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HomeMy WebLinkAbout06-23-2020 CGCVB Meeting Cottage Grove Convention and Visitors Bureau Meeting AGENDA June 23, 2020, 7:30 A.M. VIRTUAL MEETING (https://cottagegrovemn.zoom.us/j/99228492709) 1. Call to Order 2. Roll Call 3. Approval of Minutes 3.1 Meeting Minutes CGCVB 2020-05-26 4. Business Items 4.1 Mission Statement, Strategic Objectives, and Goals 4.2 2020 Final Budget & 2021 Draft Budget Discussion 5. Other Business 5.1 CGCVB Calendar 5.2 CGCVB Comments 5.3 Response to Previous CGCVB Comments 6. Adjournment The next Cottage Grove Convention and Visitors Bureau Meeting will be held on Tuesday, July 28 at 7:30 AM COTTAGE GROVE C ONVENTION AND V ISITORS B UREAU MINUTES May 26, 2020 A meeting of the Cottage Grove Convention and Visitors Bureau was virtually held via Zoom at th https://cottagegrovemn.zoom.us/j/97476699454 on the 26 day of May at 7:30 a.m. CALL TO ORDER The meeting was called to order at 7:30 a.m. by Chairman Steve Dennis ROLL CALL Members Present: Steve Dennis, Chair Laurie Levine, Director Justin Olsen, Vice Chair Anthony Untiedt, Director (Treasurer) Matt Wolf, Director (Secretary) Members Absent: Renee Bade, Director Jason Fleig, Director Staff Present: Jennifer Levitt, City Administrator Zac Docker, Parks and Recreation Director Christine Costello, Economic Development Director Scott Seroka, Communications Manager Molly Pietruszewski, Recreation Services Manager Jordan Hirman, Recreation Facilities Manager Dennis Neitz, River Oaks General Manager Brad Muckenhirn, Recreation/Arena Supervisor Others Present: Linda Jurek, Visit Cook County Executive Director APPROVAL OF MINUTES 3.1 None 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 A question and answer session were done with the Visit Cook County Executive Director Linda Cook on running a successful Visitors Bureau in the State of Minnesota. 4.2 Election of Officers Cottage Grove Convention and Visitors Bureau (Vice-Chairperson, Treasurer, Secretary) City of Cottage Grove Convention and Visitors Bureau June 19, 2020 Page 2 of 3 Director Matt Wolf presented to the Board of Directors the need to elect officers to the Board of Directors. Chairman Dennis presented on the need to have someone as Vice Chair who understood Roberts Rules of Order and nominated Director Olsen as Vice Chair for the Cottage Grove Convention and Visitors Bureau. A motion was made by Chairman Dennis to select Director Justin Olsen as Vice Chair. The motion was seconded by Director Untiedt. The motion passed 5-to-0. A motion was made by Vice Chair Olsen to nominate Director Untiedt at as Treasurer for the Cottage Grove Convention and Visitors Bureau. The motion was seconded by Director Levine. The motion passed 5-to-0. A motion was made by Director Wolf to nominate himself as Secretary for the Cottage Grove Convention and Visitors Bureau. The motion was seconded by Director Olsen. The motion was passed 5-to-0. 4.3 2020 Draft Budget Discussion Director Matt Wolf presented a first draft of the 2020 budget for the Cottage Grove Convention and Visitors Bureau. 4.4 Marketing Plan, Branding and Subcommittees Discussion Director Wolf presented on the need to develop branding for the CGCVB, the rough draft for the Marketing Plan for the organization, and City of Cottage Grove staff subcommittees. Vice Chair Olsen asked where the marketing plan and branding development business that was is based. Director Wolf stated the company is based in Woodbury, MN. Director Olsen stated that if there was any opportunity to work with a local vendor based in Cottage Grove it would be ideal. Director Wolf stated that he would double check into if rketing! was chosen as a result of being Cottage Grove Area Chamber of Commerce member. Director Levine stated Board of Directors. Director Olsen responded that he was thankful that the vendor is actively involved in the community and as the organization continues to move forward try to make sure the organization utilizes local businesses. PUBLIC HEARINGS 5.1 None OTHER BUSINESS 6.1 CGCVB Calendar Currently no events are scheduled due to the on-going COVID-19 pandemic. 6.2 CGCVB Comments None 6.3 Response to Previous EDA Comments City of Cottage Grove Convention and Visitors Bureau June 19, 2020 Page 3 of 3 None AJOURN Vice Chair Olsen made a motion to adjourn. Motion was seconded by Director Levine. The meeting adjourned at 9:03 a.m. (5-to-0 vote) Respectfully Submitted, Matt Wolf Secretary Cottage Grove Convention and Visitors Bureau TO: Board of Directors, Cottage Grove Convention and Visitors Bureau FROM: Matt Wolf, Economic Development Coordinator DATE: June 19, 2020 RE: Mission Statement, Strategic Objectives, and Goals Background As the CGCVB begins they will need to finalize a marketing plan for the organization. As part of the development of the CGCVB staff has developed a draft of a marketing plan. This plan lays out a mission statement, strategic objectives, and guiding goals for the CGCVB to target. Discussion Mission Statement The purpose of a mission statement is to summarize the aims and values of a company, organization, or individual. Below is the mission statement that is suggested by staff as part of the Marketing Plan. 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 Strategic objectives are statements that indicate what is critical or important to your organizational strategy. Listed below is the Strategic Objectives section of the CGCVB Marketing Plan. The CGCVB serves as the primary marketing organization responsible for the development and implementation of promotional programs to ensure positive economic impact in Cottage Grove through steady growth of the travel industry. Its objectives are: Increase overnight travel and occupied rooms in hotel/motel and other properties To be an organization of choice for market stakeholders To increase the promotion of Cottage Grove To be an economic driver for the community To have Cottage Grove recognized for leisure, wedding, and corporate events To take a leadership role in creating regional collaboration The identifying and implementing marketing programs to specific market segments, which will include: Board of Directors, Cottage Grove Convention and Visitors Bureau June 19, 2020 Page 2 of 3 Meetings, conventions, and seminars Partner with meeting planners, corporate travel coordinators of overnight group functions and events for both recreation and business. Individual leisure travel, including event promotion - 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 near the Minnesota Great River Road, showcase Cottage . Destination weddings & events - Individuals interested in a destination wedding venue. Goals The goals of the organization are a set of guiding principles that will serve as a foundation for goals lay out what the organization hopes to accomplish in the next 1-5 years. {ŷƚƩƷ ĻƩƒ Dƚğƌƭ ΛЊ Ћ —ĻğƩƭΜ tourism destination. tourism products marketing programs within the strategic marketing plans and the CGCVB Marketing Plan. aĻķźǒƒ ĻƩƒ Dƚğƌƭ ΛЌ Ў —ĻğƩƭΜ awareness among Cottage Grove residents that tourism is a key economic sector, critical to developing a long-term sustainable economy in Cottage Grove. customer relations practices for area visitors. \[ƚƓŭ ĻƩƒ Dƚğƌƭ ΛЎњ —ĻğƩΜ families, or have a weekend at a sporting event, festival, or outdoor recreation or just simply exploring Cottage Grove. -term economic vision and create new opportunities. Board of Directors, Cottage Grove Convention and Visitors Bureau June 19, 2020 Page 3 of 3 Attachments: Marketing Plan Draft Table of Contents Introduction and Overview 3 Mission Statement 3 Strategic Objectives Guiding Principles & Goals 4-6 Target Markets 6 SWOT Analysis 7 2020 Marketing Initiatives 8 Segmented Marketing Opportunities 8-9 Outdoor Adventures & Family Fun 9-10 Sporting Events 10-11 Local Events & Festivals 12 Corporate Travel 13 Weddings and Social Events 13-14 Strategic Partnerships & Package Travel 14 Priority Initiatives 15 Visitor Services 16 Summary 17 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- 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. ağƩƉĻƷΏ5ƩźǝĻƓ 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), 9ǣƦƌƚƩĻ aźƓƓĻƭƚƷğ, and other partners and stakeholders to ensure that our programs are relevant to each target market. wĻƭĻğƩĭŷΏ.ğƭĻķ 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 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. 2 Strategic Objectives The CGCVB serves as the primary marketing organization responsible for the development and implementation of promotional programs to ensure positive economic impact in Cottage Grove through steady growth of the travel industry. Its objectives are: Increase overnight travel and occupied rooms in hotel/motel and other properties To be an organization of choice for market stakeholders To increase the promotion of Cottage Grove To be an economic driver for the community To have Cottage Grove recognized for leisure, wedding and corporate events To take a leadership role in creating regional collaboration The objective of the CGCVB 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. Individual leisure travel, including event promotion - Generate 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 near the Minnesota Great River Road, showcase Cottage and capture drive through traffic on Highway 61. Destination weddings & events - Individuals interested in a destination wedding venue. Guiding Principles and Goals Tourism is a ate 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 trategies 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. 3 The tourism sector will contrib 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. Short Term Goals (1 2 Years) Cottage Grove as a tourism destination. stry to assist in developing new and enhancing tourism products state tourism marketing programs within the strategic marketing plans and the CGCVB Marketing Plan. Medium Term Goals (3 5 Years) Increase equity in the Cottage Grove brand across all marketing segments. . Cottage Grove residents that tourism is a key economic sector, critical to developing a long-term sustainable economy in Cottage Grove. tourist services and customer relations practices for area visitors. Long Term Goals (5+ Year) Position Cottage Grove as a tourist destination in Minnesota. families, or have a weekend at a sporting event, festival, or outdoor recreation or just simply exploring Cottage Grove. . -term economic vision and create new opportunities. 4 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 Outdoor Adventurists & Family Fun Sporting Events Local Events & Festivals Corporate Travel Weddings Destinations 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 5 Opportunities: historical venues for events by private businesses, clubs or organizations historical venues for destination weddings Minnesota Great River Road Grey Cloud Island Highway 61 and Mississippi Sporting Events Cottage Grove Ravine Regional Park Threats: downtown district or main street restaurants diverse shopping hotel rooms attractions for long stay vacations 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 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: Cottage Grove Area through marketing and promotion of the community. Cottage Grove Businesses. rative efforts of the CGCVB in association with individual businesses, regional tourism and state tourism initiatives. Segmented Marketing Opportunities (Plan 2020-2023) 6 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). Events North American Fastball Softball Tournament, Major sports tournaments (Baseball, Basketball, Volleyball, Hockey, etc.) , Monster Bash Parade, etc. Business Conventions, Business Trainings, Short Term / Long Term Project Contracts, Cedarhurst Mansion, Historic John P. Furber Farm & William W. Furber House, Hope Glen Farm, Schilling Archeological District, Atkinson Cemetery, Cottage Grove Town Hall, 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: 7 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 - 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- (such as a billboard, etc.) 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 8 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. phone applications, and promotional materials. The CGCVB will advocate for the addition of sports venues to accommodate amateur athletics, as well as 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. 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. 9 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 . 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. 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 Grove Strawberry 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 10 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. 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. 11 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. 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. 12 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. Objectives: 1. Position Cottage Grove as a top destination in Minnesota. 2. 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. 13 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: research and development. Design and develop a CGCVB logo. Design and develop a CGCVB website. CGCVB guidebook. CGCVB pamphlets on various attractions for the different target market segments. 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: national exposure through targeted public relations efforts. reness 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. kits, database of local, regional and national media and bloggers; establishing relationships with freelance writers; and conducting media familiarity (FAM) tours. 14 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 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: 5-10% area brand awareness ncreased traffic to the CGCVB website erships social media 15 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. 16 TO:Board of Directors, Cottage Grove Convention and Visitors Bureau FROM: Matt Wolf, Economic Development Coordinator DATE: May 22, 2020 RE: 2020 Final Draft and 2021 Draft Budget Discussion Background Based on Resolution No.2019-134 that was passed by City Council on December 4, 2019 forming the Cottage Grove Convention and Visitors Bureau (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 budget approved by City Council by st December 31 of each year. Ninety-five percent (95%) of the local lodging tax received by the City shall be used as funding for CGCVB activities. As a commission of the City of Cottage Grove the CGCVB will be following the City’s budget calendar and as such is required to submit a preliminary budget for consideration byJuly of each year. Discussion Revenue Estimates For the preparation of the 2020 budget the revenue projections that are being proposed are in Table 1 below. 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 nd in revenue for the remainder of 2020 assuming a 10% occupancy rate in the 2 quarter of 2020 rd (May-June), a 20% occupancy rate in the 3quarter of 2020 (July-September), and a 40% th occupancy rate in the 4 quarter of 2020 (October-December). Table 1 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 recent discussions with our major hotel, Country Inn & Suites, occupancy rates are beginning to turnaround and rising towards 40%. Based on this information the 2021 draft budget has revenue estimates based on 40% occupancy rates. Board of Directors, Cottage Grove Convention and Visitors Bureau 2020 Draft Budget May 22, 2020 Page 2 of 3 Table 2 Projected CGCVB revenue for 2021based on a 40% occupancy rate. Per MonthTotal Occupancy Rate 40% Lodging Tax Revenue$ 3,686.00 * 12 Months = $ 44,232.00 Budget The 2020 Budget remains the same from the discussion had during the May Cottage Grove Convention and Visitors Bureau. Most of the funds will go towards developing a brand, a website, and a visitor’s guide for the organization. The 2020 Budget will also have two quarterly payments to the Cottage Grove EDA Trust Fund of $1,602 for a total of $3,204. As the Cottage Grove Convention and Visitors Bureau continues to move forward and develop. Specific goals and objectives will be determined that will define how the CGCVB will spend their money to develop marketing strategies for the organization. However, at this time a preliminary budget for 2021 is required as part of the Cities budgetary process. Currently the 2021 CGCVB budget dedicates $23,460 of expenditures towards marketing of the community. This represents 53% of the $44,232 expected revenue projected for 2021. These expenses are broad in nature and allow for flexibility as the organization develops its marketing strategies in the coming months. They currently cover website hosting, collateral development, marketing at local events, social media, on-line marketing, advertising in publications, and other types of marketing. The operations expenditures for 2021 are $12,015 representing 27% of the $44,232 expected revenue projected for 2021. These expenses cover office supplies and equipment, postage, printing, registration to the Minnesota Annual Convention and Visitors Bureaus Annual Conference, and contractual services. The largest expense in this category is $10,000 to be directed to the City of Cottage Grove for contractual services. Section 8 of Resolution 2019- 134, which establishes the CGCVB states the following: City Services. To assist the Bureau in its activities, the City shall provide the following services: accounting, financial record keeping and audit services; and legal services. Charges for such services shall be paid out of the Bureau Fund. The Council may from time to time also direct that the City provide administrative and clerical services to the Bureau; charges for these services shall also be paid out of the Bureau Fund. In order to conduct those services, the CGCVB and the City of Cottage Grove will enter into a contractual agreement each year. Legal staff for the City of Cottage Grove is currently working on that agreement for 2021. Once it is complete it will be brought before the CGCVB Board of Directors for approval. Finally, the 2021 Budget will have four payments of $1,602 to repay the Cottage Grove EDA Trust Fund for a total of $6,408. Overall this preliminary budget is still a working document and will be adjusted as we continue to move forward. A final 2021 Budget must be approved by the Cottage Grove City Council by December of 2021 and as a result must be approved by the CGCVB in November of 2021. Board of Directors, Cottage Grove Convention and Visitors Bureau 2020 Draft Budget May 22, 2020 Page 3 of 3 Recommendation Approve the Final Draft of the Cottage Grove Convention and Visitors Bureau for 2020. Attachments 2020 Final Budget 2021 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 WorksheetFinal Budget 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 Comments -------- 400.00 450.00 400.00 375.00 390.00 137.40 2,211.602,211.601,260.001,200.002,496.009,000.003,000.003,504.003,000.006,408.006,408.00 Total 44,232.0044,232.0044,232.0023,460.0010,000.0012,015.0044,094.60 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ - 34.0038.0034.00 ------ 184.30 105.00100.00 208.00 750.00 250.00 292.00 250.00 125.00 834.00 184.30 Dec 3,686.00 3,686.003,686.001,955.001,065.00 1,602.001,602.00 4,806.30 (1,120.30) $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ -- 34.0038.0034.00 -- - ----- 184.30 105.00 100.00208.00750.00250.00292.00250.00834.00 184.30940.00606.70 Nov 3,686.00 3,686.003,686.001,955.003,079.30 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ -- 34.0038.0034.00 -- - ----- 184.30 184.30 105.00 100.00208.00750.00250.00292.00250.00834.00 940.00 606.70 Oct 3,686.00 3,686.003,686.001,955.003,079.30 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ - 34.0038.0034.00 ------- 184.30 105.00100.00 208.00 750.00 250.00 292.00 250.00 834.00 184.30940.00 Sep (995.30) 3,686.00 3,686.003,686.001,955.00 1,602.001,602.00 4,681.30 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ -- 33.0038.0033.00 ------- 184.30 105.00100.00 208.00 750.00 250.00 292.00 250.00 125.00 833.00 184.30484.70 Aug 3,686.00 3,686.003,686.001,955.001,062.003,201.30 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ -- 33.0038.0033.00 -- - ----- Jul 184.30 105.00 100.00208.00750.00250.00292.00250.00833.00 184.30937.00609.70 2021 3,686.00 3,686.003,686.001,955.003,076.30 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ - 33.0037.0033.00 ------- 184.30 184.30 105.00100.00208.00750.00250.00292.00250.00833.00 936.00 Jun (991.30) 3,686.001,602.001,602.00 3,686.00 3,686.00 1,955.00 4,677.30 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ -- 33.0037.0033.00 -------- 184.30 184.30 105.00100.00208.00750.00250.00292.00250.00833.00 936.00610.70 May 3,686.00 3,686.00 3,686.00 1,955.00 3,075.30 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ -- 33.00 37.00 33.00 ------- 184.30 184.30 105.00100.00208.00750.00250.00292.00250.00125.00833.00 485.70 Apr 3,686.00 3,686.003,686.00 1,955.00 1,061.00 3,200.30 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ - 33.00 37.00 33.00 ------- 184.30 184.30 105.00100.00208.00750.00250.00292.00250.00833.00 936.00 (991.30) Mar 3,686.001,602.001,602.00 3,686.003,686.00 1,955.00 4,677.30 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ -- 33.00 37.00 33.00 -------- 184.30 184.30 105.00100.00208.00750.00250.00292.00250.00833.00 936.00610.70 Feb 3,686.00 3,686.003,686.00 1,955.00 3,075.30 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ -- 33.00 37.00 33.00 ------- 184.30 184.30 105.00100.00208.00750.00250.00292.00250.00390.00833.00 220.70 Jan 3,686.00 3,686.003,686.00 1,955.00 1,326.00 3,465.30 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ Country Inn & Suites / Wakota Inn & SuitesGrantsContributionsWebsite Hosting/DomainCollatoral Development & PrintingMarketing at Local EventsSocial MediaMarketing On-LineAdvertising in PublicationsOther Types of Advertising (Magazines, Billboard, etc)Office Supplies / EquipmentPhone/Internet ServicePostagePrintingContinuing Education / Classes / SeminarsDues / SubscriptionsNon-recurring ExpensesContractual Services (City of Cottage Grove)Admin / General Office Expenses - OtherChamber Reimbursement (EDA Trust Payback) 2021 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: Cottage Grove Convention and Visitors Bureau Board of Directors From: Matt Wolf, Economic Development Coordinator Date: June 19, 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.