HomeMy WebLinkAboutVisitor Center Transition PlanCITY OF PALM DESERT
ECONOMIC DEVELOPMENT DEPARTMENT
STAFF REPORT
REQUEST: CONSIDERATION OF VISITOR CENTER TRANSITION PLAN
SUBMITTED BY: Donna Gomez, Tourism & Marketing Manager
DATE: June 11, 2015
Recommendation
By Minute Motion:
1) Approve the Visitor Center transition plan as presented.
Background
At its meeting of April 23, 2015, the Palm Desert City Council approved the termination of
the lease at 73-470 El Paseo for the operation of an independent Visitor Center. Staff was
directed to return to City Council with a plan outlining the transition from operating a
physical Visitor Center from that location to providing new and improved opportunities to
offer visitor services and support Palm Desert's tourism industry.
Summary
Staff recommends operating the Visitor Center at its current location through September 30,
2015. Hours and days of operation may be adjusted throughout the summer months. This
schedule will allow sufficient time to liquidate inventory and transition existing staff. Most
furniture and equipment currently used at the Visitor Center can be repurposed and staff will
offer special sales to assist with selling of any remaining inventory.
Staff recommends existing Visitor Center staff to be allocated as follows:
Visitor Center Supervisor (114) to
Tourism & Marketing Specialist (114) — relocate to City Hall
Customer Service Clerk P/T (87) — relocate to City Hall
Customer Service Clerk F/T (87) — Eliminate
Customer Service Clerk P/T (87) - Eliminate
Staff Report
Visitor Center Transition
June 11, 2015
Page 2 of 3
Initial responsibilities of the two positions locating to City Hall would include the following:
Tourism & Marketing Specialist
• Facebook and Twitter management
• Develop and manage Instagram and Pinterest accounts for the City
• Develop programs and promotions for social media
• Manage You Tube, Yelp, Travel Advisor, and other resources to protect and
enhance Palm Desert's image in the digital world
• Provide oversight and review of City's tourism website
• Maintain First Weekend Facebook page
• Track media schedules and ensure ads are submitted per schedule
• Research the relevance of developing an e-commerce program
• Research the concept of a City tourism app
• Maintain photo library
• Research establishing a City tourism blog
• Oversight of monthly e-newsletter
• Track department budget
• Assist with development of promotional materials as needed
Customer Service Clerk (part time)
• Fulfillment of requests for travel information
• Assistance to walk-in visitors — work front counter in north wing
• Answering visitor phone calls and requests for information
• Respond to email questions and requests for information
• Make updates to tourism website such as calendar of events and restaurants to
keep current
• Process invoices
Visitor Services
The reallocation of these positions to the Marketing Division will allow for the continuation of
a majority of the services currently provided at the Visitor Center. Additionally, this
transition will provide opportunities to grow the City's marketing efforts to a much needed
level. Technology -based programming will be explored and implemented to provide the
information that our visitors require.
The City's September/October edition of the Brightside newsletter will include information
on the transition of visitor services and the reassurance that the City continues to support its
business and tourism industry. Changing of the existing directional signs identifying the
Visitor Center throughout the City will be addressed by our Public Works department prior to
October 1.
G \Econ Development\Donna Gomez\Statt Reports\Visitor Center Transition SR 6-11-15 doc
Staff Report
Visitor Center Transition
June 11, 2015
Page 3 of 3
Envision Palm Desert Strategic Plan
This visitor services transition plan specifically addresses at least one priority identified
within the Tourism and Marketing segment of Palm Desert's Strategic Plan as follows:
Priority 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.
Rationale: Tourism is the number one industry in the Coachella Valley. The City should
invest in its marketing efforts to support and protect the growth and vitality of its largest
revenue generator.
Strategy: Commit staff time and financial resources to support the City's expanded
Marketing Plan, which is designed to develop and implement marketing opportunities that
support the growth and strengthening of the City's tourism industry.
Fiscal Impact
If adopted, the changes outlined within the transition plan will translate into an annual
savings of approximately $215,000 to the City's general fund through the elimination of two
positions ($60,000), elimination of operations costs ($83,000), and the termination of the
Visitor Center lease ($72,000).
Submitted by:
Donna Gomez
Tourism & Marketing Mana
Reviewed:
Paul S. Gibson
Director of Finance
A
i M. Wohlmuth
Manager
Martin Alvarez
Director of Economic Development
Rudy A osta
Assistant City Manager
G \Econ DevelopmentOonna Gomez\StaH ReportsWisitor Center Transition SR 6-11-15.doc