountains that surround you.

Or the sun-drenched valley that opens to reveal a hidden gem. solvangusa.com
Ad Campaign Concepts
287

DANISH HEART.

SOCAL SOUL.

It’s that special place, built on tradition, but far from traditional.

We invite you and your family to experience something so very Solvang.

Maybe it’s the Santa Ynez Mountains that surround you.

Or the sun-drenched valley that opens to reveal a hidden gem. solvangusa.com
DANISH HEART.

SOCAL SOUL.

It’s that special place, built on tradition, but far from traditional.

We invite you and your family to experience something so very Solvang.

Maybe it’s the Santa Ynez Mountains that surround you.

Or the sun-drenched valley that opens to reveal a hidden gem. solvangusa.com
Ad Campaign Concepts
288

Print Media
289

Out of Home — Digital and Traditional
290

Find it in Solvang. Find it in Solvang.

Find it in Solvang. solvangusa.com
Programmatic Display Samples - 300x250 and 728x90 leaderboard 291

Concept 2
292

Find it in Solvang.

DANISH HEART. SOCAL SOUL.

Find it in Solvang.

Find it with friends.

DANISH HEART. SOCAL SOUL.

Ad Campaign Concepts
293
Find it in Solvang.

Find it with family.

DANISH HEART. SOCAL SOUL.

Find it in Solvang.

Find it with friends.

DANISH HEART. SOCAL SOUL.

Ad Campaign Concepts
294

Print Media
295

This page contains interactive components.

Please click the play button to open a new window
and view the animation on Vimeo.

High Impact Interstitial Ad Unit
Animated programmatic display
sample placement
296

Find it in Solvang.

Find it with friends.

DANISH HEART. SOCAL SOUL.

Find it in Solvang.

DANISH HEART. SOCAL SOUL.

Programmatic Display Samples - 300x250 and 728x90 leaderboard solvangusa.com
297

Out of Home — Digital and Traditional
298

References
299

Discover Winchester - Frederick County
Justin R. Kerns, TMP
Executive Director
[email protected]
540.542.1326
Winchester-Frederick County Tourism Office
1400 S. Pleasant Valley Road
Winchester, VA 24457
Ali Weatherton, News Director
ABC Affiliate
[email protected]
757.692.3820
City of Virginia Beach
Convention & Visitors Bureau
Michael Woodhead
Tourism Consultant
[email protected]
2102 Parks Ave. #500
Virginia Beach, VA 23451
571.236.3278
Barbara Hamm Lee, Executive Producer

WHRO, PBS
[email protected]
757.724.9468
Sometimes, the best voices for the agency come from the people we’ve been able to impact. We encourage your team to give a few of our clients and media partners a ring. Ask their opinions on our work, our leadership, our professionalism and most importantly, our results.

Elsinore Valley Municipal Water District
Bonnie Woodrome, APR
Community Affairs Supervisor
[email protected]
951.674.3146 Ext. 8274
Chaney Street, Lake Elsinore, CA 92530
Kayla Gaskins, Reporter
NBC Affiliate
[email protected]
954.673.9975
Media References
300

Proposed Pricing
301

You may have noted earlier in this proposal, but at Charrette, we don’t believe in charging our clients to manage their accounts. After all, isn’t that what you’ve hired us to do? Here, you’ll never receive an invoice for hourly account services time accrued during weekly status meetings, email exchanges, presentations, impromptu emergency meetings, or for a virtual lunch and a chat we had about preparation for an upcoming city event. We also won’t charge you for counsel, or a shoulder to lean on. For us, it’s quite simple. That’s how true partnerships work. We plan to become integrated with your business and your bottom line, to serve as an extension of your team and to collaborate at every step along the way. We’ll be responsive, we’ll plan proactively and, should the need for reactivity arise, we’ll move with urgency— all without keeping an eye on the time clock — or the air miles amassed. When you partner with Charrette, we’ll be there when you need us. Period.

Nothing in life is free.

Except for account services.

Proposed budget.

At Charrette, we deliver great work. To borrow an old adage, we do so at a profit if we can, at a loss if we must, but always — great work. And, we believe amazing ideas, the sort of ideas that shape our great work, should never be restrained because of budget. To this aim, we strive to create flexible, scalable pricing solutions that are both effective and streamlined.

Please review the budget proposal we’ve included on the coming page. These costs are calculated using our blended hourly agency rate of $125.

As a matter of policy, the agency will issue a written estimate ahead of any assigned work or out-of-pocket expenses. Once the estimate is approved, the agency will perform the assigned task or make the approved purchase, then issue an invoice. We operate on a net 30-day payment cycle, and welcome the opportunity to discuss any aspect of this structure further should we earn your business.
302
payment cycle, and welcome the opportunity to discuss any aspect of this structure further should we earn your business.

MAXIMUM NOT TO EXCEED BUDGET PROPOSAL

PROCESS MILESTONE DELIVERABLE FEE
Project Kick-Off &
Destination Immersion
Statement of Work
inclusive of project
benchmarks, budget and
identified KPIs
$7,500
Existing Data Review Summary
analysis of existing research
and implications for the
project.
$2,500
Competitive Messaging
Analysis
Competitive Audit Analysis
document that can be shared
with stakeholders. This
information will identify
competitive destination
positionings, marketing
strategies, and messaging.
$5,000
Consumer Audit Summary overview of
target audience(s) and
salient characteristics.
$3,000
Stakeholder & Community
Engagement
A detailed Stakeholder
Engagement Report
prepared in a form that can
be shared with stakeholders.

This Report will provide an
overview of the City’s
marketing communications
potential and its emotional
experiences, beyond the
services and products it
provides. The Report will
name initial opportunities to
explore in future planning,
positioning, and
development.
$15,000
Strategic Development &
Insight Mining
The Strategic Brief
distills all previous research
insights and proposes a
campaign platform
$5,000
Campaign Concepting Campaign Concept
Presentation Deck
brings the approved Strategic
Brief to life, and is inclusive of
at least 2 campaign creative
concepts and associated art
directions.
$15,000
Paid Digital Media
Planning, Placement,
Paid Media Plan
a comprehensive,
$20,000
identifies KPIs, highlights top
performing areas of the
campaign and provides
overall analysis of
performance with key insights
and major action items
Public Relations Planning Strategize, plan, and pitch
earned placements in
relevant regional and national
publications
$10,000
Paid Media Budget N/A $200,000
Campaign Development Creative Presentation(s)
inclusive of up to three
rounds of revisions for the
chosen campaign direction
prior to building media assets
for campaign launch, as well
as Production Shoot
Concepts / Storyboards for
upcoming videography and
photography collection*
*does NOT include the actual
costs associated with
outsourcing the production
shoot itself.
$25,000
Ongoing Account and
Project Management
Bi-Weekly Project Status
Reporting
Project Schedules
Estimates
Presentations as needed
Timely phone and email
communication
No charge.

TOTAL $308,000
SECTION DIVIDER: ADDITIONAL WORK SAMPLES
Presentation Deck
brings the approved Strategic
Brief to life, and is inclusive of
at least 2 campaign creative
concepts and associated art
directions.

Paid Digital Media
Planning, Placement,
Optimization & Reporting
Paid Media Plan
a comprehensive,
multi-channel strategic digital
media plan targeting
approved key audiences with
campaign messaging.

Monthly Media
Performance Presentations
& Reports
$20,000
payment cycle, and welcome the opportunity to discuss any aspect of this structure further should we earn your business.

MAXIMUM NOT TO EXCEED BUDGET PROPOSAL

PROCESS MILESTONE DELIVERABLE FEE
Project Kick-Off &
Destination Immersion
Statement of Work
inclusive of project
benchmarks, budget and
identified KPIs
$7,500
Existing Data Review Summary
analysis of existing research
and implications for the
project.
$2,500
Competitive Messaging
Analysis
Competitive Audit Analysis
document that can be shared
with stakeholders. This
information will identify
competitive destination
positionings, marketing
strategies, and messaging.
$5,000
(Continued)
303

ADDENDUM ACKNOWLEDGEMENT FORM
RFP 2022-01 – ADDENDUM #1

CITY OF SOLVANG
1644 OAK STREET
SOLVANG, CA 93463
805-688-5575
Proposal No: RFP 2022-01Proposal Title: TOURISM MARKETING MANAGED SERVICESProposal Due Date: May 6, 2022 @ 5:00 p.m. PSTADDENDUM NO: 1 Date: April 22, 2022 PLEASE BE ADVISED THAT THE FOLLOWING CHANGES ARE APPLICABLE TO THE ORIGINAL SPECIFICATIONS OF THE ABOVE REFERENCED RFP: This addendum includes the following:

1. Written Responses to Written Inquiries
THIS ADDENDUM NOW BECOMES A PART OF THE ORIGINAL RFP.THE ADDENDUM ACKNOWLEDMENT FORM SHALL BE SIGNED BY AN AUTHORIZED COMPANY REPRESENTATIVE, DATED AND RETURNED WITH THE RESPONSE.RESPONDENT: BY: ADDRESS: PHONE: CITY, STATE: DATE: AUTHORIZED SIGNATURE: PRINTED NAME; TITLE:

Charrette Agency, LLC
249 Central Park Avenue, #300-139
Virginia Beach, VA 23462
757.354.2144
05/06/2022
Season Roberts Principal & Director of Client Communications Season Roberts
304

CHARRETTEAGENCY.COM
Thank You!
305
Prepared for Solvang
Prepared by TJA Advertising TJAAdvertising.com
Response to RFP Tourism Marketing
Solvang RFP
May 6, 2022
306
Dear RFP Selection Committee:

Thank you for the opportunity to present our response and plans to the City of Solvang’s Request for Proposal to provide Tourism Marketing Managed Services. Our TJA Advertising & Public Relations team is excited for the opportunity to work with the City of Solvang in their efforts to increase overnight stays, build TOT, and increase occupancy and RevPAR, as well as rejuvenation of business and restaurant patronage.

TJA Advertising & Public Relations orchestrates an ongoing strategy that coordinates all marketing communications whereby these components work together at predictable intervals for maximum efficacy. The City’s brand is only as good as the media plan, public relations, market research, social media management, and, most importantly, their expert account service team.

As domestic travel continues to bounce back from the recent pandemic, we understand the immense challenges the City has gone through and its need for a true expert partnership to energize and expand its lodging and business growth. Solvang offers a very unique brand. It offers a distinct taste of Europe, which is complemented by a local, well respected California wine region, diverse outdoor activities, historical points of interest, and a celebrated neighboring Chumash community.

Our extensive experience in tourism marketing, combined with our intimate knowledge of the City of Solvang and the surrounding areas, enable us to assume responsibility for this account without wasting costly start up time. We look forward to a close working relationship with the City of Solvang and its stakeholders to support the key initiatives within the marketing plan that we develop with you. The partnership between The City of Solvang and TJA will include a complete turnkey, multi-layered approach that drives response from our marketing efforts to increase lodging occupancy and business and restaurant patronage. Together, these marketing efforts will reinforce and revitalize the City’s brand, inevitably increasing its economic growth.

Thank you again for this wonderful opportunity to present our Response to the City of Solvang’s RFP.

Sincerely,
John Sorgenfrei
President and Owner, TJA Advertising
[email protected]
307
5 History
6 Past Campaigns and Successes
8 Marketing Campaigns and Successes
10 Current and Past Creative Work
12 Objectives and Strategies
14 New Marketing Plan for 2022-2023
16 Creative Strategies, Objectives and
Recommendations
18 Solvang: Experiencing Historical and
Cultural Stewardship
20 Agency Compensation and Budget
22 WHY TJA Advertising and Public Relations?
24 Meet Our Team
26 The TJA Organization
27 References
Content
308
Proposal submitted by
Main Office
500 Cypress Street, Suite S11, Pismo Beach, CA 93449
(805) 541-6020 | (805) 541-6022 FAX | [email protected] Management Team Pismo Beach
John Sorgenfrei | Account Supervisor
Claudia Torkelson | Social Media Director
Quint Stevens | Creative Director
Rick Turton | Website/On-line Director
Georgina Stassi | Director of Public Relations
Eileen Morris | Content Creator and Director of Stewardship & Educational Outreach
Melissa Hageman | Finance Manager
TJA Advertising & Public Relations, Inc.

S Corporation
4 City of Solvang RFP
309
General Capabilities
• Account Management
• Creative Services
• Social Media
• Public Relations
• Government Relations
• Budget Planning
• Media Planning/Buying
• Radio and Print Production
• Television & Web Video Production
• Web Site Design and Management
• Native Advertising Creation
• Digital Marketing
• Sales/Informational Brochures
• Co-op Coordination
• Video Presentations
• Market Research
• Non-Traditional Media
• Branding Campaigns
• Influencer Management
For more than 42 years, TJA has been on the leading edge of advertising and public relations in San Luis Obispo County. Today, we are one of the longest established full-service advertising agencies on the Central Coast.

Our full-service agency offers clients a complete menu of communications services provided by a staff of professionals with unparalleled skills and abilities in this market.

History
City of Solvang 5
310
Pismo Beach CVB and LBID
TJA has worked with the Conference & Visitors Bureau of Pismo Beach, LBID, PBHA, and the City Council to re-brand and re-position the City of Pismo Beach to a more affluent visitor over the years. The goal was to increase TOT from visitors spending more money and staying longer.

The media was re-directed, the image and theme of all the advertising was changed, and this resulted in a much higher TOT and larger general fund growth rate. The lodging properties also enjoyed more visitors coming to Pismo Beach from Orange County, Los Angeles, San Francisco, and other target markets, with less dependency on Central Valley visitors. Pismo Beach continues to enjoy a higher room rate and increased city revenues each year. While there are many factors, which contribute to the City’s success, we feel our firm has played a significant role in this positive outcome. We continue to have more visitors than any other city or BID in the County and beyond, and our TOT has experienced solid growth over the years. This growth and other milestones will be discussed later in this proposal.

Tourism and destination promotions have been a cornerstone of our business since our inception 42 years ago, and we have a long history in the area of tourism marketing. We have produced advertising and marketing campaigns for a wide variety of tourism-related accounts. Many of these campaigns involved media placement, creative design, social media, web site development/design, digital marketing, public relations, branding, market research, broadcast television, radio, Internet advertising, email newsletters, event development/promotion, and a wide array of collateral production. One of our long-established clients is Pismo Beach.

Past Campaigns and Successes
6 City of Solvang RFP
311
Highway 1 Discovery Route
TJA Advertising has been proudly managing the social media accounts for the Highway 1 Discovery Route since 2016. Additionally, TJA is responsible for the day-to-day content creation, community management, and reporting on all social media platforms. During CBID meetings, Highway 1 Discovery Route’s other Local Fund Areas look to TJA for guidance on their social media content. For example, TJA created a social media toolkit as a guide for the LFAs to use during the Hidden Secrets campaign.

Avila Beach
TJA assisted Avila Beach business and lodging owners in securing tourism mitigation funding from Unocal for losses incurred because of the Avila Beach oil spill. Unocal agreed to provide funding ($400,000), but it would not release these funds until a marketing and branding plan was developed and approved by them. TJA developed the marketing plan, which included the use of market research and data retrieval, to demonstrate the best use of future media and public relations efforts.

TJA produced outdoor advertising, designed the website visitavilabeach. com, wrote and produced a short video for tourism outreach, and worked with the lodging and business community to develop the first ever Avila Fish and Farmers’ Market event, which brought thousands of new people into Avila Beach. TJA worked with the business and lodging community of Avila Beach, making the small beachside community a valued tourist destination once again. Today, TJA continues to work with Avila Beach on growing its tourism, including participating in many co-op and shared events with Pismo Beach.

City of Solvang RFP 7
312
Marketing Campaigns and Successes
Present and Past Marketing Experience
TJA Advertising has a great deal of experience working with many DMOs, lodging properties, events, and other related tourism accounts.

Our depth of experience in tourism goes back over 20 years. • City of Pismo Beach (Agency of Record for over 20 years) • City of Morro Bay (Agency of Record for over 20 years) • Moonstone Hotel Chain (Branding campaign for all 10
properties)
• Sycamore Mineral Springs (Agency for over 10 years)
• Dolphin Bay Resort (Marketing the opening of hotel)
• City of Solvang (Marketing support 2 years)
• San Luis Obispo County Airport (Logo design and served on the Marketing Committee)
• Merced Airport (Marketing grant for small airport development) • Santa Maria Airport (Agency for over 8 years, promoted new Allegiant Air Service. Public Relations, advertising, logo design and collateral)
• San Luis Obispo County Tourism (Developed co-op campaigns prior to the formation of BID)
8 City of Solvang RFP
313
Present and Past Tourism Event Marketing
Experience
TJA Advertising has handled all of the marketing of these events, which involved public relations, advertising, logistics, video production, website insertions, collateral and more.
• Wine, Waves & Beyond
• Chardonnay Symposium
• Taste of Pismo
• Jazz Jubilee
• WSA Surfing Championships
• Pismo Beach ISA World Para Surfing Championships
• Pismo Beach Clam Festival
• Pumpkins in the Park
• Wine Walks
• Classic California Christmas
• Chapman House Swingin’ by the Sea
• Pismo Classic Car Show
• Holiday Harmony & Tree Lighting Ceremony
• 4th of July Fireworks Celebration
• Pacific Breeze Concerts
• Avila Farmers Market
• Morro Bay Harvest Festiva
• Morro Bay Winter Bird Festival (started by TJA)
• Morro Bay Tall Ships
• Morro Bay Car Show
• Morro Bay Margarita and Avocado Festival
• SLO Film Festival
City of Solvang RFP 9
314
Current and Past Creative Work
Visit our website for
special getaway packages and enter to win
a FREE overnight stay in Morro Bay!
www.morrobay.org 800.231.0592
Morro Bay California
Just a three hour drive north on the beautiful Central Coast, Morro Bay represents the perfect place to getaway. Sunny blue skies, crystalline views of the harbor, the great rock and the sun glinting diamond facets on the open ocean beyond are waiting for you. California’s Central Coast is known for worldclass, award-winning wines with over 90 wineries available for tasting and touring. Wander up the road to the awe-inspiring Hearst Castle, one of the world’s great museums. Morro Bay offers outstanding dining, wonderful accommodations, art galleries, shopping, oceanside golf, kayaking, sailing, hiking, bird-watching, deep-sea fishing, surfing, biking and miles of unspoiled beaches for leisurely walks.

Discover your better nature
Avila Beach.

With its own
uniquely sunny,
warm microclimate,
Avila Beach is a breath
of fresh salt air, with amenityladen hotels, charming oceanfront restaurants, magnificent local wines,
shopping and activities for all to enjoy.

Start planning your next
vacation, and count on
being enchanted in
unforgettable
Avila Beach.

You’ll find beautiful
Avila Beach just off Highway One
on California’s Central Coast and a
beautiful road that takes you through
lush valleys with oak studded green
hills. Journey just a little further
and the welcoming paradise
of Avila Beach appears.

Pick Your Perfect
Paradise.
10 City of Solvang RFP
315
Billboard
City of Solvang RFP 11
316
Objectives and Strategies
Objectives

1. Increase shoulder season growth and mid-week travel to aid the lodging properties when occupancy slows.

2. Continue to market to areas of Southern California and Bay Area and target a higher demographic spender providing more revenue.

3. Explore new markets of Sacramento and San Diego to increase overnight stays.

4. Market to the wine enthusiast with cooperative work with the various wine organizations and Visit Santa Ynez group.

5. Increase visitors to solvangusa.com.

6. Support Social Media, Advertising and Public Relations efforts with partnerships with regional magazines, such as, LA Magazine, Orange Coast Magazine, Sunset, Westways AAA, 805 Living, and other targeted publications and digital platforms.

7. Work with CCTC, Visit California, Visit Santa Ynez, and other supporting organizations.

Strategies

1. Targeting and research to increase effectiveness at reaching various markets with a trackable call to action.

2. Promote and maximize the potential of local events that encourage visitors to stay longer via a variety of activities.

3. All banners, marketing materials, brochures, and social media posts/videos will have a call to action with Lodging Specials.

4. Develop and explore co-op and marketing opportunities with various organizations.

5. Foster relationships with strategic partners of the lodging and Solvang business community.

6. Increase communication with local businesses and the hospitality industry on efforts and upcoming events.

7. Work closely with Visit Santa Ynez Valley to explore co-op opportunities and to avoid duplication of efforts whenever possible.

8. Attend Summits and Board Meetings.

9. Distribute a monthly newsletter that is beneficial and informative for all partners.

10. Identify quality Social Media Influencers and have them support the Social Media tactics with followers as well as gaining photography and video to add to the creative library for Solvang.

11. Develop more video content to support branding and marketing.

12. Develop more native content to support brands.

13. Sponsor events and activities that align with and further develop brands.

14. Continue to report impressions and referrals to the website lodging page after each advertising campaign on the website.

15. Produce cooperative marketing opportunities with related entities

16. Provide fulfillment collateral for advertising responses and press inquiries.

17. Create marketing and communications tools for the various lodging properties to co-promote events and activities.

12 City of Solvang RFP
317
Measurements

1. Monitor TOT, RevPAR, and occupancy, as well as followers on Instagram and fans on Facebook, and report each month to the Board and place on the new portal.

2. Measure success of advertised events by attendance and ticket sales.

3. Continue to measure Newsletter open rates and subscription growth.

4. Continue to report website stats and growth.

5. Create a new marketing portal on the website to house current marketing and media plans, press releases, photography, videos, campaigns, and results. This portal will be password protected and will grant access to all lodging properties in Solvang, as well as the City Council, City Staff, Tourism Board, and other lodging.

6. Increase RevPAR and TOT Growth.

7. Calculate how many group tours came through Solvang.

8. Obtain surveys from event organizers
showing out of the area
attendee data.

9. Track visitors to solvangusa.com.

10. Grow Social Media each year
2022-2025 across all platforms.

City of Solvang RFP 13
318
New Marketing Plan for 2022-2023
How we will work with you
TJA offers the team, experience, tools, and approach to efficiently implement a results-oriented, measurable marketing plan and effective programs that will achieve the City of Solvang’s objectives. We are fully prepared to provide all requested services, including:
• Research and Analysis
• Destination Brand Assessment and Evolution
• Marketing Plan Development
• Strategy Implementation
• Advertising Plan, Research, Planning, and Implementation • Public Relations Plan Research, Planning, and Implementation • Promotional and Events Strategies
• Constituent (internal) Communication
• Stakeholder Strategy, Communications, and Implementation • Website Enhancements
• Website Updating and Maintenance
• Increase resident communication via direct messaging as well through social media channels using the comments sections to build positive relationships and mitigate complaints so that residents feel their voices are being heard. Place paid social media advertising with positive messages solely targeting the residents of Solvang. • Educate the residents on what tourism actually “does for them,” as it leads to the collection of TOT and increases the General Fund. • Create messaging on social media that attracts visitors for longer stays by featuring more sustainably minded content. Lean into itineraries featuring hotels, restaurants, and businesses to keep people in town for extended periods.
• Work with the new TAC Board and City staff to provide marketing direction and support to bring Solvang tourism to new high levels of growth, which contribute to increased TOT, Sales Tax, RevPAR, and attendance of events, as well as increasing patronage of the restaurants and retails stores in the City.
• Work with the Solvang Chamber of Commerce to develop
promotions and ideas that will increase local business growth and profitability to that of 2019 and beyond.
• Develop and implement a Stewardship Program tailored to the City of Solvang and adjacent environs focusing on the preservation of the City’s history and culture.

Social Media Objectives and Recommendations
• Develop and execute a demographically targeted Social Media paid advertising campaign on Facebook and Instagram targeting specific geo-locations based on drive markets and niche interests. • Implement improved and more frequent blog postings highlighting all that the town and the surrounding area has to offer. This will also help with SEO goals and objectives for the website.
• Publish high-quality email newsletters.
• Focus more heavily on the wine region, golf, and outdoor adventure on Social Media.
• Link back to the website on all Facebook and Instagram posts. • Increase lodging specials and accommodations options enticing visitors to stay longer and spend more money.
• Improve website pages with CrowdRiff galleries and stories embedded throughout to boost SEO.
• Refresh Pinterest board using content from Facebook, Instagram, Travel Blogs, and Email communications.
• Refresh Instagram highlights to include more resources. • Increase production of high-quality professional videos and photos. • Partner with influencers to stay, photograph, and create content that we can utilize for our marketing efforts, thereby, saving the City costs on future production.
• Generate monthly reports outlining growth of Instagram, Facebook, YouTube, and all other social media platforms being utilized. Also report on top posts, blog results, and results of paid social media ads. 14 City of Solvang RFP
319
Website Objectives and Recommendations
Current Website:

Gain access to Google Analytics to build a baseline for future improvements. The main focus will be on lodging referrals. • Gain access to the backend of solvangusa.com website to become familiar with how the site is constructed and to see in greater detail traffic sources.
• Update website information:

Danish Days - 2019 info update to present.

Julefest - 2021 info update to present.

Blog Post - 01/19/2020 (most recent) update to present. • Add content to Home Page to improve SEO.
• Propose future updates to refresh the current website. • Determine status of current Booking Engine (https://solvangusa. hotelplanner.com/) by Lexyl Travel Technologies:
• Is there a contract?
• Is it a true OTA?
• What percent is being charged for a reservation?
• Are there any objections to replacing the current OTA? • Explore lodging listings on the website that are outside of Solvang to improve TOT collection.

Possible New Website Design:
• It is critical to locate the latest spreadsheet (CMS file) that was used to upload the listings to the current website. This file makes a new website design more efficient as it reduces both hours and the amount of budget required.
• An updated or new website would focus on increasing TOT from lodging members:
• Included on the new lodging detail page would be lodging links to their websites, their reservation pages, and their specials/ packages pages.
• Encourage lodging members to include specials/packages on their websites so we can link to them.
• Monthly website metric reports would include Lodging Outbound Referral Reports from the three sources: websites, reservation pages, and specials/packages pages.
• TJA is very experienced in the lodging metrics of Occupancy, ADR, and RevPAR.
• The new website would also include an improved events calendar (see visitavilabeach.com).
• A new home page would focus on lodging, events, and things to do, as well as the existing CrowdRiff gallery. TJA staff is very familiar with the CrowdRiff program and currently uses it with other tourism clients.
• The new website would maintain much of the existing content but would be checked for relevance and offer an enhanced user experience by organizing access to content from the main navigation menu.
• An Internal Use Reporting Portal/Dashboard, modeled after PismoBeachDashboard.com, will be created:
• Include Social Media Reports and Tactics, Website Metrics, • Advertising Creative and Campaigns, Revenue Monthly Reports and archive, TOT, RevPAR, Occupancy, and Sales Tax data.

This creates a very convenient tool for all the stakeholders, City staff, and City Council to stay current on all campaigns, research, financial reports, and budgets regarding the marketing programs and their measurements for success. This would be housed on the website but would be password protected to serve this group only.
• Website maintenance, SEO monthly work, content updates, reports, outbound link, and website monthly reports will showcase visits to the site, referral sources to the website, and referrals from the website to each lodging property in Solvang. • Portal updates and presentations will be provided to the Board each month.

City of Solvang RFP 15
320
Creative Strategies, Objectives, and Recommendations
Creative Recommendations
• Promote the rich Danish heritage, charming architectural style of the town, and the unique experience of a trip to Denmark without getting on a plane.
• TJA recommends keeping the tagline “The Danish Capital of America” as well as the current logo design. This is an iconic brand, which the City has invested much time and marketing dollars to promote. We see no reason to change this effective branding and messaging.
• Using “The Danish Capital of the World” brand, we can place a greater emphasis on what the surrounding area offers visitors, including the world-famous wine regions of Santa Barbara County, the nearby Santa Ynez Valley, and the other local wineries. • Promote golfing, horseback riding, hiking, the Chumash Casino, the soon to open Chumash Museum and Cultural Center, Lake Cachuma, historical points of interest, and other activities, as well as the beautiful outdoor scenery, to visitors.
• Develop itineraries for two, three, and four day stays to encourage longer term visits in Solvang.
• Have a strong call to action in all paid advertising with “Check out our Lodging Specials” with a link to take the visitor to a dedicated landing page housed on the Solvang website, which will include all the various lodging specials from the Solvang properties that support TOT.
• Pay homage to the 1911 Danish founders by incorporating “Sunny Field” into the new marketing and advertising: “There is so much to do in our Sunny Field!”
Media Plan and Strategies and Key Target
Demographics
Empty Nesters-Adults 50 plus
Those who can travel in the off season and mid-week. TJA recommends that we target upscale visitors who can stay longer and spend more.

Multigenerational Travelers
Those who wish to share experiences and build memories with their children and grandparents. These groups tend to plan around milestone life events and take multiple rooms or vacation rentals and more overnight stays.

Next Gen Travelers
Younger couples and singles, feel good travelers, who use the latest travel technology to plan and book trips. This group gravitates towards the outdoor experiences and beautiful scenery as well as the nearby wine region.

Target Markets
Major emphasis on the three-to-six-hour drive markets to grow overnight stays and longer stays in the off season. Marketing to both Southern and Northern California as well Santa Barbara and Ventura counties and possibly Sacramento with print and digital advertising.

TJA would like to explore further research to determine possible new markets with potential for future travel and gaining more overnight stays.
16 City of Solvang RFP
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Media Tactics
• Develop new digital and native advertising campaigns with proven top media outlets with targeted email, social media, and retargeting.

Some of those media partners include Los Angeles Times, SF Gate, Bay Area News Group, Google, Facebook, and Instagram targeted ads.
• Work with Tripadvisor on targeted digital campaigns and retargeting as well as continuing with your own dedicated Tripadvisor destination page that we manage the content on. Campaigns will utilize standard display banners, native stories, and outstream videos.
• Promote Solvang events, with the creation of posters, ad creative, ad placement, public relations, and social media with posting and targeted paid ads and creation of landing pages on solvangusa.com to provide ticket sales and visitors to the site. These events include Danish Days, Julefest, Solvang Stomp, and more.
• Take advantage of several co-op opportunities with visitsyv.com, CCTC, Visit California, and the Chamber of Commerce of Solvang. • Utilize quality targeted Influencers by using an innovative marketing platform that simplifies the process of developing and distributing authentic brand stories for our clients. This platform provides us with the data and transparency needed to run successful content marketing and Influencer campaigns. Data includes:
· Location of Influencers and their followers
· Fraud & Audience Authenticity
· Real-Time Access to TikTok, Instagram, Facebook, Twitter, and Pinterest Influencers
· Passion Points of Influencers and their audiences
· The production of high quality videos for future branding and social media use
City of Solvang RFP 17
322
We believe a strong Stewardship Program promotes responsible tourism, empowers residents, and educates everyone involved by creating a sense of belonging and a voice in preserving this cherished community.

Educational activities and information: We will provide quarterly outreach and engaging lessons to local school districts, as well educators and parents.

Solvang: Experiencing Historical & Cultural Stewardship A Stewardship program for Solvang residents and visitors will create opportunities to practice Stewardship in and around Solvang in the care and management of Solvang’s rich history, diverse culture, lush agriculture, and fascinating natural world. It will educate them on how their personal involvement can impact, sustain, and preserve Solvang for generations to come. It can consist of tree planting and pruning, community gardening, Chumash appreciation, Danish heritage, removal of litter or invasive species, creation of green spaces, water conservation, as well as activities that help conserve, improve, or address land, water, or air quality issues.

TJA Advertising’s Stewardship Department is led by team member Eileen Morris, our Director of Stewardship & Educational Outreach. Eileen enjoyed over 23 years in education. She has extensive business training, and holds a Master’s Degree in Educational Administration.

Solvang’s program will be available to all and can be accessed in person and/or virtually through the Solvang website, including its Blog, and social media channels.

Historical and Cultural Stewardship & Educational Opportunities 18 City of Solvang RFP
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City of Solvang RFP 19
324
Agency Compensation and Budget
It has always been our goal to ensure most of our clients’ budgets are spent on media and advertising related tactics such as social media, public relations, website development and creative design, rather than on compensation for agency time such as mailings, phone calls, meetings, and every time we interact with you. Our agency offers all outside purchases, such as printings and mailings, with the standard agency markup of only 15%. However, upon clarification, we will consider 10% on 3rd party uses as identified by the City in the RFP.

Each time the City of Solvang receives a monthly statement from our agency, all vendor invoices, and hours for various tactics, such as social media, website work, graphic design, and public relations, will be included for your review.

In our approach to the City of Solvang account, our goal will be to spend the vast majority of the allocated dollars on growing TOT and increases in sales in the City. TJA will take the standard 15% agency commission on all media. If the media is not commissionable, the agency will mark it up only by 15%.

This framework provides the agency the freedom to recommend all media, whether it offers a commission or not. Those areas that are non-media or not compensated by the 15% arrangement such as public relations, social media, website and art and design, will be billed on an hourly basis of $95.00 per hour. This rate is well below many other competitors’ rates.

TJA is very flexible and will work with the TAC Board and Director to find the most cost-effective form of payment you prefer. If a retainer for some services other than account management is requested by the City, TJA will work to establish that form of compensation in the future.

Finally, accountability is about fiscal responsibility. We promise costefficiency and transparency.

TJA will provide the City of Solvang with stronger creative, more media know-how, enhanced advertising clout, and more strategic alliances that will culminate in a greater impact per ad dollar spent.

Agency Hourly Fee Rates:

Accounting, media checking, budgeting, and billing (covered by 15% media commissions)
Management Services billed monthly at $1500 per month retainer $95 per hour Creative design
$95 Broadcast and Video Production
$95 Influencer Management and Development
$95 per hour Website design, coordination, reporting and maintenance $95 per hour social media marketing for Facebook, Instagram, YouTube, TikTok Pinterest, planning and postings, ad creation, content development, and stat reporting
$95 per hour public relations coordination
*Extensive campaigns beyond the scope of work for public relations, digital and social media would be quoted and approved in advance.

Hourly charges are not to exceed approved budget amounts for each category without Executive Director approval.
20 City of Solvang RFP
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2022-2023 Budget Solvang TAC:
*Advertising and Media, Digital, print, broadcast, streaming $ 120,000 Management Services $ 18,000
*YouTube, Facebook, Instagram Advertising $ 24,000
Branding Graphic Design $ 10,000
Public Relations and Stewardship $ 10,000
*Contingency Advertising $ 10,000
*Cooperative Media $ 8,000
Social Media Execution and Management $ 30,000
Influencer/Content Development $ 20,000
Website Design and Maintenance $ 30,000
Video Production for Social Media, Events, Web site $ 20,000 Grand Total $ 300,000
*Total 15% TJA commissions (already included in the above total for media placement)
Account Supervisor Management includes attending TAC meetings monthly and other meetings as needed with the City staff and/ or possible presentations made to the City Council. Management of event marketing, as well as attendance of key events, media planning and buying, supervision of account teams, as well as supervision of art and video production, is also included in Account Supervisor Management.

City of Solvang RFP 21
326
WHY TJA Advertising and Public Relations?
Our agency takes a “hands-on” approach. We like to consider ourselves an extension of each client’s business and we work as if we are partners. We are keenly aware that the City of Solvang is not looking for just a vendor, but a true long-term partner in their efforts.

TJA is ready to be that partner.

Our staff brings decades of tourism marketing and advertising experience. This talented group has the ability to think out of the box with unparalleled creative concepts. We are rewarded when our clients are successful and continually search out new innovative approaches to achieve those successes.

As your communications partner, TJA is committed:
• We treat your marketing and advertising dollars as if they are our own money. We spend selectively, thoughtfully, and with an eye fixed on results.
• We listen! Your needs become our agenda. We pride ourselves on being completely responsive as well as creative.
• We contribute. TJA will become a partner with you working side by side to get you the most exposure at the lowest costs.

TJA has both the industry knowledge and necessary experience to effectively handle the City of Solvang’s marketing efforts. We are extremely enthusiastic about working with you and will be happy to provide any additional information that may be necessary.

It is our sincere hope that upon review of our qualifications, and judging by our recommendations and ideas, the committee will come to the conclusion that TJA Advertising and Public Relations is the right choice to help The City of Solvang reach its goals and objectives in the years ahead.
22 City of Solvang RFP
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328
Meet Our Team
John Sorgenfrei is President and Owner of TJA
Advertising. John, a graduate of the University of
Southern California in advertising. He has worked
with major agencies throughout California and
supervised art, traffic, production, and account
service teams, as well as successfully managed
clients’ advertising and public relations. Among
John’s clients are Pismo Beach Conference and
Visitors Bureau, Avila Beach Tourism Alliance,
Oceano and Nipomo Tourism Board, High One
Discovery Route (social media), The Central
Coast Commission for Senior Citizens, and
Michael’s Optical of San Luis Obispo. Some of
his former clients include Morro Bay Tourism,
Highway 1 Discovery Route, Avila Beach Sea
Life Center, Dolphin Bay Resort and Spa, Ford
Motor Company, Johnson & Johnson, JBL Sound,
ASICS sportswear, and the U.S. Navy. John lived
in Pismo Beach for over two decades and enjoys
being a member of the Pismo Beach Community.

He is also a longtime member of the Avila Beach
Yacht Club. John enjoys his participation in many
philanthropic events, such as the Pismo Beach
ISA World Para Surfing World Championships
sponsored by AmpSurf, and Wine Wave & Beyond.

He served on the Board of the Avila Beach Sea
Life Center. Additionally, John served on the
Planning Commission for the City of Pismo Beach
for many years. His knowledge of and passion for
Pismo Beach and the California Central Coast are
unrivaled.

Claudia Torkelson is the Social Media Director
for TJA. After graduating from Cal Poly SLO with
a major in English and a minor in Integrated
Marketing Communications, she applied her
knowledge and experience from working at the
Cal Poly Corporation to fast-paced agency work
post-grad. Eventually, she found her niche in
working with tourism bureaus up in the Napa Valley.

Claudia runs the social media accounts for various
local clients and enjoys being a team player. By
analyzing the ever-changing landscape of digital
marketing insights and trends, she continues to
create inspiring content.

Georgina Stassi is Public Relations Director for
TJA Advertising & Public Relations since 2010.

She strives to bring greater awareness and
appreciation of the Central Coast of California to
travelers of all kinds on the beauty, culture, and
experiences here. Georgina is Former Contributing
Editor of the Avila Community News, and she has
written for publications, including Santa Barbara
Home Food Magazine, Santa Barbara Seasons,
Wine Country Today, and Tasting Panel Magazine.

She studied Cultural Anthropology and Spanish
at the University of California Los Angeles and
holds a WSET Level II Certification (Wine & Spirit
Education Trust), which she completed in Avignon,
France. “Nothing brings me greater pleasure than
sharing a beautiful day on the Central Coast with
my friends and family”.
24 City of Solvang RFP
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Rick Turton has been designing, building,
and maintaining websites for over 25 years, the
vast majority of which in the travel and tourism
sector. He has created websites for hotels and
motels, many for Best Western Hotels, as well as
tourism associations, and conference and visitors
bureaus. Rick is an expert in website development,
search engine optimization, and web strategy.

He continually redesigns and maintains existing
websites to increase sales, drive leads, and beat
the competition.

Melissa Hageman is the Finance Manager at
TJA, where she works hand in hand with John in
facilitating a smooth billing process for their clients as well as manages the administrative accounting
practices for the company. Being a graduate of Cal
Poly SLO and with over 16 years of finance and
accounting experience, Melissa truly enjoys being
focused on a company’s growth, sustainability, and
financial health. “I have always loved being a part
of the driving force behind a company’s success,
especially if it impacts our local communities
directly. It is such a privilege to be a part of the
TJA team, representing some of the very best our
Central Coast has to offer!”
Eileen Morris, our newest team member, is
our Content Creator and Consultant, as well as
Director of Stewardship & Educational Outreach.

She worked for many years as a legal assistant
in Downtown Los Angeles and Orange County,
California, and enjoyed years of educating children
in the Los Angeles Unified School District. Eileen
has extensive business training and holds a
Master’s Degree in Educational Administration.

Her absolute love, curiosity, and respect for the
Central Coast and its history guides her creative
ideas to educate, inspire, and excite community
members, visitors, educators, and students about
this area, which is like no other on Earth.

Quint Stevens is a forward-thinking awardwinning creative with extensive experience in strategy and full-service design with a career
that led him to some of the largest agencies in
the US and Europe, including Saatchi & Saatchi
International, BSSP, Patagonia and others.

Demonstrated ability to achieve client goals
across multiple disciplines, including campaign
strategy, branding, graphic design, account
management and new business development.

Dynamic team leader with a positive and
collaborative style.

City of Solvang RFP 25
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The TJA Organization
The talented members of our team not only bring extensive experience across a wide range of marketing and design disciplines, but we are committed to providing comprehensive, efficient, and seamlessly coordinated communication and support for our clients.

John Sorgenfrei
Account Supervisor
Claudia Torkelson
Social Media Director
Quint Stevens
Creative Director
Rick Turton
Website Director
Melissa Hageman
Finance Manager
Eileen Morris
Content Creator and
Director of Stewardship and
Educational Outreach
Georgina Stassi
Director of Public Relations
26 City of Solvang RFP
331
References
Athena Knight
(831) 239-5726
[email protected]
Claire Armbruster
(818) 859-6439
[email protected]
Todd Skelton
(408) 757-5160
[email protected]
Client References
Media References
Avila Beach Tourism Alliance
Dean Hutton
Chairman, Avila Tourism Board
(805) 595-7302
[email protected]
Pismo Beach CVB
Gordon Jackson
Executive Director
(805) 773-7034
[email protected]
Highway 1 Discovery Route
Cheryl Cuming
Executive Director
(805) 471-0182
[email protected]
City of Solvang RFP 27
332
500 Cypress Street, Suite S11, Pismo Beach, CA 93449
(805) 541-6020 | (805) 541-6022 FAX | [email protected] 333
May 6, 2022
City of Solvang
Proposal for
Professional
Services-Tourism
Marketing
Managed
Services
334
Table of Contents
Letter of Introduction 3
Scope: Let’s Talk About You 5
Our Process: The Verdin 360 9
Proposed Scope of Work & Budget 13
What We Do 16
Our Work 20
Our Team 34
Addendum Acknowledgement Form 42
We are
Obsessed with integrity
We are devoted to our work and
maintain a high level of transparency
with our clients
Passionate about strategy
We are dedicated to understanding your
goals, reaching your audiences and
delivering the best marketing support
Building our brand for 18 years
We have cultivated a stellar reputation
through years of service
A tight-knit team
We are small but mighty—we have the
agility to completely focus on you and
your needs
335
Mary Verdin
President & Chief Strategy Officer
[email protected] | (805) 541-9005
3580 Sacramento Dr #110, San Luis Obispo, CA 93401
DBE Firm No. 42625 | CSDA Member 3
Solvang is a well-known and widely adored destination. As the marketing landscape evolves and we settle into our “new normal,” it’s an opportune time to refresh strategies and revitalize messaging to connect with existing and untapped audiences.

That’s where Verdin comes in. Over the past 18 years, our Central Coast team has worked with several boutique destinations beloved for their singular small town charms. We help our clients build authentic brands that resonate with repeat visitors and capture the imaginations of new ones.

We know how to reach diverse demographics, from Empty Nesters to the up-and-coming Gen Zers, and everything in between. Our memorable creative and innovative tactics have proven to move the needle, growing awareness and visitation through content marketing, advertising and public relations.

Our team is deeply rooted in the California destination marketing ecosystem while keeping our fingers on the pulse of national and global trends. We are actively involved with Visit California, the Central Coast Tourism Council and Visit SLO CAL. Our award-winning, metric-driven work for multiple California destinations includes cities, counties and regions.

At Verdin, it’s always personal and hands-on. We strive to introduce fresh concepts and actively manage owned, earned and paid channels. Our media partner, Mosaic Media, curates a hyper-targeted paid advertising mix that aligns with each client’s budget and objectives. Through Mosaic, we also offer a better cost-per-thousand on programmatic media buys than what most agencies can offer going through third parties. We also track real-time data for 24/7 campaign optimization.

Our mission is to help build strong communities through strategy, consensus and storytelling. We’d love to put that mission to work for Solvang.

Finding new
opportunities to
expand awareness
of Solvang
as a must-visit
Central Coast
destination
336
Results from our quarterly client surveys
We appreciate your team's willingness to always work with us and come at projects creatively. Ashlee Akers has been a godsend this past year especially, and we're so grateful for all that your team does.
—Brittney Hendricks, VP/Marketing & Communications,
Visit Oxnard
An excellent company, great talent, great leadership.
—Alan Iftiniuk, President/CEO French Hospital Medical Center The most reliable references we have are our clients.

See what they have to say:

We love Verdin and have enjoyed a solid partnership over the past 5+ years! Looking forward to continued success, engagement and the positive results we've experienced.
—Terrie Banish, Deputy City Manager, Outreach, Events and Promotions, City of Atascadero
The team has been incredible! They have been flexible with changing priorities, always meeting deadlines and delivering top notch work in all situations. They listen to feedback and come back with a solution-minded response. It has been a pleasure to work with the team this year.
—Molly Cano, City of San Luis Obispo Tourism Manager
The professionalism, enthusiasm, and attention to detail of the Verdin Team is amazing!
—Jocelyn Brennan, Former South County Chambers
CEO & Arroyo Grande Tourism Manager
4 Overall ratings from
2021/2022 quarterly surveys:

Client service:

Creativity:

On time & on budget:

Value:
337
Opportunities
Let’s Talk
About You
338
5 6
Solvang USA + Verdin Marketing
A new chapter begins…
Solvang’s rich Danish heritage sets it apart and lends a distinctly European charm to the dynamic village that anchors the Santa Ynez Valley. The destination has evolved over the decades as Santa Barbara’s wine country has blossomed, with new wine tasting rooms, Michelin-endorsed restaurants and boutique hotels further broadening the city’s walkable, family-friendly appeal. Between the vibrant festivals and events, delectable culinary offerings, agricultural riches and cultural touchstones, Solvang

2.0 is ready for its close-up! Our success in branding and rebranding destinations is informed by data as well as discussions with stakeholders and visitors about the key destination drivers. ● Research and Strategy: As part of Verdin’s 360 process, we will hold an immersion with the Solvang team to download institutional knowledge and confirm goals and metrics. Based on these goals, additional research may be recommended to ensure that our strategies take the perspectives of key audiences into account. Verdin will then develop a Brand Plan to evolve the Solvang brand and messaging, as well as a multi-pronged Marketing Plan with strategies to guide website development, social media, public relations, advertising and all other marketing and communications efforts.
● Branding: Based on established audiences and stakeholders, Verdin will build consensus around a Brand Evolution that represents Solvang’s personality and points of differentiation.

The identity will be accompanied by an Electronic Brand Guide to provide clear guidance on how the brand is to be executed through every marketing channel moving forward, to establish a consistent approach and build brand equity.
● Public Relations, Social Media & Email Marketing: Verdin will execute strategies and tactics detailed in the Marketing Plan to support Solvang in delivering effective communications to the right audiences. Our team will create Content Action Plans and Monthly Editorial Calendars to efficiently develop consistent content to flow through all channels and support Solvang’s key pillars.
● Paid Media: In addition to using the City’s owned media (website, social media, email marketing), Verdin will create dynamic paid social media advertising and boosted posts and place programmatic advertising. These channels allow us to narrowly target the audiences we want to reach with specific messages, and to monitor and measure reach, engagement and conversion.
339
7 Example Marketing Plan
for 2022-2023
Scan or click here to view
our sample Marketing Plan
Our true work begins once we get to know you,
understand your goals and learn how we can
bring you success. This is an example of a
strategic marketing plan. We would customize
yours to meet your strategic needs.

FPO for QR Code
340
8 Example Campaign for
2022-2023
Wander. Wonder. Windmills
Let’s celebrate what makes Solvang extraordinary! Solvang’s Danish heritage and whimsical spirit will be the heartbeat of fresh creative that showcases the core destination attributes through a contemporary storybook lens.

Scan or click here to view A
sample Campaign Ad
FPO for QR Code
341
9 Our Process
The Verdin
360
342
10 Where would we start?
We have enjoyed being both neighbors and visitors of Solvang for years. Between our product knowledge, destination marketing expertise and Verdin 360 onboarding formula, Verdin is uniquely suited to the task of helping Solvang achieve its tourism business goals.
● Expertise: We know TBIDs. And we know your destination. We are committed to keeping our knowledge sharp in the ever-evolving landscape of tourism marketing. Our clients benefit from the expertise we bring when devising strategies and advising on tactics.
● Custom strategies: Though we are already quite familiar with your destination, we would prioritize research to dig into the nuances and conceive the best marketing solutions. We could dive deeper into target audiences and coordinate possible surveys to key stakeholders to build consensus. The scope of research needed would be determined after the immersion session, where together we would identify any gaps in information or data needed to move forward. We also have the unique advantage of supporting Visit the Santa Ynez Valley in their social media marketing efforts, which could open the door to special collaborative opportunities to maximize your respective tourism marketing efforts.
● Proven Process: Our team has successfully onboarded many tourism clients and customized our process to best suit the needs of organizations who require key stakeholder buy-in. We excel at listening, asking the right questions and building consensus to move marketing initiatives forward. An overview of this process is detailed on the next few pages.
343
11 The Verdin 360:

Our approach for Solvang
The Verdin 360 is our process for creating strategies with strong foundations, measurable objectives and clear
tactics.

On the following page, we’ve filled out the three steps of our process—Groundwork, Get Working and Gauge
Results—with an approach specifically designed to meet
your needs.
344
12 Verdin 360

1. Groundwork
Discover where you are now
and plan where you want to go.

In the Groundwork phase, Verdin will
hold a planning meeting with you to
help us establish the history, goals
and barriers for this effort. We’ll also
dive into research, gleaning input
from key stakeholders to inform our
strategies, set objectives to meet your
goals and confirm metrics to
determine a path forward. The Verdin
team will draw on our expertise in
branding, communications, and
advertising with public agencies to
develop a powerful Marketing Plan.

Bring the plan to life.

In the Get Working phase, our team
will execute the approved Marketing
Plan. Our creative team will develop a
brand that uniquely represents your
destination, which will start with logo
concepts for your team. The approved
concept will be refined and built out
with a color palette and brand
guidelines. In conjunction with being
dynamically strategic, our work is
strongly driven by data and results.

When executing the marketing plan,
we actively manage all
communications channels, tracking
the metrics to determine the impact
of our campaigns.

Evaluate and adjust as
needed.

Using the performance data
collected during the Get Working
phase, we will monitor results
and adjust, as needed, to reach
your goals. This phase helps us
decide together what is working
best. Then we will adapt our
strategy and tactics to leverage
this success. Our reporting
system ensures that you see this
data on a regular basis, in a
transparent format that
continually offers
recommendations.

2. Get Working 3. Gauge Results
345
13 Budget
Proposed
Scope of
Work &
Budget
346
Proposed Budget for Marketing & Branding
Services
Groundwork $13,000 - $16,000
Following our Verdin 360 process, our team would complete the scope of work listed below.

In this initial phase, the Verdin team would meet with the Solvang team to confirm specific goals and metrics for success based on past efforts, then develop a strategic Marketing Plan to support those goals.

This initial phase is estimated to be one month, depending on client schedules, and is proposed to include the following:
● Immersion session with key stakeholders to gain insight and perspectives and confirm goals
● Creative Brief to clearly define creative direction
● Mini FAM tour
● Development of a Marketing Plan to target local, regional, national, niche and industry market segments, based on the budget allocated by Solvang, including:
○ Possibly additional research if identified as a need in the immersion session ○ Research on audiences, trends and opportunities in target markets ○ Personas to define and represent target audiences
○ Message matrix and key messaging for each audience
○ PR strategy
○ Social media strategy and a content action plan to guide social media content for the entire year
○ E-newsletter strategy
○ Advertising strategy and plan
This proposed budget is
based on Verdin’s blended
hourly rate of $150 per hour.

Additional projects can be
quoted based on the number
of hours needed to execute a
defined scope of work.
14 347
Get Working & Gauge Results $284,000 - $287,000
During these phases, the implementation of the Marketing Plan will take place. Please note, the scope of this phase will need to be clearly defined by the approved Marketing Plan, and some activities may change based on the plan.

These phases are estimated to be 11 months and include the following:
● Account management including:
○ Budget and timeline management
○ Meetings
○ Reporting on measurable outcomes from all activities
○ Ongoing communication including liaison with Solvang TMMP tourism stakeholders ● Execution of all marketing plan strategies which could include:
○ Creative & Production including:
■ Logo evolution including 2-3 logo concepts, refinement of selected logo and final files, color palette, digital brand guidelines and stationery suite ■ Asset development (Video/photoshoots)
■ Print advertising
■ Website design
■ Broadcast & digital assets including two possible campaigns for year one if consistent with the Marketing Strategy
■ Signage, collateral, sales materials, etc.
■ Annual Report
○ Media strategy execution and management by Mosaic Media ○ Estimated media buy of $150,000
○ PR outreach
○ Social media management
○ E-newsletter management
Total $300,000
15 348
16 About Us
What We Do
349
17 Our Services
When you hire Verdin, you get
access to a team of specialists + a
full range of marketing services
under one roof. And it’s all
customized to your goals.
● Marketing Plans
● Strategic Planning
● Corporate Identity & Branding
● Image Perception Assessment
● Customer Relationship Management
Marketing & Brand
Management
● Strategic Campaign Concepting
● Digital, Print & Broadcast Ad
Development
● Media Strategies
● Media Buying
● Campaign Monitoring & Reporting
Advertising
● Social Media Strategies &
Content Development
● Social Media Monitoring & Management
● Blogging
● Search Engine Marketing
● Mobile Marketing
Digital Marketing
● Site Planning
● Writing, Designing & Programming
● Search Engine Optimization
● Ongoing Website Maintenance
Website
Development
● Public Relations Strategies
● Press Release Writing & Distribution
● White Paper Development
● Trade Show Booth Management
● Crisis Communications
Public Relations
350
18 What Sets Us Apart
Integrity Based Marketing
Integrity is one of our four core values and a principle that has guided our agency since its founding. Verdin believes in detailed and transparent reporting, and we will include as much detail on our invoicing as you want to see. We don’t feign perfection in situations where improvements can be made. Instead, we make recommendations and constantly improve outreach efforts so results keep getting better.

Creative Rooted In Strategy
Research into the lifestyles, behaviors and desires of your target audience guides our creative team to develop advertising messages that resonate. Our team makes strategic recommendations and works with you to craft campaigns that embody your brand and what it promises — and you’ll have a lot of fun with us along the way.

Experience & Expertise Working With Destinations
One of Verdin’s strengths as a full-service marketing and advertising firm is positioning the desirable attributes of a community. Our team knows how to build awareness among a range of audiences through compelling creative. We know how to build consensus among multiple stakeholder audiences with different needs, and we also enjoy collaborating with clients and partners. We are dedicated to transparency and providing clear communication and information at all times.
351
Internal Process for Client Work
Client Sign-off
Our policy is clear and straightforward: no actions are undertaken without the client’s approval. This goes for purchasing, too. Before printing or purchasing, we provide initial estimates with recommendations, so clients may
consider pricing options.

Billing & Related Requirements
Invoices are payable net 30, and Verdin does not offer any discounts for early payment. Payments are accepted via ACH and by check, and credit card payments are accepted with a

3.5% service charge.

Sales and Use Taxes
Taxable items are identified within the budget management.

Verdin’s bookkeeper will include appropriate tax on invoices and your Account Manager will verify all tax charges before you receive the invoice.

One Reliable Point of Contact
To keep things streamlined, each of our clients has special attention from one main source of contact. The client’s Account Manager manages the budget and coordinates
projects — an efficient way to give our clients dedicated attention to a full team of specialists. Our team uses an industry software system called Workamajig to ensure that all of our projects, communications and billing practices are streamlined.

Transparent Invoicing & Reporting and
Reconciliation of Media
We have an uncompromising commitment to transparency in billing and reporting, so our clients have all the information they want to see in each report. If applicable, media will be reconciled each month and adjusted as needed. We will
provide reporting and updated invoices as needed as back up for any adjustments.
352
19 20
About Us
Our Work:

Samples &
References
353
21 Names We
Stand Behind
354
Danielle Laudon Ruse
VP of Marketing | Visit the
Santa Ynez Valley
[email protected]

Visit the Santa Ynez Valley
Visit the Santa Ynez Valley was in need of a marketing partner to help bring their social media content to the next level and expand to new audiences. Our team worked with the Santa Ynez team to define the tone for their social sites and then create strategies to enhance their content and engagement. Visit the Santa Ynez Valley has been pleased with the success seen in the execution of those strategies.
355
Visit Arroyo Grande
Verdin’s team has worked to develop dynamic, creative campaigns that capture Arroyo Grande’s unique charm and entice people to experience it for themselves. The work we did started with a rebrand and marketing strategy and the execution included PR outreach, e-newsletter development and social media management.
“The professionalism,
enthusiasm, and attention
to detail of the Verdin is
amazing!”
Jocelyn Brennen
Former President | CEO of South
County Chambers of Commerce
[email protected]
(805) 748-7630
356
24 City of San Luis Obispo, Support Local
The more you SLO, the more SLO grows. The Verdin team works with the City of SLO to create eye-catching, authentic marketing materials to inspire people to shop local and drive spending in our hometown. All of our deliverables use thoroughly researched tactics to tell SLO’s unique story as a community and cultural experience. Below are some social media graphic examples developed for specific programs.
“The team has been
incredible! They have been
flexible with changing
priorities, always meeting
deadlines and delivering
top notch work in all
situations. They listen to
feedback and come back
with a solution-minded
response. It has been a
pleasure to work with the
team this year.”
Molly Cano
Tourism Manager
City of San Luis Obispo
[email protected]
(805) 781-7165
357
25 Visit Oxnard Marketing
For the past three years, Verdin has served as Visit Oxnard’s trusted marketing partner and helped position the city as fun and unique travel destination. We worked together to develop a dynamic brand identity, create an effective marketing plan, and create deliverables that drive growth in brand awareness and hotel bookings. We understand and believe in Oxnard’s multi-faceted personality and the diverse range of attractions it has to offer and are experts at crafting messages that resonate with the destination’s audiences. “We appreciate your
team's willingness to
always work with us and
come at projects
creatively. Ashlee Akers
has been a godsend this
past year especially, and
we're so grateful for all
that your team does.”
Brittney Hendricks
VP of Marketing and
Communications
Visit Oxnard
[email protected]
(805) 385-7545
358
26 Media References
Shelby J. Russell | President & Publisher
Los Angeles Magazine|Orange Coast Magazine|Pasadena Magazine 310-213-5111| [email protected]
Eric Ueland | Senior Account Executive
KSBY-TV | NBC & CW for California's Central Coast
1772 Calle Joaquin
San Luis Obispo, CA 93405
Mobile: 805-305-8549
Mike Chellsen | General Manager
Pacific Coast Media, LLC
ESPN Radio 1280/101.7
K-Jewel Radio 106.5/1400
359
27 About Us
Our Work:

Campaign
Case Studies
& References
360
Ventura County Coast
361
Goal
Increase visitors to Camarillo, Oxnard,
Ventura and Port Hueneme.

Where We Started
How do you market four diverse locations as one experience? Conversely, how do you give equal attention to all participating locations in a collaborative tourism effort? Ventura County Coast was lacking nothing in regards to natural beauty and desirability, but was in need of careful strategy to position the right balance of diversity and cohesiveness.

What We Did
● Created multi-tiered digital
strategy to improve ROI with
pixel technology and retargeting
capabilities
● Created three new, engaging
inspiration videos, nine
point-of-view retargeting
videos, cold-weather campaign
videos, and multiple geo-fencing
videos.
● Revamped the e-newsletter for
improved engagement
● Improved website user
experience on blog pages, along
with adding specialty pages for
specific campaigns
What Happened
● RSA award for “Find Your Vibe” Whale
Watching video 2019
● Improved new user web visits YOY by 95%,
with 99% improvement in total visits
● 22% increased YOY results from digital
advertising in both leisure and meetings
categories
● The use of digital advertising special
campaigns had great success, including
cold-weather- triggered campaigns, and
meetings and special event geo-fencing
campaigns. These exposed new potential
travelers in unique locations to the VCC
message.
● Built retargetable audiences, with over 27
pixels pages, to over 45,000 visitors
● Increased social media followers by 18%
“Having an opportunity to
work with the team at
Verdin to inspire, engage
and drive demand to
Ventura County Coast is a
true privilege. The
partnership we have to
make data-driven
decisions and the talent
we collectively have to
turn those insights into
action, fuels my passion to
be better every day.”
Brian Tucker,
Executive Director,
Ventura County Coast
[email protected]
(805) 644-2500
362
Visit Atascadero
363
“We are very fortunate
as a city to have
acquired Verdin’s services.

Their level
of professionalism,
execution, and positive
personalities are second
to none. I can with
complete confidence
recommend Verdin
to anyone looking to
market and promote
their destination,
business, and/or
organization.”
Amar Sohi
Current Board Member & Past Chair,
Atascadero TBID
[email protected]
(805) 462-0200
Goal
Increase overnight stays for hotel and
motel accommodations in Atascadero.

Where We Started
When people think San Luis Obispo County, they think rolling vineyards and crashing waves. They don’t think “Atascadero.” This inland town was struggling to obtain “top of mind” space in comparison to its neighboring communities of San Luis Obispo and Paso Robles.

What We Did
● Created and
launched new
“closer than you
think” campaign for
all three personas
● Created and
launched new
multi-tiered DSP and
social campaigns for
leisure and meetings
● Used pixel
technology to create
retargetable
audiences
What Happened
● ADDY award for Closer Than You Think campaign
● Through digital advertising, the destination
received 335% improvement in website visits YOY
(fiscal year 2017-2018 to the fiscal year 2018-2019).
● Digital impressions grew by 79% YOY with the
same budget.
● Engagement (clicks) on digital advertising
improved 60% YOY.
● Average click-through-rate for digital campaigns
improved from 1.2% to
● 2.01% YOY.
● Built retargetable audience to over 30,000 website
visitors
364
32 Visit Camarillo
365
33 “Verdin’s level of
expertise and creativity
developed the branding
elements we were
searching for all along.

The professionalism and
knowledge the Verdin
team provides has been
nothing short of
exceptional and I would
highly recommend their
services.”
Yuliana Gonzalez
Executive Director, Camarillo Hotel
& Tourism Association
[email protected]
(805) 764-2121
Goal
Enhance and renew the Visit Camarillo
identity through a brand refresh
Where We Started
The Visit Camarillo Board felt that its existing brand no longer represented their beautiful city and everything it has to offer. Our goal was to create a new brand that captured Camarillo’s unique personality and enticed people to “come for the sun and stay for the fun.” What We Did
● Developed and implemented a full
rebrand, including logo, color palette,
collateral, and digital assets.
● Updated Visit Camarillo’s website with a
newly branded skin and streamlined
interface.
● Launched a rebranding campaign that
included updating all existing ads with
the new branding and creating ads for a
giveaway to promote the rebrand and
increase website subscribers.
● Developed visuals and messaging to
encourage safe travel during the
pandemic, including a fall/winter ad
campaign highlighting Camarillo’s wide
range of enjoyable outdoor activities.

What Happened
● Silver ADDY Award for
destination rebrand
● The month we launched the
assets on social media, Visit
Camarillo saw 44,448
impressions, 1,636 clicks, and
a click-thru rate of 3.68
percent, increasing the
engagement rate by
approximately 12%.
366
34 Our Team
About Us
367
35 Verdin’s Key Personnel
Mary has 30 years of marketing experience and an energy that keeps ideas fresh and strategic. Her personal list of awards, combined with the industry awards our agency wins every year, reflect Mary’s proven ability to create communications success for clients. An innate problem solver and natural leader, she founded Verdin more than 17 years ago and continues to grow the firm with a gusto for finding ways to give back to the community.

Experience, Credentials and Education:

Mary Verdin
President & Chief Strategy Officer
Role: Participates in discovery
and initial meetings, provides
ongoing strategic input.
● Stevie Award—Women in Business
● PRSA Professional of the Year
● Rotarian of the Year
● Leadership SLO, Class IV &
Leadership California, Class 24
● Director on the SLO Chamber of
Commerce Board
● President’s Award, National
Philanthropy Day, AFP
● UC Davis: Psychology
● Relevant experience: strategically
involved in work performed for all
Verdin clients, notably those listed
as work samples and references in
this proposal
● Pacific Coast Business Times
Awards: 40 Under 40; Top 50
Women in Business; Who’s Who in
Marketing & PR
368
36 Verdin’s Key Personnel
Megan is the helm that steers Verdin’s creative team right direction. Her keen eye and strategic mind lead Verdin to produce work that is strikingly distinct.

Experience, Credentials and Education:
● Relevant experience: strategically involved in the work performed for all Verdin clients, notably those listed as work samples and references in this proposal
● 14 years design experience in various industries
● Brooks Institute of Photography: Visual Communications Megan Condict
Creative Director
Ashlee Akers
Partner & VP of Client Services
Role: Provides day-to-day
support for Solvang through
various marketing channels,
including web, emarketing,
social media and more.

Ashlee guides Verdin’s account staff with enthusiasm, and plays a leading role in all client work. Her friendly and dynamic personality makes our clients instantly feel comfortable and confident. She is the master of surpassing client needs with an unwavering devotion to achieving stellar results.

Experience, Credentials and Education:
● Relevant experience: strategically involved in the work performed for all Verdin clients, notably those listed as work samples and references in this proposal
● Partner at Verdin; 10 years with agency
● 12 years of experience in tourism marketing and advertising ● San Luis Obispo Tribune Top 20 Under 40
● Pacific Coast Business Times Who’s Who in Marketing & PR ● Serves on Central Coast Tourism Council Board of Directors ● Serves on marketing and branding committee for SLO CAL ● Cal Poly, San Luis Obispo: Agriculture Science/Agricultural Business Role: Participates in
creative planning
meetings, develops
brands, campaign and ad
concepts and oversees
and reviews all creative produced for our clients.
369
37 Key Personnel Support Team
Michelle Starnes
Partner & Operations Manager
Michelle keeps the firm striding
forward as a strong partner for clients
and an incubator for innovative ideas.

Natalie Bovee
Account Manager
Natalie organizes big ideas into practical steps
to accomplish clients’ goals. She’s a strong
advocate for our clients and manages accounts
with optimism, energy and care.

Katie Kollmann
Graphic Designer
Katie approaches design work through a lens of
thoughtfulness and strategy. Her knowledge of
what will work means our designs are as smart
as they are stunning.

Adam Verdin
Principal
Adam is well-accustomed to a bird’s eye view
and uses this big-picture mentality to keep the
firm strategically focused on our foundations.

Pam Riordan
Bookkeeper
Pam brings eagerness and proficiency to
Verdin’s accounting activities. Our team and
clients appreciate her accurate billing and
timely payments.

Candice Walton
Project Manager
Candice draws on her background in
tourism, business development and
project management to make sure work
at Verdin is completed on time and on
budget.

Allie Rohlfs
Account Manager
Allie uses her strong communication skills and
multitasking abilities to keep client work on
track and exceed expectations.

Chloe Cosyns
Account Coordinator
Chloe supports our accounts team by
maintaining detailed communications with our
other departments and keeping client work
organized.
370
38 Verdin Organizational Chart
Mary Verdin,
President & CSO
Ashlee Akers, Partner & VP
of Client Services
Michelle Willis, Partner &
Operations Manager
Megan Condict,
Creative Director
Pam Riordan,
Bookkeeper
Candice Walton,
Project Manager
Katie Kollmann,
Senior Graphic Designer
Natalie Bovee,
Account Manager
Allie Rohlfs,
Account Manager
Chloe Cosyns,
Account Coordinator
371
39 Subcontractor
● Verdin’s monthly invoice for marketing services will include media invoices that we coordinate.
● As an agency, we have a seat at a Demand Side Platform (DSP) that allows us to place digital programmatic buys directly. This allows us to be more competitive with other media vendors such as Spectrum, Sinclair, iHeart, etc.
● We base the placement off of cost per thousand impressions (CPM) and we are typically at or below what other media companies may offer. This translates to better results. ● Optimizations on campaigns happen faster as we look at what the data is telling us. ● We typically report in monthly or quarterly increments, but if there is ever a question we can quickly pull data on current campaigns. We are available to meet to review performance. ● Recommendations based on performance and flexibility to pivot the campaign to other tactics if needed.

The Verdin team has a close partnership with the Mosaic Media team who strategizes, plans and implements all of the media buys for our clients. Here is what you can expect when working with Mosaic. 372
40 Subcontractor:

ROLE: Participates in discovery and initial meetings, plans and executes media buys for Verdin’s clients.

Arturo Cosio has a passion for playing with numbers and turning them into results for clients in the ever changing landscape of marketing. As Director of Brand Partnerships, he is responsible for establishing relationships with other agencies and businesses to help either grow their marketing services or promote their products and services with our award-winning media team. He works closely with all team members at Mosaic to assess our partners’ needs, set up goals, and create effective marketing strategies to achieve long term success.

Arturo has been the bedrock of many of Mosaic’s partners throughout the years.

His calm, reassuring demeanor and experience will keep projects moving seamlessly on time and on budget, and giving our partners one less thing to worry about.

EXPERIENCE, CAPABILITIES AND CREDENTIALS:
● Strategically involved in planning and executing media buys for Verdin ● Degrees in Marketing and Business Management
Arturo Cosio
Director of Brand Partnerships
ROLE: Oversees operations and services for Mosaic clients.

Mary Ann started her career in media by working as a senior sales executive for some of the nation’s largest media outlets. After discovering her talent and love for all things media strategy, she founded Mosaic as a way to provide niche expert experience to agencies and marketing departments across the country. Her hard work and savvy strategy skills have led Mosaic to year-over-year growth, and has expanded her impact as an industry leader in all things traditional, digital, and everything in between. Mary Ann’s hands on approach ensures she understands the moving parts of Mosaic at all times, allowing her to provide tailored insight and guidance to the Mosaic team and her clients. Client success is her No. 1 priority and how she measures her own accomplishments, all of which is apparent in her tireless drive and strategic approach to every project.

EXPERIENCE, CAPABILITIES AND CREDENTIALS:
● Strategically involved in media buys for Mosaic clients ● 2020 award from Cynopsis Media naming her as a Top Woman in Media
Mary Ann Pruitt
President & CEO
373
41 Subcontractor Letter of Commitment:

Mosaic Media
374
42 375
43 Mission Statement
We help build strong
communities
through strategy,
consensus and
storytelling
© 2022 by Verdin Marketing. All Rights Reserved. This work is the property of Verdin Marketing and no part of it can be reproduced or transmitted in any form or by any information storage or retrieval system, without the written permission of Verdin Marketing, except where permitted by law.
376

REQUEST FOR PROPOSALS
Professional Services

TOURISM MARKETING

MANAGED SERVICES
RFP Issued…………………………………………………………………………..April 1, 2022
All questions must be received by 5:00 p.m……………………April 15, 2022 Proposal Due by 5:00 p.m.………………………………………………….May 6, 2022 Evaluation Period Concludes……………………………………………May 18, 2022 Award Contract……………………………………………………………………….June 2022
Contract Period Commences……………………………………….June / July 2022 377

PUBLIC NOTICE

REQUEST FOR PROPOSALS

PROFESSIONAL SERVICES

CITY OF SOLVANG

TOURISM MARKETING

MANAGED SERVICES
The City of Solvang (“City”) is inviting qualified firms to submit proposals for Professional Services to provide Tourism Marketing Managed Services to the City. We are seeking a full-service experienced tourism marketing / public relations consultants who can provide professional guidance and oversight, implementation and analysis regarding marketing and communications programs designed to attract tourists to our city. It is desired that the proposal be thorough with examples of work. The proposal contents, goals, and objectives should be clear in the attachments.

The current Marketing/Media Plan for the Solvang marketing tourism contract ends July 31, 2022. The upcoming budget plan is for two years, with the opportunity to extend the contract another two years if desired by both parties. A contract will be provided by the City attached to the RFP.

All proposals will be compared on the basis of understanding the scope of work to be performed, methods and procedures to be used, management, personnel and experience, and consultation and coordination with the City of Solvang.

If your firm is interested and qualified, please submit seven (7) hard copies and one (1) electronic copy of your Proposal on or before May 6, 2022, by 5:00 p.m. to:

City of Solvang
Attn: Xenia Bradford,
City Manager
1644 Oak St.

Solvang, CA 93463
[email protected]
Proposal shall be clearly labeled “Proposal for Professional Services–Tourism Marketing Managed Services.” Any changes, additions, or deletions to this Request for Proposal will be in the form of written addenda issued by the City. Addenda will be posted on the City website, along with the RFP. Prospective proposers must check the website for addenda or other relevant new information during the response period. The City is not responsible for the failure of any prospective proposer to receive such addenda. All addenda so issued shall become a part of this Request for Proposal. In addition, any questions submitted shall be posted with answers on the website as well.

ATTACHMENTS:

A SAMPLE City of Solvang Professional Services Agreement B Insurance Requirements
378

REQUEST FOR PROPOSALS
Information Technology Managed Services
1) CITY PROFILE
Solvang, meaning “Sunny Field,” was founded in 1911 by a group of Danish educators from the Midwest who were in search of a site for a Danish-type folk school. They envisioned the location of the potential town, nestled between the Santa Ynez and San Rafael mountain ranges, as an ideal place to launch the school and where settlers could develop a Danish Colony that we now know as Solvang. The City is located inland along the Central Coast, some 45 miles north of Santa Barbara, in the historic Santa Ynez Valley. The City of Solvang provides a full range of municipal services, including contracted police services, the construction and maintenance of City streets, storm drains, bridges and similar infrastructure type assets, park maintenance and community recreation activities. Water, wastewater and transit services are provided through the use of an enterprise fund or business- type fund structure. The City was incorporated on May 1, 1985. It subsequently transitioned from a General Law City to a Charter City in November 2006.

Although Solvang has since developed into one of California’s main tourist attractions, its many DanishAmerican residents continue to perpetuate their Danish heritage as seen by the architectural style in the downtown tourist area. With a residential population of 6,126, the City is host to approximately 1.5 million tourists per year. Tourist Occupancy Tax (TOT) is 50% of the General Fund revenues. With this emphasis on tourism as a strong tradition and a core contributor to the economic health of the City, the importance of the unique architectural feel of the City is part of the Solvang ‘brand.’ 379
2) PROJECT OBJECTIVES
The City of Solvang is requesting proposals from qualified firms interested in providing comprehensive tourism marketing managed services for the City. The goal is to find an experienced tourism marketing firm that can provide professional guidance, oversight, and implement marketing and communications programs designed to attract tourists to the City of Solvang.

Overview:

Under Direction of the City Manager and Marketing Tourism & Events Coordinator, the Tourism Marketing/ Media Proposal (TMMP) administers the City’s efforts to promote tourism to Solvang, thereby enhancing the City’s General Fund revenue through Transient Occupancy Tax receipts and, to a lesser but significant extent, through Sales Tax receipts. The mission is to increase overnight visitorship, and visitor expenditures, with emphasis on mid-week and off-season tourism.

The TMMP is responsible for traditional and electronic media advertising in core market regions and new market areas, participation in consumer and industry trade shows, and development and maintenance of ongoing relationships with travel writers and other media representatives.

Accounting. The Marketing Agency agrees to account for all funding provided and to keep complete books and records thereof and to make available and to submit to audit by the City of Solvang all the Marketing Agency books (in regard to this contract), records, and financial statements upon the city of Solvang’s request with 30-day reasonable prior notice. The books with receipt of all paid vendors will be shown on request with 1099 IRS forms attached for all monies spent on this contract not to exceed 10% overhead to the marketing firms and sub-contractors with marketing responsibilities to the City of Solvang. 380
3) SCOPE OF WORK
The Marketing Agency team manages a number of responsibilities including (but not limited to):
• Setting marketing strategy that supports strategic imperatives and goals • Managing budgets
• Integrating all aspects of marketing communication including advertising, digital, PR, branded content, social media, group sales, sponsorships, etc.
• Liaising with Solvang TMMP tourism stakeholders including board leadership, committees, and other stakeholders
• Guiding marketing activities designed to showcase Solvang city wide range of tourism experiences • Targeting local, regional, national, niche and industry market segments • Tracking and reporting out on measurable outcomes from marketing communication activities Agency teams will be required to collaborate to form strategic recommendations and efficiently execute the Solvang marketing program, including research and information sharing, planning, optimization, analytics, and reporting. Solvang is seeking not simply an “ad agency,” but a long-term partner that will be integral in these efforts and share a dedication to success.

The General Scope of Work includes the following:

Strategy: Working closely with our team, collaborate on strategy to develop, execute, and track results against an annual marketing plan that supports the strategies set forth by the Solvang Tourism Advisory Committee (TAC). This includes strategic direction, creative strategy, brand development, media plan, and cooperative plan.

Creative & Production: Produce creative and provide strong yet attainable recommendations for consideration and manage the process of working with subcontractors as needed. Bring to final form the approved advertising materials to run/air on behalf of the city of Solvang.

Creative materials may include but are not limited to:
• print advertising
• website design
• broadcast (TV/CTV, radio, video) assets
• digital banners
• signage, collateral, sales materials, etc.

Content Planning: Work with Solvang Events & Marketing Coordinator to develop a comprehensive, marketing plan that uses market intelligence to shape strategy and includes goals specific to the agency’s scope; defined target markets, audiences, and opportunities; strategies/tactics to achieve success; specific action steps that guide and track workload; and measurable outcomes. 381
Promotion: Promote the city of Solvang through targeted advertising and other promotional programs Contractor will promote the destination and tourism business of the city of Solvang through targeted media campaigns that focus on needed periods of tourism these include Danish days, Julefest, Fall harvest scarecrow campaign, music in the park series, contractor will also conduct additional campaigns that focus on lodging segments specifically contractor will measure add media campaigns effectively as well as any returnon-investment results. These campaigns will be a fully integrated strategy that will be used in many different advertisements including digital banners digital radio online mobile video, CTV video, in home video retargeted media, behavior targeting, as well as search engine marketing.

Public Relations: Public relations outreach campaigns to promote Solvang Contractor will partner with credible news organizations and media experts and writers to execute multiple stories, media, both print and digital, output that focus on various parts of Solvang for both leisure and group travel. This may be conducted by in-house staff position or contracted relationship with public relations firm agencies/ staff. This may include hosting a media destination, hosting media events and working with local, regional, and national agencies for the promotion of Solvang.

Social Media: Paid and organic social media postings and campaigns Through daily postings of organic content and media, contractor will provide a robust and continuing social media program that focuses and highlights the various parts of Solvang and the businesses within it.

Additionally, paid campaigns will focus on promoting specific segments of Solvang to draw awareness and attraction to these areas. This may include lodging activities, events, restaurants dining, group meetings, outdoor shopping and more.

SEO Marketing: Year-round digital advertisement search engine marketing campaigns Through the digital mediums of search engine advertising and search engine displays, contractor will study, analyze and execute complex keywords the top search inquiries to provide website traffic sponsorship results and awareness to SolvangUSA.com for many different parts of Solvang and its businesses.

Media Planning & Buying: Develop and prepare media plans for each target market, primarily leisure and group, possibly some international. Utilize research and market insights to develop strategic recommendations for budget allocation and market prioritization. Leverage paid media partnerships and placements as a means to effectively distribute and amplify owned and earned content. Provide Solvang with insights on emerging trends and new media to continually evolve and reach the target audience.

Work with the Solvang Event & Marketing Coordinator to develop cooperative marketing programs to amplify the efforts of our members and stakeholder businesses.

Reporting & Analytics: Regular monthly reporting on campaign and brand continuity program performance utilizing expertise, agency tools, data, partnerships, and other resources to manage program efficiency and performance. End of campaign wrap up reports, including screenshots of all assets, dashboard of goal performance and executive summary of key takeaways that include qualitative and quantitative results mapping to larger objectives. Annual strategic marketing and operation plan that outlines the proposed use of City marketing funds to accomplish promoting tourism and travel to Solvang. 382
Research: Using data platforms and additional research studies, contractor will perform and provide all partners data that relates to Solvang and travel intent. This can include targeted GPS data results and study points of interest as well as third party vendor studies Participate as needed in customer insight, creative testing, and segmentation research. Provide data, creative assets and/or insights as requested for Solvang Market Intelligence research and reporting. Connect with research partners including SMARI and SLOCAL as needed.

Firm will work with the TAC, City Manager, and the Events & Marketing Coordinator to provide guidance in all aspects of tourism marketing, including both paid and non-paid advertising.

Compensation
Design and production of all advertising will be billed based on a compensation model proposed by the contractor. The compensation model proposed by the contractor may be considered if in the best interests of the city. Please state in your proposal your fees for performing the Scope of Work, i.e., production of print, broadcast, collateral project work, account service, media buying, public relations and attending monthly Board Meetings. Any additional projects (if any) outside the scope of work will be billed based on the agreed upon compensation model and will be determined by the City. The City Manager will authorize any additional scope of work and will obtain any necessary authorizations based on the City’s policies and procedures. Please advise if you would be willing to work on a monthly retainer, and the proposed cost. The successful firm will be required to enter into a written agreement with the city in substantially the form attached to this RFP. Please specifically identify any contractual terms that your firm proposes to change in a final contract. Such proposals may or may not be accepted at the City’s sole discretion. Failure to include such contractual changes shall be deemed to signify the firm’s acceptance of the form of agreement. 383
4) GENERAL CONDITIONS
Limitations
This Request for Proposals (RFP) does not commit the City to award a contract, to pay any costs incurred in the preparation of the proposal in response to this request, or to procure or contract for services or supplies. The City expressly reserves the right to reject any and all proposals or to waive any irregularity or information in any proposal or in the RFP procedure and to be the sole judge of the responsibility of any proposer and of the suitability of the materials and/or services to be rendered. The City reserves the right to withdraw this RFP at any time without prior notice. Further, the City reserves the right to modify the RFP schedule described above.

Award
The City may ask RFP finalists to present oral presentations regarding their firms and any special expertise in the necessary areas. All finalists may be required to participate in negotiations and submit such price, technical, or other revisions of their proposals as may result from negotiations. The City also reserves the right to award the contract without discussion or interviews, based upon the initial proposals. Selection will be based upon demonstrated competence and professional qualifications necessary for the satisfactory performance of the services required. Following the initial qualifications-based selection, the price proposal provided will be the basis for negotiations to ensure the City receives a fair and reasonable price.

Inquiries and Responses
All questions pertaining to this RFP shall be submitted in writing to Xenia Bradford at [email protected]. The question and itsresponse will be forwarded via emailto all potential proposers and/or posted on the RFP webpage.

Bidders are specifically directed not to contact any other City personnel for meetings, conferences, or technical discussions related to this Request for Proposals. Failure to adhere to this policy may be grounds for rejection of proposal.

The City of Solvang will not be responsible for oral interpretations given by any City employee, representative, or others. Bidders are cautioned that any statements made that materially change any portion of the proposal documents shall not be relied upon unless subsequently ratified by a formal written amendment to the proposal document. The issuance of a written addendum is the only official method whereby interpretation, clarification, or additional information can be given. Any changes, additions, or deletions to this Request for Proposal will be in the form of written addenda issued by the City. Prospective proposers must check the website for addenda or other relevant new information during the response period. The City is not responsible for the failure of any prospective proposer to receive such addenda. All addenda so issued shall become a part of this Request for Proposal.

Pre-contractual Expense
Pre-contractual expenses are defined as expenses incurred by proposers and selected contractor in:

1. Preparing proposals in response to this RFP;

2. Submitting proposals to City;

3. Negotiations with City on any matter related to proposals; and

4. Other expenses incurred by a contractor or proposer prior to the date of award of anyagreement. 384
In any event, the City shall not be liable for any pre-contractual expenses incurred by any proposer or selected contractor. Proposers shall not include any such expenses as part of the price proposed in response to this RFP.

The City shall be held harmless and free from any and all liability, claims, or expenses whatsoever incurred by, or on behalf of, any person or organization responding to this RFP.

Proprietary Information
The proposals received shall become the property of the City of Solvang and are subject to public disclosure.

Proposers are to indicate any restrictions on the use of data contained in their responses. Those parts of a proposal which are defined by the bidder as business or trade secrets, as that term is defined in California Government Code, Section 6254.7, and are reasonably marked as "Trade Secrets", "Confidential" or "Proprietary" shall only be disclosed to the public ifsuch disclosure is required or permitted under the California Public Records Act or otherwise by law. Proposers who indiscriminately and without justification identify most or all, of their proposal as exempt from disclosure may be deemed non-responsive.

Contract Requirements
The selected consultant must enter into a Professional Services Agreement with the City for provisions related to compensation, conflict of interest, indemnification, insurance, etc. The scope, budget and schedule to complete the study will be incorporated into the professional services agreement. See RFP Attachment B – SAMPLE City of Solvang Professional Services Agreement and Attachment C – Insurance Requirements.

The Consultant has total responsibility for the accuracy and completeness of all data, plans, and estimates prepared for this project, and shall check all such material accordingly. While the City may review for quality, completeness and conformity, the responsibility for accuracy and completeness of such items remains solely that of the Consultant.

Method of Payment
For all services rendered as described in the Scope of Work (including all labor, equipment, materials, and expenses) the Consultant shall be compensated on a “time and material, not-to-exceed basis” by task for work completed. Each invoice submitted for payment shall contain a brief description of the work billed on that invoice, total billed to date, total paid to date and amount remaining. 385
5) PROPOSAL CONTENT AND ORGANIZATION
The Proposal, consisting ofseven (7) hard copies and one (1) electronic copymust be received bymail,recognized carrier, or hand delivered no later than 5:00 p.m. on May 6, 2022. Late Proposals will not be considered and will be returned, unopened.

Proposal shall be addressed to:

City of Solvang
Attn: Xenia Bradford
1644 Oak Street
Solvang, CA 93463
[email protected]
All proposals received prior to the date and time specified above for receipt may be withdrawn or modified by written request of the proposer. To be considered, the modification must be received in writing, and in the same number of copies as the original proposal, prior to the date and time specified for receipt ofproposals.

Until award of the contract, the proposalsshall be held in confidence and shall not be available for public review.

Upon award of a contract to the successful proposer, all proposals shall be public records. No proposal shall be returned after the date and time set for opening thereof. Following execution of the contract between the City and the consultant, a project kick-off meeting will be held to finalize the project scope and begin the project.

Qualifications
• Minimum of three years’ experience in tourism advertising/marketing for a destination with extensive experience in local, regional, and national media placement as well as other tourism related applications.

These applications include both traditional and non-traditional forms of advertising, promotion, and public relations
• Extensive knowledge and experience of all aspects of tourism marketing including digital, print, radio, television, email campaigns, and social media approaches • Firm should be ready, able, and qualified to perform the public relations functions • The ability to perform project management duties including, but not limited to, account services, client meetings, strategic planning, billing, tracking, and other account management duties • Organize and attend special events that will market the destination • Firm should have background working with other City and County organizations, particularly in tourism areas. Past management of coastal or major tourism destination if possible • Knowledge of the City of Solvang and its target markets • Firm should be able to offer excellent customer service 386
Proposal Contents
• The proposal must be concise, well organized, and demonstrate the consultant’s qualifications. The proposals shall also include the information listed below:
• Qualifications as it relates to those requested by the city • Statement of objectives and general approach toward the marketing effort – your philosophy • Specific breakdown of your hourly fees or other compensation models and costs to perform other projects outside the scope of work
• Résumé of tourism marketing experience and samples of previous work • List three past campaigns and their success
• Example marketing plan and campaign for 2022-2023
• Identification of the account team assigned to the account in addition to sub- contractors on the account team. Statement of assurance of primary account manager. Include a detailed organizational chart for your entire organization, and an organizational chart for the management and personnel that will be assigned to this account, if applicable.
• Résumés of account team and team leader
• Contact information from three current clients
• Contact information from three current media references • Proof of familiarity with Solvang, SYV, CAL and target markets • Statement as to why you are a good fit for us
• Identify all proposed subcontractors for the scope of work and document which portions of service will be performed by subcontractors and their ability to perform the work. Additionally, proposer should submit signed letters of commitment for all such proposed subcontractors and resumes/biographies of proposed subcontractor’s key personnel, including those conducting day-to-day activities 387
6) PROPOSAL EVALUATION and CONSULTANT SELECTION
Evaluation Criteria
The City will select a firm based on the demonstrated competence and on the professional qualifications necessary for satisfactory performance of the services required. When selecting the firm, the skill and ability of the entity or person performing the services is a key component of the selection criteria. Cost will be only one factor in determining the selection. The contract may not be awarded to the lowest bidder.

Proposals will be evaluated based on the following:
• Recent experience in successfully performing similar services • Understanding of the work required by the city
• Quality, clarity, and responsiveness of the proposal
• Proposed approach in completing the work
• Programs that support the benefits of tourism to our local residents • Approach to maximize visitors to stay off season, midweek, and multiple nights • Campaign results measurement and monthly reporting to lodging, board members and city council • Background and related experience of the specific individuals to be assigned to this project, with special emphasis placed on the team leader
• Proposed compensation for other project work (hourly fees for services) or other compensation models.

As reflected above, the contract award will not be based solely on price, but on a combination of factors as determined to be in the best interest of the City.

The contract award period is for two years, Aug 1, 2022, through June 30, 2024, with the option to extend the contract for two years after the two-year term if desired by both parties.

The City may decide to award the contract for services based on the written proposal but reserves the right to conduct interviews with finalists if necessary to determine the awarding firm.

All proposals submitted shall become the property of the City and shall not be returned to the proposer. The City reserves the right to:
• Reject any and all proposals
• Waive any or all mandatory requirements, if no proposers meet one (1) or more of those requirements • Cancel this RFP
• Revise the amount of funds available under this RFP
• Amend this RFP as needed
• Not select a vendor or award a contract from this RFP 388
The City will undertake the following evaluation process:

1. The City will review and evaluate all submitted documents received per this RFP.

2. Submittals will be evaluated on a combination of responsiveness, organization and clarity of proposal related to the scope of work, agreement to meet the City’s general terms and conditions, fees, experience, qualifications and experience of assigned personnel, and responses of references.

3. Once the evaluation team has completed their review and determined the proposal with the highest overall points, the City will contact the successful Proposer on or by December 14, 2021.

4. After the submittals are evaluated and ranked, the City, at its sole discretion, may elect to interview one or more finalist respondents. Note, respondents may be asked to submit additional documentation.

Additionally, the City reserves the right to select a proposal without conducting interviews.

5. If a commitment is made, it will be to the most qualified respondent with whom City is able to successfully negotiate the compensation and terms and conditions of any and all agreements.

6. Final selection of a firm, terms and conditions of any and all agreements, and authority to proceed with these services, shall be at the sole discretion of the City.

7. If the City is unable to negotiate a satisfactory agreement, with terms and conditions the City determines to be fair and reasonable, the City may then commence negotiations with the next most qualified firm in sequence, until an agreement is reached, or determination is made to reject all submittals. 389
Attachment A:

SAMPLE - CITY OF SOLVANG

PROFESSIONAL SERVICES AGREEMENT
This agreement is made upon the date of execution, as set forth below, by and between ________________________ (“Consultant”), and the City of Solvang (“City”). The parties hereto, in consideration of the mutual covenants contained herein, hereby agree to the following terms and conditions:

1.0 GENERAL PROVISIONS

1.01 Term: This agreement will become effective on the date of execution set forth below, and will continue in effect until terminated as provided herein.

1.02 Services : Consultant shall perform the scope of work (tasks) described and set forth in Exhibit A, attached hereto and incorporated herein as though set forth in full.

Consultant shall complete the tasks according to the project schedule which is also set forth in Exhibit A.

Consultant shall determine the method, details and means of performing the above-referenced services.

Consultant may, at their own expense, employ such assistants and subconsultants, as Consultant deems necessary to perform the services required of Consultant by this agreement. However, Consultant may not assign this agreement to any other person or entity in the performance of required project-related services, and the City may not control, direct or supervise Consultant’s assistants or employees in the performance of those services.

1.03 Standard of Performance: Consultant’s services shall be performed in accordance with generally accepted professional practices and principles and in a manner consistent with the level of care and skill ordinarily exercised by members of Consultant’s profession currently practicing under similar conditions. Whenever the scope of work requires or permits approval by the City, it is understood to be approval solely for the purposes of conforming to the requirements of the scope of work and not acceptance of any professional or other responsibility for the work. Such approval does not relieve the Consultant of responsibility for complying with the standard of performance or laws, regulations, industry standards, or from liability for damages caused by negligent acts, errors, omissions, noncompliance with industry standards, or the willful misconduct of Consultant or its subcontractors. By delivery of completed work, Consultant certifies that the work conforms to the requirements of this contract and all applicable federal, state and local laws. If Consultant is retained to perform services requiring a license, certification, registration or other similar requirement under California law, Consultant shall maintain that license, certification, registration or other similar requirement throughout the term of this Contract. 390

1.04 Compensation: In consideration for the services to be performed by Consultant, City agrees to pay Consultant monetary consideration for professional services in accordance with the fee schedule set forth in Exhibit A. The parties agree that total compensation for fees and costs for the services detailed in Exhibit A shall not exceed the sum of $_________, unless and until this Agreement is amended as provided herein.

1.05 Billing/Payment Terms. All charges for Consultant’s services and authorized related reimbursable expenses shall be billed monthly, and all undisputed charges will be paid by City within 30 (thirty) days of receipt. The bills shall list all tasks under this Agreement, the task budget, project total budget, percentage completed for each task for that month, associated percentage billing against each task, and total billing for that month. In the event the Agreement is based on time & materials billing up to a not-toexceed amount, the bill shall itemize by date all services and expenses provided during the invoice period (under this Agreement) including a brief description of the nature of work performed, the person or vendor performing them, the applicable billing rate, and the time expended. All Consultant service invoices must be approved by either the Public Works Director or the City Manager prior to payment.

2.0 OBLIGATIONS OF CONTRACTOR

2.01 Contract Management and Service Performance: Consultant Principal shall serve as the project manager and will personally prepare, or direct and supervise the preparation of, all work product called for by this agreement. Consultant represents that it has the qualifications, experience and facilities to properly perform all services hereunder in a thorough, competent, timely, and professional manner and shall, at all times during the term of this Agreement, have in full force and affect all licenses required of it by law. Consultant agrees to devote the hours and the human resources necessary to timely perform the services set forth in this agreement in an efficient, professional, and effective manner.

2.02 Avoidance of Conflict of Interest.
(a) Consultant may represent, perform services for, and be employed by additional individuals or entities, in Consultant’s sole discretion, as long as the performance of these extra-contractual services does not interfere with or present a conflict with City’s business or interfere with the timely performance and completion of Consultant’s services under this Agreement.
(b) Consultant shall comply with all conflict of interest laws and regulations including, without limitation, the City’s Conflict of Interest Code (on file in the City Clerk’s Office). All officers, employees and/or agents of Consultant who will be working on behalf of the City pursuant to this Agreement may be required to file Statements of Economic Interest. Therefore, it is incumbent upon the Consultant to notify the City of any staff changes relating to this Agreement. (c) In accomplishing the scope of services of this Agreement, all officers, employees and/or agents of the Consultant unless as indicated in Subsection (d), will be performing 391
a very limited and closely supervised function, and therefore, unlikely to have a conflict of interest arise. No disclosures are required for any officers, employees, and/or agents of Consultant, except as indicated in Subsection (d). _____ (Initials). (d) In accomplishing the scope of services of this Agreement, Consultant will be performing a specialized or general service for the City, and there is substantial likelihood that the Consultant’s work product will be presented, either written or orally for the purpose of influencing a governmental decision. As a result, the following persons shall be subject to the City’s Conflict of Interest Code. _________________________ _______________________
_________________________ _______________________

2.03 Tools and Instrumentalities: Consultant shall provide all tools and instrumentalities to perform the services under this agreement.

2.04 Workers’ Compensation and Other Employee Benefits: City and Consultant intend and agree that Consultant is an independent contractor of City and agree that Consultant and Consultant’s employees and agents have no right to Workers’ Compensation and other City-sponsored employee benefits. Consultant agrees to provide Workers’ Compensation and other employee benefits, where required by law, for Consultant’s employees and agents. Consultant agrees to hold harmless and indemnify City for any and all claims arising out of any claim for injury, disability, or death of Consultant and any of Consultant’s employees or agents.

2.05 Indemnification
(a) Non-design, non-construction Professional Services: To the fullest extent permitted by law (including, but not limited to California Civil Code Sections 2782 and 2782.8), Consultant shall indemnify, defend, and hold harmless the City, and its elected officials, officers, employees, volunteers, and agents (“City Indemnitees”), from and against any and all causes of action, claims, liabilities, obligations, judgments, or damages, including reasonable legal counsels’ fees and costs of litigation (“claims”), arising out of the Consultant’s performance or Consultant’s failure to perform its obligations under this Agreement or out of the operations conducted by Consultant, including the City’s active or passive negligence, except for such loss or damage arising from the sole negligence or willful misconduct of the City. In the event the City Indemnitees are made a party to any action, lawsuit, or other adversarial proceeding arising from Consultant’s performance of this Agreement, the Consultant shall provide a defense to the City Indemnitees or at the City’s option, reimburse the City Indemnitees their costs of defense, including reasonable legal fees, incurred in defense of such claims. (b) Non-design, construction Professional Services: To the extent the Scope of Services involve a “construction contract” as that phrase is used in Civil Code Section 2783, this paragraph shall apply in place of paragraph (a). To the fullest extent permitted by law (including, but not limited to California Civil Code Sections 2782 and 2782.8), 392
Consultant shall indemnify, defend, and hold harmless the City, and its elected officials, officers, employees, volunteers, and agents (“City Indemnitees”), from and against any and all causes of action, claims, liabilities, obligations, judgments, or damages, including reasonable legal counsels’ fees and costs of litigation (“claims”), arising out of the Consultant’s performance or Consultant’s failure to perform its obligations under this Agreement or out of the operations conducted by Consultant, except for such loss or damage arising from the active negligence, sole negligence or willful misconduct of the City. In the event the City Indemnitees are made a party to any action, lawsuit, or other adversarial proceeding arising from Consultant’s performance of this Agreement, the Consultant shall provide a defense to the City Indemnitees or at the City’s option, reimburse the City Indemnitees their costs of defense, including reasonable legal fees, incurred in defense of such claims.
(c) Design Professional Services: In the event Consultant is a “design professional”, and the Scope of Services require Consultant to provide “design professional services” as those phrases are used in Civil Code Section 2782.8, this paragraph shall apply in place of paragraphs (a) or (b). To the fullest extent permitted by law (including, but not limited to California Civil Code Sections 2782 and 2782.8) Consultant shall indemnify, defend and hold harmless the City and its elected officials, officers, employees, volunteers and agents (“City Indemnitees”), from and against all claims, damages, injuries, losses, and expenses including costs, attorney fees, expert consultant and expert witness fees arising out of, pertaining to or relating to, the negligence, recklessness or willful misconduct of Consultant, except to the extent caused by the sole negligence, active negligence or willful misconduct of the City. Negligence, recklessness or willful misconduct of any subcontractor employed by Consultant shall be conclusively deemed to be the negligence, recklessness or willful misconduct of Consultant unless adequately corrected by Consultant. In the event the City Indemnitees are made a party to any action, lawsuit, or other adversarial proceeding arising from Consultant’s performance of this Agreement, the Consultant shall provide a defense to the City Indemnitees or at the City’s option, reimburse the City Indemnitees their costs of defense, including reasonable legal fees, incurred in defense of such claims. In no event shall the cost to defend charged to Consultant under this paragraph exceed Consultant’s proportionate percentage of fault.

However, notwithstanding the previous sentence, in the event one or more defendants is unable to pay its share of defense costs due to bankruptcy or dissolution of the business, Consultant shall meet and confer with other parties regarding unpaid defense costs. (d) Payment by City is not a condition precedent to enforcement of the indemnities in paragraph (a), (b), or (c). In the event of any dispute between Consultant and City, as to whether liability arises from the active negligence, sole negligence or willful misconduct of the City or its officers, employees, or agents, Consultant will be obligated to pay for City’s defense until such time as a final judgment has been entered adjudicating the City as having been actively negligent, solely negligent or as having engaged in willful misconduct. Except as otherwise required by Civil Code Section 2782.8, Consultant will not be entitled in the absence of such a determination to any reimbursement of defense costs including but not limited to attorney’s fees, expert fees and costs of litigation. The provisions of this Section 2.05 shall survive completion of Consultant’s services or the termination of this Agreement.
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2.06 Insurance: Consultant shall maintain prior to the beginning of and for the duration of this Agreement insurance coverage as specified in Exhibit B attached to and part of this agreement.

3.0 OBLIGATIONS OF CITY

3.01 Cooperation: City agrees to comply with all reasonable requests of Consultant necessary to the performance of Consultant’s duties under this agreement. City employees, agents and officers of the City agree to disclose all information relevant to this project to Consultant. Consultant shall be entitled to reasonably rely upon the accuracy and completeness of information furnished by City, provided that Consultant shall give City prompt written notice of any known defects in such information.

4.0 TERMINATION OF AGREEMENT

4.01 Termination Notice: Notwithstanding any other provision of this agreement, any party hereto may terminate this agreement, at any time, without cause, by giving at least 30 (thirty) days’ prior written notice to the other parties to this agreement.

4.02 Termination on Occurrence of Stated Events: This agreement shall terminate automatically on the occurrence of any of the following events:
a. Sale of the business of any party;
b. The end of the 30 (thirty) days as set forth in section 4.01; c. End of the contract to which Consultant’s services were necessary; or d. Assignment of this agreement by Consultant without the consent of City. e. Death of any party.

4.03 Termination by any Party for Default: Should any party default in the performance of this agreement or materially breach any of its provisions, the nonbreaching party, at its option, may terminate this agreement, immediately, by giving written notice of termination to the breaching party.

4.04 Termination: This agreement shall terminate on ___________, 20___, unless earlier extended as set forth in this Section. The City, with the agreement of Consultant, is authorized to extend the term of this agreement beyond the termination date, as needed, under the same terms and conditions as set forth in this agreement. Any such extension shall be in writing and be an amendment to this agreement. 394

5.0 SPECIAL PROVISIONS

5.01 Additional Tasks as May Be Assigned by Public Works Director or the City Manager: Prior to initiating any Consultant work on matters relating to the purposes of this Agreement, but outside the Scope of Services for this Agreement, it shall be the responsibility of Consultant to obtain written approval of the Public Works Director, or the City Manager, prior to initiation of such tasks.

5.02 Time Schedule: Consultant is to begin work upon receipt and execution of City contract. It is contemplated that most of the services hereunder will be completed on or before ______________. TIME IS OF THE ESSENCE OF THIS CONTRACT.

Consultant agrees to engage its best efforts to adhere strictly to the schedule set forth in Exhibit A and incorporated herein.

5.03 Work Outside Contract Scope: No payment for changed or additional work shall be made unless the changed or additional work has first been approved in writing by the City Manager and the parties have agreed upon the appropriate adjustment, if any, to the payment schedule and maximum payment amount for the changed or additional work.

The Contract Manger may order changes or additions to the scope of work. Whether a change or addition to the scope of work is proposed by the Consultant or ordered by the City Manager, the parties shall in good faith negotiate an appropriate adjustment, if any, to the payment schedule and maximum payment for the changed or additional work. An approved change or addition, along with the payment adjustment, if any, will be effective upon an amendment to this contract executed by both parties. The amendment shall not render ineffective or invalidate unaffected portions of this contract.

5.04 Confidentiality:
(a) Confidential Nature of Information. Consultant shall treat all information obtained from the City in the performance of this contract as confidential and proprietary to the City. Consultant shall treat all records and work product prepared or maintained by Consultant in the performance of this contract as confidential. (b) Limitation on use and disclosure. Consultant agrees that it will not use any information obtained as a consequence of the performance of work for any purpose other than fulfillment of Consultant’s scope of work. Consultant will not disclose any information prepared for the City, or obtained from the City or obtained as a consequence of the performance of work to any person other than the City, or its own employees, agents or subcontractors who have a need for the information for the performance of work under this contract unless such disclosure is specifically authorized in writing by the City.
(c) Security plan. If requested by the City Manager, Consultant shall prepare a security plan to assure that information obtained from the City or as a consequence of the performance of work is not used for any unauthorized purpose or disclosed to 395
unauthorized persons. Consultant shall advise the City of any request for disclosure of information or of any actual or potential disclosure of information. (d) Survival. Consultant’s obligations under this paragraph shall survive the termination of this contract.

6.0 MISCELLANEOUS

6.01 Notices: Except as otherwise expressly provided by law, any and all notices or other communications required or permitted by this agreement or by law to be served on or given to any party to this agreement shall be in writing and delivered or, in lieu of such personal service, when deposited in the United States mail, first class postage prepaid, to the following address for each respective party:

PARTY ADDRESS
TO: City OF SOLVANG City of Solvang
1644 Oak Street
Solvang, CA 93463
Attention: City Clerk
Copy to: Dave Fleishman
City Attorney
Richards, Watson & Gershon
847 Monterey Street, Suite 206
San Luis Obispo, CA 93401
TO CONSULTANT:

6.02 Governing Law: This agreement and all matters relating to this agreement shall be governed by the laws of the State of California in force at the time, should any need for interpretation of this agreement or any decision or holding concerning this agreement arise.

6.03 Binding Effect: This agreement shall be binding on and shall inure to the benefit of the heirs, executors, administrators, successors and assigns of the parties hereto, but nothing in this Section shall be construed as consent by City to any assignment of this agreement or any interest in the agreement.
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6.04 Remedies: The remedies set forth in this agreement shall not be exclusive, but shall be cumulative with, and in addition to, all remedies now or hereafter allowed by law or equity.

6.05 Due Authority: The parties hereby represent that the individuals executing this agreement are expressly authorized to do so on and in behalf of the parties.

6.06 Ownership of Work Product: Upon delivery, the work product, including without limitation, all original reports, writings, recordings, drawings, files, and detailed calculations developed under this contract are the property of the City. Consultant agrees that all copyrights, which arise from creation of the work pursuant to this contract, shall be vested in the City and waives and relinquishes all claims to copyright or other intellectual property rights in favor of the City. City acknowledges that its use of the work product is limited to the purposes contemplated by the scope of work and that the Consultant makes no representation of the suitability of the work product for use in or application to circumstances not contemplated by the scope of work.

6.07. Integration and Modification: This contract represents the entire understanding and agreement of the City and Consultant as to those matters contained herein. This agreement correctly sets forth the obligations of the parties hereto to each other as of the date of this agreement. All agreements or representations respecting the subject matter of this agreement not expressly set forth or referred to in this agreement are null and void.

No prior oral or written understanding shall be of any force or effect with respect to those matters covered hereunder. This contract may not be modified, amended, or altered except in writing signed by the City and Consultant.

6.08. Advice of Counsel: The parties agree that they are aware that they have the right to be advised by counsel with respect to the negotiations, terms, and conditions of this contract, and that the decision of whether or not to seek the advice of counsel with respect to this contract is a decision which is the sole responsibility of each of the parties hereto. This contract shall not be construed in favor or against either party by reason of the extent to which each party participated in the drafting of the contract.

6.09. Independent Review: Each party hereto declares and represents that in entering this contract it has relied and is relying solely upon its own judgment, belief and knowledge of the nature, extent, effect and consequence relating thereto. Each party further declares and represents that this contract is being made without reliance upon any statement or representation not contained herein of any other party, or any representative, agent, or attorney of any other party.

6.10. Attorney Fees: In the event of any controversy, claim or dispute between the parties hereto, arising out of or relating to this agreement, or the breach hereof, the prevailing party shall be entitled, in addition to other such relief as may be granted, to a reasonable sum as and for attorney fees.
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6.11 No waiver: The waiver of any breach by any party of any provision of this agreement shall not constitute a continuing waiver or a waiver of any subsequent breach of this agreement.

6.12. Assignment: This agreement is specifically not assignable by Consultant to any person or entity. Any assignment or attempt to assign by Consultant whether it be voluntary or involuntary, by operation of law or otherwise, is void and is a material breach of this agreement, giving rise to a right to terminate as set forth in Section 4.03.

6.13. Time for Performance: Except as otherwise expressly provided for in this agreement, should the performance of any act required by this agreement to be performed by either party be prevented or delayed by reason by any act of God, strike, lockout, labor trouble, inability to secure materials, epidemics, pandemics, or any other cause, except financial inability, which is the fault of the party required to perform the act, the time for performance of the act will be extended for a period of time equivalent to the period of delay and performance of the act during the period of delay will be excused: provided, however, that nothing contained in this Section shall exclude the prompt payment by either party as required by this agreement of the performance of any act rendered difficult or impossible solely because of the financial condition of the party required to perform the act.

6.14 Severability: Should any provision of this agreement be held by a court of competent jurisdiction or by a legislative or rulemaking act to be either invalid, void or unenforceable, the remaining provisions of this agreement shall remain in full force and effect, unimpaired by the holding, legislation or rule.

6.15. Construction: The parties agree that each has had an opportunity to have their counsel review this agreement and that any rule of construction to the effect that ambiguities are to be resolved against the drafting party shall not apply in the interpretation of this agreement or any amendments or exhibits thereto. The captions of the sections are for convenience and reference only, and are not intended to be construed to define or limit the provision to which they relate.

6.16. Amendments: Amendments to this agreement shall be in writing and shall be made only with the mutual written consent of all the parties to this agreement.

6.17. Signatures: The individuals executing this contract represent and warrant that they have the legal capacity and authority to do so on behalf of their respective legal entities.
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IN WITNESS WHEREOF, the parties have executed this contract on the following date.

Consultant:

Date: By:

President
By:

Xenia Bradford
City Manager
Richards, Watson & Gershon
By:

Dave Fleishman
City Attorney
City of Solvang:

Date:

APPROVED AS TO FORM:

City Attorney:

Date:

ATTEST:
______________________________
Annamarie Porter
City Clerk
399
City of Solvang
Professional Services Contract

ATTACHMENT B:

INSURANCE REQUIREMENTS
Prior to the beginning of and throughout the duration of the Work, Consultant will maintain insurance in conformance with the requirements set forth below. Consultant will use existing coverage to comply with these requirements. If that existing coverage does not meet the requirements set forth here, Consultant agrees to amend, supplement or endorse the existing coverage to do so.

Consultant acknowledges that the insurance coverage and policy limits set forth in this section constitute the minimum amount of coverage required. Any insurance proceeds available to City in excess of the limits and coverage required in this agreement and which is applicable to a given loss, will be available to City.

Consultant shall provide the following types and amounts of insurance:

Commercial General Liability Insurance using Insurance Services Office “Commercial General Liability” policy form CG 00 01, or a City approved equivalent. Defense costs must be paid in addition to limits. There shall be no cross liability exclusion for claims or suits by one insured against another. Limits are subject to review but in no event less than $1,000,000 per occurrence and in the aggregate.

Business Auto Coverage on ISO Business Auto Coverage form CA 00 01 including symbol 1 (Any Auto) or the equivalent. Limits are subject to review, but in no event to be less than $1,000,000 per accident. If Consultant owns no vehicles, this requirement may be satisfied by a non-owned auto endorsement to the general liability policy described above. If Consultant or Consultant’s employees will use personal autos in any way on this project, Consultant shall provide evidence of personal auto liability coverage for each such person.

Workers Compensation on a state-approved policy form providing statutory benefits as required by law with employer’sliability limits no less than $1,000,000 per accident or disease.

Professional Liability or Errors and Omissions Insurance as appropriate shall be written on a policy form coverage specifically designed to protect against acts, errors or omissions of the consultant and “Covered Professional Services” as designated in the policy must specifically include work performed under this agreement. The policy limit shall be no less than $1,000,000 per claim and in the aggregate.

The policy must “pay on behalf of” the insured and must include a provision establishing the insurer’s duty to defend. The policy retroactive date shall be on or before the effective date of this agreement.

Insurance procured pursuant to these requirements shall be written by insurers that are admitted carriers in the state of California and with an A.M. Bests rating of A- or better and a minimum financial size VII.

General conditions pertaining to provision of insurance coverage by Consultant. Consultant and City agree to the following with respect to insurance provided by Consultant:

1. Consultant agrees to have its insurer endorse the third party general liability coverage required herein to include as additional insureds City, its officials, employees and agents, using standard ISO endorsement No. CG 2010 with an edition prior to 1992, or a City approved equivalent. Consultant also agrees to require all contractors, and subcontractors to do likewise. 400

2. No liability insurance coverage provided to comply with this Agreement shall prohibit Consultant, or Consultant’s employees, or agents, from waiving the right of subrogation prior to a loss. Consultant agrees to waive subrogation rights against City regardless of the applicability of any insurance proceeds, and to require all contractors and subcontractors to do likewise.

3. All insurance coverage and limits provided by Consultant and available or applicable to this agreement are intended to apply to the full extent of the policies. Nothing contained in this Agreement or any other agreement relating to the City or its operations limits the application of such insurance coverage.

4. None of the coverages required herein will be in compliance with these requirements if they include any limiting endorsement of any kind that has not been first submitted to City and approved of in writing.

5. Consultant’s general liability policy shall not contain any provision or definition that would serve to eliminate so-called “third party action over” claims, including any exclusion for bodily injury to an employee of the insured or of any contractor or subcontractor.

6. All coverage types and limits required are subject to approval, reasonable modification and reasonable additional requirements by the City, as the need arises. Consultant shall not make any reductions in scope of coverage (e.g. elimination of contractual liability or reduction of discovery period) that may affect City’s protection without City’s prior written consent.

7. Proof of compliance with these insurance requirements, consisting of certificates of insurance evidencing all of the coverages required and an additional insured endorsement to Consultant’s general liability policy, shall be delivered to City at or prior to the execution of this Agreement. In the event such proof of any insurance is not delivered as required, or in the event such insurance is canceled at any time and no replacement coverage is provided, City has the right, but not the duty, to obtain any insurance it deems necessary to protect its interests under this or any other agreement and to pay the premium. Any premium so paid by City shall be charged to and promptly paid by Consultant or deducted from sums due Consultant, at City option.

8. Certificate(s) are to reflect that the insurer will provide 30 days notice to City of any cancellation of coverage by the carrier.

9. It is acknowledged by the parties of this agreement that all insurance coverage required to be provided by Consultant or any subcontractor, is intended to apply first and on a primary, noncontributing basis in relation to any other insurance or self insurance available to City.

10. Consultant agrees to require that subcontractors, and any other party involved with the project who is brought onto or involved in the project by Consultant, provide the same minimum insurance coverage required of Consultant. Consultant agrees to monitor and review all such coverage and assumes responsibility for ensuring that such coverage is provided in conformity with the requirements of this section. Consultant agrees that upon request, all agreements with subcontractors and others engaged in the project will be submitted to City for review. 401

11. If Consultant’s existing coverage includes a deductible or self-insured retention, the deductible or self-insured retention must be declared to the City. At that time the City shall review options with the Consultant, which may include reduction or elimination of the deductible or self-insured retention, substitution of other coverage, or other solutions. Consultant shall be responsible for paying any deductibles or self-insured retentions on its policies.

12. The City reserves the right at any time during the term of the contract to change the amounts and types of insurance required by giving the Consultant ninety (90) days advance written notice of such change. If such change results in substantial additional cost to the Consultant, the City will negotiate additional compensation proportional to the increased benefit to City.

13. For purposes of applying insurance coverage only, this Agreement will be deemed to have been executed immediately upon any party hereto taking any steps that can be deemed to be in furtherance of or towards performance of this Agreement.

14. Consultant acknowledges and agrees that any actual or alleged failure on the part of City to inform Consultant of non-compliance with any insurance requirement in no way imposes any additional obligations on City nor does it waive any rights hereunder in this or any other regard.

15. Consultant will renew the required coverage annually as long as City, or its employees or agents face an exposure from operations of any type pursuant to this agreement. This obligation applies whether or not the agreement is canceled or terminated for any reason.

Termination of this obligation is not effective until City executes a written statement to that effect.

16. Consultant shall provide proof that policies of insurance required herein expiring during the term of this Agreement have been renewed or replaced with other policies providing at least the same coverage. Proof that such coverage has been ordered shall be submitted prior to expiration. A coverage binder or letter from Consultant’s insurance agent to this effect is acceptable. A certificate of insurance and/or additional insured endorsement as required in these specifications applicable to the renewing or new coverage must be provided to City within five days of the expiration of the coverages.

17. The provisions of any workers’ compensation or similar act will not limit the obligations of Consultant under this agreement. Consultant expressly agrees not to use any statutory immunity defenses under such laws with respect to City, its employees, officials and agents.

18. Requirements of specific coverage features or limits contained in this section are not intended as limitations on coverage, limits or other requirements nor as a waiver of any coverage normally provided by any given policy. Specific reference to a given coverage feature is for purposes of clarification only as it pertains to a given issue, and is not intended by any party or insured to be limiting or all-inclusive.

19. These insurance requirements are intended to be separate and distinct from any other provision in this agreement and are intended by the parties here to be interpreted as such. 402

20. The requirements in this Section supersede all other sections and provisions of this Agreement to the extent that any other section or provision conflicts with or impairs the provisions of this Section.

21. Consultant agrees to be responsible for ensuring that no contract used between itself and its sub-consultants reserves the right to charge City or Consultant for the cost of additional insurance coverage required by this agreement. Any such provisions are to be deleted with reference to City. It is not the intent of City to reimburse any third party for the cost of complying with these requirements. There shall be no recourse against City for payment of premiums or other amounts with respect thereto.

22. Consultant agrees to provide immediate notice to City of any claim or loss against Consultant arising out of the work performed under this agreement. City assumes no obligation or liability by such notice, but has the right (but not the duty) to monitor the handling of any such claim or claims if they are likely to involve City.
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ADDENDUM ACKNOWLEDGEMENT FORM
RFP 2022-01 – ADDENDUM #1

CITY OF SOLVANG
1644 OAK STREET
SOLVANG, CA 93463
805-688-5575
Proposal No: RFP 2022-01
Proposal Title: TOURISM MARKETING MANAGED SERVICES
Proposal Due Date: May 6, 2022 @ 5:00 p.m. PST
ADDENDUM NO: 1 Date: April 22, 2022

PLEASE BE ADVISED THAT THE FOLLOWING CHANGES ARE APPLICABLE TO THE ORIGINAL SPECIFICATIONS OF THE ABOVE REFERENCED RFP:

This addendum includes the following:

1. Written Responses to Written Inquiries
THIS ADDENDUM NOW BECOMES A PART OF THE ORIGINAL RFP.

THE ADDENDUM ACKNOWLEDMENT FORM SHALL BE SIGNED BY AN AUTHORIZED COMPANY REPRESENTATIVE, DATED AND RETURNED WITH THE RESPONSE.

RESPONDENT: BY:

ADDRESS: PHONE:

CITY, STATE: DATE:

AUTHORIZED SIGNATURE:

PRINTED NAME; TITLE:
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Question #1.

The RFP separately says "June/July 2022" and "Aug 1" as the expected start date of the contract. Which would it be?
Answer #1
The City anticipates award of contract in June and a start date in July.

Question #2
Under Scope -> Promotion -> Placements - "In-Home Video Retargeting" is listed. How is "in-home" being determined in this context? Does this refer to IP address targeting, CTV devices, or is it a general term for all programmatic video ad retargeting?
Answer #2
This is a general term.

Question # 3.

A requirement is to "attend monthly board meetings" -> is in-person attendance a requirement for these meetings, or is virtual attendance acceptable?
Answer #3
Virtual attendance is acceptable.

Question #4.

Under Proposal Contents, you request an example marketing plan and campaign for 2022-2023. Can you provide more specifics as to the nature of what you are hoping to see in the submission? Are you hoping to see a detailed 2 year plan with spec creative work, or a sample of a past marketing plan and campaign the proposer has executed in the past for a similar destination (i.e. a successful plan and case study)? Answer #4
A detailed 2-year plan.

Question #5.

Under Evaluation, list "Programs that support the benefits of tourism to our local residents" - can you clarify what this means? For example, does this refer to the production of educational materials and campaigns for residents to help them appreciate how tourism revenue improves their quality of life? Answer #5
Yes, and also being thoughtful in your approaches of impact to residents when developing marketing strategies etc.

Question #6.
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Budgeting - Can you provide a ballpark budget and expected allocation for the contract? Is it expected to be similar to last year's budget?
Answer #6
The budget for Marketing services specifically is approximately $300,000 for each year.

Question #7.

We looked up last year's budget, and had the following Question questions:
• PR (Press Releases): $20,000
o Does this amount cover all-in PR services, or just software, copywriting, and distribution costs related to press releases?
Answer: All PR releases.
• Marketing: Min $300k, capped at 12% TOT, total $435,915 Answer: The budget is $300,000 per year
o What all is included in this budget? Does the sum include the operational costs associated with events?
Answer: No
o Are printing costs associated with printed materials included in this budget, or is that a separate budget?
o
Answer: Yes
Question #8.

It looks like your incumbent marketing firm is IDK Events, who specialize primarily in events, though operation of events are not explicitly listed as a service in the scope of this project. Are you looking for a separate firm to collaborate with IDK Events, or are you looking for a firm that will execute events as well as the listed marketing services in the scope of work?
Answer #8
The City will be contracting for events management separately from the marketing scope of work.

Question #9.

Why is the contract going to RFP? Is it just on account of the existing contract reaching its expiration date? Answer #9
This is the first time the City is issuing an RFP for Marketing Services. The City is interested in receiving competitive proposals to best serve the City’s needs.
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Question #10.

Who is the incumbent for this particular contract (is it IDK Events, or is that for a separate contract? Solvang CVB, or is that structured separately by the city?), and will they be bidding? Answer #10
Currently, it is Cogs & Marvel who took over from IDK Events.

Question #11.

Can you provide a list of destinations you consider immediate competitors, especially in the driveable market? Answer #11
Santa Barbara, Santa Ynez.

Question #12.

Are there any destination marketing programs you aspire to be more like? Answer #12
This Question has not been explored.

Question #13.

Can you share historical ad spend, results, and allocation? Answer #13
Please review Tourism Advisory Committee (TAC) agenda items and information on past budgets. Ad spend has varied widely over the past several years.

Question #14.

Can you share past year's marketing reports? The most recent report we were able to locate was from 2018.

Answer #14
Please visit CityofSolvang.com/AgendaCenter and review Tourism Advisory Committee (TAC) Agendas and Minutes.

Question #15.

What is the relationship of the CVB to the City? Would the CVB be managing this contract, or would prospective bidders be competing directly with the CVB? Answer #15
SCVB no longer exists.
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Question #16.

Are there any recent revenue reports or economic development reports that break down city revenue by business? By Group Sales vs. Individual?
Answer #16
No
Question #17.

Can you provide any qualitative or anecdotal information regarding the impact of COVID-19 on the visitor experience?
Answer #17
While the City experienced complete shut-down due to State’s restrictions during COVID-19, the City has enjoyed a strong recovery once the restrictions were lifted.

Question #18.

What would the relationship of the selected firm be with the CVB website administrators? How would responsibilities overlap between the selected firm and the CVB when it comes to web content and administration?
Answer #18
SCVB no longer exists.

Question #19.

Can you list the different organizations involved in tourism marketing for Solvang, and how their roles & responsibilities intersect?
Answer #19
The Marketing contractor would work closely with local Marketing Coordinator. The Marketing contractor will also be expected to collaborate with Visit SYV TBID organization and the Chamber of Commerce.

Question #20.

What are the challenges you have seen pre-COVID? What are the challenges you are seeing now, coming out of COVID?
Answer #20
Tourism and quality of life are an ever-balancing act. We are continuing to experience similar issues.

Question #21.

Do you have existing audience personas/profiles you can share? If so, when were these profiles developed? 408
Answer #21
No
Question #22.

What is the total available annual budget for the work? • In December 10, 2021 meeting minutes, item II., it indicated in the contract extension with the previous vendor that the annual marketing contract was valued at $600,000 - is that still the case? Answer: The Marketing contract used to include events management and coordination of marketing with City appointed Committee (Tourism Advisory Committee). The organization is planned to be changed to segregate events management and hire a local Marketing Coordinator. Thus, the budget for Marketing per this contract is reduced to $300,000.
• And with the actual total budget for this year – confirming that this budget number is inclusive of advertising and hard costs? If not, what percentage of the total budget is expected to be allocated toward advertising and hard costs?
Answer: Depends on proposal.

Question #23.

On page 1 of the proposal - header indicates REQUESTION UEST FOR PROPOSALS Information Technology Managed Services
• Is this project considered IT-managed services? If so, can you please expand? Answer #23
This is an error and should state Tourism Marketing Managed Services.

Question #24.

Based on previous market research/strategies, what do you consider to be your peak and off-seasons? Answer #24
Summer-time is peak. Slowest months are October, November, January, and February.

Question #25.
“Participation in consumer and industry trade shows” - can you expand on this? What role would you be looking for an agency to play in these? How many trade shows are expected annually and what is the desired outcome?
Answer #25
There is no set number.
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Question #26.

Is the new website live at www.solvangusa.com? Or is a new website still in progress? • Would the selected marketing agency be able to recommend a redesigned website to align with the campaign and branding? Would web management and updates be anticipated in the scope of work? Answer #26
Yes!
Question #27.

How much is the vendor able to leverage the current creative approach developed by Cogs and Marvel? Is there desire to move away from current creative campaign/branding/positioning, or can the marketing agency work off of it?
Answer: The City is open to creative ideas.
• How many assets (video, photo, designed elements) do you have around the current creative? Answer: 7 short videos.

Question #28.

By “promotion” in the scope (listed on page 4 of the RFP), can you confirm that this means paid media/advertising?
Answer #28
The RFP refers to paid ads vs. social media.

Question #29.

What were some of the things your previous agency really excelled at? Where are the opportunities for improvement?
Answer #29
The City is looking for a fresh look and creative ideas to be presented through the RFP process.

Question #30.

Can you clarify that “compensation model” means retainer model, project-based, hourly basis, etc.? For context, has the City had any concerns/issues with previous compensation models? (pg 5) Answer #30
The City is looking for a contract with precise deliverables. 410
Question #31.

Who are the day-to-day contacts at the City that the marketing agency would work and communicate with, and what are their roles?
Answer #31
The City is looking to hire a local Marketing Coordinator to manage the contract and interface with Tourism Advisory Committee.

Question #32.

Proposal Contents (page 9)
• “Example marketing plan and campaign for 2022-23” - confirming you are looking for one for Solvang? Not an “example” from our other clients/past work?
o Marketing plan - if so, would this be a strategic plan, calendar, comprehensive? Can you clarify how extensive of a plan you are looking for?
Answer: One for Solvang.
• For team resumes - can you confirm how extensive you’d like these to be? Are there particular pieces of info you’re looking for? Is there a format/template you’d like us to adhere to? Answer: No set guidelines.
• “Contact info from three current media references” - can you clarify that you are expecting journalist contacts exclusively?
Answer: Yes
• Can you confirm if there is a length limitation on the RFP - limit on number of pages for entire document or certain sections?
Answer: No
• Do the proposal contents need to stay in the identical order as listed on page 9 of the RFP or can they be ordered/grouped as the agency sees fit?
Answer: Can be ordered as agency sees fit.
• Pg 11 - #3 “on or by December 14, 2021” - this seems to be old/from a previous document, can you provide the date for this round?
Answer: This is an error from a previous document. The date should state: June 15, 2022.

Question #33.

What is the City of Solvang’s core target audience and DMA for this campaign? Answer #33
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The City would like the Marketing Consultant to advise on this.

Question #34.

What message does the City of Solvang hope to convey during this campaign? Is this effort a re-brand of current tourism marketing services currently taking place? Answer #34
The City has undergone through much change over the last three years. The City is looking for Marketing consultant to learn the community and develop the marketing strategy to complement.

Question #35.

What is the current percentage of marketing and/or advertising budget devoted to traditional (physical) marketing assets and campaigns (i.e. signage, collateral, sales materials, etc.)? Answer #35
Not much.

Question #36.

Are there any partnership arrangements (ex: Visit California, Trade Assn’s/Chamber/Conv. Center) that we should consider in our proposal?
Answer #36
Currently, there are no such partnerships.

Question #37.

Can you please provide an example (for clarification) of this sentence in Section 2.

Project Objectives – Overview:

The books with receipt of all paid vendors will be shown on request with 1099 IRS forms attached for all monies spent on this contract not to exceed 10% overhead to the marketing firms and sub-contractors with marketing responsibilities to the City of Solvang”.

Answer #37
This only applies to sub-contractors.

Question #38.

Must the selected partner marketing agency’s fees not exceed the 10% of budget threshold or is this requirement exclusive to subcontractors and vendors?
Answer #38
Subcontractors.

Question #39.

Are you able to share the existing strategies set forth by the Solvang Tourism Advisory Committee (TAC)? Answer #39
Please view CityofSolvang.com/AgendaCenter and review Tourism Advisory Committee (TAC) Agendas and Minutes.
412
Question #40.

Who will be the agencies single point of contact with the city? Answer #40
Marketing Coordinator
Question #41.

Please list current research, events, marketing, and communications partners whose contracts may be part of future plans and what role each will play in the cities promotional efforts over the next two years.

Answer #41
None
Question #42.

How important is in-house Public Relations Services to your decision as well? We have a number of PR contracting resources we partner with when necessary, but we do not have in-house PR.

Answer #42
We have a local PR firm that the City and contractor can partner with.

Question #43.

Can you please share a past example of budget allocations by category as outlined in your scope of work? Answer #43
Please visit www.CityofSolvang.com Agendas under Tourism Advisory Committee.

Question #44.

Can you please share a past media plan?
Answer #44
N/A
Question #45.

Is the previous agency planning to submit a response to this RFP? Answer #45
Unknown
Question #46.

Once an agency is chosen, who will be the primary point of contact for regular communication regarding this scope of work?
Answer #46
Marketing Coordinator
Question #47.
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What is the process of approval for programs, budgets and materials? Is there City Council involvement or is City staff empowered to make all decisions?
Answer #47
City Council
Question #48.

In the past it appears the City has included special events in the tourism marketing budget, yet that is not called out as part of the scope outlined in this RFP. Is that now to be managed under a separate program and budget?
Answer #48
It will be a separate task.

Question #49.

Could we request an electronic submission in light of the lifting of all delivery guarantees from all the courier companies?
Answer #49
Yes
Question #50.

Could you let us know if you have a local preference or are you open to a Canadian agency that has done similar work with clients across North America?
Answer #50
Yes
Question #51.

As we are a member of various organizations like the GDC and RGD, could we ask that "Example marketing plan and campaign for 2022-2023" for the proposal be removed as a requirement in line with the No!Spec guidelines at https://www.nospec.com/
Answer #51
The requirement will not be removed.

Question #52.

With respect to compensation models, would a rate card and/or blended rate model be ideal for our engagement and your receipt within the proposal?
Answer #52
Please expand on this Question.

Question #53.

There are a few mentions of supporting partners through these programs - do you have promotional commitments to partners/businesses that need to be fulfilled through social media or advertising programs? Answer #53
No
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Question #54
Do you currently subscribe to research tools like Arrivalist or other tourism/attraction-based studies? Are you requesting a complete marketing plan and creative campaign as part of this RFP process or simply looking for some insights and thought starters.

Answer #54
No
Question #55.

What percentage of your 1.5 million visitors are from California? West Coast? What are your top 5 markets? What’s the average length of stay?
Answer #55
Majority of our visitors are from California. The City desires to extend length of stay.

Question #56.

What type of group business have you been focused on in the past? Answer #56
N/A
Question #57.

Who do you consider your top three (3) competitive destinations? Answer #57
Europe and local neighbors such as Santa Ynez and Santa Barbara.

Question #58.

Has there been any recent research with current and potential visitors to VS? If so, is that available for review? Answer #58
No
Question #59.

What are your most important objectives for your 2022-2023 marketing effort? Answer #59
Be creative.

Question #60.

What is your biggest pain point in achieving these objectives? Answer #60
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Recently, COVID-19 and state restrictions have posed a significant challenge in achieving marketing objectives.

Question #61.

Are there new audiences you would like to reach? If so, who are they? Answer #61
The City would like the Marketing Consultant to advise on this.

Question #62.

Are you searching for an overall firm to conduct all of the marketing activities or are you seeking them on an individual basis?
Answer #62
We are looking for a Marketing firm to handle the entire scope of work as presented. The proposal shall address the stated objectives in the RFP.

Question #63.

I have a tourism PR firm and wanted to submit for the PR portion of the RFP if that is permissible? If so, is there a budget outlined for PR?
Answer #63
Yes
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May 26, 2022
Thursday
3:30 p.m.

CALL TO ORDER
Chair Cheryl Shallanberger called the meeting to order at 3:30 p.m. in the City Hall Council Chamber, 1644 Oak Street, Solvang, California.

ROLL CALL

Present: Committee Members: Tracy Beard, David Brents, Alexander Grenier, Kim Jensen (arrived at 3:35 p.m.) John Martino, Vice Chair Max Hanberg, Chair Cheryl Shallanberger

Absent: None
Staff: Xenia Bradford, City Manager, Annamarie Porter, City Clerk

PLEDGE OF ALLEGIANCE
City Manager Bradford led in the Salute to the Flag.

1. Receive and discuss ten proposals received in response to City issued RFP for Marketing Management Services.

City Manager Bradford introduced the item; discussed approval of the Marketing Coordinator position by City Council and addressed the RFP for Marketing Management Services and responses.

Committee Member Beard introduced Ms. Wilson who indicated interest in providing public comment.

City Manager Bradford noted public comment is only for agenda items at this time and stated she will talk to Ms.

Wilson, after the meeting. Additionally, she recommended that the TAC consider the proposals, choose those they would like to move forward in the process and ask them to present at the next regular meeting of the TAC.

It was noted that no responses were received from agencies in Southern California, no focus on mid-week events or Southern California, the need to understand the California market, focusing on promotion rather than events, marketing worldwide, the possibility of attending hospitality industry shows/conferences, social media marketing, the importance of good references, choosing a well-rounded agency, Visit California and individual agency budgets.

The TRC reviewed each individual response and listed the pros and cons of each.

Discussion followed regarding marketing to local residents and considering clients and staff.

The TRC suggested inviting the following agencies to present to and interview with the TRC at its next meeting on June 2, 2022: TJA Advertising, Abbi Agency, Verdin and Charrette Agency.

MINUTES

TOURISM ADVISORY COMMITTEE

SPECIAL MEETING
Attachment B
417

COMMITTEE MEMBER COMMENTS
Committee Member Beard reported visiting Visit Santa Barbara and Visit California; reported distributing their presentations to the TRC and others and talked about the City having an opportunity to include information on Solvang events on the Visit California website. She added that the Tournament of Roses Royal Court will visit Solvang October 14-16, 2022.

CITY STAFF COMMENTS
City Manager Bradford addressed items on the TRC’s next agenda and hiring a Marketing Events Manager.

ADJOURNMENT

The meeting was adjourned at 4:46 p.m. to a special meeting of the TAC on June 2, 2022, at 3:30 p.m.

Respectfully submitted:

Annamarie Porter, City Clerk
418
June 2, 2022
Thursday
3:30 p.m.
3:30 PM – ADJOURNED SPECIAL MEETING

CALL TO ORDER
Chair Cheryl Shallanberger called the meeting to order at 3:32 p.m. in the City Hall Council Chamber, 1644 Oak Street, Solvang, California.

ROLL CALL

Present: Committee Members: Tracy Beard, David Brents, Kim Jensen, John Martino, Vice Chair Max Hanberg, Chair Cheryl Shallanberger

Absent: Committee Member: Alexander Grenier
Staff: Xenia Bradford, City Manager, Annamarie Porter, City Clerk

PLEDGE OF ALLEGIANCE
Chair Shallanberger led in the Salute to the Flag.

1. DISCUSSION
a. Continued discussion and interviews of 4 proposals received in response to the City issued RFP for Marketing Management Services and make a recommendation to City Council to award the contract to the preferred consultant.

The following agencies provided details of their proposals in response to the City issued RFP for Marketing Management Services and responded to questions from the TAC.

TJA Advertising (via Zoom)
Abbi Agency (via Zoom)
Verdin (via Zoom)
Discussion followed regarding untapped opportunities in Solvang, increasing length of stay, partnership opportunities, bringing value, dashboards for reporting to the City and addressing mid-week challenges.

RECESS/RECONVENE
Chair Shallanberger called for a recess at 4:37 p.m. The meeting reconvened at 4:42 p.m. with all members, present except Committee Member Grenier.

Charrette Agency provided details of their proposal (in-person) in response to the City issued RFP for Marketing Management Services and responded to questions from the TAC.

MINUTES OF AN ADJOURNED SPECIAL & REGULAR

MEETING OF

THE SOLVANG

TOURISM ADVISORY COMMITTEE
Video began after mid-way through the
interview for TJA Advertising
419
Discussion followed regarding strategy for addressing mid-week challenges and the process for reporting to the City.

Discussion followed regarding the pros and cons of each respondent, attracting new markets, Charrette Agency’s effort to appear in person and TJA Advertising’s experience in the Central Coast and portal.

Chair Shallanberger invited public comments.

Brenda Ball discussed her experience in Marketing in the City; asked that the City consider investing in digital marketing versus print marketing; suggested including the Visitor Center as a main point in a crisis and spoke about the importance of the Visitor Center being the central point of information.

Vashti Wilson discussed her experience in Marketing and PR and discussed deciding on a Marketing firm that took the time to research and address the spirit of Solvang, hold true to that and be able to interpret metrics.

There were no other public comments.

Each Committee Member listed their preference for a Marketing Management Services firm.

Motion by Committee Member Hanberg, to recommend that City Council award the Marketing Management Services contract to Abbi Agency, seconded by Committee Member Jensen, and carried, 5-1, with Committee Member Beard, opposed and Committee Member Grenier, absent.

COMMITTEE MEMBER COMMENTS - None
CITY STAFF COMMENTS - None

ADJOURNMENT

The meeting was adjourned at 6:02 p.m.

REGULAR MEETING

1. CALL TO ORDER
Chair Cheryl Shallanberger called the meeting to order at 6:03 p.m. in the City Hall Council Chamber, 1644 Oak Street, Solvang, California.

ROLL CALL

Present: Committee Members: Tracy Beard, David Brents, Kim Jensen, John Martino, Vice Chair Max Hanberg, Chair Cheryl Shallanberger

Absent: Committee Members: Alexander Grenier
Staff: Xenia Bradford, City Manager, Annamarie Porter, City Clerk

2. CONSENT
a. Approve order of Agenda as presented
420
b. Approve Minutes of the April 7, 2022 Regular Meeting.

Motion by Committee Member Hanberg, to approve the Consent Agenda, as presented, seconded by Committee Member Beard, and carried, 6-0, with Committee Member Grenier, absent.

3. PUBLIC COMMUNICATIONS – NON-AGENDA - None

4. DISCUSSION
a. Santa Barbara County Veterans Foundation Parade – New Event Proposal City Manager Bradford introduced the item and deferred to Henry Schulte, Santa Barbara County Veterans Foundation for a presentation.

Mr. Schulte discussed the proposed First Annual Salute to Veterans in Solvang and addressed a parade, entertainment, local vendors and participation by non-profits.

Chair Shallanberger invited public comments.

Vashti Wilson expressed concerns regarding participation of The Pinup Girls, especially as it relates to a veteran’s event.

There were no other public comments.

Motion by Committee Member Hanberg, to approve the special event application for the Annual Salute to Veterans in Solvang, as presented, seconded by Committee Member Martino, and carried, 6-0, with Committee Member Grenier, absent.
b. Annual Juneteenth SYV Event Application Review
City Manager Bradford introduced the item and deferred to Vashti Wilson for a presentation.

Ms. Wilson introduced her daughter, Madison; discussed the special event application for the Annual Juneteenth SYV event and spoke about Maddie’s Treasure Box, which sponsors the event as well as future plans for a children’s playground.

There were no public comments on this item.

No action was taken on this item.
c. Discussion of 2 proposals received in response to City issued RFP for Visitors’ Center Management and make recommendation to City Council to award the contract to the preferred consultant.

City Manager Bradford presented a report and noted two proposals were received in response to the City issued RFP for Visitors’ Center Management.

Brenda Ball, Central Coast Marketing, LLC, presented details of their proposal; discussed her previous experience serving Solvang’s Visitor Center; noted the importance of sharing stories and keeping up to date in terms of events and activities occurring in the City; spoke about development of a dining guide and moving the Visitor Center into the digital age.
421
Discussion followed regarding the proposed hours of operation for the Visitor Center, the reporting process, and potential revenue streams.

Susan Lee (LLC under review, Solvang Hygge Huset, LLC), presented details of their proposal; spoke the use of personal smart phones to obtain information; talked about integrating modern and old-world charm; discussed the current operation at the Visitor Center and offered to respond to questions from the TAC.

Discussion followed regarding proposed hours of operation and the number of regular and manager staffing shifts.

There were no public comments on this item.

Discussion continued regarding consideration of the budget, having a Danish family operating the Visitor Center, and the quality of both proposals.

Motion by Committee Member Brents, to recommend that City Council award the Visitor Center Management contract to Susan Lee (LLC under review Solvang Hygge Huset, LLC), seconded by Chair Shallanberger, and carried, 5-1, with Committee Member Beard, opposed and Committee Member Grenier, absent.

COMMITTEE MEMBER COMMENTS
Committee Member Beard commented on the importance of having the contractor complete the legal establishment of the business.

Discussion followed regarding the hiring process for the Marketing Manager position.

CITY STAFF COMMENTS - None

ADJOURNMENT

The meeting was adjourned at 7:09 p.m.

Respectfully submitted:

Annamarie Porter, City Clerk
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Agenda Item: 11
Solvang City Council STAFF REPORT
PREPARED BY: Xenia Bradford, City Manager

MEETING DATE: June 13, 2022
SUBJECT: Award the City of Solvang Visitor Center Management Agreement with Solvang Hygge Huset LLC (or Sole Proprietor Susan Lee) in the amount not to exceed $261,000 for the term July 1, 2022 – June 30, 2024 RECOMMENDATION:

1. Authorize City Manager to negotiate and execute a two-year contract with Solvang Hygge Huset LLC (formation of the LCC is in processing with the State of California) not to exceed $261,000.

2. And, due to pending formation of the LLC, authorize City Manager to enter into an agreement with Susan Lee and three other individuals currently working at the Visitor Center under IDK contract as sole proprietors if registration of the LLC is not complete by July 1, 2022 for a period not to exceed two month or August 31, 2022 and a total monthly expense of $10,300.

DISCUSSION:

The City of Solvang issued a Request for Proposals (RFP) for Visitor Center Management on April 11, 2022. Two proposals were received and presented to Tourism Advisory Committee for their evaluation at a Regular meeting on June 2, 2022. Tourism Advisory Committee selected Solvang Hygge Huset LLC proposal as the top recommended operator for Council consideration and approval. Draft minutes for June 2 Tourism Advisory Committee minutes are presented in Attachment B.

Current contract with IDK is expiring on June 30, 2022. It should be noted that registration with Secretary of State to form the legal entity of Solvang Hygge Huset LLC is still pending. Solvang Hygge Huset LLC proposes employment of four individuals to cover the shift. These will be the same employees currently operating the Visitor Center as employees of IDK. If the City Council selects this proposal, the City could contract with the individuals directly for a limited time period. Staff recommends that such contractual relationship not to exceed two months duration.

ALTERNATIVES:

Council could award contract to Central Coast Marketing LLC instead.

FISCAL IMPACT:
• Annual proposed budget for Solvang Hygge Huset LLC is $130,500 or $261,000 over the proposed two-year period.
• Annual proposed budget for Central Coast Marketing LLC is $167,400 or $334,800 over the proposed two-year period.

ATTACHMENTS:

A – Visitor Center Request for Proposals
B – Solvang Hygge Huset LLC Proposal
C – Central Coast Marketing LLC Proposal
D – Draft Minutes TAC June 2, 2022
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REQUEST FOR PROPOSALS
Professional Services

VISITOR CENTER MANAGEMENT
RFP Issued…………………………………………………………………………………....April 11, 2022 All questions must be received by 5:00 pm……………………….............April 29, 2022 Proposal due by 4:00 pm……………………………….................................May 20, 2022 Evaluation Period Concludes………………………………………………………........ June 2022 Council Review and Award Contract…………………………………................. June 2022 Contract services commence on………………………………………………........July 1, 2022 Attachment A

PUBLIC NOTICE

REQUEST FOR PROPOSALS

PROFESSIONAL SERVICES

CITY OF SOLVANG

VISITOR CENTER MANAGEMENT
The City of Solvang is inviting qualified candidates to submit proposals for Professional Services to MANAGE AND OPERATE THE SOLVANG VISITOR CENTER.

The City of Solvang is a tourism destination deriving 50% of its general fund revenue from Transient Occupancy Tax. Solvang is often referred to as the Danish Capital of America. It was established in 1911 by a small group of Danish teachers and is part of the Santa Ynez Valley. Solvang (meaning sunny field) is rich in Danish history and culture, which can be viewed at the Elverhoj Museum http://www.elverhoj.org/ .

The City of Solvang is a relatively young city having incorporated on May 1, 1985. But the town has a long history as a beautiful place to live and visit.

Solvang reflects a thoughtful blend of history and culture. The City’s economy largely depends on tourism, and the Danish village has much to offer. Major attractions for visitors include the City’s Danish-themed village with unique shops, inns, bakeries, European style streets and architecture, cafés, local wineries, art galleries, golf courses, equestrian and other livestock production, the Santa Ines Mission, The Wildling Museum, and the Elverhoj Museum of History and Art. There is always something fun to do in Solvang! For wine enthusiasts, wine tasting events abound throughout the year. The City offers eighteen wine tasting rooms, along with the more than 120 wineries throughout the Santa Ynez Valley. Solvang has an up and coming craft beer scene as well with many popular local brews. Foodies can enjoy an incredible variety of flavors and International cuisine offered in Solvang’s restaurants or take a sweet stroll along Solvang’s Sweet Treats Trail. The City also hosts annual events including the Danish Days in September, and Julefest in December.

City of Solvang Visitor Center
The Request for Proposals is for operation of the Visitor Center. Working collaboratively with the City, City’s Marketing Consulting Firm, Elverhoj Museum, local organizations, and businesses in Solvang and surrounding area, the Visitor Center Operator will be responsible for providing:

1. Management of the Visitor Center day-to-day operations

2. Staffing a dedicated phone line with trained qualified staff

3. Manage all Visitor Center business operations as an independent entity from the City.

4. Represent the City of Solvang’s unique characteristics and Danish motif. Ensure staff is knowledgeable of Solvang’s history and local businesses (Marketing contractor will provide up to date business information).

5. Work collaboratively with Marketing contractor promoting messaging developed by the contractor.

The marketing “angle” will be determined by the Marketing contractor and approved by the City to promote the city of Solvang tourism and may change depending on season and other factors.

6. Collect Visitor Center in-person and phone inquiries data, including collection of demographics and type of questions. Submit to City Manager proposed reporting matrix for approval no later than August 31, 2022.

All proposals will be compared based on understanding the scope of work to be performed, methods and procedures to be used, management, personnel and experience, and consultation and coordination with the City of Solvang.

If your firm is interested and qualified, please submit six (6) hard copies and one (1) electronic copy of your proposal by May 20, 2022, by 4:00 p.m. (PDT) to:

City of Solvang
Attn: Xenia Bradford, City Manager
1644 Oak St, Solvang, CA 93463
Proposal shall be clearly labeled “PROPOSAL for Professional Services – Visitor Center Management.” Please provide your Cost Proposal in a separate sealed envelope.

Any changes, additions, or deletions to this Request for Proposal will be in the form of written addenda issued by the City. Addenda will be posted on the City website, along with RFP. Prospective proposers must check the website for addenda or other relevant new information during the response period. The City is not responsible for the failure of any prospective proposer to receive such addenda. All addenda so issued shall become a part of this Request for Proposal. In addition, any questions submitted shall be posted with answers on the website as well.

ATTACHMENTS:

A SAMPLE City of Solvang Professional Services Agreement II. SCOPE OF WORK - REQUIRED
a) Staffing a dedicated phone line with trained qualified staff • Visitor Center will provide staff to answer tourist questions about City of Solvang business operations
• Visitor Center will provide adequate training to staff who will be well informed about the history of Solvang, culture, local attractions and businesses. b) Provide with staff and management of staff on premises • Visitor Center will be responsible for appropriately staffing the on-site location on Copenhagen Drive with staff to accommodate demand while minimizing the cost to the City. c) Manage all Visitor Center business operations as an independent entity from the City • Visitor Center will operate as an independent contractor responsible for all administrative operations.

Proposal shall be addressed to:

City of Solvang
Attn: Xenia Bradford, City Manager
1644 Oak Street, Solvang, CA 93463
Cost Proposals shall be submitted in a SEPARATE SEALED ENVELOPE.

All proposals received prior to the date and time specified above for receipt may be withdrawn or modified by written request of the proposer. To be considered, any modification to a previously submitted proposal must be received in writing, and in the same number of copies as the original proposal, prior to the date and time specified for receipt of proposals.

Until award of the contract, the proposals shall be held in confidence and shall not be available for public review. The scope of work will be presented to the City Council in conjunction with the Council approval of consultant selection. Upon award of a contract to the successful proposer, all proposals shall be public records.

No proposal shall be returned after the date and time set for opening thereof. Following execution of the contract between the City and the consultant, a project kick-off meeting will be held to finalize the project scope and begin the project.
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Proposal Content and Organization
The organization of the proposal should follow the general outline below.

Technical Proposal:

1. Transmittal Letter
The transmittal letter should include the name, title, address, phone number, and original signature of an individual with authority to negotiate on behalf of and to contractually bind the consultant(s) firm, and who may be contacted during the period of proposal evaluation. Only one transmittal letter need be prepared to accompany all copies of the technical and cost proposals. Proposal transmittal letter shall also state the Consultant’s ability to comply with the contract provisions as outlined in the City’s sample professional services agreement and insurance requirements, or indicate which provisions will require amendments during contract negotiations. City is not obligated to agree to any such changes, and it may decline such changes in its sole discretion.

2. Introduction
In this section, the proposer should demonstrate an adequate understanding of the role and relationships of the City and an awareness of issues specific to expectations outlined in the RFP.

The Introduction shall include:
a. A brief description of the consultant(s) firm/organization, including the year the firm/organization was established, type of organization of firm (partnership, corporation, etc.), and any variation in size over the last five years, along with a statement of the organization’s qualifications for performing the subject consulting services; and b. A brief description of the firm’s experience with similar projects.

3. Technical Approach
Technical Approach shall include:
a. A thorough explanation of the consultant’s proposed course of action. References should be made to the RFP requirements and the consultant’s plans for meeting those requirements; and

4. Consultant Staff
The proposal must describe the qualifications and experience of the Manager for this contract.

5. Consultant Qualifications and References
The proposal must include a list of references for similar clients. References should include client contact names, addresses, phone numbers, description of the type of work performed, approximate dates on which the work was completed, and professional staff who performed the work.

6. The proposal should include the logical timeline and milestones for the contractor’s onboarding.

Cost Proposal – Submit in separate sealed envelope:

7. Cost Proposal
The cost proposal shall be submitted in a separately sealed envelope. This separately sealed envelope will not be opened until the consultants’ proposals have been ranked based on their qualifications.

The proposer shall prepare a detailed cost proposal for the work to be performed. The same cost proposal detail is required for sub-consultants. Include a total “not-to-exceed” amount for this proposal.
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III. PROPOSAL EVALUATION and CONSULTANT SELECTION
Evaluation Criteria
Upon receipt of the proposals, a technical evaluation will be performed. Each of the major sections of the proposal will be reviewed and evaluated with criteria designed to help judge the quality of the proposal.

Evaluation criteria will include such considerations as:

EVALUATION CRITERIA Weight
Understanding of the required work scope 20%
Familiarity or understanding of the City of Solvang heritage, business 25% community needs and tourism
Qualifications 20%
References 10%
Business Plan and Creativity 25%
TOTAL: 100%
IV. GENERAL CONDITIONS
Limitations
This Request for Proposals (RFP) does not commit the City to award a contract, to pay any costs incurred in the preparation of the proposal in response to this request, or to procure or contract for services or supplies. The City expressly reserves the right to reject any and all proposals or to waive any irregularity or information in any proposal or in the RFP procedure and to be the sole judge of the responsibility of any proposer and of the suitability of the materials and/or services to be rendered. The City reserves the right to withdraw this RFP at any time without prior notice. Further, the City reserves the right to modify the RFP schedule described above.

Award
The City may ask RFP finalists to present oral presentations regarding their firms and any special expertise in the necessary areas. All finalists may be required to participate in negotiations and submit such price, technical, or other revisions of their proposals as may result from negotiations. The City also reserves the right to award the contract without discussion or interviews, based upon the initial proposals. Selection will be based upon demonstrated competence and professional qualifications necessary for the satisfactory performance of the services required. Following the initial qualifications-based selection, the price proposal provided will be the basis for negotiations to ensure the City receives a fair and reasonable price.

Inquiries and Responses
All questions pertaining to this RFP shall be submitted in writing to the City Manager, Xenia Bradford, at [email protected]. The question and its response will be forwarded via email to potential proposers and/or posted on the RFP webpage.

Bidders are specifically directed not to contact any other City personnel or elected officials for meetings, conferences, or technical discussions related to this Request for Proposals. Failure to adhere to this policy may be grounds for rejection of proposal.
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The City of Solvang will not be responsible for oral interpretations given by any City employee, representative, or others. Bidders are cautioned that any statements made that materially change any portion of the proposal documents shall not be relied upon unless subsequently ratified by a formal written amendment to the proposal document. The issuance of a written addendum is the only official method whereby interpretation, clarification, or additional information can be given. Any changes, additions, or deletions to this Request for Proposal will be in the form of written addenda issued by the City. Addenda will be posted on the City’s webpage along with RFP. Prospective proposers must check the website for addenda or other relevant new information during the response period. The City is not responsible for the failure of any prospective proposer to receive such addenda. All addenda so issued shall become a part of this Request for Proposal.

Pre-contractual Expense
Pre-contractual expenses are defined as expenses incurred by proposers and selected contractor in:

1. Preparing proposals in response to this RFP;

2. Submitting proposals to City;

3. Negotiations with City on any matter related to proposals; and

4. Other expenses incurred by a contractor or proposer prior to the date of award of any agreement.

In any event, the City shall not be liable for any pre-contractual expenses incurred by any proposer or selected contractor. Proposers shall not include any such expenses as part of the price proposed in response to this RFP. The City shall be held harmless and free from any and all liability, claims, or expenses whatsoever incurred by, or on behalf of, any person or organization responding to this RFP.

Proprietary Information
The proposals received shall become the property of the City of Solvang and are subject to public disclosure. Proposers are to indicate any restrictions on the use of data contained in their responses. Those parts of a proposal which are defined by the bidder as business or trade secrets, as that term is defined in California Government Code, Section 6254.7, and are reasonably marked as "Trade Secrets", "Confidential" or "Proprietary" shall only be disclosed to the public if such disclosure is required or permitted under the California Public Records Act or otherwise by law. Proposers who indiscriminately and without justification identify most or all, of their proposal as exempt from disclosure may be deemed non-responsive.

Contract Requirements
The selected consultant must enter into a Professional Services Agreement with the City for provisions related to compensation, conflict of interest, indemnification, insurance, etc. The scope, budget and schedule to complete the study will be incorporated into the professional services agreement. See RFP Attachment A – SAMPLE City of Solvang Professional Services Agreement.

The Consultant has total responsibility for the accuracy and completeness of all data, plans, and estimates prepared for this project, and shall check all such material accordingly. While the City may review for quality, completeness and conformity, the responsibility for accuracy and completeness of such items remains solely that of the Consultant.

Method of Payment
For all services rendered as described in the Scope of Work (including all labor, equipment, materials, and expenses) the Consultant shall submit proposed payment schedule. 430

AGREEMENT FOR OPERATION OF SOLVANG VISITORS CENTER
Recitals:

WHEREAS, [ORGANIZATION NAME] enters into agreement with the City of Solvang to provide services to operate the Solvang Visitors Center ("Visitors Center") facility owned by the City of Solvang ("City") located at 1639 Copenhagen Drive, Solvang, California, and to undertake efforts to promote visitation to the City of Solvang; and WHEREAS, the [ORGANIZATION NAME] agrees to provide services defined in Exhibit-A, Scope of Services.

In consideration of the above recitals and purposes, the parties hereby agree as follows:

A. City of Solvang's Obligations.

From DATE through [DATE], City shall:

1. Pay [ORGANIZATION NAME] monthly payments of $XXX from the effective date of XXX through JUNE 30, XXXX, payment to be made no later than the 5th of each month.

2. Provide at no cost to [ORGANIZATION NAME] a non-exclusive revocable license for use of the Solvang Visitors Center, including all furniture, fixtures and equipment, and other City-owned exhibits at the Solvang Visitors Center, for the use set forth in this Agreement.

3. City may remove or utilize such items from the Visitors Center at any time in the future, as City deems advisable upon giving reasonable written notice to the [ORGANIZATION NAME].

4. City shall provide [ORGANIZATION NAME] access to all public records related to the Visitors Center.

5. City shall maintain the exterior of the Center including, but not limited to, sidewalk, flower beds, exterior painting, trash cans, and structural integrity.

6. City shall provide and pay for utility service (heat, electricity, water and sewer), telephone, and internet services to the Solvang Visitors Center.

7. City shall ensure that excessive loitering is prohibited inside and outside the Solvang Visitors Center.
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B. [ORGANIZATION NAME] Obligations.

1. From DATE through June 30, XXX, [ORGANIZATION NAME] shall:
a. Operate the Visitors Center in accordance with the Scope of Services - copies of which are attached hereto as Exhibit - A (collectively "the Goals"). [ORGANIZATION NAME] shall cooperate with City in the transfer of the Solvang Visitors Center to any successor. [ORGANIZATION NAME] shall also:.

1. Submit monthly written reports to City detailing actions towards realization of the goals. Said reports shall include but are not limited to the:
a. Number of inquiries responded to;
b. Visitor traffic counts at Visitors Center.
b. Provide and pay for all interior janitorial service and window washing of the Visitors Center and keep the interior of the Visitors Center in a clean and neat state which is comfortable for visitors.

2. [ORGANIZATION NAME] shall mark or otherwise identify all of organization owned furniture or equipment placed in the Visitors Center so as to avoid confusion as to ownership. Furniture and equipment not so marked or identified shall be presumed to be City property.

3. All work product and digital assets generated by [ORGANIZATION NAME] pursuant to this Agreement are the property of the City and shall, at the conclusion or termination of this Agreement, be transferred to City, including any necessary passwords, licenses, or other information reasonably requested by City. [ORGANIZATION NAME] agrees that all copyrights, websites, URLs, trademarks, digital documents, audible content, motion pictures, photographs, illustrations, animations, spreadsheets, word documents, and files, whether stored on computers/laptops, in the cloud, in electronic storage devices, on telecommunication devices, or on any and all apparatuses which are, or will be, used by [ORGANIZATION NAME], which arise from creation of the work pursuant to this Agreement shall be vested in the City, notwithstanding the proprietorship of the physical devices onto which the digital assets are stored. [ORGANIZATION NAME] waives and relinquishes all claims to copyright or other intellectual property rights in favor of City.

C. Additional Obligations of Parties.

1. Term and Option to Renew.
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a. This Agreement shall commence DATE, and shall expire June 30, 2023, unless earlier terminated pursuant to Section C(2), below. This term may be extended for an additional period if both parties agree in writing to such an extension.

2. Termination.
a. Either party may terminate this Agreement upon 30 days prior written notice. b. At termination or expiration of this Agreement, [ORGANIZATION NAME] shall provide City all documents and data files of [ORGANIZATION NAME] related to its performance under this agreement, as further set forth in Section (B)(3). c. Upon expiration or termination of this Agreement, the [ORGANIZATION NAME] shall surrender and deliver the Visitors Center to the City in as good condition as when received by [ORGANIZATION NAME] , or thereafter improved, excepting only: 1) ordinary wear and tear; 2) deterioration or functional obsolescence of improvements due to age and 3) any defects objected to in a writing signed by [ORGANIZATION NAME] and delivered to the City of Solvang prior to the [ORGANIZATION NAME] execution of this Agreement.
d. Not later than the expiration or termination date of this Agreement, or of any extended term, [ORGANIZATION NAME] shall remove all of its property from the Visitors Center.

3. [ORGANIZATION NAME] shall provide all equipment necessary for performance of its obligations under this Agreement.

4. Non-Discrimination. [ORGANIZATION NAME] shall not discriminate against any person or persons or exclude any persons from participation in the Visitor Centers' operations, programs, or activities conducted on the City's premises because of race, color, age, sex, disability, national origin, religion or other basis protected by applicable federal or California law.

5. Independent Contractor. City retains [ORGANIZATION NAME] solely as an independent contractor of the City, and not as an employee of the City. As such, [ORGANIZATION NAME] shall determine the method, details, and means of performing the services set forth herein. [ORGANIZATION NAME] shall employ and pay such personnel as it deems necessary to perform the services required by this Agreement. City may not direct, control, or supervise [ORGANIZATION NAME]' employees in the performance of those services.

Under no circumstances shall [ORGANIZATION NAME] and/or its employees be deemed employees of the City. As such, [ORGANIZATION NAME] and its employees have no right to Workers ' Compensation or any other City-sponsored employee benefits. 433
[ORGANIZATION NAME] agrees to provide Workers' Compensation and other employee benefits, where required by law, for [ORGANIZATION NAME] ' employees and agents.

6. Insurance. [ORGANIZATION NAME] shall, throughout the term of this Agreement and any subsequent extensions, maintain insurance as set forth in Exhibit B.

7. Indemnification. [ORGANIZATION NAME] shall defend, indemnify and hold harmless City, its elected officials, officers, agents or employees from and against any and all claims, demands and causes of action of any nature whatsoever, and any expenses incident to defense of and by the City therefrom, for any injury to or death of persons or loss of or damage to property in any manner arising out of [ORGANIZATION NAME]' use and occupation of the Visitors Center or performance of this Agreement, except to the extent caused by the sole negligence of City, its elected officials, officers, agents or employees.

This paragraph shall survive the expiration or other termination of this Agreement.

8. Use of Visitors Center. [ORGANIZATION NAME] may use the Visitors Center solely for purposes related to the performance of this Agreement.

9. Compliance with Laws and Care of Premises.
a. [ORGANIZATION NAME] shall not permit any unlawful occupation, business or trade to be conducted at the Visitors Center, or any use to be made thereof contrary to any law, ordinance or regulation.
b. [ORGANIZATION NAME] shall neither use nor permit any assignee to use the Visitors Center or any purpose which poses a substantial risk of damage by means of fire or otherwise.

10. Default. If [ORGANIZATION NAME] at any time during the term of this Agreement or thereafter shall fail to observe or perform any of [ORGANIZATION NAME]' other obligations hereunder, and if within thirty (30) days after the City shall have mailed to [ORGANIZATION NAME] written notice specifying such default or defaults, [ORGANIZATION NAME] shall not have commenced to cure such default and proceed diligently to cure the same, then the City may give [ORGANIZATION NAME] notice of termination of this Agreement.

11. Notices. Any and all notices required or permitted under this Agreement, unless otherwise specified in writing by the party whose address is changed, shall be addressed as follows:
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THE CITY: -with copy toCity Manager, Dave Fleishman, City Attorney

RICHARDS WATSON GERSHON
City of Solvang 847 Monterey Street, Suite 206
1644 Oak Street San Luis Obispo, CA 93401
Solvang, CA 93463
[ORGANIZATION NAME and ADDRESS]:

12. Inspection. City will retain a key to the Visitors Center. City may inspect the Visitors Center at its convenience without prior notice to [ORGANIZATION NAME].

13. Successors in Interest. This Agreement shall be binding upon and inure to the benefit of the respective heirs, successors and assigns of the parties hereto.

14. Assignment or Subletting. [ORGANIZATION NAME] shall not assign or sublet or grant a security interest in this Agreement without the prior written consent of the City.

15. Integration and Modification. This document contains the entire agreement of the parties hereto. All negotiations, statements, representations, warranties, and assurances, whether oral or written, which are in any way related to the subject matter of this. Agreement or the performance of either party hereto are merged and integrated into the terms of this document. This Agreement may not be modified or amended except by a writing signed by both parties hereto, and any purported amendment or modification is without effect until reduced to a writing signed by both parties hereto.

16. Covenants and Conditions. Each term and each provision of this Agreement shall be construed to be both a covenant and a condition.

17. Time of the Essence. Time is of the essence as to each term and provision of this Agreement to be performed by [ORGANIZATION NAME].

18. Severability. Any provision of this Agreement which shall prove to be invalid, void or illegal, shall in no way affect, impair or invalidate any other provision hereof and the remaining provisions hereof shall nevertheless remain in full force and effect.

IN WITNESS WHEREOF, the parties have executed this contract on the following date. [signatures begin on following page]
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Consultant:

Date: By:

City of Solvang:

Name and Title
Date: By:

Mayor or City Manager
APPROVED AS TO FORM:

Date: By:

Dave Fleishman
City Attorney
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EXHIBIT A - SCOPE OF SERVICES
Proposal
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EXHIBIT B

INSURANCE REQUIREMENTS
Prior to the beginning of and throughout the duration of the Work, Consultant will maintain insurance in conformance with the requirements set forth below. Consultant will use existing coverage to comply with these requirements. If that existing coverage does not meet the requirements set forth here, Consultant agrees to amend, supplement or endorse the existing coverage to do so.

Consultant acknowledges that the insurance coverage and policy limits set forth in this section constitute the minimum amount of coverage required. Any insurance proceeds available to City in excess of the limits and coverage required in this agreement and which is applicable to a given loss, will be available to City.

Consultant shall provide the following types and amounts of insurance:

Commercial General Liability Insurance using Insurance Services Office “Commercial General Liability” policy form CG 00 01 or the equivalent. Defense costs must be paid in addition to limits.

There shall be no cross liability exclusion for claims or suits by one insured against another. Limits are subject to review but in no event less than $1,000,000 per occurrence.

For employees: Workers Compensation on a state-approved policy form providing statutory benefits as required by law with employer’s liability limits no less than $1,000,000 per accident or disease.

Professional Liability or Errors and Omissions Insurance as appropriate shall be written on a policy form coverage specifically designed to protect against acts, errors or omissions of the consultant and “Covered Professional Services” as designated in the policy must specifically include work performed under this agreement. The policy limit shall be no less than $1,000,000 per claim and in the aggregate. The policy must “pay on behalf of” the insured and must include a provision establishing the insurer’s duty to defend. The policy retroactive date shall be on or before the effective date of this agreement.

Insurance procured pursuant to these requirements shall be written by insurers that are admitted carriers in the state of California and with an A.M. Best’s rating of A- or better and a minimum financial size VII.

General conditions pertaining to provision of insurance coverage by Consultant. Consultant and City agree to the following with respect to insurance provided by Consultant:

1. No liability insurance coverage provided to comply with this Agreement shall prohibit Consultant, or Consultant’s employees, or agents, from waiving the right of subrogation prior to a loss. Consultant agrees to waive subrogation rights against City regardless of the applicability of any insurance proceeds, and to require all contractors and subcontractors to do likewise.

2. All insurance coverage and limits provided by Contractor and available or applicable to this agreement are intended to apply to the full extent of the policies. Nothing contained in this Agreement or any other agreement relating to the City or its operations limits the application of such insurance coverage. 438

3. None of the coverages required herein will be in compliance with these requirements if they include any limiting endorsement of any kind that has not been first submitted to City and approved of in writing.

4. No liability policy shall contain any provision or definition that would serve to eliminate so-called “third party action over” claims, including any exclusion for bodily injury to an employee of the insured or of any contractor or subcontractor.

5. All coverage types and limits required are subject to approval, modification and additional requirements by the City, as the need arises. Consultant shall not make any reductions in scope of coverage (e.g. elimination of contractual liability or reduction of discovery period) that may affect City’s protection without City’s prior written consent.

6. Proof of compliance with these insurance requirements, consisting of certificates of insurance evidencing all of the coverages required and an additional insured endorsement to Consultant’s general liability policy, shall be delivered to City at or prior to the execution of this Agreement. In the event such proof of any insurance is not delivered as required, or in the event such insurance is canceled at any time and no replacement coverage is provided, City has the right, but not the duty, to obtain any insurance it deems necessary to protect its interests under this or any other agreement and to pay the premium. Any premium so paid by City shall be charged to and promptly paid by Consultant or deducted from sums due Consultant, at City option.

7. Certificate(s) are to reflect that the insurer will provide 30 days’ notice to City of any cancellation of coverage. Consultant agrees to require its insurer to modify such certificates to delete any exculpatory wording stating that failure of the insurer to mail written notice of cancellation imposes no obligation, or that any party will “endeavor” (as opposed to being required) to comply with the requirements of the certificate.

8. It is acknowledged by the parties of this agreement that all insurance coverage required to be provided by Consultant or any subcontractor, is intended to apply first and on a primary, non-contributing basis in relation to any other insurance or self insurance available to City.

9. Consultant agrees to ensure that subcontractors, and any other party involved with the project who is brought onto or involved in the project by Consultant, provide the same minimum insurance coverage required of Consultant. Consultant agrees to monitor and review all such coverage and assumes all responsibility for ensuring that such coverage is provided in conformity with the requirements of this section. Consultant agrees that upon request, all agreements with subcontractors and others engaged in the project will be submitted to City for review.

10. Consultant agrees not to self-insure or to use any self-insured retentions or deductibles on any portion of the insurance required herein and further agrees that it will not allow any contractor, subcontractor, Architect, Engineer or other entity or person in any way involved in the performance of work on the project contemplated by this agreement to self-insure its obligations to City. If Consultant’s existing coverage includes a deductible or self-insured retention, the deductible or self-insured retention must be declared to the City. At that time the City shall review options with the Consultant, which may include 439
reduction or elimination of the deductible or self-insured retention, substitution of other coverage, or other solutions.

11. The City reserves the right at any time during the term of the contract to change the amounts and types of insurance required by giving the Consultant ninety (90) days advance written notice of such change. If such change results in substantial additional cost to the Consultant, the City will negotiate additional compensation proportional to the increased benefit to City.

12. For purposes of applying insurance coverage only, this Agreement will be deemed to have been executed immediately upon any party hereto taking any steps that can be deemed to be in furtherance of or towards performance of this Agreement.

13. Consultant acknowledges and agrees that any actual or alleged failure on the part of City to inform Consultant of non-compliance with any insurance requirement in no way imposes any additional obligations on City nor does it waive any rights hereunder in this or any other regard.

14. Consultant will renew the required coverage annually as long as City, or its employees or agents face an exposure from operations of any type pursuant to this agreement. This obligation applies whether or not the agreement is canceled or terminated for any reason.

Termination of this obligation is not effective until City executes a written statement to that effect.

15. Consultant shall provide proof that policies of insurance required herein expiring during the term of this Agreement have been renewed or replaced with other policies providing at least the same coverage. Proof that such coverage has been ordered shall be submitted prior to expiration. A coverage binder or letter from Consultant’s insurance agent to this effect is acceptable. A certificate of insurance and/or additional insured endorsement as required in these specifications applicable to the renewing or new coverage must be provided to City within five days of the expiration of the coverages.

16. The provisions of any workers’ compensation or similar act will not limit the obligations of Consultant under this agreement. Consultant expressly agrees not to use any statutory immunity defenses under such laws with respect to City, its employees, officials and agents.

17. Requirements of specific coverage features or limits contained in this section are not intended as limitations on coverage, limits or other requirements nor as a waiver of any coverage normally provided by any given policy. Specific reference to a given coverage feature is for purposes of clarification only as it pertains to a given issue, and is not intended by any party or insured to be limiting or all-inclusive. 440

18. These insurance requirements are intended to be separate and distinct from any other provision in this agreement and are intended by the parties here to be interpreted as such.

19. The requirements in this Section supersede all other sections and provisions of this Agreement to the extent that any other section or provision conflicts with or impairs the provisions of this Section.

20. Consultant agrees to be responsible for ensuring that no contract used by any party involved in any way with the project reserves the right to charge City or Consultant for the cost of additional insurance coverage required by this agreement. Any such provisions are to be deleted with reference to City. It is not the intent of City to reimburse any third party for the cost of complying with these requirements. There shall be no recourse against City for payment of premiums or other amounts with respect thereto.

21. Consultant agrees to provide immediate notice to City of any claim or loss against Consultant arising out of the work performed under this agreement. City assumes no obligation or liability by such notice, but has the right (but not the duty) to monitor the handling of any such claim or claims if they are likely to involve City. 441
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June 2, 2022
Thursday
3:30 p.m.
3:30 PM – ADJOURNED SPECIAL MEETING

CALL TO ORDER
Chair Cheryl Shallanberger called the meeting to order at 3:32 p.m. in the City Hall Council Chamber, 1644 Oak Street, Solvang, California.

ROLL CALL

Present: Committee Members: Tracy Beard, David Brents, Kim Jensen, John Martino, Vice Chair Max Hanberg, Chair Cheryl Shallanberger

Absent: Committee Member: Alexander Grenier
Staff: Xenia Bradford, City Manager, Annamarie Porter, City Clerk

PLEDGE OF ALLEGIANCE
Chair Shallanberger led in the Salute to the Flag.

1. DISCUSSION
a. Continued discussion and interviews of 4 proposals received in response to the City issued RFP for Marketing Management Services and make a recommendation to City Council to award the contract to the preferred consultant.

The following agencies provided details of their proposals in response to the City issued RFP for Marketing Management Services and responded to questions from the TAC.

TJA Advertising (via Zoom)
Abbi Agency (via Zoom)
Verdin (via Zoom)
Discussion followed regarding untapped opportunities in Solvang, increasing length of stay, partnership opportunities, bringing value, dashboards for reporting to the City and addressing mid-week challenges.

RECESS/RECONVENE
Chair Shallanberger called for a recess at 4:37 p.m. The meeting reconvened at 4:42 p.m. with all members, present except Committee Member Grenier.

Charrette Agency provided details of their proposal (in-person) in response to the City issued RFP for Marketing Management Services and responded to questions from the TAC.

MINUTES OF AN ADJOURNED SPECIAL & REGULAR

MEETING OF

THE SOLVANG

TOURISM ADVISORY COMMITTEE
Video began after mid-way through the
interview for TJA Advertising
Attachment D
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Discussion followed regarding strategy for addressing mid-week challenges and the process for reporting to the City.

Discussion followed regarding the pros and cons of each respondent, attracting new markets, Charrette Agency’s effort to appear in person and TJA Advertising’s experience in the Central Coast and portal.

Chair Shallanberger invited public comments.

Brenda Ball discussed her experience in Marketing in the City; asked that the City consider investing in digital marketing versus print marketing; suggested including the Visitor Center as a main point in a crisis and spoke about the importance of the Visitor Center being the central point of information.

Vashti Wilson discussed her experience in Marketing and PR and discussed deciding on a Marketing firm that took the time to research and address the spirit of Solvang, hold true to that and be able to interpret metrics.

There were no other public comments.

Each Committee Member listed their preference for a Marketing Management Services firm.

Motion by Committee Member Hanberg, to recommend that City Council award the Marketing Management Services contract to Abbi Agency, seconded by Committee Member Jensen, and carried, 5-1, with Committee Member Beard, opposed and Committee Member Grenier, absent.

COMMITTEE MEMBER COMMENTS - None
CITY STAFF COMMENTS - None

ADJOURNMENT

The meeting was adjourned at 6:02 p.m.

REGULAR MEETING

1. CALL TO ORDER
Chair Cheryl Shallanberger called the meeting to order at 6:03 p.m. in the City Hall Council Chamber, 1644 Oak Street, Solvang, California.

ROLL CALL

Present: Committee Members: Tracy Beard, David Brents, Kim Jensen, John Martino, Vice Chair Max Hanberg, Chair Cheryl Shallanberger

Absent: Committee Members: Alexander Grenier
Staff: Xenia Bradford, City Manager, Annamarie Porter, City Clerk

2. CONSENT
a. Approve order of Agenda as presented
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b. Approve Minutes of the April 7, 2022 Regular Meeting.

Motion by Committee Member Hanberg, to approve the Consent Agenda, as presented, seconded by Committee Member Beard, and carried, 6-0, with Committee Member Grenier, absent.

3. PUBLIC COMMUNICATIONS – NON-AGENDA - None

4. DISCUSSION
a. Santa Barbara County Veterans Foundation Parade – New Event Proposal City Manager Bradford introduced the item and deferred to Henry Schulte, Santa Barbara County Veterans Foundation for a presentation.

Mr. Schulte discussed the proposed First Annual Salute to Veterans in Solvang and addressed a parade, entertainment, local vendors and participation by non-profits.

Chair Shallanberger invited public comments.

Vashti Wilson expressed concerns regarding participation of The Pinup Girls, especially as it relates to a veteran’s event.

There were no other public comments.

Motion by Committee Member Hanberg, to approve the special event application for the Annual Salute to Veterans in Solvang, as presented, seconded by Committee Member Martino, and carried, 6-0, with Committee Member Grenier, absent.
b. Annual Juneteenth SYV Event Application Review
City Manager Bradford introduced the item and deferred to Vashti Wilson for a presentation.

Ms. Wilson introduced her daughter, Madison; discussed the special event application for the Annual Juneteenth SYV event and spoke about Maddie’s Treasure Box, which sponsors the event as well as future plans for a children’s playground.

There were no public comments on this item.

No action was taken on this item.
c. Discussion of 2 proposals received in response to City issued RFP for Visitors’ Center Management and make recommendation to City Council to award the contract to the preferred consultant.

City Manager Bradford presented a report and noted two proposals were received in response to the City issued RFP for Visitors’ Center Management.

Brenda Ball, Central Coast Marketing, LLC, presented details of their proposal; discussed her previous experience serving Solvang’s Visitor Center; noted the importance of sharing stories and keeping up to date in terms of events and activities occurring in the City; spoke about development of a dining guide and moving the Visitor Center into the digital age.
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Discussion followed regarding the proposed hours of operation for the Visitor Center, the reporting process, and potential revenue streams.

Susan Lee (LLC under review, Solvang Hygge Huset, LLC), presented details of their proposal; spoke the use of personal smart phones to obtain information; talked about integrating modern and old-world charm; discussed the current operation at the Visitor Center and offered to respond to questions from the TAC.

Discussion followed regarding proposed hours of operation and the number of regular and manager staffing shifts.

There were no public comments on this item.

Discussion continued regarding consideration of the budget, having a Danish family operating the Visitor Center, and the quality of both proposals.

Motion by Committee Member Brents, to recommend that City Council award the Visitor Center Management contract to Susan Lee (LLC under review Solvang Hygge Huset, LLC), seconded by Chair Shallanberger, and carried, 5-1, with Committee Member Beard, opposed and Committee Member Grenier, absent.

COMMITTEE MEMBER COMMENTS
Committee Member Beard commented on the importance of having the contractor complete the legal establishment of the business.

Discussion followed regarding the hiring process for the Marketing Manager position.

CITY STAFF COMMENTS - None

ADJOURNMENT

The meeting was adjourned at 7:09 p.m.

Respectfully submitted:

Annamarie Porter, City Clerk
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