HomeMy WebLinkAboutMarketing Plan - Media Plan FY 2017-2018CITY OF PALM DESERT
ECONOMIC DEVELOPMENT DEPARTMENT
STAFF REPORT
REQUEST: APPROVAL OF MARKETING PLAN AND RELATED MEDIA PLAN
FOR FISCAL YEAR 2017/18
SUBMITTED BY: Thomas Soule, Tourism & Marketing Manager
DATE: September 7, 2017
CONTENTS: Fiscal Year 2017/18 Marketing Plan
Fiscal Year 2017/18 Media Plan
Preliminary Minutes from Marketing Committee Meeting 6/6/17
Recommendation
By Minute Motion:
1. Approve the Marketing Plan for Fiscal Year (FY) 2017/18;
2. Approve the Media Plan for FY 2017/18.
3. Authorize the creation of a purchase order in the amount not to exceed
$406,000 for media buy expenditures related to H & L Partners (Contract
No. C34642) executing the Media Plan. Funds are available in the FY
2017/18 Marketing Budget.
4. Authorize an additional $15,000 to be used at the City Manager's discretion
for extra work that may arise during the year, as defined and provided for in
the Contract No. C34642 with H & L Partners.
Committee Recommendation
The Marketing Plan as presented was approved by the Marketing Committee at its regular
meeting on June 6, 2017. Staff will present the Media Plan to the Marketing Committee at
its September 5, 2017 meeting, and will report their findings at the September 7, 2017 City
Council meeting.
Executive Summary
Approval of the above recommendations will authorize execution of the FY 2017/18
Marketing Plan, authorize the expenditure of $406,000 as outlined in the FY 2017/18 Media
Plan, and authorize $15,000 to be used at the City Manager's discretion for unexpected
Staff Report
Marketing and Media Plans FY2017/18
September 7, 2017
Page 2 of 4
Marketing expenses that may arise during the year. Funds for this expenditure are available
in the FY 2017/18 Marketing Budget.
Strategic Plan Obiective
The City's Marketing and Media Plans outline the broad scope of all marketing activities for
FY 2017/18. While these plans address the broader goals of the marketing program, they
also support the following specific objectives from the City's Strategic Plan:
• Tourism & Marketing Priority No. 2—Grow existing events and develop new
events to enhance the desirability of Palm Desert as a year-round destination;
and
• Tourism & Marketing Priority No. 3—Attract new and developing travel/tourism
markets; and
• Tourism & Marketing Priority No. 4—Support the City's tourism industry through
enhancement of its marketing efforts with an allocation of additional City
resources, the development of partnerships, and coordination of existing
efforts.
Background
The City supports the tourism industry and local business through implementation of a
comprehensive marketing program. The program has typically focused its efforts on
identifying potential visitors and ultimately putting "heads in beds." Ancillary benefits of a
strong marketing program include successful hospitality and retail business sectors.
The Palm Desert Marketing Plan and its supporting media plan in tandem provide a formal
roadmap to guide staff efforts in implementing a diversified and strategically targeted
marketing effort for the fiscal year. The plan outlines target markets, goals, and strategies
for strengthening the Palm Desert brand and increasing tourism. While serving as a guide,
this document needs to remain flexible and allow for adjustments based on market trends
and evaluated results throughout the program year.
The City of Palm Desert has traditionally experienced success with its marketing programs
branding the City as a resort destination with an abundance of outdoor activities. The
proposed 2017/18 Marketing Plan and corresponding Media Plan build on past success and
represent a diversified, balanced effort that reaches the highest number of people in proven
demographic groups and geographic areas through the use of paid (advertising), owned
(website, social media accounts) and earned (public relations, social media mentions)
media channels. The following summarizes salient points of the program:
Marketing Plan
The FY 2017/18 Marketing Plan addresses Palm Desert's identified target markets through
focused advertising to attract visitors and ultimately put "heads in beds." The following
strategies will serve as a foundation for this year's advertising initiatives:
Staff Report
Marketing and Media Plans FY2017/18
September 7, 2017
Page 3 of 4
• Promote the City's distinctive brand message via paid and owned media channels.
• Proactively develop and seek exposure on earned media channels.
• Maximize cooperative opportunities to promote the City of Palm Desert and
strengthen group business for the City's hotels during need periods.
• Support and grow Palm Desert events.
• Provide quality tourism information to the leisure traveler.
For FY 2017/18, the marketing plan highlights the following objectives:
• Further refine the City's "So Worth It" campaign with new video assets.
• Revise the Palm Desert Vacation Guide and develop a mobile/responsive microsite
to enable visitors to find specific and timely information about Palm Desert, including
events, restaurants and hotels, on their mobile phones.
• Build on past public relations success with a new PR initiative.
• Seek further opportunities for partnering with the Greater Palm Springs Convention
and Visitors Bureau to maximize limited resources through co-operative advertising
and content creation.
Media Plan
Efforts will focus on utilizing communication channels that reach target audiences during
various stages of their travel planning process, including:
• Continue to focus on key drive markets (Los Angeles, Orange County, San Diego
County) as well as in -valley visitors.
• Utilize multiple data points to efficiently target users across devices (phone, tablet,
desktop).
• Leverage branded content (online advertorials) to drive qualified traffic to the City's
tourism website.
• Maximize event -based social media posts by boosting ads to the City's target
audience on Facebook.
• Focus Google paid search spend on brand keywords that were most effective in
driving conversions in FY 2016/17.
• Continue print strategy of running full- and half -page print ads in proven publications:
Orange Coast, Los Angeles, and San Diego magazines.
• Consolidate Out of Home (billboards or other outdoor advertising) presence at
Westfield Century City.
PRINT
DIGITAL
OUT OF HOME
TOTAL
COST
$69,573
$263,827
$72, 600
$406,000
% OF SPEND
17%
65%
18%
100%
Staff Report
Marketing and Media Plans FY2017/18
September 7, 2017
Page 4 of 4
In addition, Marketing/Media plans are often adjusted during the year as various small
opportunities arise. As a result, marketing expenditures may exceed original expectations.
The contract with H & L Partners provides for any work outside the scope of the agreement,
including but not limited to public relations services, design work, video production, etc., to
be performed by H & L Partners on behalf of the City. Such work must be authorized by the
City Manager at an agreed upon project fee. Staff is requesting an additional $15,000 be
authorized for such contingencies at the City Manager's discretion.
Fiscal Analysis
The proposed Marketing Plan and related Media Plan reflect the funding requested within
the FY 2017/18 marketing budget as well as the marketing services contract with H&L
Partners. No additional funds are being requested as part of this approval.
Submitted By: Department Held:
Thomas Soule
Tourism & Marketing Manager
Reviewed by:
('diet Moore, Director of Finance
Approved:
Lauri Aylaian, City Manager
Martin Alvarez
Director of Economic Development
FY2017/18
CITY OF PALM DESERT
MARKETING PLAN
This plan will provide direction for the City of Palm ❑esert's marketing efforts
for fiscal year 2017/2018. It identifies target markets, marketing objectives,
strategies and tactics that will continue to strengthen the Palm Desert brand and,
ultimately, put heads in beds. It is an evolving document that may be reviewed
and altered throughout the year cis priorities and programs develop.
CITY OF PALM DESERT
MARKETING PLAN FY 2017/18
EXECUTIVE SUMMARY
n
PALM DESERT
C A L, f O H N I A
So WORTH IT
Palm Desert and the Coachella Valley rely on tourism as a major source of revenue. It is estimated that
the tourism industry generates more than $22 million per year in revenue for the City of Palm Desert
alone. This number represents 54% of the City's total general fund revenues used to fund programs,
projects, public safety, and the daily operations of the City. Of the 54%, approximately 1 S% will be
generated through Transient Occupancy Tax (TOT), and 361)/0 through sales tax.
Palm Desert is an ideally situated resort community offering a small-town feel with big city amenities. Its
character is decidedly upscale, yet comfortable and family friendly. A place of relaxation and escape,
Palm Desert also offers countless pursuits for active lifestyles, including exciting outdoor activities in a
beautiful, natural environment. Convenient access to world -class shopping, recreation, culture and the arts
combined with 350 days of predictable sunshine each year make Palm Desert a premier destination.
In order to continue to strengthen Palm Desert's brand and grow its market share, the City will implement a
diversified marketing program to include the following:
• Use diverse advertising tools, including print, digital, radio, social media, etc.
• Target proven geographical and demographical markets.
• Increase focus on public relations, including working with online digital influencers.
• Participate in cooperative advertising campaigns with community partners.
MARKETING OBJECTIVES
The mission of Palm Desert's marketing program is to keep Palm Desert top -of -mind cis a premium
travel destination. The prime goal is to maintain and increase non-resident leisure travel and spending
in Palm Desert, resulting in the growth of tourism -sourced tax revenue, including sales tax and Transient
Occupancy Tax. As the caretakers of public funds, the City of Palm Desert also continuously seeks to
improve the efficiency of its marketing investment, and to maximize the year -on -year return an investment
for all stakeholders.
In order to achieve these goals — and in line with the Envision Palm Desert 2013-2033 Strategic Plan —
Palm Desert's marketing program includes the following objectives:
• increase the number of visits to Palm Desert.
• Entice visitors to extend their stay and increase their spending.
• Expand and solidify the City's brand and marketing platform.
• Deepen visitor engagement.
Page 2
n
PALM DESERT
C A L M O R h A
SO WORTH IT
TARGET MARKETS
Geographic Markets:
• Southern California drive market (San Diego, Los Angeles, Orange County, Inland Empire)
• In -Valley Market (locals and visitors who are already in market)
Demographic Markets:
• Household Income $100k+
• Ages 30 — 54
• Married couples
• Singles
• Families
Experience Pillars:
• Luxury & Indulgence: shopping, resort amenities, spas, easy lifestyle
• Culinary: Food & Wine, restaurants, chefs, farm -to -fork
• Outdoor Adventure: golf, tennis, hiking, biking, PD Aquatic Center, Living ❑esert, skate park
• Arts, Culture & Entertainment: First Weekend, concerts, festivals, shows, events
• Family Fun: value, activities, attractions, events, arts & culture
STRATE(Icc
The following strategies will serve as a foundation for this year's marketing initiatives:
• Promote the City's distinctive brand message via paid and owned media channels.
• Proactively develop and seek exposure on earned media channels.
• Maximize cooperative opportunities to promote the City of Palm Desert and strengthen group
business for our hotels during need periods.
• Support and grow Palm Desert events.
• Provide quality tourism information t❑ the leisure traveler.
Promote the Ciiy's distinctive brand message via paid and owned media channels.
1) Further refine the So Worth It ad campaign with video and other assets, to continue strengthening
the Palm ❑esert brand and increase awareness of Palm Desert as an upscale, unique destination
within the Coachella Valley.
2) Execute a comprehensive multi-touchpoint media program to promote Palm Desert.
• Work with H&L Partners to develop a comprehensive media plan that focuses ❑n carefully
selected geographical markets and demographic segments.
Page 3
PALM DESERT
CALIFORNIA
SO WORTH IT
Engage Search Engine Marketing to drive qualified potential visitors to the City's website.
Advertise on Facebook, directing activity to the City's website, expanding content reach and
increasing page "likes."
Continue to invest in targeted online advertising (retargeting) that delivers the Palm Desert
brand message to consumers based on previous related Internet actions.
Continue to develop and test online banner ads, including engaging and interactive media
options that speak to targeted segments and capitalize ❑n seasonality and target markets.
Deploy mobile ads to direct in -market visitors searching for information to the Palm Desert
mobile -friendly website.
Utilize Nativo to place and promote Palm Desert -related articles online.
3) Engage new and returning visitors with a robust, integrated and comprehensive content strategy
for all ❑wned channels, including the tourism website, landing pages, e-newsletter and social
media channels.
• Further expand the City's image library with vibrant, contemporary photos and video (including
drone video footage) for use in collateral, in advertisements and on the City's digital channels.
• Maximize use of the City's growing tourism email database by optimizing content opportunities
with the e-newsletter.
• Continue to integrate and cross promote across platforms, including social media, the tourism
and vacation guide websites and all marketing resources.
• Continue to strengthen Search Engine Optimization on the tourism website, to regain organic
web traffic to the site.
Proactively de►►elop and seek exposure on earned media channels.
1) Build on public relations successes with a PR program that results in online exposure and editorial
coverage for the City of Palm Desert.
2) Distribute press releases ❑n pertinent Palm Desert information and activities.
3) Encourage, support and participate in convention and business travel marketing efforts undertaken
by the Greater Palm Springs Convention and Visitors Bureau and California Tourism.
• Participate in regular CVB marketing committee meetings.
• Work with the CVB to participate in sales missions, desk -side briefings, and familiarization trips
(FAMs) for travel writers, tour operators and travel planners as time and budget allows.
• Sponsor co-op advertising opportunities with the CVB as identified in the media plan.
• Attend annual tourism industry conferences as appropriate, including the Visit California
Outlook Forum, the CalTravel Summit and the PRSA Travel & Tourism Conference.
Page 4
PALM ❑ESERT
c A f a R k I,
50 WORTH IT
Maximize cooperative opportunities to promote the City of Palm Desert and strengthen group
business for our hotels during need periods.
1) Work cooperatively with Palm Desert hotels to maximize group business during need periods.
2) Create a co-op digital influencer opportunity for community partners that will help promote the
City via multiple channels both earned and owned.
3) Create opportunities to partner with and support business segments within the community.
• Support the efforts of the City's Department of Economic Development to work more closely
with the hotel and hospitality industry.
• Explore additional ideas for promotional activities that support various segments of the
business community (e.g. restaurants, the arts, etc).
• Support local business promotions as appropriate.
Support the growth and development of Palm Desert events.
1) Work closely with Palm Springs Life to coordinate advertising and marketing efforts for Fashion
Week and Food & Wine.
• Expand the successful Fashion Week digital influencer program, in concert with PSL and other
community partners such as the JW Marriott Desert Springs Resort and the CV$.
• Seek additional opportunities to cooperatively support and enhance Fashion Week, Food &
Wine, and other Palm Desert events.
2) 5upport the growth of existing events and the development of new events that focus ❑n increasing
tourism activity to Palm Desert.
• Review and recommend event concepts and present to the Marketing Committee and/or the
Hotel & Signature Events Committee for consideration.
• Support valley -wide events through social media and other marketing channels as appropriate.
• Work with City staff and community partners to provide financial and staffing resources for
First Weekend, Fashion Week, Food & Wine and other City -sponsored events.
• Work with City staff and community partners to support additional events and activities as
outlined within the Economic Development and Envision Palm Desert strategic plans.
inform and engage travelers and residents.
1) Provide quality tourism information to the leisure traveler.
• Distribute the most up-to-date informational materials such as vacation guides, hiking and
biking mops, and dining guides.
• Support local real estate through distribution ❑f relocation guides, as well as Realtor,
education, demographic and community information.
• Strategically deploy the mobile version of the Visitor Services Center at local events.
• Revise the Palm Desert Vacation Guide, including the development of a mobile/responsive
web version that visitors will be able to use on their smartphones to access a full range of
information about Palm Desert lodging, dining, attractions and other businesses.
Page 5
PALM DESERT
E A. I F O R 5 1 A
50 WORTH IT
2) Engage Palm Desert residents and businesses in order to keep them informed and interested in
community activities and happenings.
• Produce an annual calendar and make available to general public through distribution points
such as City Hall, Desert Willow Golf Resort, and the Library.
• Produce Brightside newsletters for delivery to residents and businesses six times per year.
• Promote activities and events hosted by the Palm Desert Aquatic Center, The Living Desert, Palm
Springs Art Museum in Palm Desert, McCallum Theatre, Desert Willow, El Paseo, etc., through
the website, social media and print resources.
• Support the updating of the City's e-government website to enhance its usefulness to residents
and businesses.
• Participate in community meetings and events such as El Paseo Business Improvement District,
Chamber activities, etc.
Track, research, and evaluate marketing programs to ensure positive results.
1) Distribute quarterly reports from H&L Partners t❑ Staff and the Marketing Committee,
summarizing results of all digital performance and paid media advertising programs.
2) Incorporate tracking mechanisms into marketing efforts, where applicable.
3) Engage a tracking service such as Trendkite or Meltwater to more effectively monitor media
coverage of Palm Desert.
BUD(,
Palm Desert's total proposed marketing budget remains consistent with the previous fiscal year. General
allocations are identified below with specifics detailed within the City budget as well as the media plan.
$ 73,050
$ 158,000
$ 7,700
$ 95,000
$ 406,000
$ 1 34,000
$ 60,000
$ 42,000
$ 200,000
$ 1,175,750
Collateral — design & development
Administration/Contracts
Operations
Community Relations (Brightside & calendar)
Media Buys
Co-ops (Desert Willow, Living Desert, EPBID, McCallum, PSAMPD, CVB)
Special Events
Public Relations
Hotel Co-ops
Total
All programming and media plans support the stated objectives within this document.
Page 6
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PALM DESERT
PALM DESERT MARKETING COMMITTEE
PRELIMINARY MINUTES
Tuesday, June 6, 2017 — 3:00 p.m.
Administrative Conference Room
I. CALL TO ORDER
Rolf Hoehn called the meeting to order at 3:05 p.m.
II. ROLL CALL
Members Present:
Arlene Amick
Franchesca Forrer
Rolf Hoehn, Chair
Mahasti Islami
Theresa Maggio, Vice -Chair
Bruce Nation
Jeffrey Norman
Ray Rodriguez
Erin Scott
Members Absent:
Jerry Martin
Barb Wagner
Staff /Others Present:
Jan Harnik, Mayor
Gina Nestande, Councilmember
Thomas Soule, Tourism & Marketing Manager
Martin Alvarez, Economic Development Director
David Hermann, Senior Management Analyst
Barbara Blythe, Tourism & Marketing Specialist
Jane Stanley, Recording Secretary
Mark Schaeffer, H&L Partners
Michael Ramirez, H&L Partners
Stephanie Greene, FG Creative
Christine Stein, Leeds & Sons
III. ORAL COMMUNICATIONS
Chair Hoehn thanked the Committee for their confidence in him by re-electing him as
Chair and hopes he can live up to their trust.
City Clerk Rachelle Klassen thanked the Committee members that have turned in their
Form 700 on time. There are 5 members who still need to complete in and turn it in.
PRELIMINARY MINUTES
PALM DESERT MARKETING COMMITTEE June 6, 2017
IV. CONSENT CALENDAR
A. MINUTES OF THE MEETING OF MARCH 7, 2017
Ray Rodriguez noted some clarification be added to his comments.
Jeffrey Norman moved, by Minute Motion, to approve the minutes of the March 7, 2017,
meeting as amended. The motion was seconded by Theresa Maggio and carried by an 8-0-3
vote. (AYES: Amick, Islami, Maggio, Nation, Norman, Rodriguez, Scott and Hoehn; NOES:
None; ABSENT: Forrer, Martin and Wagner)
V. CONSENT ITEMS HELD OVER
None.
VI. NEW BUSINESS
A. FISCAL YEAR-END UPDATE ON AD CAMPAIGN PRFORMANCE BY H&L
PARTNERS
Mark Schaeffer introduced Michael Ramirez, who is H&L Partners' Media
Director based in the San Francisco office. Michael determines where the ads
are placed, the purchase of those ads, and how they are performing. Over the
last 2 years, H&L has been putting the pieces together. When they started there
was no budget to produce a new campaign. This past season was when the
creative was in place and the media plan was in place.
Highlights: Mintel Market Research Company is projecting continued growth in
the tourism sector. Travel is becoming a lifestyle choice vs. accumulating
material goods. California has by far the highest percentage of residents who
take their vacation in the same state. The objectives are: grow tourism and tax
revenue; develop a distinct, ownable brand for Palm Desert; and a return on
investment of every marketing dollar. He then reviewed the trip planning
process: dream, plan, in trip, loyalty and advocacy.
Responding to Councilmember Nestande's question, Mr. Schaeffer said that no
marketing dollars are spent during the summer. Some are spent during the
shoulder seasons. Mr. Soule noted that summer guests come because of the
hotel rates, so the strategy is to hit the guests with as many touch points during
the season as possible. Hotels are doing a good job with their rate ads. The
best use of the money is to advertise when more people are likely to come. Mr.
Schaeffer added that if there were more funds available, the better ROI would
be to advertise in other geographically close markets during the peak season
than to try to get folks to come during the summer.
Mr. Hoehn added that we are benefiting from the CVB's Summer Chill
campaign.
2
PRELIMINARY MINUTES
PALM DESERT MARKETING COMMITTEE June 6, 2017
Mr. Schaeffer went on to say that a person will feel better about their vacation if
they get positive comments on social media.
Since starting to work with the City, H&L's strategy is to get focused
geographically to do an effective job in those markets, which are Los Angeles
and San Diego drive markets; focus on a younger demographic (30's to 40's);
and to maximize partnerships (CVB and the State of California). The big job
over the last 6-8 months was to evolve the creative message to something that
is ownable and distinct, credible, complementing Palm Desert's inherent
qualities, about an escape to the weather, and a more sophisticated
experience.
There was discussion of targeting families in the drive market. The next
marketing phase would be a new campaign expanding on existing creative to
include families.
At this point in the meeting, Franchesca Forrer arrived.
Mr. Schaeffer reviewed the ads and where they are seen. Mr. Ramirez went on
to say the main objective is to drive people to the website and to sign up for the
e-newsletter. Something new this year was to inform visitors of events. Ads ran
October 2016 to April 2017 and the budget was $403,000, focusing on the drive
markets. The budget was $67,000 for print ads, which were aligned with highly
affluent lifestyle publications such as Los Angeles Magazine with one million in
circulation. A new tactic was to target high -end, upscale malls, namely the
Beverly Center and Fashion Island, with kiosks with static ads and a video. Ads
are also at the Palm Springs Airport with a cost of about $1,000 per month.
The main focus was on digital advertising. With the new creative and media
changes, the targeted demographic is an adult 35-54 years old. Facebook has
done a good job at driving people to the website. Two-thirds of the people are
using mobile devices to access the website. Website visitors are up 16% year -
over -year with the same budget. The top 3 pages on the website are events,
things to do, and shopping. The age of people visiting the website is shifting
younger. There was high engagement when local events were promoted.
In response to Ray Rodriguez' comments, Mr. Ramirez explained that articles
about Palm Desert were written for Nativo, which is a content bank that partners
with a lot of websites. The age demographic is specified for where those articles
run.
Discussion ensued regarding the age demographic that is targeted. Mr. Soule
said that shift towards the younger demographic is long term and to change the
concept of the valley being a place where retirees come.
Mr. Schaeffer continued by reporting on the PR efforts. A successful media tour
was held here in December, which resulted in a lot of coverage and good ROI.
An upcoming trip to New York City will build some relationships with
3
PRELIMINARY MINUTES
PALM DESERT MARKETING COMMITTEE June 6, 2017
publications and writers. He then proposed using a third party to do a study
costing $10k - $15k that would show the ROI for marking dollars spent. Right
now we measure the campaign's ability to reach travelers, evaluate the creative
in terms of its impact, and analyze website data to calculate economic impact
for the marketing plan.
On the horizon: execution of what has been put in place, refine the media plan
according to the results, look for co-op opportunities, expand PR activity, and
focus on website evolution, all as the budget allows.
With Committee concurrence, the Fiscal Year -End Update on Ad Campaign Performance by
H&L Partners was Received and Filed.
B. REVIEW OF FISCAL YEAR 2017/2018 MARKETING PLAN
Mr. Soule noted that he and the staff at H&I_. talk constantly about how the
program is performing and make adjustments accordingly. The Marketing Plan
is a direct extension of those talks. There has been a long process of getting
things in order so that everything works together. There is a mobile -first and
desktop friendly strategy, which us the most effective. He will be going to New
York City with Heather Woodard to bring some ideas to some national
publications and so they will keep Palm Desert in mind.
Mr. Soule clarified that the $60,000 for Special Events does not include Fashion
Week.
Responding to a question from Erin Scott, Mr. Soule said that $12,000 for
Meltwater media tracking services are included in the budget. Part of it is for
tracking the city government side; TV, print media and online conservations;
and a piece of it is for the tourism side. He would like feedback from any who
have had experience with them.
Jeffrey Norman moved, by Minute Motion, to approve the Fiscal Year 2017/2018 Marketing
Plan as submitted. The motion was seconded by Theresa Maggio and carried by a 9-0-2
vote. (AYES: Amick, Forrer, Isiami, Maggio, Nation, Norman, Rodriguez, Scott and Hoehn;
NOES: None; ABSENT: Martin and Wagner)
C. CONTRACT RENEWAL FOR H&L PARTNERS
Mr. Soule began by saying he and H&L Partners have had a great collaboration
for the past 2 years. The original contract was for 1 year with 2 one-year
extensions, and this is the second of those. Staff recommendation is to renew
the contract for another year.
Mahasti Islami moved, by Minute Motion, to approve the final one-year extension of the H&L
Partners contract for marketing services under the same terms and conditions as the
previous 2 years. The motion was seconded by Ray Rodriguez and carried by a 9-0-2 vote.
4
PRELIMINARY MINUTES
PALM DESERT MARKETING COMMITTEE June 6, 2017
(AYES: Amick, Forrer, Islami, Maggio, Nation, Norman, Rodriguez, Scott and Hoehn; NOES:
None; ABSENT: Martin and Wagner)
Mr. Soule explained that the City has an annual marketing contract for the Palm
Desert Aquatic Center. In the past the Committee has not provided a
recommendation, but City Ordinance requires Committee approval to authorize
the City Manager to sign the contract. The urgency is that the contract expires
at the end of June.
On a motion by Ray Rodriguez, second by Theresa Maggio, and a 9-0-2 vote. (AYES: Amick,
Forrer, Islami, Maggio, Nation, Norman, Rodriguez, Scott and Hoehn; NOES: None;
ABSENT: Martin and Wagner) the aforementioned item was added to the agenda.
D. MARKETING SERVICES CONTRACT FOR THE PALM DESERT AQUATIC
CENTER
Mr. Soule distributed copies of the contract in question. For the past several
years the City has contracted with FG Creative to provide marketing services
for the Palm Desert Aquatic Center. Staff is pleased with their performance as
they have done a great job working with a limited annual budget of $24,000,
and they have found ways to maximize that budget. The Aquatic Center has
recently experienced a change in leadership, so it would be expedient to
continue the contract for another year to help them with the change. Staff
recommends that the Committee recommend to the City Manager that the City
once again pursues the contract.
Mr. Rodriguez asked how FG Creative was able to help the Aquatic Center
recover from its slow time.
Stephanie Greene, FG Creative, responded by saying dollars were shifted to an
online partnership with The Desert Sun, which had an immediate jump in gate
and interest to the Center's website. The City also gave approval and budget to
redesign the website just for the pool. It had been a splash page with a link to
the YMCA. Social media has also been ramped up. The ad on The Desert Sun
is one of their highest performing and is used to show the program for a push
down because it gets the most click-throughs every time it's run. Many groups
use the pool for lap swim, fitness, water aerobics, moms and kids, and a strong
Hispanic contingency. The pool is for everyone, and that message wasn't
getting across prior to FG Creative taking it on. It's not in the budget to do any
Spanish translation for the website or the creative. They have done some
research and found that the percentage of people who only speak Spanish is
very small. Something that has been added to the website is "What's
Happening Now." Staff at the Center has the ability to add information as well.
It's important that the website is responsive to the needs of the end user.
Ray Rodriguez moved, by Minute Motion, to recommend that the City Manager approve a
one-year contract extension for marketing services for the Palm Desert Aquatic Center with
5
PRELIMINARY MINUTES
PALM DESERT MARKETING COMMITTEE June 6, 2017
FG Creative under the same terms and conditions. The motion was seconded by Theresa
Maggio and carried by a 9-0-2 vote. (AYES: Amick, Forrer, Islami, Maggio, Nation, Norman,
Rodriguez, Scott and Hoehn; NOES: None; ABSENT: Martin and Wagner)
VII. CONTINUED BUSINESS
None
VIII. OLD BUSINESS
None
IX. REPORTS FROM CITY COUNCIL LIAISONS
A. City Council
Mayor Harnik said that she spoke to a group of realtors this morning who said
there is quite a group of 35 to 50 year olds buying homes with cash. Staff has
done an outstanding job in coming up with a proposed ordinance for the Prop
64 issue, which will impact us all on some level, and it's important to find a
balance.
X. REPORTS AND REMARKS
A. Chair
Chair Hoehn reported that the tennis tournament was very successful. All the
expansion and changes made were very well received. Up 3% from last year,
visitor numbers were 441,000 plus 8,000 from charity events. The last
economic impact report was done in 2014, and another will be done for this
year. In 2014 the gross economic impact was $375M, and this year it should be
more. The new hotel on Larkspur will help. In order to grow to 500,000 visitors,
hotels and parking spaces are needed. The Tennis Garden staff alone books
14,000 room nights.
B. Committee Members
Jeffrey Norman stated that the McCallum's season is completed. Next week
200 school teachers will go through a week long training session with the
Summer Institute. The new brochure was sent out and achieved $3M in sales
by the 58th day of sales. Last year it took 125 days. Also held was the second
performance of East Valley Voices Out Loud as a culmination of a grant
received from the Irvine Foundation a few years ago. The McCallum has
decided to support another year of performance for this group.
Mahasti Islami reported that Trina Turk will be staying for the year. Applications
are online for local nonprofits for the 20th year of the concert series.
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PRELIMINARY MINUTES
PALM DESERT MARKETING COMMITTEE June 6, 2017
Franchesca Forrer thanked the City for helping get the Farmer's Market to the
mall, which will be indoors on Sundays. The first one was a phenomenal
success. A variety of camp inspired activities will be held in the center, called
"Camp Westfield." This coming Sunday will be a pop-up art fair. The 10th
anniversary of the fashion show will be in August.
Arlene Amick noted that the museum is in summer hours. Summer camp will be
in June and July. Partnering with AmDocs, they will show films in the Palm
Desert location. Attendance is up. The spring exhibition "Pat Lasch: Journeys of
the Heart" will continue through the summer. Attendance has been high
because of this exhibition.
Ray Rodriguez reported that Casuelas Cafe patio project will move forward. He
commended H&L Partners for transitioning the City's plan to a laser beam focus
and congratulated them for involving the Committee in the creative process.
The presentation today was very beneficial. He also appreciated that H&L
wants to be measured and evaluated, and he is confident that the City has
chosen the right partner and we are in good hands. Referring to the East Valley
Voices project at the McCallum, he thinks the Committee could become
involved with either buying or distributing tickets. He then congratulated the
Palm Desert High School Aztec Baseball Team for playing at Dodger Stadium
for the CIP Championship. Martin Alvarez and Bruce Nation both have sons on
the team.
Bruce Nation said Desert Willow is finishing up the fiscal year by hitting almost
all of the numbers for the year. Kemper has a new 3-year contract with the City
for their services. The bunker renovation project was completed last fall, and it
has received great reviews. The course is the best he has seen it this time of
year. Summer camp will start on June 18th for kids ages 6 to 14, which usually
sells out. Over 600 people attended The Retreat at Desert Willow's grand
opening party. The project consists of 112 homes. Mayor Harnik said she
believes 21 homes have already sold.
Erin Scott reported that The Living Desert has beat attendance records the last
4 years. This fall, instead of butterflies there will be an interactive exhibit to
feed Lorikeet birds. Brew at the Zoo was flat year over year, but it was a
successful event. The Living Desert is partnering with the Art Museum for a
membership reciprocal so members can visit the other location for free. There is
a Summer Chill offering for behind the scenes tours. Ground was broken for the
Crossroads of Conservation, the 3-phase campaign for a new entrance, animal
exhibits and event space.
Theresa Maggio congratulated Mr. Hoehn on the BNP Paribas Tournament.
Bighorn members have been raving about how amazingly successful it was this
year. The annual Ladies Home Tour did very well. In spite of not having a
clubhouse, staff did a phenomenal job for the season and members had a great
time. The new clubhouse will be a gem for the valley. Leeds & Son will have a
store in the golf boutique.
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PRELIMINARY MINUTES
PALM DESERT MARKETING COMMITTEE June 6, 2017
Jeffrey Norman added that the Bighorn team went over and above in hosting
the McCallum Theatre's Founders and Benefactors Reception at The Vault.
Mayor Harnik noted that there was previous discussion that Marketing
Committee meetings be held at the locations represented by the Committee
members.
C. Staff
Martin Alvarez reported that the City Council has authorized seeking a
consultant to start the update on the Economic Development Strategic Plan to
seek out and fill the economic base. After reviewing proposals, staff will
recommend a consultant to the City Council. Responding to Mr. Hoehn's
question, Mr. Alvarez replied that the Quicksilver Project's developers are
working on their financial plan that is to be delivered to the City on June 13th.
The project is now called the Surf Park at Palm Desert.
XI. INFORMATIONAL ITEMS
A. Visitor Services Reports
There were no questions or comments.
With Committee concurrence, the Visitor Services Reports were received and filed.
XII. NEXT MEETING DATE — SEPTEMBER 5, 2017
XII. ADJOURNMENT
With Committee concurrence, the meeting was adjourned at 4:58 p.m.
Jane Stanley, Recording Secretary
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