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111224 LTAC Meeting Packet
EnjoyP()rtti', � msend T Lodging Tax Advisory Committee Meeting Tuesday, November 12, 2024 3:00 to 5:00 p.m. City Hall, 540 Water Street City Council Chambers • Join virtually at �U.�.1n....:the WeIb.iinair �_ gjg_L I�finar enter the 9 digit Webinar ID 227- 906-451 • Join by phone in listen -only mode (415) 655-0052 access code: 244-673-281# • Submit public comment to be included in the meeting record to: Irti s;;/ pulblliiccoirnir°net filiillllout,.coir cciit of t I. Call to Order II. Approval of Agenda III. Approval of Minutes- September 10, 2024, September 16, 2024 IV. Public Comment- Non -Agenda Items (3 minute per person) V. Old Business ( minutes): a. Visitor Information Services 2024 Report — Natalie Maitland b. Financials c. Marketing Workgroup Update d. 2025 Budget and Workplan Discussion VI. New Business ( minutes): a. Visitor Information Services for 2025 b. Sub -committees Discussion c. City Workplan + New Merged Department d. Grant Process for 2025 i. Grants that are held after the year of the award: follow up reports ii. Recognition and assets iii. Survey iv. Alignment with PTAC and other Advisory Board work e. Proposed 2025 Schedule for Meetings and Grant Rounds VII. Public Comment- On Agenda Items (3 minutes per person) Vill. Set Agenda for Next Regular Meeting: January 14, 3:OOpm IX. Lodging Tax Advisory Committee end of the year celebration. A quorum may be present, but no action will be taken. X. 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N O LO C> o o 0 0 0 0 0 o C C C 0 0 0 L (D— C > (� N0LO Cl) N a0-I O 0 0 iH fA fH fS An fR ii} d w Z (D > v� lilyof Port Townsend ADMlNI.'"-TRKTION 25 Madison Street, Suite 2 � IPort Irt)wnse d, WA 98368 6 5 . 79.5 � wwwudtyofpt,us MARKETING WORKGROUP MEETING NOTES October 15, 2024 In attendance: Andrea Stafford, Laura Prendergast, Shelly Leavens, Jaime Jaynes, Natalie Maitland, Mari Mullen, Eryn Smith Setting us up for success for the destination rebrand with Arnett Muldrow: - Discuss the timeline for the rebrand effort. - Who should we invite to our Stakeholder Committee? - What are the parameters we want to set for the committee's work so that we can be clear about expectations for participation? - What are the key documents and links we want to provide them on November 1? -What Qs do you have for them so that they can prepare efficiently before our November meeting? Documents to include: (were provided: OPTC Master Plan and Arts & Culture Plan) Responsible Travel Handbook Economic Impact study from the Fort Eat Local First : Farm and food finder Who holds authenticity and stories that we want to highlight? "Open the aperture" What is surprising and not "true to expectations" that we can experience? Consider the following organizations and materials for the stakeholder committee and/or to share with AM in research phase. Intersections of Tourism and Serving Residents - TPA - websites — Danny Milholland - Main street - Arts & culture - Outdoor Maritime —Adventuress, Hawaiian Chieftain - Marine Science - Victorian Seaport - Its ok for it to be a backdrop - Wellness: what about this? - Madrona Mind Body - How do we effectively represent a voice for accessibility? o Jefferson Healthcare, Avamere (Because family members are coming to visit them) o DASH, ECCHO - Centrum - Puget Sound Express - Old biking map Cityporte,,,�2 n�" adiison Street, Suite p � (port 1ht)wns��nd, A 9 1360.379.5047 � www dtyoflpt Ins 0f � ,,,,�� .,.,., .,.,.,., .,.,.,., .,.,.,., .,.,.,., .,.,.,., .,.,.,., .,.,.,., .,.,.,., .,.,.,., .,.,.,., .,.,.,., �' M1 l wJ ii , rr rrrrrr o ,r r r i .rill r rill i �,c,c;,,.;,,. ✓,,, �� e n it ri „mod✓� ✓ d��✓ d✓� ✓ d✓�✓ d✓� r��// � „�� ,,, �/ r// c��,c,/1,,,// r/�,c��,,,,/l,c��,cr � ,,,� ,,,,,��✓✓ ✓ d��✓ d✓� ✓ d✓�✓ d✓� ✓ �// r� ADMINI.'"-TRKTION - Golf park, history, Restaurant - Cicmehan Trail, Native Connections - Walkable communities - Olympic Discovery trail - Fort Worden, Fairgrounds (Emerging spaces) - Landtrust - Farms: o Wilderbee o Collinwood o Shy Acre o Flower Farms o Farmer's Market — Amanda — Stakeholder Food co-op Aurora Loop Gallery Distillery, brewery, ballet Lila's kitchen EDC Creative Entrepreneurship Arts & Culture Manager Maritime connection — Laura Woodworking school Wooden Boat School - short term rentals plus heads in beds Port of Port Townsend Maritime Jefferson Museum of Art & History Anchor Uptown Pub Lodging: Hotelier that's not on LTAC — Bishop — person in charge of programming Research through reviews Online — lodging locations Look at business reviews what they enjoy, why they came, and why they come back Al insights? Study showed that "Visiting Family and Return Visitors" were major reasons for visits Youth representative: Youth culture, things for kids and families Key City -Younger demographic Naomi Chimacum tribe Someone from the Nest High school — skillmation — Andrea will follow up Senior Project lilyof Port Townsend ADMlNI.'"-TRKTION 250 Madison n Street, Suite 2 � IPort Irt)wnsend, WA 98368 1360.379.5047 � wwwudty fpt,us Next Meeting (Dec): Kick off meeting with Arnett Muldrow January Meeting: Talk about a dashboard for data Look at the 2025 Marketing budget approved by LTAC (and ultimately City Council) - define what our goals are - details around the workplan and who might champion different aspects of the work - Do we need to pull in more folks to the committee? Next Meeting: Tuesday, December 19, 10:OOAM, City Hall C)TT UtvIW I� f tangy ,rO� ,gym,.��' ` PARR pruOle �il1UJl0/i� S; STARIVIllf Neenah MRWBdURN1441VIkktl-0 dt^!Fd/ .....,., / KC-sre S�WYYUST t..ahk i, �rtro 4 CT I10N Columbus gSAN ��.� ..--.�.. 7"QN THE, M"All DEEP DELTA Atc,ha ala a � � w11 UP� Iron z a f.� r lV7avikrtl:as1�, new „wpp Main 9frnef '' � PM^'� DOWN •�W�=�;,�� /7'S HAPPENINGf �m ������� uDOWNTOWN � ,i d FAIRMONT 1I11 1 1 ,1, ", W 00, �� AIDE August 4, 2024 Ms. Shelly Leavens Director of Communications & Marketing City of Port Townsend 250 Madison Street Port Townsend, Washington 98368 Delivered via email to: sleavens@cityofpt.us Dear Ms. Leavens and Members of the Selection Committee: Arnett Muldrow & Associates is honored to submit this proposal for community branding services for the City of Port Townsend. With over decades of experience, our firm has cemented its reputation as a national leader in place -based community branding, community revitalization, and economic development/tourism planning. Headquartered in Greenville, South Carolina, and with an office in Milford, Delaware, we have successfully completed over 900 branding projects across 42 states and 5 foreign countries. Unlike a typical advertising agency, Arnett Muldrow focuses exclusively on place -based identities using our wealth of knowledge in planning, economic development, tourism, and downtown revitalization. Our lens is through that of the community and its vitality. We are particularly proud of our extensive experience in Washington State communities. Since 2011, Arnett Muldrow has worked in over sixteen communities in the Evergreen State ranging in size from cities like Vancouver and Kent to small communities like Ritzville, and Othello. Our familiarity with the state involves extensive work with the Washington State Main Street program, tourism strategic plans in Lewis County and Pullman, and community planning efforts in Ellensburg, Cle Elum, and Roslyn. We find particular joy in working with mid -sized communities such as Ellensburg, Wenatchee, Gig Harbor, and Chehalis. We have a profound understanding of the unique dynamics of the Evergreen State. Equity and inclusion are core values at Arnett Muldrow. Tripp Muldrow, a principal in our firm, is a member of the APA LGBTQ+ chapter, underscoring our commitment to diversity and inclusive planning. Our work with Native American communities in Oklahoma, Michigan and Mississippi roots us in understanding that our communities are settlements on Native Land. As a southern based firm, our branding and community identity work is rooted in addressing complex racial, economic, and diversity issues for populations who are underrepresented. We are particularly proud of our work with HBCU Jackson State University and on the dynamic stories of Rosenwald Schools through the SC Rosenwald School Preservation Initiative. Our dedication to creating spaces that honor and celebrate diverse histories and communities is of paramount concern in our place -based identity systems. We look forward to the opportunity to work with you and help Port Townsend tell its unique story. Kind regards, Tripp Muldrow, FAICP President Arnett Muldrow & Associates, Ltd. CHE„HALIS ,695 /��/ii/%/ zv�,fr�l OT HELLO W A S 11111 11 1114 G 111 0 111,11 Ilk -DOWNTOWN- (EST.10831 fl �����UIIUUIIIpllll���iuii�iuuoluuup��p �����������o��������lll � � ������u„�, IIIIIH � (IIIIIII III��I \ u�a�«i»»l»>������ � Your cure for the ordinary ClI�� m El 1I� m INN m "U" bilid, ARNETT MULDROW IS THE NATION'S PREMIER PLACE BRANDING FIRM. WE BLEND URBAN PLANNING, ECONOMIC DEVELOPMENT, AND A COMMITMENT TO PRESERVING THE UNIQUE CHARACTER OF PLACES IN EVERY BRANDING EFFORT. 113 IIL..... IIII IIII...... IIII...... ""r IIII°°°III ,,, ""'r A IiI�) 1 A CII[°°; IIII S IC;;; II[°°; IIII°°° IIII II IIII...... I111".) II[ IIII ""'r s III II[°°;o IiI�) IiiI A IIN IIC; IIII��) 11 A CIIII...... II[;; III A IIN 111 1I:Z VII[°° III i I[3 u r II[°°; r IIII°°°IIII IIII...... III Arnett Muldrow's branding work across America is a testament to the power of community and the enduring spirit of place. With a deep understanding that every town and city holds a unique story, they craft brands that resonate with authenticity, honor local heritage, and inspire pride. Their approach goes beyond logos and slogans; it's about weaving together the threads of history, culture, and aspiration to create identities that not only attract visitors and investment but also galvanize residents to embrace and celebrate the essence of their hometowns. Through their work, Arnett Muldrow transforms places into destinations, and brands into monuments to the people who make them extraordinary. � >� � � w. , \. . ! ^ . »� � � ; : : < y..������. ,:...� a . . w � )� �- � \� \�,. >� .. : ,\\� � � ( ;� �©G d�� _����®`^ � ' �� `� <\' ©� � � \ �� « � 6 S �& ;;» � FIRM PROFILE Arnett Muldrow & Associates, Ltd. is a nationally recognized leader in community branding and planning, specializing in downtown revitalization, economic development, and tourism promotion. Founded in 2002 and based in Greenville, South Carolina with an additional office in Milford, Delaware, our firm has successfully completed over 900 place based branding projects across 42 states and 5 foreign countries. Our approach is built on three core philosophies that guide every project we undertake: Engaged Community Voice, Strategies Built in Reality, and Plans that Get Implemented. We believe in the power of community input and engagement. By conducting in-depth consultations with local stakeholders, we ensure that the brand reflects the community's unique identity and values. Our brand systems are rooted in community and economic vitality and grounded in practical and achievable strategies, ensuring that they can be effectively implemented to drive meaningful change and thoughtful growth. Arnett Muldrow was one of the first firms in the United States to integrate community branding into the planning process successfully. This integration has proven time and again to drive community engagement and enhance overall investment. We pride ourselves on crafting custom processes for each community, leveraging our extensive experience and innovative approach to deliver results that resonate deeply with residents and visitors alike. Our firm's unique approach combines creative design with strategic planning, ensuring that every branding effort is not only visually compelling but also deeply connected to the community's economic and social goals. By fostering strong relationships with local stakeholders and employing a collaborative process, we ensure that our branding initiatives are sustainable and beneficial for the long term. Our team is dedicated to delivering high -quality services that enhance the identities of the communities we serve, ultimately leading to increased tourism, investment, and community pride. amulg4*4 UNDERSTANDING I ntroduction: The City of Port Townsend seeks to update its strategy for market- ing the city to visitors during the shoulder seasons. This updated strategy aims to build off the overarching Olympic Peninsula brand and focus on storytelling that resonates with visitors identifying as artists and explorers. The goal is to encourage overnight stays and drive business to local retailers, restaurants, and experiences, ultimately linking cornrnuni ties across the Olympic Peninsula. Key Points from the RFP and Existing Work: - Exteii isive, (,Jforts L)y tl,-ne Market. I ng Wor k grou I-) arid fax Advisory Conirrill'iftee In 202,,,3 and 2024, • Foc..us on shouk-Jer seasor�s to trhl odglir-qu" vacaric."IC'S. • 1C1rgc-4 audleric..e inc.dil visitors wl-n se( --,I< cleep �.ind rnc,,(�inlngh i l -01,111(2c Lecl Lo seff, welhim-Iss, -)y, i - coii C1XP("l,-l("r1C(-1S -id -n ri-i i i n I ty� Eri-,#-n,-,)sis Oil I CIIICOaOvc�rnigl-nt St"'IyS c,Ind sla i rprr-fie gllr,rc. "d b,is'] 1,1C�SS(IS. - (".', o l l � 7nborr,ition Wid'i ou'd rnonprofits arnd Lmsinesses, Inckiding Fort Words-,ri I --- lospit.r,fllty, 1-,,he Por-li fovvrisc�rid K-dri Strec,�I-.. Prograrn, and <eYC,'1`1l:YF)(,ll,AiC of sljst.r,iln(�iLdhlty and equity oL)'jc-,(--.1tjVeS Into the III: �ZA4 III' C "','", -) ILU C l B D A IN D T 0 | | C | | TM Asa nurbanp|anningfir m.webegan creatingcommunhybrarids aspart ofanimp|e-- mentation strategy for Downtown Master Plans. That focus on community input and action driven r-esults led us to create a crrstoni tailored br-anding pr-ocess that we call BrancTouch". This process is sirr)ple, fast -paced, and r-esults oriented. We believe that communibes.beiidmwntmwns.cibes.towns.couniies.orregions.benehifromthevisua| power of collabor-ation. We believe that multi -agency partnerships lay the groundwor-k for true success. �lD�DB FlJI(~O��2[fOD (—OOlO1UDVVi d2[)Ui[K/1 iU�S [> � �� [) �� . SVO�{}�F3D��|[� [(J���(S f�K� �OVVu� ' c ',1SUrCFOcl!Df` �� [�D�D-SOUF�C d C�fF(}FD1S Ck]UdF���V��V�VSf�[OS DlD��Dl�D�BtODK��t�[S ~ �������T(��', � C l B D A K] D T 0 | | C | | TM Task 1:Information Gathering and Background Review Wewill coordinate with the City ofPort Townsend and its partners ho gather existing marketing rnaterials, community histories, and other relevant docUmcnL3iion.This will help Usunderstand past, efforts arid ensure our approach builds onLhcmrather than duplicates them. Task 2: Kick-off Meeting with Project Steering Committee We wil I work with the City of Port Townsend to establish a steering corTirnittee that will guide the project from start Lofinish. This commiiLccvvi|| include representatives fromthe City, the Lodging Tax Advisory [ommiiLcc'Fort WhrdcnHospitality, the Port Townsend Main Street Program.and Key City Public Theatre 3DO0Ogothers. The kick-off meeting will set the stage for our collaboration, discussing community engagement strategies and desired outcomes. VVcstrongly cmbracccross organizational cooperation inthese efforts. Task 3: Community Survey Weare proud ofour thorough and thoughtful approach Locreating engaging and inclusive surveys that augrnent what we hear during the Resource Visit. Our aim is to gather perceptions frorn both visitors to Port Townsend and locals. This survey will be designed to capture detailed insights into the cornrnunity's identify and the experiences people associate with Port Townsend. The survey data will be analyzed to inforrn the branding process and ensure the final brand B D A K] D T 0 | | C | | TM Task 4: Community Branding/image Resource Visit Wevi||conduct 3LhrccdayvisiLmode cdafter 8commUniLyp|3nningch3rrcike. Thisvis it wi I I immerse our tearn in t lie community, a I I owi rig us to gather input and develop a working branding prograrn quickly arid efficiently. The process will include roundtable meetings with key stakeholders, a public input session, arid a commUnih/tour Logather insights and prdimin8ryconcepts for the brand. U8y{}neJndPJrLofOJyTvvo:Gathering Input and Community Tour The first day will focus on a series of roundtable meetings with key stakeholder groups selected hvthe client. These groups typically include: * City Staff and Key Partners: |niiia| mecLingsvvi|| bcfield with staff fromthe City of Port Townsend and key partners such as Fort Worden Hospitality and Port Townsend Main Street to understand their perspectives and objectives for the branding project. * Board/Council/Elected/Appointed Members: Meetings with local government representatives and appointed mcmbcrSofrelevant commiiLccS (L]/\[)Lodiscuss their views onthe community's identity arid branding goals. * Destination Attraction and Qua|ity-wf-LifeRepresentatives: Engaging with rcprcscniaLivcsfrom major attractions and qU8|iLy-of'|ifcorganizations Lo gather input on what makes Port, Townsend unique such as the Key City Public Theatre. * Youth Representatives: Including the voices of younger- residents to ensure the brand resonates with all age groups. * Business Owners: Meetings with local business owners Lo understand their needs and how the brand can support cconomicgrowth. * Other Stakeholders: Additional meetings with stakeholders selected by the steering commiLLccLoensure broad representation. A[aCiliiaLCd public input session will hCbCld.inviting CO0OOU0iiymembers iO share their thoughts and ideas. This session will focus on understanding the brand im8gcofPort Townsend 8Sseen byits residents and stakeholders. B D A K] D T 0 | | C | | TM U8y|vvo/\[&�rnoon:[)piiona|Progress Report BvLhccrid oftile sccorid day, pre I irninaryconceptswi I I bed eve I oped based on t lie input gat lie red. An optiona I rou rid tab I e nleeti rig wit, [it, lie steeri rig cornrnitteewi I I review progress a rid provide initial feedback. U8yIwo Lv(1nin�JndOJyThree:Brand Development During the evening of the second day and throughout the third day, we will focus or] developing tile brand identity. This includes creating logos, themes, typefaces, color palettes, and sample print pieces. The brand development will be iterative, incorporating feedback fromthe steering committee and stakeholders. U8y|hre(i N4idd rnoon: Presentation ()nthe final day, all draft branding conccpLSvvi||bcprcscnicdLoLhcSLccringcommiUcc.|hisprcScnLaLioniS cri[ic���SiL���ovv6[orcommUnitvv8�i�8Lion8n�cnSUrcSL�c�r�nd developed resonates with both the stakeholders and the broader community. The presentation will include: *Logo Designsand Graphic Identity: Showcasing the ovcra||style set including typefaces, color- palettes, and icons. *Tmg|inesand Brand Position Statement: Presenting the narrative that connects the community's values and assets. * Creative Collateral Material: including event logos, imagery, digital media concepts, and marketing recommendations. * Feedback Session: Gathering final input, fromthe steering committee Lo refine the brand before finalizing the deliverables. This comprehensive process ensures that the draft brand identity for Port Townsend isriot, only visual |ycompc|ling but also deeply rooted infile community's unique character and aspirations. By incorporating sophisticated survey analysis and extensive community engagement, we will create a brand that truly reflects the essence of Port Townsend and drives its marketing and cconomicdevelopment goals. B D A K] D T 0 | | C | | TM USingihcinpULea|hcrcddUringhna|presentation and inpULfromLhcsUrvcy wewill develop a refined brand identity that includes logos, themes, typefaces, colors, and sarnple print pieces. This phase is crucial in translating the insights and feedback collected frorn the community into tangible brand elements. The brand development process will be iterative and collaborative, ensuring that the final brand reflects the community's unique identity and aspirations. �niiiJ| Oeve|opmenl Ph8S�� *Creative Synthesis: Our Lcamwill synthesize the feedback from the resource visit and survey data to create preliminary concepts for the brand identity. This includes the development of logos, ther-nes, typefaces, and color palettes that resonate with the community's character. *[)raft VVcwill produce aseries ofdraft designs, including logo options, taglines, and sample print, pieces such as brochures and posters. These drafts will encapsulate the visual and n8rraLivcelements ofthe brand. �e�dbJc�� Feedback Collection: We will gather feedback frorn the steering committee onthe draft designs. This session will bcinteractive, allowing committee members to discuss their preferences and provide suggestions for refinernent. * Balancing Perspectives: To ensure a balanced representation of viewpoints, vvcwill utilize committee surveys Logather structured feedback. These surveys will help in understanding the diverse perspectives within the steering committee and balancing input fromdifferent points ofview. * Iterative Adjustments: Based on the feedback frorn the steering committee and the survey results, vvcwill makciterative adjustments Lothe brand concepts. This process ensures that the brand evolves to meet the community's expectations and accurately represents its identity. B D A K] D T 0 | | C | | TM i3Shb: |dVVork�hop VVcvvi||create 3dcL3i|cdimp|cmcnLaLionstrategy 3rid conduct avvorkShopio finalize the branding package. This phase is critical to ensure that tile brand not only looks great but is also effectively integrated into all marketing arid communication channels, achieving the desired impact. Development ofthe Implementation Strategy: * Action Plan Creation: VVcwill develop acomprehensive action plan that outlines the steps needed to launch the brand. This plan will include a detailed tirneline, key milestones, and specific roles and responsibilities for the tearn mcmbcrsinvo|vcd. * Marketing Integration: The strategy will focus or) integrating the new brand into all marketing channels, including digital platforms (vvclbSiLcs'social mcdia), print mcdia. Sign3gc'8nd promotional materials. Wewill provide recommendations for each channel Loensure 3cohesive brand presence. *Nesource Allocation: VVcwill identify the resources required for tile implementation, including budget, estimates, staffing needs, and any additional materials ortools needed Losupport the branding efforts. Workshop toFinalize the Branding Package: * Workshop Planning: A comprehensive workshop will be organized with the steering committee and key stakeholders. This workshop will serve as an interactive session to review the implementation strategy arid gather final feedback. * Detailed Presentations: During the workshop, vvcwill present the final brand identity elements, including logos, taglines, color palettes, and typefaces. Each eleffient will be explained in detail, highlighting [low they align with tile community's identity and the feedback received during the development phase. * Final Refinements: The workshop will include collaborative sessions where participants can provide feedback on the implementation strategy and the brand elernents. We will facilitate discussions to ensure that all voices are heard and that the final branding package reflects aconsensus 3mong stakeholders. B D A K] D T 0 | | C | | TM The culmination ofour branding process iSthe delivery of3comprehensive Br3ndloUch Report and 3suite ofcarefully crafted branding assets. This phase ensures that Port Townsend has all the necessary tools arid guidance to effectively deploy and maintain its new brand identify. The final dc|ivcr8b|cS will be meticulously prepared to reflect the community's unique character and aspirations, providing 8cohesive and actionable branding strategy. ��v| rl ~,�y/��U|ue * Overview arid �Execuhve summary: The Br3ndloUchReport will begin with 3nexecutive surnmary that encapsulates the key elements of the branding project, including the community engagement process, the feedback gathered, and the overall vision for the brand. * Research arid Urisights: AdcL3i|cd section outlining the research conducted, including survey results, stakeholder input, arid insights gained during the community branding/image resource visit. * Brand Deve[op0Derit Process: Documentation ofthe brand development journey, highlighting the iterations, feedback, and refinernents made along the way. This section will illustrate how the final brand identitywas shaped by community input and collaboration. *UN0p[e0Deritahori Strategy: Acomprehensive roadm3pfor deploying the brand, including tirnelines, milestones, roles and responsibilities, and recommendations for integrating the brand across various marketing and communication channels. Designs " " * PHimary Logo� The main logo representing Port Townsend's new brand identity, designed Lobcversatile and adaptable for various applications. * Secondary Logos: Variations of the primary logo for different uses, such as vertical and horizontal formats, single -color versions, and logos with and without, taglines. * lconography: A set of icons and graphic elements that complement the logo and can be used across different brand materials. Brand Narrative: * StoryteUing FraN0ewo&Acompc||ingnarrative Lh8LLicStogether PorL|ovvnScnd'shistory, culture, and vision for the future. This framework will be designed to resonatewith target audiences and convcyLhccommunity's unique idcniiLy3ndvalues. * Key Messages: Core messages and talking points that, can be used in marketing m8Lcri8lS. speeches, and other communications to consistently convey the brand's essence. 0�� @�� �� �� N �� N �� �� �� �� �� � �� �� ��� �~� �� N �� �� �� �� �� B D A ] D T 0 C TM Print Collateral Designs " * Brochures aind Fhyers:Templates for- brochures and flyers that incorporate the new brand identity, providing 3cohesive look for- printed marketing materials. * Posters aind Barinem Designs for posters and banners that can be used for events, promoLionS.3ndpUNicdiSp|8yS.cnSUring3conSisLcnLbr3ndprcScnccinphySic3|SpaccS. * Staflonery� Branded stationery iterns such as letterheads, business cards, arid envelopes, reinforcing the brand in official communications. SO['B| Media Concepts * Social Media Graphics: Templates and guidelines for social media posts, ensuring consistency across platforms such aSFaccbook'|nSi8gram'Twitter, and Linked |n. * EN0afl Mairketirig TenNpllates� Branded templates for cm3i| newsletters and c9mp8ignS, designed to maintain the brand's visual identify in digital communications. /~ODDOreheD5'Ve Style Guide * Logo Usage Guide[ines� Detailed instructions onhow Louse the logo across different mcdiUmS.inc|Uding size, color- variations, and p|3ccmcnLguidelines. * Typography� Specifications for typefaces, including primary arid secondary fonts, and guidelines for- their application. * Color Pa[ette�Detailed color codes for the brand's color- schcmc'along with recommendations for their use invarious contexts. * UN0ageiryaind Graphics: Guidelines for incorporating imagery and graphic elements that align with the brand's visual idcniiLy. *7hrie aindVoice: Recommendations for maintaining aconsistent tone and voice inall communications, ensuring that the brand's message iScoherent and compelling. OUR TEAM Tripp Muldrow, FAICP - President Tripp Muldrow is an accomplished urban planner with over twenty-five years of experience in a broad range of areas within the planning profession. Tripp's focus has been on connecting physical planning and urban design projects with economic development strategies in small and medium-sized communities. He has authored downtown market studies, master plans, economic development strategies, and community marketing plans for over 300 places in thirty-five states, Canada, Belize, Bolivia, and Honduras. Tripp has also worked "on the ground" implementing plans as an urban economic developer working for cities, redevelopment authorities, and extensively with state and local Main Street programs. Tripp even served as interim director for the Ellensburg Downtown Association during COVID 19. Tripp has served on the faculty of the South Carolina Mayor's Institute for Community Design; has lectured at Clemson University, the University of Georgia, the University of Oklahoma, and the Universidad de San Carlos de Guatemala; is an annual teacher of small-town revitalization at the South Carolina Economic Developers Institute for over twenty years; and has spoken on dozens of occasions at national and state Main Street conferences. Tripp was humbled to be the fifth South Carolinian inducted into the 2018 class of Fellows of the American Institute of Certified Planners. Ben Muldrow - Partner Community Branding Specialist Ben Muldrow is a pioneer in the field of community branding and a downtown innovator who has spent the last 22 years assisting communities in developing identities that attract investors and encourage private and public organizations to commit to community development projects that lead to economic vitality, environmental stewardship, and social advancement. As a partner at Arnett Muldrow & Associates, Ben has designed creative branding and marketing systems in nearly 900 communities across 40 states and 5 countries, making him a true global leader in place branding. His abilityto combine strategic planning, brand development, interactive marketing, public relations, and social media capabilities has helped preserve and promote the power of place. Ben has been a keynote speaker at numerous conferences, including the Missouri Main Street Conference, the National Main Street Conference, the North Carolina Main Street Conference, the Iowa Downtown Summit, and the Florida Main Street Conference. His innovative approach and compelling storytelling make him a sought-after speaker and consultant in the field of community branding. Shawn Terpack - Art Director Shawn Terpack has been honing his design skills for nearly 20 years. From his early days as the Advertising Design Director of an international textile manufacturer to being the Senior Production Designer of a national real estate publisher and most recently the Creative Designer for The Greenville News, Shawn has a vast understanding of design, branding, and marketing. He has worked with hundreds of clients over the past two decades, bringing a strong sense of curiosity and eager drive to solve problems. At Arnett Muldrow, Shawn designs marketing collateral and branding materials for communities, streamlining workflow and file management to ensure high -quality deliverables. TIMELINE & FEE Arnett Muldrow & Associates typically completes a branding process for a community in a 4-5 month process. For Port Townsend, we propose a lump sum fee of $35,000 inclusive of expenses for three trips to Port Townsend. This timeline includes the following key milestones: 1. Information Gathering and Background Review: 2. Kick-off Meeting with Project Steering Committee: 3. Survey Deployment: 4. Community Branding/Image Resource Visit: 5. Brand Development and Refinement: 6. Brand Refinement: 7. Implementation Strategy and Workshop: 8. Final BranclTouch Report and Deliverables: Month 1 Month 1 Month 1 Month 2 Month 2 and 3 Month 3-4 Month 4 Month 5 Our comprehensive approach ensures that the branding strategy developed for Port Townsend will be both impactful and sustainable, reflecting the unique character and aspirations of the community. Summary Arnett Muldrow & Associates is pleased to submit this proposal for community branding services for the City of Port Townsend. With a rich history of successful projects across Washington State and beyond, we bring a deep understanding of the unique needs of small and medium-sized communities. Our process is inclusive, engaging, and designed to create a brand that truly reflects the essence of Port Townsend. We look forward to the opportunity to work with you and help Port Townsend tell its unique story. REFERENCES Kittitas/Ellensburg, Washington Client Contact: Amy McGuffin, Executive Director, Kittitas County Chamber of Commerce Address: 609 North Main Street, Ellensburg, WA 98926 Phone: 509-925-2002 Email: amy@kittitascountychamber.com Pullman, Washington Client Contact: Marie Dymkoski, Executive Director, Pullman Chamber of Commerce Address: 415 N Grand Ave, Pullman, WA 99163 Phone: 509-334-3565 Email: chamber@pullmanchamber.com Lewis County/Chehalis, Washington Client Contact: Annalee Tobey, Executive Director, Chehalis Community Renaissance Team Address: 60 NW Boistfort St, Chehalis, WA 98532 Phone: 360-740-1401 Email: annalee@experiencechehalis.com We also ask that you contact retired director of the Wenatchee Downtown Association Linda Hagland: linkedin.com/in/linda-haglund-ba50lbl6 Pullman, Washington Project Overview: In Pullman, Washington, Arnett Muldrow & Associates undertook a comprehensive branding initiative aimed at unifying the city's identity and leveraging its unique attributes. The project focused on extensive community engagement, iterative design processes, and strategic marketing efforts to create a cohesive and impactful brand for Pullman. Community Engagement: The branding process began with a series of public input sessions and stakeholder meetings to gather diverse perspectives from residents, business owners, and local officials. These sessions provided valuable insights into the community's vision for Pullman and helped identify key themes and values that the brand should reflect. Brand Development: Based on the feedback gathered, Arnett Muldrow developed a range of preliminary brand concepts. These included logo designs, taglines, color palettes, and typefaces that encapsulated the essence of Pullman. The initial concepts were presented to the steering committee for review and refinement, ensuring that the final brand elements resonated with the community. Iterative Design Process: Throughout the project, the design process was iterative and collaborative. Arnett Muldrow facilitated multiple rounds offeedback and revisions, incorporating input from the steering committee and community members to fine-tune the brand identity. This approach ensured that the final brand accurately represented Pullman's character and aspirations. Final Brand Identity: The final brand identity for Pullman featured a dynamic logo, a compelling tagline, and a cohesive visual style that could be applied across various marketing and communication platforms. The brand narrative emphasized Pullman's strengths as a vibrant, innovative, and welcoming community, appealing to both residents and visitors. Implementation Strategy: Arnett Muldrow developed a detailed implementation strategy to guide the rollout ofthe new brand. This strategy included recommendations for integrating the brand into digital and print media, slgnage, promotional materials, and community events. The goal was to create a consistent and recognizable brand presence that would enhance Pullman's visibility and appeal. Outcomes: The branding initiative resulted in a unified and impactful brand identity for Pullman. The community embraced the new brand, which helped to strengthen local pride and foster economic development. The cohesive brand presence also enhanced Pullman's attractiveness as a destination for visitors and investors. (nAp 1 p`���u Y F Ads trice (84pummiTAIN III III MUl I )I OW Merchandising Districts Co HILL'S Banners Wayf inding %pioneer HILL IIn a t c ��h e e, W a s h Ill IIn g t o ' C'O1YIYl.JNI I II'd Y(,I WOIP,K,SI1YI-' Situated in a fertile valley in Central Washington at the confluence of the Wenatchee and Columbia Rivers, Wenatchee is the second most populous city in the central part of the state and serves as the Chelan County seat. To the south and west, mountains provide a dramatic backdrop for the City. Currently, Wenatchee is the second largest City in Central Washington, drawing people from all over the region. The City experienced its largest population increase between 1990 and 2000, growing by more than 6,000 to a population of 27,856. Agriculture continues to play an important role in the economy and still provides a solid base. The branding process was led by the downtown association, but the Chamber took lead with implementation, developing videos, ads, marketing materials and even billboards in the Seattle market. Client Contact I „rru9nr� I)ii �r4_���r Whd101' O) Wl> ' (MY) III irl i('j.Ad If14JA`Jl11rib II JI`,J CASE STUDY KITTITAS COU NTY KITTITAS COUNTY I vi�,�, I I k111 I1f dt'/ui"10lR. Project Overview: Arnett Muldrow & Associates collaborated with the Kittitas County Chamber of Commerce to develop a comprehensive marketing strategy aimed at promoting the county's unique attractions and enhancing its tourism potential. The project involved extensive community engagement, strategic branding, and the creation of a detailed implementation plan to drive sustainable tourism growth. Community Engagement: The project began with a thorough community engagement process, including public input sessions, stakeholder meetings, and surveys to gather insights from residents, business owners, and local officials. These efforts helped identify the key attractions, values, and aspirations that should be highlighted in the county's marketing strategy. Brand Development: Arnett Muldrow created a cohesive brand identity for Kitbtas County, incorporating feedback from the community engagement process. The brand elements included a distinctive logo, a compelling tagline, a vibrant color palette, and a cohesive set of typefaces. The brand aimed to capture the county's rich history, natural beauty, and welcoming spirit. Strategic Marketing Plan: A comprehensive marketing plan was developed to guide the promotion of Kittitas County. This plan included strategies for digital marketing, social media engagement, print advertising, and event promotions. The goal was to create a unified and compelling message that would attract visitors and encourage longer stays. Implementation Strategy: Arnett Muldrow provided a detailed implementation strategy that outlined specific actions for launching and maintaining the new brand. This strategy included recommendations for integrating the brand into various marketing channels, creating promotional materials, and developing partnerships with local businesses and organizations. Wayfinding and Signage: As part of the project, Arnett Muldrow also developed wayfinding and signage concepts to enhance the visitor experience in Kittitas County. These designs aimed to improve navigation, highlight key attractions, and reinforce the county's brand identity throughout the region. Outcomes: The branding and marketing efforts resulted in a stronger and more cohesive identity for Kittitas County. The community embraced the new brand, which helped to increase local pride and drive tourism growth. The strategic marketing initiatives enhanced the county's visibility and appeal, attracting more visitors and supporting local businesses. Conclusion: Both case studies demonstrate Arnett Muldrow & Associates' expertise in community branding and strategic marketing. The successful outcomes in Pullman and Kittitas County highlight the importance of community engagement, iterative design processes, and comprehensive implementation strategies in creating impactful and sustainable brands. Bacl( of the Yards, Chimago (, () 1',� M U N I I Y I M A (i I W 0 11 K'� I 10 I hn 201.2,AinwAt Auklirow& Assodates woidked With the IBaaaullc of the, Yards 114cighborhood Couincfl and 11w PTI NS Of Chk' a]J�10 LO dEWelop a coirnimuirdLy birand of thiree Spc,,dal Seirvi(:c,, Dsbricts (S&f' )) kinow as I hc,, Back of the, Yards. 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(Dine of thcIlbcations for the fldhrniing of "The Girc,,at Sairitiini" aind "Funrest Gump," and thc Ih oirnic of South Clardlina Author, Pat Conirc)y, Beaufc)irf, is f'dlcd with stoirics and iintirlguc. 1-1fred Iby the Beaufort Il laQulrn Street Ipirog iraauranm Arnett Miulklirow was charged Mth devdqping a biraind foir both the orgainization and the down towin as a desth iation. Fhe Nistloiry was a stoiryIIine that was §lirnp��y uinavoidaUka in Ill mgraaauuhamalrt. More thain once, we Ih eard the phirase "I they buiried thdir sflveir and ran." I Ih is Irefeirarlrmce to the Avfl1 Wair a ind as this aimazirig towin was spaired Iby Sheirimain as the buinncd ffls way thirough the soutlh inspired thEa siirnpl�e taglline: Ihmdliaatoric RetirEsaL. Oinie Of d 1-)E: of heir majoir coirrq,)onents of tlfls projed was to Ihalring coingiru - eincy tozi very diverse event seiries, We cl,ireah:ld 1.2 different event llbggos based off the Ihalraalrnad foundatlion aind shimcd [35claufoirt the Igaraaawcnr of c�.fltfvatiing braind cquft,y tlhirough tdhcr coiniined.bin of posffivc cx�jpcirilcinc,cs at downtown events. Feel Free to cross the line. wiIDrE.Ei.U1Cti'.78wr Cityaport,@�,��> ...... .............. . . ....... . ....... Townsena MEMORANDUM John Mauro Q City Manager 1360379.5043 l jmauro@cityofpt.us To: Lodging Tax Advisory Committee From: John Mauro, City Manager Subject: Proposal for Integrated Community Services Department Date: November 7, 2024 Dear LTAC Members: I had hoped to be at your meeting on November 12 to dialogue about my proposed departmental reorganization that includes the fusion of Parks, Facilities, Library, and Arts and Culture into a new department of Community Services (or equivalent). You'll see that the ultimate purpose is for better, more integrated, more stable delivery of services to our community — with inclusive programming for all ages and an emphasis on youth and families. I'm trying to reorganize my schedule to join you but in case that's not possible, I thought it wise to provide the attached 3-page document outlining the concept. I welcome your reflections to those staff who are present as they will pass key points to me, as well as any reflections you wish to pass on directly to me:.Il.rn_g_g1.! Q!. i..Xof t.us. Thank you for all the hard work that you do for our community in your service role as a LTAC member! Warmly, John Mauro, City Manager CC: Public Works Director Steve King Library Director Melody Sky Weaver Communications and Marketing Director Shelly Leavens 250 Madison Stireet - Suite 2. Ponrt .t"'ownseind - WA 983618 l www.cityofpt,,us n Integrated Community Services Department Key Points for Discussion With the PT Lodging Tax Advisory Committee DRAFT 11 /7/24 What I'm Proposing A combined Community Services (Parks, Facilities) and Library department with the addition of an arts and culture element to oversee the existing PT Creative District. The "Why" Ultimately the reason for the change is for better, more integrated, more stable delivery of services to our community —with inclusive programming for all ages and an emphasis on youth and families. There are many elements to the why, including howwe enhance each team and set ourselves up for sustained success. A few specific examples: • The Parks departmentwas paused in 2020 with Covid and the resignation of the Director, and incorporated into Public Works via a Parks and Facilities Manager as a way to focus on core parks and facility functions and sustainability (due to a range of challenges, not the Least which is major deferred maintenance). A Strategic Parks director was hired in 2021 to guide the future of major initiatives like the future of the pool and golf course, and consider how to further create expanded parks and recreation opportunities in the City. Her 3-year term finishes at the end of 2024. • Parks has suffered from significant underfunding for years for staffing, maintenance, and park improvements. A community -facing, integrated department is intended to create greater financial support for amenities and services the community desires, including for future recreation programs. Additional administrative attention is expected to bring us back into competitiveness for RCO grants which we have not received for 20 years (equivalent to $10m - $20m of potential funding). • The Public Works team, the City's largest, has a complex and daunting set of infrastructure and service provision challenges, many of which are underpinned by significant deferred maintenance and years of neglect. Drawing Parks and Facilities into a new department (once again) may help free up leadership capacity in Public Works while utilizing and broadening the talent and capabilities of a Director with high potential for professional growth. • The PT Creative District was designated by the state in 2020 and has emerged as a cohesive force to expand living wage opportunities for artists who work, live, and show within the Creative District by providing resources and support to market their craft. Currently housed under PT Main Street, a more sustainable funding source and permanent home is needed to continue building on the success of the District. The recent Arts and Culture Plan funded by the City points to City resourcing and a position to help do so. • The Library provides a high degree of quality public interface with creative and meaningful programming and services — but the 1 % property tax levy which funds Library operations is not keeping pace with inflation, wages, and other costs. • Various advisorybodies (like LTAC!) stand to provide greater value and to benefit from more distributed and focused staff resourcing to ensure the full potential of their contributions and our collaboration together. That might not mean one manager/director staff liaison but some degree of shared responsibility depending on the topic at hand (e.g., trails may be more public works -related, recreation more community services -related). • Coordinated programming, customer service, and delivery across a range of community - facing services (parks, facilities, library, arts/culture) provides an opportunity for new synergies and a greater focus on building social infrastructure to best support community cohesion and connections. • A higher -level effort to coordinate with agency, non-profit, and community service partners can both enhance what the City has to offer as well as support our community's diverse constellation of high -value but often under-resourced organizations. Those efforts were enhanced with a strategic parks director and need to be carried forward. • High potential exists for recreation programming to meet community needs and to take advantage of City and other organization programming and existing facilities. These opportunities are not expected to be near -term, but we may wish to explore those possibilities with agency partners like Jefferson County. They also may be generally revenue neutral and self-supporting under some models. • Volunteers provide a meaningful boost to our collective efforts and a departmental synergy aims to provide better coordination of the volunteer program (which would include the two departments with the most volunteers). • Community Services Departments exist throughout the state and nationally and have set a precedent for better integration of public facing departments to best serve their communities. • A history of friction and unmet promises, including those between Parks and the Library, is both instructive and important context and holds us back from a fiscally sustainable and incremental advancement of community services. An integrated department aims to make the whole bigger and better than the sum of the parts and help heal the pain of the past so a betterfuture can be made possible. What Changes on the Ground The day-to-day work of parks, facilities, and the library is intended to remain very similar to what it is today. Over time, the City team and our partners will work together to try new ideas and programs together (like the Library's Story Walk in Kah Tai nature park). The proposal will include some changes to department reporting structure, including: • The Library Director role will be vacated. • Current Library Director Melody Sky Weaver will take the role of the Director of the new department. • Current Facilities and Parks Manager Michael Todd will report to Melody. There will remain a strong connection to the Public Works director and team for operational efficiencies and needed coordination. • The current Library Managers, Keith Darrock and Emily Bufford, will continue to report to Melody similar to the Parks Manager. This involves a stepped -up role since Melody will be overseeing three key areas the Community Services Department rather than only the Library. • A new arts/culture position will be created, likely half -funded from lodging tax funds (LTAC voted affirmatively on this recommendation to City Council as part of the budget process). The "When" City Council received the high-level idea in July during the all -day 2025 strategic workplan retreat with a majority indicating general support. While many of the elements are operational and therefore in the realm of City Manager authority, City Council will need to approve some of the elements, including budgets. After internal discussions, staff subsequently brought forward the proposal to City Council as part of all department requests at the October 7 City Council business meeting, and it was covered briefly at the October 14 City Council workshop. Staff will work to balance the budget to present to City Council in November, and this must be adopted after two public hearings by the end of the year. This gives us a few months to work together to build and refine the proposal. Even with budget approval, it may take additional time in 2025 to communicate the change and roll this out to the community, so I don't anticipate any formal change until at least January 2025. More questions? Please reach out to me:It's a priority for me to ensure we get this right so welcome and will consider feedback throughout the process of refining the concept. r JEFFERSON COUNTY FARMERS MARKETS AM CHIMACUM 10/16/2024 Greetings, Port Townsend LTAC Committee! The Port Townsend Farmers Market (PTFM) is nearing the end of its peak season and rolling into its fall and winter seasons. With your support, we reached approximately 1,600k potential market visitors in the Seattle and Olympic Peninsula areas this year through digital promotions in the Seattle Times, Stranger, and via our social media. We saw significant growth in PTFM attendance this year, generating approximately 12,000 paid nights at local hotels, motels, bed and breakfasts, and camp sites. At the PTFM, we use a variety of tracking methods to estimate market attendance and learn more about our shopper base. Our primary tracking methods include direct shopper counts and estimates and dot surveys to track data about our shopper base. This season, we used two methods of customer counting— an hourly count of everyone at the market conducted every week and a monthly count of everyone entering the market over 10 minutes hourly. For the second counting method, we take the 10-minute count and multiply it by six to get the approximate hourly count of shoppers entering the market over the day. Using these tracking methods, we are able to get a strong representation of market attendance. Based on our counts to date and a projection for the rest of the season, we estimate that just over 63,000 will visit the PTFM this year. That is a remarkable 57% growth in market attendance over last year. There are a couple of factors that account for this large growth: • In past years, we have only used an hourly count of every shopper in the market to estimate attendance. However, this year, we learned that the standard among lead farmers markets in Washington is to count shoppers entering the market hourly for 10 minutes for a structured estimate. We found that attendance numbers are higher when using the recommended method. This means that our past season shopper counts were likely low estimates of market attendance. • Our shopper base has continued to recover from the height of the COVID-19 pandemic. • Our marketing consistency and quality have improved in part due to the support of Port Townsend LTAC funds. Thank you! r JEFFERSON COUNTY FARMERS MARKETS AM CHIMACUM In addition to our shopper counts, we track data about our shopper base through monthly dot surveys. We use flip chart paper and easels to ask our shoppers five questions, which they answer by casting their votes from a series of provided possible answers using dot stickers. The questions we ask our shoppers include: • Where do you live? • How often do you shop at the Port Townsend Farmers Market? • What is the primary reason you came to the market today? • How much money do you plan to spend at the market today? • Where did you stay last night? Through our dot surveys, we learned the following about our shoppers this season: • Between 46% and 68% of our shoppers are from Jefferson County, with 32% to 54% of visitors to the market coming from out of county or out of state, depending on the market day. That is an estimated 30,000 out -of -county visitors and close to 3,800 out-of-state visitors who will attend the PTFM during the 2024 season. • While 65% of our shoppers attend the PTFM every week or at least monthly, 35% attend occasionally, or it was their first time visiting the market. The shoppers who attend occasionally or were at the market for the first time included our out -of -county visitors, some of whom are repeat visitors to Port Townsend and the PTFM. The PTFM helps generate repeat visits to Port Townsend. • Of our visitors, approximately 19% reported staying at local lodging. Based on market attendance, approximately 11,970 market shopper groups will pay for local lodging this year. We did not track the number of lodging nights of our visitors. We leveraged the reach of your marketing dollars by co -advertising the PTFM and Chimacum Farmers Market (CFM). This season, we received Jefferson County LTAC dollars to promote the CFM. By combining LTAC dollars, we were able to run more digital advertisements and reach thousands of additional viewers, attracting visitors to our community. We advertised during the spring, summer, and fall shoulder seasons. Please see some of our advertisements included in this report as examples. We also r JEFFERSON COUNTY FARMERS MARKETS AM CHIMACUM utilized grant funds to help produce a PTFM short promotional film, which we shared via our social media, website, and e-newsletter, as well as on the Rose Theatre screen. Check out the video here on our homepage: https://icfmarkets.orc��. Your support has a positive impact on local lodging and contributes to a vibrant local economy. This year, just over 100 small businesses are participating in the PTFM. These businesses connect directly to local and tourist shoppers at the market, generating approximately $1.5M in sales. Market sales support local jobs and ensure that agriculture and the arts are viable parts of our local economy. At the same time, as we see with local lodging, our shoppers are not just supporting market businesses. They spend money with other businesses in the area, helping create a more robust and sustainable local economy. Thank you for supporting our markets, local small businesses, and the greater community. Sincerely, Amanda Milholland Executive Director info@jcfmarkets.org lT','iTR"S , f 14 (' 0-u"N'T -( F A R M E R S MARKETS CHIMACUM FARMERS MARKET Sundays 10am-2pm 9122 Rhody Dr opeKiK9 JUKe 2 AC'T'hZ,r I J m Eq E: 3 EI PORT TOWNSEND FARMERS MARKET P FA OR RT FARMERS E 0 R W S M NSEND MARKET 650 Tyler St C C C HIMACUM T FARMERS MARKET 9122 Rhody Dr . . . . I . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ................ ........ ........ 90+ vetidors 0 seasoKal produce 0 fish 0 art 0 live waste c, kids'activities . . .. . ..... ...... . • ouNry Meet C- 0 —UN I Y, Ar'�vJ11 �IVFARMERS L MARKETS ek /,,PFARMERS MARKETS k4a PORT N PORT IN TOWNSEND TOWNSEND FARMERS FARMERS MARKET MARKET F, Saturdays Saturdays o, gam-2pm 650 Tyler St gam-2pm 650 Tyler St CHIMACUM FARMERS MARKET Sundays 10am-2pm 9122 Rhody Dr d� Mate tS6to,4�A """"�a '�p c',$ 30� CHIMACUM FARMERS MARKET Sundays 10am-2pm 9122 Rhody Dr v A' WA I j1#Y1 V;A d 4 CT NJ 4 Z& ADS IN THE SEATTLE STRANGER AND SEATTLE TIMES O' (%9 �' �s '. �, i�tm�, �aau �,,,. Jefferson County Farmers Markets PO Box 1384 Port Townsend, WA 98368 US (360) 379-9098 pat@jcfmarkets.org www.jcfmarkets.org BILL TO City of Port Townsend (c) LTAC SHIP TO City of Port Townsend (c) INVOICE # 38661 DATE 09/27/2024 DUE DATE 10/12/2024 TERMS Net 15 AC � IIVI..� C..� AMOUN..�.. 09/27/2024 Billable Hours 12:30 40.00 500.00 Billable Director Hours to PT LTAC Grant Advertising 1 1,800.00 1,800.00 Index Newspaper (the Stranger. Cost split with Jeff Co. LTAC Advertising 1 300.00 300.00 Video choreography Mary Purdy Advertising 1 1,900.00 1,900.00 Seattle Times split advertisement SUBTOTAL 4,500.00 TAX 0.00 TOTAL 4,500.00 BALANCE DUE $4,500.00 City of Port Townsend — 2024 Tourism Grant Peninsula Trails Coalition $1,500 to support the printing of the East Region Olympic Discovery Trail maps Narrative: We respectfully requested funding to print the East Region Olympic Discovery Trail maps and were grateful to receive $1,500. The East Region Olympic Discovery Trail map encompasses the Port Townsend and eastern Jefferson County region, with a spotlight on the Larry Scott Trail. This grant helped us replenish our supplies; 7,000 maps were printed. This should be about a 2-year supply. Maps are a critical part of our marketing efforts to attract visitors and enhance their experience. Our maps help with planning of trips on the ODT and can often result in extending of day trips or making plans for multi -day vacations or return visits. These maps are distributed through our online map sales, and they're distributed all over the Country and beyond, 500-1,000 a year. They're also posted locally at trailheads and local places (bikes shops, Chamber of Commerce, and visitor center type places). The Olympic Discovery Trail is often the primary reason people visit, or even choose to move to, the Olympic Peninsula. The Olympic Discovery Trail is the central outdoor recreation and active transportation backbone on the North Olympic Peninsula. The Olympic Discovery Trail provides for a —135-mile trail experience. The ODT is gaining national recognition and drawing increasing attention, being highlighted as the stunning and appealing western end of the Great American Rail -Trail. The Olympic Discovery Trail's use by walkers, runners, ADA wheeled users, bikers and e-bikers continues to grow. People who discover and use the trail love it, and they return to it repeatedly. It is also popular as an outdoor recreational facility for organized walks, runs and bike rides, and provides the infrastructure for event promoters to develop trail -based events. We estimate that the Olympic Discovery Trail is enjoyed by 150,000 people in the Jefferson County and Port Townsend region per year. This is based on a survey in 2023, the first cycle of our Trail Ambassador Program. Year two is ongoing, and 2024's data will be available in January 2025. Reimbursement Items: We ended up spending $1,615.23 as shown on the attached receipt, and as shown below. Budget vs Actual Item Budget/Amount Requested Amount Awarded Actual costs Printing of the East Region Olympic Discovery Trail ma $1,700.00 $1,500 $1,615.23 Total $1,700.00 $1,500 $1,615.23 October 2024 Room Tax Report Clal. Co January February March April May June July August September October November December Full 2024 $60,741.79 $70,762.03 $112,927.33 $115,299.87 $140,885.40 $156,244.77 $205,662.20 $266,244.40 $280,495.48 $266,399.45 $1,67! 2023 $58,949.27 $55,738.41 $99,500.62 $63,119.24 $110,307.80 $134,698.33 $180,516.76 $234,491.47 $265,256.38 $230,245.41 $203,092.91 $100,920.77 $1,731 2022 $61,655.81 $61,942.93 $94,697.66 $102,318.23 $121,982.73 $126,841.89 $153,765.97 $198,802.60 $224,118.46 $212,620.30 $182,578.41 $110,337.43 $1,65' 2021 $41,234.47 $52,664.55 $73,732.76 $71,384.48 $114,540.40 $130,026.22 $151,555.38 $193,691.88 $192,217.99 $198,433.27 $169,412.80 $95,934.87 $1,48� 2020 $32,556.07 $37,693.92 $40,679.21 $39,731.36 $6,289.26 $2,198.56 $43,110.81 $102,444.89 $160,075.87 $132,469.30 $124,311.26 $66,996.65 $78, 2019 $21,055.74 $43,046.43 $37,244.32 $28,807.02 $63,079.64 $65,055.68 $93,931.88 $135,017.28 $156,745.60 $152,906.83 $131,121.09 $63,596.63 $99' 2018 $20,039.32 $58,345.54 $25,978.70 $29,671.08 $49,322.91 $45,182.11 $73,573.25 $113,039.12 $115,085.98 $169,643.01 $173,853.16 $44,337.19 $91; 2017 $19,737.28 $57,889.40 $26,236.56 $21,010.60 $39,746.00 $78,751.14 $78,136.72 $98,096.40 $105,764.40 $102,560.50 $114,945.08 $45,556.24 $78; P.A. January February March April May June July August September October November December Full 2024 $32,226.49 $50,223.27 $39,212.16 $69,558.60 $83,193.91 $101,515.07 $107,133.96 $166,815.76 $248,211.21 $221,424.28 $1,11! 2023 $39,646.93 $35,798.37 $46,591.47 $58,992.73 $73,588.70 $88,799.83 $123,124.35 $160,665.60 $231,241.01 $212,086.03 $179,946.56 $69,717.38 $1,321 2022 $37,706.01 $31,718.02 $41,282.90 $50,058.81 $67,040.22 $73,265.10 $102,061.88 $130,873.85 $202,015.13 $188,341.61 $136,124.80 $79,898.40 $1,141 2021 $29,706.66 $27,669.61 $34,779.78 $35,259.89 $55,570.09 $68,735.54 $81,724.74 $123,597.72 $194,139.64 $180,458.08 $78,632.65 $87,518.66 $99 2020 $34,334.66 $30,426.63 $28,744.11 $31,752.03 $14,023.82 $5,387.68 $21,148.05 $37,748.92 $85,301.46 $100,138.89 $71,138.54 $47,848.92 $50 2019 $29,107.95 $31,261.66 $26,222.34 $22,065.27 $39,640.08 $48,157.01 $72,624.87 $96,293.39 $142,359.68 $144,375.36 $94,453.64 $52,463.96 $791 2018 $18,643.30 $30,612.54 $22,886.34 $24,066.14 $36,654.61 $47,586.77 $71,125.43 $94,107.25 $144,298.29 $142,047.88 $93,364.80 $43,459.70 $76i 2017 $21,593.26 $26,565.78 $19,321.88 $24,119.06 $30,060.44 $41,111.18 $59,074.38 $89,816.42 $135,072.98 $137,473.32 $97,199.10 $50,434.30 $73 Sequim January February March April May June July August September October November December Full 2024 $21,129.62 $16,028.74 $21,146.78 $34,211.74 $38,808.18 $44,846.28 $51,035.42 $94,164.75 $68,906.03 $129,816.91 $521 2023 $24,114.78 $19,449.48 $22,585.68 $24,531.48 $28,138.20 $40,697.46 $48,902.96 $86,134.08 $99,044.34 $82,704.66 $57,735.28 $25,668.78 $55! 2022 $19,944.37 $18,715.99 $20,211.44 $27,275.46 $30,515.01 $29,776.90 $55,423.76 $69,937.34 $85,749.60 $70,343.96 $77,956.25 $27,614.08 $53: 2021 $16,542.54 $15,096.62 $20,862.28 $27,091.77 $28,950.88 $41,323.43 $53,995.58 $60,732.77 $50,049.48 $96,659.96 $45,675.45 $27,574.44 $48, 2020 $14,435.53 $16,706.72 $17,118.28 $15,188.08 $4,791.47 $15,904.01 $16,176.22 $24,528.28 $58,171.52 $36,833.06 $38,134.39 $25,872.15 $28: 2019 $15,982.29 $14,533.37 $13,513.48 $13,753.99 $24,683.51 $25,005.68 $38,439.35 $45,097.27 $68,994.24 $63,544.40 $42,190.78 $34,093.55 $39! 2018 $14,979.30 $14,306.04 $14,275.72 $16,544.24 $19,538.77 $25,626.37 $35,058.87 $41,486.18 $66,161.67 $83,245.17 $20,197.47 $26,663.96 $371 2017 $15,121.34 $14,273.08 $11,956.78 $14,553.62 $18,402.28 $23,241.58 $30,288.04 $37,489.36 $58,883.36 $59,745.86 $42,810.06 $22,808.58 $34! Forks January February March April May June July August September October November December Full 2024 $17,585.39 $20,830.21 $31,577.98 $34,854.63 $50,069.60 $51,945.54 $69,397.43 $74,238.12 $83,866.12 $100,345.73 $53, 2023 $19,062.47 $14,673.91 $26,494.31 $27,981.59 $35,900.21 $35,609.87 $51,502.75 $66,612.64 $87,112.29 $69,883.08 $59,562.27 $34,059.84 $521 2022 $15,177.37 $11,634.90 $20,071.35 $24,744.51 $27,189.49 $30,800.76 $40,135.51 $54,601.76 $57,910.36 $60,177.42 $50,155.28 $35,089.42 $42 2021 $11,870.47 $9,868.20 $13,837.32 $13,862.82 $27,560.75 $29,628.50 $35,278.02 $49,920.41 $51,139.37 $57,454.61 $42,069.36 $25,839.09 $361 2020 $9,609.28 $7,984.88 $8,996.30 $8,947.36 $8,756.91 $648.59 $7,845.14 $17,587.44 $33,530.16 $42,082.24 $30,870.12 $21,251.12 $191 2019 $8,841.54 $6,178.36 $8,335.22 $11,118.42 $11,925.56 $16,154.91 $26,893.64 $33,349.29 $41,329.82 $42,993.27 $30,125.36 $16,484.04 $25: 2018 $7,914.92 $7,290.66 $6,511.72 $9,384.98 $13,887.94 $11,590.67 $19,384.22 $26,460.48 $37,428.29 $31,991.26 $26,305.63 $13,359.95 $21 2017 $6,965.82 $6,271.14 $8,455.22 $7,215.28 $10,891.28 $11,614.02 $18,080.80 $23,388.14 $29,879.18 $30,043.92 $27,283.60 $12,806.26 $19: Jeff. Co January February March April May June July August September October November December Full 2024 $38,324.51 $38,180.22 $33,816.10 $41,251.65 $52,202.74 $62,402.88 $68,790.07 $94,291.87 $1D3,725.45 $92,663.28 $62! 2023 $38,585.12 $52,737.59 $71,172.47 $142,896.71 $56,232.42 $60,370.02 $68,684.39 $91,609.47 $98,727.44 $93,073.23 $79,199.32 $49,318.21 $90: 2022 $39,468.68 $43,484.52 $40,797.64 $55,439.56 $60,886.96 $64,213.58 $82,763.16 $99,377.25 $113,177.85 $46,239.34 $87,442.65 $59,924.17 $79: 2021 $38,925.82 $45,229.94 $46,407.13 $43,406.48 $65,961.50 $69,432.85 $70,727.44 $85,104.28 $90,607.51 $67,898.24 $102,436.87 $53,062.58 $77! 2020 $31,208.52 $33,263.68 $28,921.38 $28,566.17 $11,196.91 $533.76 $22,715.37 $41,591.37 $75,131.03 $78,437.33 $75,232.02 $54,415.58 $48 2019 $28,817.97 $40,024.49 $24,277.10 $21,724.70 $40,545.40 $42,349.77 $47,889.57 $69,624.83 $87,495.61 $59,893.26 $64,163.76 $41,780.75 $56i 2018 $22,594.98 $45,060.38 $18,799.70 $23,064.24 $40,396.57 $35,892.03 $43,754.88 $64,217.70 $68,130.01 $64,462.13 $62,351.70 $45,163.84 $53: 2017 $19,177.76 $52,819.70 $16,661.22 $20,633.70 $37,946.58 $31,161.52 $38,074.08 $64,460.32 $56,181.88 $58,058.42 $68,607.38 $32,423.26 $491 Port T. January February March April May June July August September October November December Full 2024 $33,325.46 $31,625.90 $24,463.86 $31,819.78 $34,404.50 $46,078.18 $51,531.62 $70,844.89 $96,773.54 $84,807.63 $50! 2023 $56,413.84 $31,062.76 $23,460.18 $30,351.98 $37,679.22 $44,754.59 $51,449.27 $67,147.87 $83,971.10 $92,652.96 $74,081.59 $47,710.72 $641 2022 $33,015.90 $34,042.91 $20,884.09 $29,606.77 $37,389.56 $31,409.19 $50,459.79 $49,784.62 $54,139.79 $128,765.18 $64,468.02 $68,201.07 $60: 2021 $21,393.25 $20,252.85 $19,399.19 $21,639.46 $38,131.79 $35,371.78 $44,684.07 $64,751.90 $77,672.97 $81,453.56 $58,652.34 $41,675.55 $52! 2020 $32,168.38 $29,943.18 $25,007.02 $18,176.86 $12,145.41 $4,877.35 $10,074.67 $32,855.52 $40,203.86 $45,121.84 $56,031.27 $32,941.20 $33! 2019 $31,064.06 $25,832.94 $26,895.65 $21,384.31 $34,548.20 $40,498.09 $47,394.37 $60,561.56 $82,013.38 $89,017.30 $61,722.25 $43,381.46 $56, 2018 $28,204.18 $27,142.20 $21,658.80 $28,774.07 $31,927.59 $35,658.03 $43,446.89 $55,747.64 $75,133.29 $79,021.22 $65,074.84 $42,396.64 $53, 2017 $29,274.20 $26,849.56 $18,613.82 $23,770.60 $30,209.64 $35,699.90 $40,149.94 $54,029.42 $76,065.76 $72,230.96 $61,921.74 $39,687.46 $501 Figures are acquired from the Dept. of Revenue (www.dor.wa.gov) and are two months behind. Figures are the total of both "Special Hotel/Motel" and "Transient Rental" taxes combined. Percentage is the amount changed from one year (m Clallam, Jefferson, Grays Harbor, and Mason County figures refer to all lodgings within county borders excluding the major towns already listed. Datasource: Washington Dept of Revenue Compiled by OPVB Page 1 of 2 Lodging Tax Reporting Form Organizations receiving funding to promote festivals, special events and tourism -related activities through tourism -related facilities owned or sponsored by non-profit organizations or the local jurisdiction are required to complete this form for EACH activity. 1 Organization Name: Peninsula Trails Coalition Reporting Year: 2024 2 Sponsor Type (Check One): 501(c)(3) ® 501(c)(6) ® Local Jurisdiction ® Other (Explain): 3 Activity Name: Printing the East Region of the Olympic Discovery Trail Map 4 Activity Type (Check One): Event/Festival* ® Facility* ® Marketing* 5 Activity Start Date*: 2/23/24 6 Activity End Date*: 12/31/24 7 Total Cost of Activity: $1,615.23 8 Amount Requested: $1,700 9 Amount Awarded: $1,500 10 Overall Attendance* 13 Number of Attendees Who Stayed Overnight in Unpaid Accommodations* a) Projected* 150,000 a) Projected* 4,950 b) Actual* 150,000 c) Methodology (Check One): ®Direct Count* ®Indirect Count* Representative Survey* ®informal Survey* Structured Estimate* Other (explain): 1 1 Number of Attendees Who Traveled 50 Miles or More* a) Projected* 150 b) Actual* 150 c) Methodology (Check One): ® Direct Count* kJIndirectCount* ®RepresentativeSurvey* UInformal Survey* Structured Estimate* kJ Other (explain): 12 Number of Attendees Who Traveled from Another State or Country* a) Projected* 20,700 b) Actual* 20,700 b) Actual* 4,950 c) Methodology (Check One): ® Direct Count* Indirect Count* ®Representative Survey* Informal Survey* Structured Estimate* ®Other (explain): 14 Number of Attendees Who Stayed Overnight in Paid Accommodations* a) Projected'* 31,050 b) Actual* 31,050 c) Methodology (Check One): ® Direct Count* Indirect Count* ® Representative Survey* 0 Informal Survey* Structured Estimate* ki Other (explain): 15 Number of Paid Lodging Nights* a) Projected* 15,525 b) Actual* 15,525 c) Methodology (Check One): ® Direct Count* c) 0 Indirect Count* URepresentative Survey* ® Informal Survey* Structured Estimate* Other (explain): *See Lodging Tax Yearly Reporting DefinitionsAnstructions Methodology (Check One): Direct Count* Indirect Count* Representative Survey* ® Informal Survey* ® Structured Estimate* Other (explain): Assuming each person who paid for accom Name of Individual Who Prepared Report: Michele Canale Phone #: 919-619-5268 E-Mail Address: michele.a.canalc(c�gmail.com Lodging Tax Reporting Form Organizations receiving funding to promote festivals, special events and tourism -related activities through tourism -related facilities owned or sponsored by non-profit organizations or the local jurisdiction are required to complete this form for EACH activity. 1 Organization Name: Peninsula Trails Coalition Reporting Year: 2024 2 Sponsor Type (Check One): 501(c)(3) ® 501(c)(6) ® Local Jurisdiction ® Other (Explain): 3 Activity Name: Port Townsend Farmers Market 4 Activity Type (Check One): kt)Event/Festival* ® Facility* ® Marketing* 5 Activity Start Date*: 04/06/2024 6 Activity End Date*: 12/21/2024 7 Total Cost of Activity: $ 4,500.00 8 Amount Requested: $ 4,500.00 9 Amount Awarded: $ 4,500.00 10 Overall Attendance* 13 Number of Attendees Who Stayed Overnight in Unpaid Accommodations* a) Projected* 40,000 a) Projected* 30,000 b) Actual* 63,000 c) Methodology (Check One): toN ®Direct Count* ®Indirect Count* Representative Survey* ®Informal Survey* @Structured Estimate* ®Other (explain): Monthly dot survey and weekly shopper cc 1 1 Number of Attendees Who Traveled 50 Miles or More* a) Projected* 20,000 b) Actual* 30,000 e) Methodology (Check One): ® Direct Count* 0 Tndi rect Count* Representative Survey* Informal Survey* ® Structured Estimate* ® Other (explain): Dot survey and shopper counts 12 Number of Attendees Who Traveled from Another State or Country* a) Projected* 5,000 b) Actual* 3,780 c) Methodology (Check One): ® Direct Count* 0 Indirect Count* kJ Representative Survey* ® Informal Survey* kV Structured Estimate* ®Other (explain): Dot survey and shopper counts *See Lodging Tax Yearly Reporting Definitions/Instructions Name of Individual Who Prepared Report: Amanda Milholland Phone #: (360) 379-9098 RETURN THIS FORM TO: b) Actual* 50,400 c) Methodology (Check One): ® Direct Count* Indirect Count* Representative Survey* informal Survey* ® Structured Estimate* ®Other (explain): Dot survey and shopper counts 14 Number of Attendees Who Stayed Overnight in Paid Accommodations* a) Projected* 10,000 b) Actual* 11,970 c) Methodology (Check One): ® Direct Count* 0 indirect Count* Representative Survey* ® Informal Survey* ® Structured Estimate* ® Other (explain): Dot survey 15 Number of Paid Lodging Nights* a) Projected* 10,000 b) Actual* 12,000 c) Methodology (Check One): Direct Count* Indirect Count* Representative Survey* ® informal Survey* Structured Estimate* ® Other (explain): % of lodging guests bases on attendance an E-Mail Address: info@jcfmarkets.org Activity Type: Event/Festival: Short-term activity occurring between specific dates (e.g, 4th of July c0ebration, local marathon) Facility: Municipally -owned facility that operates some or all of the year (e.g., county historical museum, convention center) Marketing: Activity that provides information to encourage visitors to an area; is typically a year-round activity but may also operate for less than a full year, Activity Date: Activity beginning and ending dates. Actual: Persons estimated to have actually participated in event/festival or visiting a facility. For marketing activity, enter the number of persons estimated to have actually visited area as result of marketini activity. Projected: Persons expected to participate in event/festival or visiting a facility, For marketing activity, enter the number of persons expected to visit area as result of marketing activity. Methodology: Select the methodology used to estimate the actual number of visitors/participants. Direct Count: Actual count of visitors using methods such as paid admissions or registrations, clicker counts at entry points, vehicle counts or number of chairs filled. A direct count may also include information collected directly from businesses, such as hotels, restaurants or tour guides, likely to be affected by an event, Indirect Count: Estimate based on information related to the number of visitors such as raffle tickets sold, redeemed discount certificates, brochures handed out, Police requirements for crowd control or visual estimates, Representative Survey: Information collected directly from individual visitors/ participants. A representative survey is a highly structured data collection too], based on a defined random sample of'participants, and the results can be reliably projected to the entire population attending an event and includes margin of error and confidence level. Informal Survey: Information collected directly from individual visitors or participants in a non-randorn manner that is not representative of all visitors or participants. Infortnal survey results cannot be projected to the entire visitor population and provide a limited indicator of attendance because not all participants had an equal chance of being included in the survey, Structured Estimate: Estimate Produced by computing known information related to the event or location. For example, one jurisdiction estimated attendance by dividing the square footage of the event area by the international building code allowance for persons (3 square feet), Other: (please describe) Overall Attendance: Total projected and estimated actual attendance recorded for event, facility or resulting from marketing activity. Total Attendees Traveling 5O miles or more: Total: Total projected and estimated actual number of visitors traveling more than 50 miles to attend event or facility. For marketing organizations, report visitors traveling more than 50 miles to visit area. Of total, attendees who traveled from another state or country: Of the total projected and estimated actual number of visitors traveling more than 50 miles to attend event or facility or visit area, report projected and estimated actual number of visitors who traveled from another state or country. Attendees who stayed overnight - Paid Accommodations: Total projected and estimated actual number of visitors staying in paid lodging establishments such as hotels, motels, bed and breakfasts, etc. Unpaid Accommodations- 'total projected and estimated actual number of visitors staying i!n unpaid accommodations such as family and friends, Paid Lodging Nights: Total Projected and estimated actual number of paid lodging nights. One Lodging night = one or inore persons occupying one room for one night. 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V), 69 ts} tR tf} EH ffl, Ei} O M 4,f j o C) -0 Q a U Q J >N a a x H (D B O J d r = L 3 d Q K LV C d Q x O W H O � O Q Lq O O O CD0 L6 O N � Vi V-,Ivi 2 k ■ 0 0. 0 � Ail a 2 D LL / D _2 D � O -j x � « z w Q CO q \ � « � � D � R q In D m (\ - ^ LU \ o - \ z z /, 3 \ /[ bn j( 0 � \ } \\ �\ § {£ { \{ { �E ) /\ ƒ \\ nf \ )| § qq .2 / \\en ©E00 \ § - CT Ln CD C%l0 >2 C. 2/§ a R § % � CD 0 le67 CDC.C.0) )o 6 <00 - v \k�� m22 / 2 j ƒ / 2 $ / \_ / \ ) M § ±» ) } // [ / e Gt CL w } } ƒ/ City ° it" 250 Madison Street, SUite 2 N PortTownsend, ' A. 98368 � 360 :37 504 1 www.cityofpt.us a of 11M Townsen'd ADMINISTRATION Lodging .I..a AdOso y fMornrnil:l:ee (i.m1FAC) 2024 III" eetiuiIg Schet)dl This document is a summary of the yearly approach to LTAC meetings and the development of the LTAC budget. LTAC meets on 2nd Tuesdays, from 3:00-5:OOPM in odd months. The development of the LTAC budget is part of the development of the City of Port Townsend budget. This begins nearly 6 months before the start of the subsequent year and includes state -mandated statutory milestones and deadlines. 1. January 10 — Contracting, Review, Call for Proposals. The City initiates agreements with LTAC funding recipients in accordance with current -year budget, including terms, deliverables, insurance requirements, and scope of work. LTAC reviews previous year reporting and assesses current year projections. LTAC reviews the RFP for allocated grant funding. 2. March 12 —Spring Grant Application Review. Review first cycle applications for LTAC funding, including Q&A with funding applicants, and make decisions on grant funding. Depending on revenue forecasts and quality of proposal, LTAC may decide to hold funding awards until Fall Cycle. Advertise for new LTAC members (appointments through May on rolling cycle). 3. May 14 - Budget Priorities and Plan/Project Review — In the May/June time period, LTAC receives a call from Mayor/City Manager to LTAC (and all City advisory boards) for workplan items and budget request. Note that the overall LTAC budget is forecasted by the City Finance team; LTAC makes a formal recommendation to City Council for use of those funds. LTAC reviews progress on the 2024 workplan, reviews data, marketing, and project progress. 4. July 9 - Call for Proposals, Budget Priorities. The City, on behalf of LTAC, advertises a call for proposals for the second half of (or the remaining) allocated grant funding for the year. LTAC considers priorities for next fiscal year and suggests a preliminary LTAC budget. LTAC weighs a range of objectives within the scope of the criteria to determine a recommended budget. 5. September 10 — Fall Grant Application Review, Budget Recommendation to City Council. LTAC reviews proposals for the second half of the allocated grant funding of the year. LTAC votes on a budget and submits a recommendation to City Council in advance of a decision on the final City ry budget. City Council may choose to approve/incorporate or may send the recommendation Ado', , back to LTAC for further discussion. 6. November 12 — Annual Review. LTAC reviews progress on the 2024 workplan, 2024 marketing and visitation data, hears from grantees, partners, and contractors on annual work, plans annual meeting schedule, plans 2025 grant deadlines, and ties up loose ends in discussion. City ° it" 250 MadisonStreet, Suite 2 N Poor. Townsend, WA. 368 � 36 : 7° 5f 7 1 www.cityofpt.us a of 11M Townsen'd ADMINISTRATION Attachrnent A: General IIITAC Information City of Port Townsend Lodging Tax Fund Overview Port Townsend's Lodging Tax Fund is the primary source of City funding for activities, operations, and expenditures designed to increase tourism. The fund has been used to market Port Townsend; construct and maintain tourism -related infrastructure like public restrooms, winter lighting and garbage facilities; offer sponsorships for events and organizations; pay fee waivers for use of City facilities; and pay debt service, among other things allowable by state law. HIGH PRIORITY will be given to tourism activities that: • Have a demonstrated potential or high potential to result in overnight stays by tourists in lodging establishments within the City of Port Townsend. Preference may be given to stays during shoulder season. • Promote Port Townsend and/or events, activities, and places in the City of Port Townsend to potential tourists from outside Jefferson County. • Have demonstrated or high potential to result in documented economic benefit to Port Townsend. • Have a demonstrated history or success in Port Townsend or are proposed by a group with a demonstrated history or high potential of success with similar activities. • Minimize duplication of services where appropriate and encourage cooperative marketing and/or includesan element of cooperation or partnership. • City Facilities are available on a first -come; first -serve basis. Please ensure that your selected dates are available by checking the City website. A facility -use scholarship will not give you priority to use your selected facility or bump another event from the reservation calendar. State Law Excerpts RCW 67.28.1816 — Use of Lodging Tax Fund. PortoCity0f 11M Townsen'd ADMINISTRATION 250 Madison Street, Suite 2 I Poort'Townsend, WA 08368 � 360.379rv50 7 V www.cityofpt.us Lodging tax revenue under this chapter may be used, directly by any municipality or indirectly through a conventionand visitors bureau or destination marketing organization for: a. Tourism marketing; b. The marketing and operations of special events and festivals designed to attract tourists; c. Supporting the operations and capital expenditures of tourism -related facilities owned or operated by a municipality or a public facilities district created under chapters 35.57 and 36.100 RCW; or d. Supporting the operations of tourism -related facilities owned or operated by nonprofit organizations described under 26 U.S.C. Sec. 501(c)(3) and 26 U.S.C. Sec. 501(c)(6) or the internal revenue code of 1986,as amended. RCW 67.28.080 — Definitions. • "Municipality" means any county, city or town of the state of Washington. • "Operation" includes, but is not limited to, operation, management, and marketing. • "Person" means the federal government or any agency thereof, the state or any agency, subdivision, taxing district or municipal corporation thereof other than county, city or town, any private corporation, partnership, association, or individual. • "Tourism" means economic activity resulting from tourists, which may include sales of overnight lodging,meals, tours, gifts, or souvenirs. • "Tourism promotion" means activities and expenditures designed to increase tourism, including but not limited to advertising, publicizing, or otherwise distributing information for the purpose of attracting andwelcoming tourists; developing strategies to expand tourism; operating tourism promotion agencies; andfunding marketing of special events and festivals designed to attract tourists. • "Tourism -related facility" means real or tangible personal property with a usable life of three or moreyears, or constructed with volunteer labor, and used to support tourism, performing arts, or to accommodate tourist activities. • "Tourist" means a person who travels from a place of residence to a different town, city, county, state, orcountry, for purposes of business, pleasure, recreation, education, arts, heritage, or culture. - Begin planning a new restroom and visitor information infrastructure project with the Public Works Department. LTAC will commit significant reserve fund dollars to this effort. - Investigate a path forward for a digital readerboard along Sims Way, in the location of the current community event readerboard. This old but heavily used resource has fallen into disrepair through the years, and a new digital display would be more effective, efficient, and practical. Invest in a regional economic development & impact study, with Port Townsend as a focus area, and include arts & culture and the visitor economy. This will build off of other efforts and studies underway (see FW PDA Economic Impact Study, also partially funded by LTAC). Better understanding our visitor economy and how it fits in the broader economic outlook for the city is key, including investing in data development and collection. o Support businesses and non -profits who serve visitors and residents through relationships and data & information sharing. Keep connecting people with each other, and consider ourselves as part of an experience in a regional destination and continue to build relationships with agencies who are also thinking regionally and collaboratively. o Signal a desire for the City and City partners to support current non -motorized and electric transportation for visitors and residents to reduce emissions / become less car reliant, with an aim to building & supporting new green transportation infrastructure in the future that serves residents and visitors. Focus our budget on a few key strategies and keep it high level for more flexibility, opportunity for bigger impact, and ease of understanding. o In marketing: Focus on brand and destination development for a year-round visitor economy, including a visual identity rebrand, building a creative asset collection that can be widely shared, and building on -the -ground resources for an excellent visitor experience from brand introduction to visit. Work toward serving future generations who rely more heavily on technology. o In grants: Focus grant making program on increasing visitation in the spring, fall, and winter so that businesses can support staff wages year round. Continually refine grantmaking process. c p *> ity,, ort INN f Townsena ADMINISTRATION Spring Round 250 Madison Street, Suite 2 0 IFort Townsend, WA 98368 � 360.379m5047 � www.cKyofpt.us LoclgIngl ax AdOsory Cloryu-nittee (1.1 AC) 2025 Grant [)eadhines Tuesday, January 21 — Call for Proposals Friday, February 21 — Spring Grant Deadline Tuesday, March 11 — LTAC Grant Application Review Fall Round Monday, July 14 — Call for Proposals Friday, August 22 — Fall Grant Deadline Tuesday, September 9 — LTAC Grant Application Review Does the ro osal......................................................................................................mmmmmmmm.............. Increase number of visits and overnight stays as per RCW 67.28? YY proceed .......................................................... ...................................................................mmmmmmmmmmmmmmmmmm.mm.mmmm.... N: ineligible Provide additional visitations to Port Townsend in the offseason? 3 Provide a new (< 3 yr) offering to Port Townsend? 2 Create local jobs or utilize local vendors? 3 Reflect partnerships with local organizations and businesses? 2 Leverage matching or in -kind funds? 2 Is the proposal from an organization that... Does not have a board or staff member represented by the LTAC? 1 Is a non-profit? 1 Has a track record of project success? 2 Did not receive funds the previous year? 1 1mm.............................................................................................................................................. Is the project/event projected to attract visitors/attendance... Occuring over more than one day? 2 Of at least 100 participants? 1 Of over 250 participants? 2 open to the public and include a free attendance option? 1 FormmmUpdated August 2023 mmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmm Total Points 23 Additional In formation Amount requested Total Project Budget of total from LTAC Dates of the project TOTAL LTAC REQUEST FALL 2024 Proposed Funding (within discussion) $ 20,000.00 Benefit visitors and residents per our vision? Y or N Fit our understanding of Sustainable Tourism per our vision? Y or N Marketing primarily PT or primarily the surrounding communities? PT or SC a Event Start Date ........ ..... Mwilh Day i V Event End Date � I xointh H Dav V 11 N�ai V M Requested Amount $ Total Project Budget $ am an authorized agernit of the appiying kx funding I undeq Mand [har� V Wrl PrOJI)(MIrg 'I tOUriSITi-relatpd event If awarded, my orgariizaiIior intends to enter ino as FacOity Use Agreement vmh the Ci�y arid provkIe Habilily insurance for the dii oi� the contract nanr�ing the City as can additional rrisured and in an arnourit deterinined by the C¢ly Repofting requirernents tno.'aeling slale gUideknes outkned rn this al!)pkcaitior, must be submiltpd with final recpjesl for reirnburseinent Signature h[N Date i morivi \o' Day jk'p")f \/J In sae Drat"I Pdext P'Rge A. Overall Attendance Enter the total number of people predicted to attend this activity, and select the method Used to deternine the attendance. Predicted What rnethod will be used or has been used in previous years to determine attendance? 0 Direct Count Indirect Count Representative Survey information Survey Structured Estimate B. Attendance, 50+ it Enter the number of people who traveled greater than 50 miles predicted to attendthis activity, and select the method used to determine the attendance. Predicted What method willl be used or has been used in previous years to determine attendance? c Direct Count Indirect Count Representative Survey (,D InforMal SUrvey (',') Structured Estimate I I 4- 4— cra C: CT3 co 0 ca co a) 4— co cu cra — 4- -3 0 E 0 "a 0 0 E =3 cv C: uj U I 4 01 CO as q) w 0 E. Attendance, Did Not Pay for Overnight Lodging_ Ernteir the IlUrnber of predicted to attend this activity without paying for overnight lodging, and select the method used to determine the attendance. What method will be used or has been Used in previous years to determine attendance? c') Direct Count Indirect Count Representative Survey informal Survey Structured Est mate Direct Count: Actual count of visitors USirIg methods such as paid admissions or registrations, clicker counts at entry points, vehicle counts or IlUrnber of chairs filled. A direct count may also include information collected directly from IJUSinesses, such as hotels, restaurants or tour guides, likely to be affected by an event. Indirect Count: Estimate based on information related to the number of visitors such as raffle tickets sold, redeemed discount certificates, brochures handed out, police requirements for crowd control or visual estimates. Repre sentative Sum rvey: Information collected directly froindividual visitors/participarits. A representative survey _ is a highly structured data collection tool, based on a defined random sample of participants, and the results can be reliably projected to the entire population attending an event and includes margin of error and confidence level. Informal Survey: Infori-nation collected dnrectly from individual visitors or participants in a non-random manner that is riot representative of all visitors or participants. Informal survey results cannot be projected to the entire visitor population and provide a limited indicator of attendance because riot all participants had an equal chance of being included in the survey. Structured Estimate: Estimate produced by cornpUting known information related to the event or location. 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