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HomeMy WebLinkAbout05-26-2020 CGCVB Meeting Cottage Grove Convention and Visitors Bureau Meeting AGENDA May 26, 2020, 7:30 A.M. VIRTUAL MEETING (https://cottagegrovemn.zoom.us/j/97476699454) 1.Call to Order 2. Roll Call - Introductions 3. Approval of Minutes 3.1 None 4. Business Items 4.1 Visitor Bureaus in Minnesota and the Minnesota Area Convention and Visitors Bureau (MACVB) Discussion – Linda Jurek Executive Director Visit Cook County and MACVB Director 4.2 Election of Officers – Cottage Grove Convention and Visitors Bureau (Chairperson, Vice-Chairperson, Treasurer, Secretary) 4.3 2020 Draft Budget Discussion 4.4 Marketing Plan, Branding and Subcommittees Discussion 5. Other Business 6.1 CGCVB Calendar 6.2 CGCVB Comments 6.3 Response to Previous CGCVBComments 7. Adjournment The next Cottage Grove Convention and Visitors Bureau Meeting will be held on Tuesday, June 23 at 7:30 AM TO:Board of Directors, Cottage Grove Convention and Visitors Bureau ROM:Matt Wolf, Economic Development Coordinator F DATE:May 22, 2020 :Election of Officers RE Background At the December 4, 2019 City Council meeting a local lodging tax ordinance was passed imposing a local sales tax of 3% on the gross receipts from lodging at hotel, motel, rooming house, or th resorts in our community. At the December 4meeting the City Council also passed Resolution No.2019-134 establishing the City of Cottage Grove Convention and Visitors Bureau (CGCVB). The purpose of the CGCVB is to market and promote the City as a tourist and convention center. Based on Resolution No.2019-134 the CGCVB shall be considered to be a commission of the City of Cottage Grove, with the delegated and independent authority to contract on behalf of the City for marketing and promotion services. Discussion Cottage Grove Convention and Visitors Bureau Board of Directors The CGCVB Board of Directors consists of seven individuals that must be approved by a majority vote of the City Council. The terms of the Directors shall be for three years except for the terms of the initial Board, which will be staggered. The resolution establishing the CGCVB also lays out that the Board members shall be appointed from the following: 1 person from the major hotels within the City; 3 City of Cottage Grove representatives (Councilmember, EDA member, City Staff or other person as determined by the City Council), 1 person nominated by the Chamber of Commerce; 2 persons from the business community within the City of Cottage Grove. With thecriteria set by the resolution for the establishment of the Board of Directors below are the list of Directors with their term of expiration. Table 1 Board of Directors for the CGCVB listed by term expiration Organization Title Name Term Cottage Grove City Councilmember Justin Olsen Expires Dec. 31,2020 Council Cottage Grove Area Executive Director Laurie Lvine Expires Dec. 31, 2020 Chamber of Commerce Cottage Grove Staff Economic Development Matt Wolf Expires Dec. 31, 2021 Member Coordinator 3M Human Resources Anthony UntiedtExpires Dec. 31, 2021 Manager Board of Directors, Cottage Grove Convention and Visitors Bureau May 22, 2020 Page 2 of 2 Cottage Grove Economic Vice PresidentSteve DennisExpires Dec. 31, 2022 Development Authority Junction 70 GrillGeneral ManagerJason FleigExpires Dec. 31, 2022 Country Inn and Suites General Manager Renee Bade Expires Dec. 31, 2022 Resolution 2019-134 also calls for the election of officers consisting of a Chairperson, Vice Chairperson, Secretary and Treasurer from the Board of Directors. As the Cottage Grove Convention and Visitors Bureau is a commission of the City of Cottage Grove its Chair is selected by the Mayor of the community. Mayor Bailey has selected Councilmember and Board member Steve Dennis to Chair the Cottage Grove Convention and Visitors Bureau. The duties of the Chair are as follows per resolution 2019-134: Chairperson -The Chairperson shall be the organizational head of the Bureau and shall preside at all meetings of the Board. With the approval of the Board, the Chairperson person shall sign contracts and other instruments relating to the operation of the Bureau and its property. The Chairperson shall sign all formal documents of the Bureau and in general perform all duties incident to the office of the chairperson or such other duties as may from time to time be prescribed by the Board. The Chairperson shall not sign contracts, draw requests for checks or other financial instruments or obligations that exceed the budgetary limits contained in the Bureau budget as approved by the Council. The Board is still asked to chose from its Directors a Vice Chairperson, Treasurer, and Secretary. The following are the duties of those officers: Vice Chairperson - The Vice Chairperson shall act as Chairperson in the absence of the Chairperson. In the absence of the Chairperson and Vice Chairperson, the Treasurer shall act as Chairperson. Treasurer - In addition to the above, the Treasurer shall monitor the financial records of the Bureau. The Treasurer shall not sign contracts, draw requests for checks or other financial instruments or obligations that exceed the budgetary limits contained in the Bureau budget as approved by the Council. Secretary - The Secretary shall record and maintain all meeting minutes and forward notices to Bureau members. Recommendation By motion the Board of Directors nominate and appoint the positions of Vice Chairperson, Treasurer and Secretary for the Cottage Grove Convention and Visitors Bureau. Attachments Resolution 2019-134 Establishing the City of Cottage Grove Convention and Visitors Bureau TO:Board of Directors, Cottage Grove Convention and Visitors Bureau FROM: Matt Wolf, Economic Development Coordinator DATE: May 22, 2020 RE: 2020 Draft Budget Discussion Background At the December 4, 2019 City Council meeting a locallodging tax ordinance was passed imposing a local sales tax of 3% on the gross receipts from lodging at hotel, motel, rooming house, or resorts in our community. This lodging tax will be used to fund and operate the Cottage Grove Convention and Visitors Bureau (CGCVB) to market and promote the City as a tourist and convention center. Based on Resolution No.2019-134 that was passed by City Council on December 4, 2019 forming the CGCVB. The CGCVB has from 60 days of their initial meeting to submit a budget to the Cottage Grove City Council. In subsequent years, the CGCVB must submit and have its st budget approved by City Council by December 31of each year. Ninety-five percent (95%) of the local lodging tax received by the City shall be used as funding for CGCVB activities. Discussion Lodging Tax Return and Revenue Estimates The City of Cottage Grove started collecting local lodging tax in May of 2020 and will receive the first payment in July.Subsequently lodging tax revenue will be collected quarterly of each year. With collections being made in April, July, October, and January. A lodging tax return form has been developed that lodging facilities must submit with their payment each quarter. The form is also posted on the City of Cottage Grove website at cottagegrovemn.gov/lodgingtax. When the CGCVB was established the total estimated annual lodging tax proceeds were $69,328. This projection was based on a room occupancy of 62.7% average for the southern twin cities metropolitan area from STR, Inc (a lodging facility data collection agency). Since that time, the COVID-19 pandemic has resulted in the economy going into a recession hitting lodging facilities particularly hard. Currently, lodging facilities are seeing only a 10%-15% occupancy rate across the State of Minnesota. A 10% occupancy rate would result in $11,057 in estimated annual lodging tax revenue as compared to $68,554 with occupancy rates at pre-COVID-19 figures at 62%. Board of Directors, Cottage Grove Convention and Visitors Bureau 2020 Draft Budget May 22, 2020 Page 2 of 3 Table 1 Projected revenue estimates pre-COVID-19 pandemic (62% Occupancy Rate) vs. COVID-19 pandemic (10% Occupancy rate) Total Average Estimated Gross Maximum Estimated RoomsDaily Rate OccupancyAnnual Room Lodging Tax Annual (ADR) Revenue Lodging Tax Cottage Grove (62% Projection) 105 $96.1762% $2,285,143 3% $68,554 Cottage Grove (10% Projection)105$96.1710%$368,5723%$11,057 Budget With the current COVID-19 pandemic that is occurring lodging facilities are seeing historically low occupancy rates. However, as the COVID-19 situation begins to improve it is expected the economy will begin to rebound and lodging occupancy rates will slowly go back to pre-COVID-19 levels. With that being the case it is estimated that the CGCVB will have $18,572 in revenue for nd the remainder of 2020 assuming a 10% occupancy rate in the 2 quarter of 2020 (May-June), a rd 20% occupancy rate in the 3 quarter of 2020 (July-September), and a 40% occupancy rate in th the 4 quarter of 2020 (October-December). Table 2 Projected CGCVB revenue for 2020 using a tiered occupancy rate for post-COVID-19 economic recovery. MayJun JulAugSep Oct Nov DecTotal Occupancy Rate 10% 10% 20% 20% 20% 40% 40% 40% Lodging Tax Revenue $ 925.00 $ 925.00 $ 1,858.00 $ 1,858.00 $ 1,858.00 $ 3,716.00$ 3,716.00$ 3,716.00 $ 18,572.00 In accordance with Resolution No.2019-134 Section 6b, the initial CGCVB budget shall be submitted to the City within 60 days after the initial/organization meeting of the CGCVB. However, at this time as the organization is starting and needs to develop the priority items such as its branding, website, and visitors guide. As a result, it was requested that the City Council approve $8,175 to be taken from the EDA Trust Fund and to be reimbursed by the 2020 Lodging Tax revenue as it is received. These funds will be used to develop a brand for the CGCVB, develop a website, and visitor’s guide for the organization. Further as the economy is currently struggling it is believed a strong promotion of the community and its businesses will help the local economy rebound in 2020 and beyond. The CGCVB budget will also require quarterly payments of $1,602 to be made to the EDA Trust Fund for two years for a total of $12,814. These funds are to reimburse the EDA Trust Fund for money that was spent to payback the Cottage Grove Area Chamber of Commerce for their work to establish a visitors’ bureau in 2019. These quarterly payments would be made in August and December of 2020 for a total of $3,204. In total between the initial start-up costs of $8,175 and the $3,204 to be reimbursed to the Cottage Grove EDA Trust Fund a total amount of $11,379 would be spent. Based on revenue projections for 2020 of $18,572 this would still leave $7,193 in remaining lodging tax revenue for 2020. Board of Directors, Cottage Grove Convention and Visitors Bureau 2020 Draft Budget May 22, 2020 Page 3 of 3 Finally, the City of Cottage Grove spent a total of $5,500 in its own start-up costs. These funds will be paid in quarterly payments of $1,375 once the EDA Trust Fund repayments are completed. Once a finalized budget is completed by the CGCVB it will be brought before the City Council for approval. Attachments 2020 Draft Budget Comments - - - - - - - - - - - - - - - - 928.60 928.60 630.00 400.00 440.00 200.00 369.40 2,725.003,150.001,675.004,850.001,040.003,204.003,204.00 Total 18,572.0018,572.0018,572.0013,030.0018,202.60 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ - 50.0055.0025.00 --------------- 185.80 185.80 105.00 750.00 855.00 130.00 943.20 Dec 3,716.00 3,716.003,716.00 1,602.001,602.00 2,772.80 $ $ $ $ $ $ $ $ $ $ $ $ $ $ -$ $ $ -- 50.0055.0025.00 --------------- 185.80105.00750.00 185.80 855.00 130.00 Nov 3,716.00 3,716.003,716.001,170.802,545.20 $ $ $ $ $ $ $ $ $ $ $ $ $ --$ $ $ -- 50.0055.0025.00 --------------- 185.80 185.80 105.00 750.00 855.00 130.00 Oct 3,716.00 3,716.003,716.001,170.802,545.20 $ $ $ $ $ $ $ $ $ $ $ $ $ --$ $ $ -- 92.9050.0055.0025.00 92.90 --------------- 105.00750.00 855.00 130.00 780.10 Sep 1,858.00 1,858.001,858.001,077.90 $ $ $ $ $ $ $ $ $ $ $ $ $ --$ $ $ - 92.90 92.90 50.0055.0025.00 --------------- 105.00 750.00 855.00 130.00 (821.90) Aug 1,858.00 1,858.001,858.00 1,602.001,602.00 2,679.90 $ $ $ $ $ $ $ $ $ $ $ $ $ $ -$ $ $ -- 92.9050.0055.0025.00 92.90 -------------- 105.00750.00 130.00 2020Jul (894.90) 1,858.001,675.00 1,858.001,858.002,530.002,752.90 $ $ $ $ $ $ $ $ $ $ $ $ $ $ --$ $ $ -- 46.25 46.25 50.0055.0025.00 --------------- 925.00 925.00 130.00 Jun $350 1,858.00 3,150.00 3,500.003,676.25 (1,818.25) $ $ $ $ $ $ $ $ $ $ $ $ --$ $ $ -- 46.2550.0055.0025.00 46.25 ---------------- 925.00 925.00 925.00 130.00 May 2,725.00 2,725.002,901.25 (1,976.25) $ $ $ $ $ $ $ $ $ $ $ $ --$ $ $ --------- ---------------------- Apr $ $ $ $ $ $ --$ $ $ --------- ---------------------- Mar $ $ $ $ $ $ --$ $ $ --------- ---------------------- Feb $ $ $ $ $ $ --$ $ $ --------- ---------------------- Jan $ $ $ $ $ $ --$ $ $ Country Inn & Suites / Wakota Inn & SuitesGrantsContributionsBrand Development and Marketing PlanWebsite DevelopmentWebsite Hosting Collatoral Development & PrintingMarketing at Local EventsVisitor Guide CreationSocial MediaMarketing Demographics / ListsAdvertising in other publicationsOther Types of Advertising (Magazines, Billboard, etc)Office Supplies / EquipmentPhone/Internet ServicePostageSupplies / PrintingContinuing Education / Classes / SeminarsDues / SubscriptionsNon-recurring ExpensesAdmin / General Office Expenses - OtherChamber Reimbursement (EDA Trust Payback)Contractual Services (City of Cottage Grove) 2020 Budget Worksheet1st Draft Estimate Lodging Tax at 3% Other RevenueCity of Cottage Grove (5% Administration Fee)Marketing ExpendituresOperations Expenditures Other Expenses Total Lodging Tax RevenueTotal Other Revenue Total City % Total Marketing ExpenseTotal Operations ExpendituresTotal Other Expenses Cottage Grove Convention and Vistiors Bureau RevenueTotal RevenueEXPENSESTotal ExpenseNet Income TO:Board of Directors, Cottage Grove Convention and Visitors Bureau FROM: Matt Wolf, Economic Development Coordinator DATE: May 22, 2020 RE: Marketing Plan, Brand, and Subcommittees Background th At the December 4 City Council meeting Resolution No.2019-134 was passedestablishing the City of Cottage Grove Convention and Visitors Bureau (CGCVB). The purpose of the CGCVB is to market and promote the City as a tourist and convention center. Based on Resolution No.2019-134 the overall the duties and authority of the CGCVB are as follows: - Establish a plan to market and promote the City for conventions and tourism - Establish an annual budget - Prepare advertising information such as brochures, newspaper and magazine advertising, radio, or television ads for both bring and online. - Interface with the State of Minnesota and with private organizations that promote tourism - Ensure that promotional information is properly disseminated to conventions, visitors’ centers, and promotional venues - Oversee, monitor, and control the budget to support CGCVB activities - Contract for support services, which are subject to the limitations set forth by Resolution 2019-134 Discussion Marketing Plan and Brand As the CGCVB begins they will need to finalizea marketing plan for the organization, as well as establish a brandand develop a centralized website to host marketing and event information on the community. The Minnesota Association of Convention and Visitors Bureaus has a comprehensive list of theirmembers that demonstrates their brand and links to their websites. Those examples featuring branding of other visitors bureaus in the State of Minnesota and the initial work the CGCVB will need to undertake can be found at: http://www.minnesotacvbs.com/members/. As part of the development of the CGCVB staff has developed a draft of a marketing plan. This plan lays out strategic objectives and segmented marketing opportunities for the CGCVB to target. Key priority goals for the CGCVB to start with are development of branding, a website, guidebook and social media presence. The marketing plan will be further refined by staff and the Board of Directors over the coming months. Board of Directors, Cottage Grove Convention and Visitors Bureau May 22, 2020 Page 2 of 2 In order to get the Convention and Visitors Bureau started the Cottage Grove City Council approved funding of the essential start-up items listed in the table below. Staff worked with That’s My Idea! Marketing to get an estimate of services for a total cost of $8,175 to complete the items. Staff will be coordinating with That’s My Idea! Marketing to establish a schedule for the work. Table 1 Cost estimates of initial priority items for the CGCVB Service Cost Fee TypeTotal Includes Brand $2,725 One-Time $2,725 SWOT Analysis, Competitive Analysis, DevelopmentStrategies to Promote Organization, Logo Development, Tagline and Core Values Website $3,150 One-Time $3,150 Creation of up to 25 pages, SEO per Development page, Content creation, Contact Forms, Submit to Indexing to Google using Webmaster Tools, and Google Analytics tracking Website Hosting $1,250 Yearly (6 Months) $625 Weekly plugin and WordPress updates, and 12 Months of SSL Certification, Security Monitoring and Security Updates Website database hosting for 12 months Visitor’s Guide$1,675 One-Time $1,675 Creation and Design of the Visitor's Bureau Guide (print and on-line) TOTAL =$8,175 Subcommittees The work to carry out the duties and objectives set by the CGCVB will be done by the City of Cottage Grove staff. In order to ensure that the City of Cottage Grove is marketed to its full potential staff liaisons will be chosen for each market segment as laid out in the CGCVB Marketing Plan. In total these staff members will form subcommittees to produce the objectives set forth by CGCVB. These subcommittee will consist of the tentative staff members listed below and to be further refined once a budget and Marketing Plan is approved by the CGCVB and City Council. These subcommittees will help further refine the marketing segment for the CGCVB Marketing Plan and carry out its objects as set by the CGCVB. 1. Outdoor Adventures and Family Fun – Molly Pietrusziewski and Brad Muckenhirn 2. Sporting Events – Zac Dockter and Jordan Hirman 3. Local Events & Festivals – Chris Hetland and Scott Seroka 4. Corporate Travel – Matt Wolf and Christine Costello 5. Wedding Destination – Dennis Nietz and Jaime Mann Attachments: Marketing Plan – Draft That’s My Idea Marketing - Estimate of Services Table of Contents Introduction and Overview3 Mission Statement 3 Strategic Objectives– Guiding Principles & Goals 4-6 Target Markets 6 SWOT Analysis 7 2020 Marketing Initiatives 8 Segmented Marketing Opportunities8-9 Outdoor Adventures & Family Fun 9-10 Sporting Events 10-11 Local Events & Festivals12 Corporate Travel13 Weddings and Social Events 13-14 Strategic Partnerships & Package Travel 14 Priority Initiatives15 Visitor Services 16 Summary 17 2 Introduction and Overview In 2018, the City of Cottage Grove initiated a plan to implement a lodging tax to be collected from the lodging facilities in Cottage Grove to support a visitors bureau to be managed by the Cottage Convention and Visitors Bureau Board of Directors. The Cottage Grove Convention and Visitors Bureau (CGCVB) was legally established in 2019 as a commission of the City of Cottage Grove through Resolution 2019-134. The CGCVB will work to implement a marketing plan that will develop a brand strategy and targeted project initiatives. A series of initiatives will be rolled out to “jump-start” Cottage Grove tourism programs and create opportunities for marketing and tourism data collection for the community. Subsequent campaigns will be based upon the outcome and performance analysis of previous years and voted on by the CGCVB Board of Directors. This marketing plan serves as a blueprint for each fiscal year and will be updated each year to meet the goals and objectives of that fiscal year. Each marketing initiative will be further developed and designed to deliver optimal economic benefit to the City of Cottage Grove. The CGCVB will market and promote Cottage Grove as a year-round visitor destination, working in partnership with industries, corporate partners, state partners and regional destination marketing organizations. Market-Driven The CGCVB will organize its marketing programs based on geography, niche market appeal and travel experience. The CGCVB will work with the Minnesota Association of Convention & Visitors Bureaus (MACVB), Explore Minnesota, and other partners and stakeholders to ensure that our programs are relevant to each target market. Research-Based The CGCVB will conduct relevant and timely research while planning, executing and delivering marketing programs. The CGCVB will also gather intelligence from organizations when developing, reviewing, and revising marketing initiatives to ensure proper integration and targeting is on course. Mission Statement TO BE FULLY DEVELOPED BY BOARD OF DIRECTORS The Cottage Grove Convention and Visitors Bureau’s purpose is to promote Cottage Grove to attract visitors, tourists, tradeshows, and conventions to the Cottage Grove area. The Cottage Grove Convention and Visitors Bureau will consider many positive attributes, qualities and characteristics of the community, including but not limited to: 3 A wide range of amazing outdoor recreational activities and experiences for visitors and residents. Many connected recreational trails that showcase the natural environment, people and places. The diverse offering of historic, cultural, and artistic activities, plus engaging events/festivals for visitors and residents to enjoy. Friendly and caring hospitality that welcomes and serves a diverse group of guests including overnight visitors and day-trippers. Tourism and promotional effort growing in sophistication and skill that tells the community’s story about history, culture, and the people. Example Mission Statement The vision of the Cottage Grove Convention and Visitors Bureau is to promote Cottage Grove as a premier destination for leisure travelers, weddings, and outdoor enthusiasts, a recognized and successful host city for meetings and conventions, and a prominent and respected venue for sporting events. Strategic Objectives The CGCVB serves as the primary marketing organization responsible for the development and implementation of promotion programs to ensure positive economic impact on Cottage Grove through steady growth of the travel industry. Its objectives are: To be an economic driver for the community To have Cottage Grove recognized as a premier travel destination To be an industry leader in tourism To be an organization of choice for stakeholders To increase funding for the organization’s promotion of Cottage Grove To take a leadership role in creating regional collaboration The objective of the CGCVB’s efforts is to encourage the development of tourism and increase overnight travel and occupied rooms in hotel/motel and other properties. To ensure positive economic impact, growth will be realized by identifying and implementing marketing programs to specific market segments, which will include: Meetings, conventions and seminars – Partner with meeting planners, corporate travel – coordinators of overnight group functions and events for both recreation and business. 4 Individual leisure travel, including event promotion - Generate room nights by promoting the area’s attractions, outdoor activities, festivals, and events. Sporting events – CGCVB will assist in developing sporting events with local and regional clubs, organizations and facilities that generate new visitor growth and overnight visitation to the area. Group travel – Become a destination stop on the Minnesota Great River Road, showcase Cottage Grove’s river access and capture drive through traffic on Highway 61. Destination weddings & events - Individuals interested in a destination wedding and/or honeymoon venue. Guiding Principles and Goals Tourism is a vital function of economic development. Economic development doesn’t create jobs – rather its function is to create conditions where jobs and business thrive in healthy communities. With the mission of the CGCVB set, the marketing plan sets forth a series of guiding principles that serve as a foundation for the CGCVB’s strategies and programs to follow and which will allow all tourism stakeholders (government officials and staff, private sector leaders, tourism organizations and agencies, business owners and residents) to know how to organize sustainable tourism growth in the community. The tourism sector will contribute significantly to Cottage Grove’s economic development effort for a diverse, strong and growing economy, that will support direct and indirect jobs, investment and government revenue. The Cottage Grove area will achieve sustainable tourism growth by concentrating efforts on those products and markets with a socially equitable approach, including promotion of the diverse range of rural nature-based, urban, recreation/adventure, and cultural experiences, as well as organized sports and conference opportunities available in the area. Cottage Grove will promote and facilitate regional collaboration and partnerships between the neighboring counties, cities, and community organizations, as well as industry sectors and tourism businesses, to ensure they are able to capture, sustain and support the Cottage Grove competitive advantage. Cottage Grove will seek to become a premier destination for environmentally and fiscally sustainable recreation and tourism. Long Term Goals • Position Cottage Grove as a must visit destination in Minnesota. • Achieve destination awareness in key markets as a wonderful place to stay, explore, bring your 5 families, or have a weekend at a sporting event, festival, or outdoor recreation or just simply exploring Cottage Grove. • Create internal stakeholder ownership of tourism development and marketing. • Demonstrate importance of tourism’s role in long-term economic vision and create new Opportunities. Medium Term Goals • Increase equity in the Cottage Grove brand across all marketing segments. • Increase return from industry assets. • Raise awareness among Cottage Grove residents that tourism is a key economic sector, critical to developing a long-term sustainable economy in Cottage Grove. Short Term Goals • Enhance media and public relations efforts to increase awareness of Cottage Grove as a tourism destination. • Establish strong tourist services and customer relations practices for area visitors. • Support industry to assist in developing new and enhancing tourism products • Strengthen integration of national and state tourism marketing programs within the strategic marketing plans and the CGCVB Marketing Plan. Target Markets Cottage Grove has a unique position of being located on the Mississippi River, just north of the confluence with the St. Croix River. Cottage Grove is also located near the Minnesota Great River Road Tour, which puts the community in a great position to capture many tourists and motorcycle enthusiasts who take this scenic drive which runs from Canada to the Gulf, with Cottage Grove located directly off Highway 61; the community should consider capturing its ability to provide an alternative route of the Great River Road. Currently, Cottage Grove has no set target for marketing which allows for the CGCVB the opportunity to explore various market segments to capture tourism and they would include: Markets • Sporting Events • Outdoor Adventurists including motorcycle enthusiasts • Wedding Destination • Events-Corporate/Family • Family/Vacation Travel 6 SWOT Analysis EXERCISE TO BE COMPLETED BY BOARD OF DIRECTORS The following is a strengths, weaknesses, opportunities and threats (SWOT) analysis that can be used to define marketing initiatives. Strengths: Location along Highway 61 Great midway point to many larger destinations on the Minnesota Great River Road More land adjacent to the Mississippi River than any other city in Minnesota Cottage Grove Ravine Regional Park 17 miles from St. Paul 25 minutes from Mall of America Historical Wedding and Event Venues Close proximity to Afton Ski Hill Close proximity to Treasure Island Casino Weaknesses: Lack of a main street or downtown Only 1 major hotel Spread out shopping areas Few restaurants No mass transits Access to Mississippi River Opportunities: • Many historical venues for events by private businesses, clubs or organizations • Many historical venues for destination weddings • Minnesota Great River Road • Grey Cloud Island • Location along Highway 61 and Mississippi • Sporting Events • Cottage Grove Ravine Regional Park • Opportunities to involve the community and build cohesiveness Threats: • Lack of downtown district or main street • Lack of restaurants • Lack of diverse shopping • Lack of hotel rooms • Lack of attractions for long stay vacations 7 Based on the SWOT the following marketing initiatives and segmented marketing opportunities was developed. 2020 Marketing Initiatives TO BE REFINED BY BOARD OF DIRECTORS The marketing initiatives are designed to attract the most possible visitors to Cottage Grove’s top tourism entities. Although the initiatives are designed to attract specific markets at specific times throughout the year, the initiatives can be incorporated throughout the entire year. Goals: • Position Cottage Grove Area as a “Must Visit” through marketing and promotion of the community. • Develop strategies designed to feature and enhance tourism opportunities for Cottage Grove Businesses. • Strengthen the integration and cooperative efforts of the CGCVB in association with individual businesses, regional tourism and state tourism initiatives. Segmented Marketing Opportunities (Plan 2020-2023) • Outdoor Adventures & Family Fun Cottage Grove Ravine Regional Park, Oak Wood Park Disc Golf, Splash Pad, River Oaks Golf Course & Event Center, Cottage Grove Paddle share, Woodridge Inclusive Playground, and the Grey Cloud Dunes Scientific and Natural Area (SNA). • Sporting Events North American Fastball Softball Tournament, Major sports tournaments (Baseball, Basketball, Volleyball, Hockey, etc.) • Local Events & Festivals Strawberry Fest, Holiday Train, Spring Showcase, Zyweics “The Haunting Experience”, Monster Bash Parade, etc. • Corporate Travel Business Conventions, Business Trainings, Short Term / Long Term Project Contracts, • Historical Venues & Other Historical Attractions Cedarhurst Mansion, Historic John P. Furber Farm & William W. Furber House, Hope Glen Farm, Schilling Archeological District, Atkinson Cemetery, Cottage Grove Town Hall, 8 Grey Cloud Lime Kiln, Dr. Arthur H. Steen House (Forest House), First Congregational Church, Cottage Grove Cemetery. Destination marketing, promotion and visitor services focuses on the strategies, plans and performance measures associated with building tourism demand through efficient and effective marketing led by the CGCVB. Focus on the strategies, plans and performance measures associated with capacity, stakeholder coordination and engagement needed to support environmentally and fiscally sustainable tourism experiences. Each item presented includes: Goals and opportunity Objectives to consider Plans to carry out the strategy Performance measures and assessment to gauge the work Outdoor Adventures & Family Fun Goal: Successfully position Cottage Grove as an outdoor adventure and Family Fun Destination through a cohesive branding for outdoor enthusiasts. Objectives: 1. Increase annual hotel/motel night stays 2. Increase daily engagement and facilitation on all major social media platforms of the CGCVB. Tactics: 1. Develop and promote all Cottage Grove family activities and adventure opportunities in key target markets. a. Family Adventures Featuring the fun found in Cottage Grove Area, i.e. bowling, golfing, kayaking, biking, snowmobiling, etc. b. Increase awareness of the natural resources in and around the area. 2. Produce and/or promote Cottage Grove branded information to be distributed at events and activities a. Visitor Guides b. Post Cards c. Trail Maps d. Information Booklets Media Increase media awareness of Cottage Grove as a “Must-Visit” Destination 1. Provide high-quality information and services for media throughout the year 2. Utilize targeted media distribution services to expand reach of the CGCVB brand 3. Improve media solicitation and education to achieve maximum coverage 4. Explore and secure year around advertising/marketing opportunities that appeal to the “stop- over” traveler that will increase overnight visitation (such as a billboard, etc.) 9 5. Develop a publication/media guide that is rich with photos and pertinent information about Cottage Grove tourism events and entities. 6. Incorporate education and training for local businesses seeking learn more about marketing and branding to tourists visiting Cottage Grove Partnerships Establish an effective marketing partnership with regional, state, and national businesses 1. Research, review and identify marketing partnerships with Cottage Grove related businesses. 2. Continue efforts to work with the State of Minnesota to be recognized as a viable and integral part of Minnesota tourism. Web/Social Media 1. Create appealing and informative information on the CGCVB website 2. Provide searching capabilities for interests 3. Optimize unique visits through link partnerships 4. Create and execute a social media marketing plan that highlights Cottage Grove tourism entities through pictures and video 5. Encourage the use of a slogan in all social media campaigns 6. Devote one section of the tourism website to the Outdoor Adventures and Family Fun Measurability: 1. Number of visitors to Cottage Grove lodging facilities 2. Increase in lodging tax revenue 3. Number of media placements and coverage 4. Number of visitors to the CGCVB website 5. Number of likes and followers on social media pages (i.e. Facebook, Twitter, Instagram) 6. Number of pictures posted to social media using the hashtag Sporting Events Strategy: Cottage Grove Area Visitors Bureau (CGCVB), should continue to establish and develop Cottage Grove as a premier destination for amateur sports events and tournaments by providing targeted sales efforts, quality servicing of event organizers and their events, and delivery of high quality travel and tourism products and services. This could include visitor’s guides, phone applications, and promotional materials. The CGCVB will advocate for the addition of sports venues to accommodate amateur athletics, as well as market, promote and actively work with sports venues and local event organizers to increase sports- related business in Washington County. The CGCVB will enhance the sports facility guide, related materials and online presence to promote the organized sports market in the area. 10 Goal: Increase visitation and night stays in Cottage Grove lodging facilities and increase the awareness of Cottage Grove as a sports destination. Objectives: 1. Research and development of at least one more major sporting event to take place in the area during 2020 Softball Tournaments Soccer Tournaments Hockey Tournaments Running Events Tactics: 1. Establish a database of major sports participants 2. Send informative e-blasts to potential participants throughout the year 3. Establish an early-bird incentive for booking hotels and registering prior to a set date of event. 4. Design and distribute collateral announcing event to target markets and linking businesses to those events, connecting participants with local businesses. Media 1. Target key writers and publications that focus on sport tournaments. 2. Develop a press kit and distribute to key media contacts. 3. Assist partners and sponsors with media relations. 4. Conduct targeted PR efforts focused on sport/tournament event writers & publications. 5. Review and place advertising where most target market will be reached and greatest return on investment will be achieved. Website/Social Media 1. Update and maintain website and relevant pages with pertinent and timely information. 2. Create a local app for participants and spectators to use while visiting the area. Partnerships 1. Pursue partnership opportunities with indoor / outdoor recreation departments. 2. The CGCVB will advocate for the sports venues to accommodate amateur athletics, as well as market, promote and actively work with sports venues and local event organizers to increase sports-related business. 3. The CGCVB will enhance the sports facility guide, related materials and online presence to promote the organized sports market in the area. 4. Provide advertising collateral to regional related sport associations. 5. Provide advertising collateral to school teams. Measurability: 1. Number of tournament participants 2. Number of early-bird incentive participants 3. Total amount of sponsorship dollars obtained 4. The number of sports events scheduled in each sport annually. 11 Local Events & Festivals Goal: Increase the number of out of town visitors and residents attending major events such as Strawberry Fest, Holiday Train, and Spring Showcase. Objectives: 1. Increase visitation to the City of Cottage GroveStrawberry Fest. 2. Increase visitation to the Holiday Train. 3. Increase visitation to Chamber Spring Showcase. Tactics: 1. Support the creation of database to capture visitor information. 2. E-blast campaign announcing and informing the visitors and potential visitors of special event promotions and packages. Media 1. Develop a list of media kit requirements. 2. Meet with selected media contacts to identify type and format of media materials required. 3. Develop an events media kit and distribute to all media contacts. 4. Develop events media section on the website. 5. Provide events photography and editorial for media use. 6. Distribute press and media releases regarding the events campaign. Partnerships 1. Utilize local partnerships to create a sense of community and goodwill and to assist local organization with fundraising efforts when applicable. 2. Develop key partnerships with local businesses to further expand the message of local events. Web/Social Media 1. Maintain a strong online presence for all events. 2. Continue to build a photography and graphic library that can be used to develop an appealing website presence. 3. Create and implement a social media marketing schedule to run on a year around basis promoting all events. Measurability: 1. Increase in occupancy percentage during events. 2. Increase in likes/followers on social media pages. 3. Number of media placements acquired during each event. 4. Number of opens/click throughs from E-blast campaign. 12 Corporate Travel Goal: Increase out of town corporate employee travel for attending business conferences, training and projects in the area. Objectives: 1. Increase occupancy in local hotels and venues. 2. Increase bookings in local venues. Tactics: 1. Partner with area businesses on their needs for night stays and venue bookings. 2. Educate area businesses of local attractions such as River Oaks, John P. Furber Farm, Hope Glen Farm, and Cedarhurst. Partnerships 1. Obtain marketing opportunities with key partners affiliated with our venues. 2. Develop key partnerships with local businesses to further expand their knowledge of available lodging facilities and venues to hold events. 4. Develop key partnerships (i.e. Renewal, 3M, and others) with corporate travel personnel. Web/Social Media 1. Maintain a strong online presence for all facilities. 2. Continue to build a photography and graphic library that can be used to develop an appealing website presence in business sectors. 3. Create and implement a social media marketing schedule to run on a year around basis promoting all events. Measurability: 1. Increase in occupancy in lodging facilities for business clients. 2. Number of bookings in venues for corporate events. Weddings and Social Events Goal: Increase the number of out of town visitors and residents booking their personal events in the local historical/non-historical venues. Objectives: 1. Increase bookings at John P. Furber Farm, Hope Glen Farm, Cedarhurst, River Oaks Golf Course, or Country Inn & Suites. 2. Increase use of local vendors, such as restaurant catering services, for event needs. 13 Tactics: 1. Support the creation of database to capture visitor information. 2. Maintain website for pertinent information on area venues. 3. E-blast campaign announcing and informing the visitors and potential visitors of special event promotions and packages. Media 1. Develop venue section on the website. 2. Provide events photography and editorial for media use. 3. Distribute press and media releases regarding the local venues. Partnerships 1. Obtain marketing opportunities with key partners affiliated with our venues. 2. Utilize local partnerships to assist local help with bookings and vendor needs. 3. Develop key partnerships with local businesses to further expand the message venues. 4. Partner with wedding coordinators, caterers, etc. for referrals and needs of visitor requests. Web/Social Media 1. Maintain a strong online presence for all venues. 2. Continue to build a photography and graphic library that can be used to develop an appealing website presence. 3. Create and implement a social media marketing schedule to run on a year around basis promoting all venues. Measurability: 1. Increase in occupancy percentage during use of venues. 2. Number of visits to venue specific pages on website. 3. Increase in likes/followers on social media pages. 4. Number of opens/click throughs from E-blast campaign. Strategic Partnerships Package Travel The package travel market consists of professional tour operators, group leaders, and travel agents. Because of the superior location of Cottage Grove along Highway 61, the package travel market has a potential of producing some tourism revenues. This market is an important contributor to the overall growth of tourism in Cottage Grove, bringing in a wide array groups to experience all Cottage Grove Area offers. Package Tours Goal: Increase awareness of what Cottage Grove area has to offer in our target markets. 14 Objectives: 1. Position Cottage Grove as a top destination in Minnesota. 2. Increase travel agents’ knowledge of Cottage Grove tourism products. Tactics: 1.Develop a partner program to enable effective trade distribution of Cottage Grove tourism products and suppliers. 2. Attend Tourism Association Conferences and programs to maintain relationships with tour operators and establish new opportunities. 3. Establish a database of domestic tour operators, qualified suppliers, and key contacts. 4. Finalize cooperative marketing agreements subsequent to trade show and event attendance. Media 1. Specifically seek out and support media relations catering to the package tour market. 2. Participate in media and/or public relations events in conjunction with trade show attendance. 3. Effectively utilize press releases and e-blasts to proper media contacts to garner more editorial coverage in desired publications. Website Ensure that the Cottage Grove Area Convention and Visitor Bureau website is up to date and interactive with all partnerships. Measurability: 1. Sales of Cottage Grove area products through domestic tour operators. 2. Amount of package product offered and value of offerings. 3. Number of responses and leads generated from trade show attendance. Priority Initiatives Priority Initiatives are the most important tasks that should receive immediate attention and development. These initiatives are imperative to the success of the previous initiatives and marketing campaigns previously mentioned. Goals: • Expand on research and development. • Design and develop a CGCVB logo. Design and develop a CGCVB website. • Design and develop a CGCVB guidebook. • Design and develop CGCVB pamphlets on various attractions for the different target market segments. 15 Performance Measures and Assessment: Success of these initiatives will be measured by: 1. Delivery of the comparative analysis and digital business plan reviewed quarterly and yearly. 2. Standard website performance indicators such as uptime, page speed, full page load time, error messages, database performance, website visitors, broken links and website quality. 4. Standard measures of marketing effectiveness including unique visitors, page views, search engine traffic, bounce rate, conversion rate and inbound links. 5. Social media measures such as: a. Awareness, using metrics like volume, reach, exposure and amplification. b. Engagement, using metrics around retweets, comments, replies, and participants. c. Driving traffic to the website, using URL shares, clicks and conversions. Strategy: The CGCVB should continue to expand its use of public relations and communications tools to position Cottage Grove as a desirable travel destination by: • Working with identified travel writers and travel publications to gain local, regional and national exposure through targeted public relations efforts. • Increasing awareness of Cottage Grove as a primary visitor destination; increasing visitation; promoting soft adventure and outdoor recreational opportunities; supporting facility, community and attraction developments with support of press releases and inclusion in media newsletters and via social media platforms. • Developing and implementing a strategic media relations program including electronic press kits, database of local, regional and national media and bloggers; establishing relationships with freelance writers; and conducting media familiarity (FAM) tours. Visitor Services Goal:Create and develop facilities which ensure that visitors have a positive experience during every aspect of their Cottage Grove stay from planning to touring during all seasons. Objectives: 1. Increase positive visitor reviews ratings websites (i.e. Trip Advisor) 2. Provide proper hospitality training for local businesses 3. Develop a volunteer work force of trained individuals that will be present at all events when tourist information is needed. 4. Ensure all stakeholder businesses are stocked with Cottage Grove Visitor Guides. 5. Ensure an accurate calendar of events is on the website. Tactics: 1. Oversee the distribution of Visitor Guides. 2. Distribute free collateral that can be given to visitors. 3. Coordinate visitor services to be represented at all major annual events, including appropriate 16 signage, and on-site information stands/booths. 4. Conduct random in-person surveys at annual events and festivals. 5. Develop and implement an online visitor survey on the CGCVB website. Measurability: 1. Number of collateral pieces distributed. 2. Number of visual materials requested. 4. Satisfaction rating from in-person surveys. 5. Satisfaction rating from online surveys. Summary This plan sets out a comprehensive and integrated program designed to increase Cottage Grove tourism. The ideal outcomes will include improving CGCVB brand awareness, increasing opportunities for cooperative partnerships, establishing a website presence, and increasing visitation and visitor spending. Key success indicators for 2021 will include: • Increase in tourism visitation and spending by 5-10% • Tangible improvement in Cottage Grove area brand awareness • Increased traffic to the CGCVB website • Improved visitor and stakeholder satisfaction • Improved direct marketing response rates • Highly leveraged tourism marketing spending through partnerships • Increased interactions on social media We are confident that the plans set out in this document and the passion and efforts of the CGCVB industry will ensure these objectives are realized. 17 650 Commerce Dr, Ste 150 Woodbury, MN 55125 651-313-5752 (office) info@thatsmyideamarketing.com www.thatsmyideamarketing.com Client Information: Billing Information (if different): Contact: Matt Wolf Contact: Name: City of Cottage Grove Name: Address: Cottage Grove, MN Address: Phone: 507-602-2078 Phone: Email: mwolf@cottagegrovemn.gov Email: Proposal Proposal Date: 5/14/20 This proposal is good for 30 days from the Proposal Date. Prices and services are subject to change after that point. One-time Services: Brand Development and Mini Marketing Plan $2725 Includes: Up to 2 1.5 hour discovery session with key members of the team to review current proposed marketing plan SWOT Analysis Competitive Analysis Goals and Budget Setting Choosing of Strategies to Promote Organization/ Brand Brand Deliverables Logo development Business Card Design Tagline, Core Values, Mission Statement Development Mini Marketing Plan Report Website Development & SEO Services $3150 Creation of up to 25 pages We will mimic a simplified version of the category listings on Discover Stillwater to start. As the bureau becomes more established we can continue to build the categories out if requested at an hourly rate of $175/hr. SEO per page Content creation Contact Forms Original photography of areas of the city City of CG will provide photos for the website, or we can add on a mini photography session of various areas of Cottage Grove at an hourly rate of $175/hr We will direct submit for indexing to Google using Webmaster Tools (See Google Resource Package). Page 1 of 5 Google Analytics tracking will be added to the site to track both organic and paid clicks from all online sources (See Google Resource Package). Ongoing Services: Website Hosting and 12 Months of Security Updates $1250/year Hosting includes weekly plugin and Wordpress updates (more if needed) SSL Certificate Security Monitoring Website Database Hosting for 12 Months SUGGESTED One-time Services: Visitors Guide Collateral $1675 Creation and design of the Visitors Bureau Guide The Bureau will be in charge of collecting the information/advertisements and to provide the information for design creation. Once design has been approved, following annual updates will be charged at an hourly rate of $175/hr Costs NOT Paid to TMIM: Domain Name $TBD An account will be setup and a domain purchased. This is estimated at about $14/year Email Setup $TBD Suggesting the advanced email package which is rougly $7 per user/mo with 50GB of email storage Acceptance of Proposed Services and TMIM Terms and Conditions My Idea Marketing to perform the Services described above for the fees proposed above. In addition, Client agrees that TMIMs Terms and Conditions are part of this proposal and create the agreement between the parties. Date Client Signature Page 2 of 5 g, LLC Terms and Conditions 1. Graphic Proofs. g, LLC will provide up to two proofs on graphic design pieces per job at no additional cost to Client. Changes to the job are to be made in writing via email of on the p the proof has been error lies with the Client and not TMIM. Client understands that TMIM provides design services only, and not trademark search and clearance services. Logos and designs will be shared with other vendors at the Clients requewill be provided to the Client at no extra fee. Additional graphic formats may also be obtained at no addition fee. Examples are jps, pngs, eps files. 2. Fees and Payment for Services a. Fees and Payment. Upon acceptance of the Proposal, Client agrees to pay TMIM one half of the fees outlined in the Proposal. TMIM is not obligated begin the Services until the initial payment is made. The reminder of the project fees are due and payable within 10 days ofor completion of the work set forth in the invoice. Fees for on-going website hosting, marketing plan maintenance and similar repetitive services are due and payable, in full, at the beginning of the service period for website hosting or monthly for ongoing marketing services per bill provided by TMIM. Client agrees to pay the lesser of $50 for every 15 days a payment is late or the highest amount allowed by law. b. Out-of-Pocket Expenses. Client shall be responsible for all third party expenses -of- work in a Proposal. Out-of-pocket expenses may include, but are not limited to, travel costs, stock photography and artwork, original illustrations, original photography, media placements, printing and duplication costs, and postage. TMIM will notify client of any out-of-pocket expenses not identified in a Project Proposal. In the event Client delays or cancels a project for which third-party supplier or subcontractor charges have been incurred prior to, or due to, the delay or cancellation, Client agrees to pay such charges. 3. Ownership and Intellectual Property Rights a. Client will retain all right, title and interest in and to all Client trademarks, service marks and other materials provided by Client to TMIM. Client hereby grants TMIM a license t perform the Services. b. TMIM may need to acquire intellectual property rights to photos, music, talent, content, likenesses, names, graphics and the like for use in the Services outlined in the Proposal. Client agrees that it shall not use said materials for any purposes beyond those authorized and only within the context of the deliverables outlined within a Proposal. The typical stock photo license acquired s behalf limits the use of the photo to the use made by TMIM, restricts the number of reproductions, and prohibits resale of the photo by the Client. Page 3 of 5 c. Upon payment in full for services, TMIM hereby assigns to Client all right, title and interest that TMIM has in and to the final versions of the deliverables created specifically by TMIM for Client under the Proposal. TMIM retains its all right, title and interest, including any copyright, in and to its pre-existing materials, creative concepts and any elements not used in the final deliverable of any project and grants Client a license to use and reproduce the pre-existing materials as provided in the deliverables. 4. Term and Termination This agreement will continue until the services set forth in the Proposal are completed. For on-going services, (e.g. website hosting or marketing maintenance plans) the period of the agreement is one year. Either party, upon giving written notice to the other party, may terminate this Agreement effective immediately: (i) If the other party breach any material provision of this Agreement and the breach is not remedied within thirty (30) days (ii) If the other party terminates or suspends its business, becomes subject to any bankruptcy, receivership or insolvency proceeding under Federal or state statute, or becomes subject to direct control by a trustee or similar authority. If paid in full, licenses and rights transfers will survive the termination of this Agreement. 5. Confidential Information Neither party shall use for its own benefit, nor disclose, sell, license, publish, reproduce or otherwise make available the Confidential Information of the other. Each party shall secure and protect the ation in a manner consistent with the precautions such party takes to protect its own confidential information, which shall in no event be less than the exercise of reasonable care. means all non-public information provided by one party to the other except for information that: (a) Was known to a party before it obtained the information from the other; (b) Is or becomes generally known to the public through no act or omission of the receiving party; (c) Was disclosed to a party by a third party having a bona fide right to possess and disclose the information; or (d) Is required to be disclosed by a legal or regulatory proceeding or order, provided that one party notifies the other in writing of any such requirement before disclosing such Confidential Information, and allows such other party to seek a protective order or other appropriate remedy. Upon the request of either party or upon termination of the Agreement, each party will return the other p This section 5 will survive the termination of this Agreement. 6. Indemnification a. Client will indemnify and hold TMIM and its respective directors, officers, employees and agents harmless from and against any and all claims arising from TMIM of information or materials provided by Client alleging that such use infringes any patent, copyright, trade secret, trademark or other intellectual property right of any third party. Client will indemnify and hold TMIM and its respective directors, officers, employees and agents harmless from and against any and all claims based on a claim that Client has used third party materials beyond the scope of any applicable license grant. b. TMIM shall indemnify and hold Client and its respective directors, officers, employees and agents harmless from and against any and all claims that the creative Page 4 of 5 materials created by TMIM and contained in the deliverables, when used within the scope of any applicable license grant, infringes any patent, copyright, trade secret, trademark or other intellectual property right of a third party. c. If any claim is commenced against a party entitled to indemnification (the the Indemnified Party will provide prompt written notice thereof to the party that is o. The Indemnifying Party shall have sole control over the response and settlement of any third party claim. This provision will survive termination of this Agreement. d. Neither party shall be liable for consequential, incidental, special, indirect, punitive or similar types of damages. 7. General Provisions a. Status as Independent Entities. TMIM and Client are entities independent of one another and neithedered employees of the other party for any purpose. This Agreement does not create a joint venture or partnership. Neither party shall have the right to assign this nor any related agreement without prior written consent of the other party and any attempt to do otherwise will be void. b. Applicable Law and Forum. This Agreement shall be governed and construed in accordance with the laws of the State of Minnesota without regard to the conflicts of laws or principles thereof. Any action or suit related to this Agreement shall be brought in the state or federal courts in Washington County, Minnesota. c. Notices. Any notice or other communication required or permitted under this Agreement shall be given in writing and delivered by email, or registered or certified mail, postage prepaid and return receipt requested, to the address set forth on the first page of this Agreement, or per a notice of a different address by either party to the other. d. Waiver. No waiver of any of the provisions of this Agreement shall be deemed a waiver of any preceding or succeeding breach of the same or any other provisions hereof. e. . The prevailing party in any dispute hereunder will be entitle to their reasonees and costs, including but not limited to the costs of collection. f. Entire Agreement. This Master Agreement, including applicable Proposal, constitutes the entire agreement between the Parties and may not be modified, waived or amended, except in writing signed by both parties. If any provision of these Agreements is found to be invalid or unenforceable under any statute or rule of law, the remaining provisions shall not be affected in any way. Page 5 of 5 To: Cottage Grove Convention and Visitors Bureau Board of Directors From: Matt Wolf, Economic Development Coordinator Date: May 22, 2020 Subject: CGCVB Calendar Currently all visitors and tourism related events have been cancelled or delayed due to the COVID-19 pandemic. This calendar will contain events that bring in tourists or visitors to the community as they become rescheduled.