ANNUAL REPORT
2019
2020
Letter from the President & CEO.......................................................................................................3
Board, Committees & Team .................................................................................................................4
Tourism Marketing District Renewal ..............................................................................................6
COVID-19 Response ..................................................................................................................................8
Strategic Direction 2023 ......................................................................................................................10
2019 Tourism Benet ............................................................................................................................. 12
Travel Trade .................................................................................................................................................14
Earned Media ............................................................................................................................................. 15
Owned Media ............................................................................................................................................. 16
Paid Media .....................................................................................................................................................17
Tourism Data & Research ................................................................................................................... 19
Brand Activations & Co-ops .............................................................................................................. 21
Film SLO CAL ..............................................................................................................................................22
Advocacy .......................................................................................................................................................22
Community & Partner Engagement ............................................................................................ 23
Experience SLO CAL 2050 .................................................................................................................. 24
Air Service Development .................................................................................................................... 24
Moving Forward ........................................................................................................................................ 25
FY 2020/21 Budget.................................................................................................................................26
Appendix .......................................................................................................................................................27
Visit SLO CAL (VSC) is a team of destination marketing professionals who work with, and on behalf of, our community,
our local partners and our investors to promote SLO CAL
®
(San Luis Obispo County, California) to both domestic and
international visitors. As the countywide non-prot destination marketing and management organization (DMMO) for
SLO CAL, VSC’s goal is to collaborate with partners to build the SLO CAL brand through a data-driven, efcient and
dynamic marketing and sales program while simultaneously enhancing the resident quality of life. Built on research
with a strategy of continuous improvement, VSC aims to establish SLO CAL as a favorite West Coast destination
known for its signature slower pace of life and unique mix of incredible, immersive guest experiences.
2
Dear Visit SLO CAL Investors, Partners & Stakeholders,
With FY 2019/20 behind us, we’d like to pause and reflect on
all that has been accomplished. This past year has had its
share of triumphs and challenges, yet in the end we have taken
signicant strides to set the stage for future success in the
years ahead.
With the support of our lodging investors, we successfully
campaigned for the renewal of the San Luis Obispo County
Tourism Marketing District. Through scores of meetings,
the collection of petition signatures and a series of hearings
resulting in unanimous approval from all seven city councils
and the county board of supervisors, we achieved what
seemed improbable ve short years ago. The 1.5 percent
assessment and ten-year renewal term strengthen our unied
district to further increase awareness of SLO CAL
®
and drive
visitor demand just when we need it most.
In advance of the renewal, we hired our rst Chief Marketing
Ofcer, Lisa Verbeck, with a goal of elevating our marketing
strategy and delivering a more qualied customer to our region.
Lisa brings a wealth of experience to our team, partnering with
local destinations and our agencies to navigate the current
crisis and the road ahead.
The Destination Management Strategy, now known as
Experience SLO CAL 2050, was nalized, approved and
prioritized by our board of directors for future work. We will
continue our work in air service development, partnership
with the wine industry and development of the SLO CAL
Crafted
®
brand, while advocating for recommendations such
as workforce housing and transportation. Lastly, we will look to
fund new initiatives including the development of a countywide
events and festivals strategy and a customer service program
to help propel our industry forward.
Chuck Davison, CDME
President & CEO
Visit SLO CAL
LETTER FROM THE PRESIDENT & CEO
When the outbreak of COVID-19 forced our Travel and Tourism
industry to close its doors, Visit SLO CAL pivoted all efforts
to focus on supporting and providing additional value for our
lodging investors and partners. Like many of you, we reduced
our team by 60 percent and the remaining members took
temporary 20 percent salary reductions, based on diminished
nancial resources. We engaged Tourism Economics to
develop a countywide, three-scenario, 24-month lodging
forecast and worked closely with the San Luis Obispo County
Regional Airport on an air service recovery strategy. We
launched our data-driven community dashboards providing
key data to help drive informed decisions by all of you. To show
our commitment to our communities’ safety and well-being, we
paused all paid advertising and shifted our messaging, focused
on keeping SLO CAL top of mind for when the time is right.
With the challenges of rebounding the tourism industry ahead,
strategy remains critical to our success. In May, Visit SLO CAL’s
Board of Directors approved Strategic Direction 2023, the
strategic plan that will serve as our new north star. Built upon
the accomplishments of Strategic Direction 2020, this plan is
the culmination of broad industry collaboration focused on
delivering on the needs of our investors and our communities.
While much of the past year has been challenging for all, we
are proud of the collective accomplishments of our industry,
building a foundation for SLO CAL’s future success in 2021, and
years to come!
All the best,
3
& TEAM
BOARD, COMMITTEES
BOARD OF DIRECTORS
MARKETING COMMITTEE
†
Resigned June 2020
††
Resigned May 2020
*Destination Partner
ASHLEE AKERS
Partner & VP of Client Services | Verdin (—June 2023)
JIM ALLEN
Director of Marketing & Communications | Hearst Castle (—June 2022)
AUDREY ARELLANO
Brand Manager | Cambria Inns Collection (—June 2023)
TERRIE BANISH*
Deputy City Manager - Marketing/Promotions/Events | City of Atascadero
JOCELYN BRENNAN*
President & CEO | South County Chambers of Commerce
MOLLY CANO*
Tourism Manager | City of San Luis Obispo
CHERYL CUMING*
Chief Administrative Officer | Unincorporated CBID
GORDON JACKSON*
Executive Director | Pismo Beach CVB
LORI KELLER
President/Principal | Blu Hotel Management (—June 2021)
JENNIFER LITTLE*
†
Tourism Manager | City of Morro Bay
JOEL PETERSON
Executive Director | Paso Robles Wine Country Alliance (—June 2023)
LINDSEY ROBERTS
Marketing Manager | Martin Resorts (—June 2021)
JOHN SORGENFREI
President & Owner | TJA Advertising (—June 2022)
ANNE STEINHAUER
†
Executive Director | SLO Coast Wine Collective (—June 2020)
DANNA STROUD*
††
Executive Director | Travel Paso
JILL TWEEDIE
Founder & President | Breakaway Tours & Event Planning (—June 2022)
CLINT PEARCE
Chair | Madonna Enterprises | Atascadero, San Luis Obispo
Elected Designated At-Large Seat (—June 2022)
MARK EADS
Vice Chair | SeaVenture Beach Hotel | Pismo Beach
Elected Designated At-Large Seat (—June 2023)
HEMANT PATEL
Secretary | 805 Hospitality | Morro Bay, Paso Robles, San Luis Obispo,
Unincorporated Area
Appointed Morro Bay Seat (—June 2023)
AARON GRAVES
Treasurer | The Rigdon House | Unincorporated Area
Elected Designated At-Large Seat (—June 2023)
JAY JAMISON
Past President | Pismo Coast Village | Pismo Beach
Elected Designated RV Park Seat (—June 2022)
ALMA AYON
Sundance Bed & Breakfast | Paso Robles
Elected Designated Bed & Breakfast Seat (—June 2021)
JEDIDIAH BICKEL
SeaCrest OceanFront Hotel | Pismo Beach
Appointed Pismo Beach Seat (—June 2021)
KATHLEEN BONELLI
Paso Robles Vacation Rentals | Paso Robles
Elected Designated Vacation Rental Seat (—June 2022)
JIM HAMILTON
County of San Luis Obispo
Appointed County At-Large Seat (—June 2023)
TONI LEGRAS
Beachside Rentals | Unincorporated Area
Appointed Unincorporated Area Seat (—June 2022)
SAM MILLER
Holiday Inn Express | Grover Beach
Appointed Grover Beach Seat (—June 2021)
NIPOOL PATEL
Lamplighter Inn & Suites | San Luis Obispo
Appointed San Luis Obispo Seat (—June 2022)
VICTOR POPP
La Quinta Inn & Suites | Paso Robles
Appointed Paso Robles Seat (—June 2021)
AMAR SOHI
Holiday Inn Express Hotel & Suites | Atascadero
Appointed Atascadero Seat (—June 2023)
Open Seat | Arroyo Grande
Appointed Arroyo Grande Seat (—June 2021)
4
& TEAM
CHUCK DAVISON
President & CEO
HALEY CAHILL
Marketing Coordinator
LISA VERBECK
Chief Marketing Ocer
KYLA BOAST
Sales Manager
TAYLOR GRANTHAM
PR & Communications Manager
MICHAEL WAMBOLT
Director of Travel Trade
DEREK KIRK
Director of Community
Engagement & Advocacy
ASHLEY MASTAKO
Partner Engagement Manager
BRENDAN PRINGLE
Director of Operations
ADVISORY COMMITTEE
TEAM
††
Resigned May 2020
WADE HORTON
County Administrative Officer | County of San Luis Obispo
LYNN COMPTON
Supervisor, District 4 | County of San Luis Obispo
JIM BERGMAN
††
City Manager | City of Arroyo Grande
LAN GEORGE
Councilmember | City of Arroyo Grande
RACHELLE RICKARD
City Manager | City of Atascadero
HEATHER NEWSOM
Councilmember | City of Atascadero
MATTHEW BRONSON
City Manager | City of Grover Beach
DESI LANCE
Councilmember | City of Grover Beach
SCOTT COLLINS
City Manager | City of Morro Bay
RED DAVIS
Councilmember | City of Morro Bay
TOM FRUTCHEY
City Manager | City of Paso Robles
STEVE MARTIN
Mayor | City of Paso Robles
JIM LEWIS
City Manager | City of Pismo Beach
ERIK HOWELL
Mayor Pro Tem | City of Pismo Beach
DEREK JOHNSON
City Manager | City of San Luis Obispo
HEIDI HARMON
Mayor | City of San Luis Obispo
5
PROCESS
As requested by our community’s local government stakeholders, VSC
contracted with Tourism Economics to perform a return on investment (ROI)
study to measure the efciency and effectiveness of the organization’s
efforts. The study found that VSC produced an ROI of $44 for every dollar
invested overall and an ROI of $57 for every dollar invested in new fly market
advertising, providing a data-driven basis for the renewal.
After gaining buy-in on the terms of the renewal and the Management District Plan from key investors,
destination partners and the leadership of the county and all seven cities, the Visit SLO CAL team
worked alongside investors to collect petitions in support of the renewal.
By the conclusion of this process, lodging investors representing more than 73 percent of countywide
lodging revenue petitioned in support of the district, while lodging investors representing only 3 percent
of revenue petitioned against it.
32
:
0
LODGING INVESTORS
REPRESENTING
OF LODGING REVENUE
PETITIONED IN
SUPPORT
1.0
%
5
YEAR
INITIAL TERMS
1.5
%
RENEWAL TERMS
TOURISM MARKETING DISTRICT
RENEWAL
On January 14, 2020, the San Luis Obispo County Board
of Supervisors unanimously approved the proposed
Management District Plan set forth by the tourism industry
and Visit SLO CAL to renew the Tourism Marketing District
(TMD). The original ve-year term of the TMD was to expire
on June 30, 2020. The approved proposal increases the
previous 1.0% assessment to 1.5% on short-term lodging
stays throughout San Luis Obispo County and extends the
district through June 30, 2030.
6
ALLOCATION OF ADDITIONAL FUNDING
During the renewal process, the lodging industry identied ve key areas of priority requiring long-term,
strategic investment to keep SLO CAL
competitive. As the industry recovers from the COVID-19 crisis and
tourism revenue grows, Visit SLO CAL plans to allocate additional TMD funding to the following key areas to
support new inventory in the pipeline.
ADVERTISING & MARKETING
Increase campaign investment in feeder markets to drive demand during need times and
extend length of stay through highly-targeted brand marketing and co-ops
SALES SUPPORT
Grow Travel Trade
initiatives to
support sales efforts
AIR SERVICE
DEVELOPMENT
Restore and increase
flight service with
additional flights and
new air service markets
INTERNATIONAL
MARKETS
Invest in top inbound
international markets
and key new growth
markets once long-haul
travel begins to rebound
EXPERIENCE
SLO CAL 2050
Implement VSC-
owned, tourism-related
recommendations,
including a customer
service program and events
and festivals strategy
7
RESPONSE
COVID-19
Throughout the COVID-19 pandemic, the Visit SLO CAL team has been hard
at work on behalf of our investors, partners and stakeholders, advocating
for critical pieces of legislation, working with local government, building
resources around messaging and safety and taking proactive steps to
ensure that when we move into the recovery phase, our county will be
well-positioned for success.
RESOURCES
In early April, the VSC team transitioned the weekly This Week in SLO CAL emails
to bi-weekly Today in SLO CAL emails due to the ever-changing nature of the
pandemic and government orders. The open rate of these emails was twice the rate
of traditional communications and directed recipients to VSC’s COVID-19 industry-
focused landing page. In addition, Visit SLO CAL worked with local destination
partners to create Open & Safe signage and social media assets for the local industry
to use when communicating to guests.
PROACTIVE EFFORTS
From the beginning of the crisis, the Visit SLO CAL team took proactive steps to reduce the
remainder of the organization’s scal year budget by 72 percent, including the elimination
of ve full-time and three part-time positions and a temporary 20 percent salary reduction
for remaining team members. VSC also developed conservative cash flow projections
to ensure that the organization is able to launch effective marketing campaigns that will
propel our county into recovery when the pandemic subsides.
The team hosted “Virtual Cheers” programs with journalists and tour operators to keep SLO
CAL top of mind as visitors gradually become more comfortable with the idea of travel.
Additionally, as a way to connect with partners, visitors and locals, VSC launched a SLO
CAL Crafted Live series showcasing local artisan producers such as Leo Leo Gelato, Central
Coast Distillery and Stepladder Ranch & Creamery.
As an added benet to our investors and partners, Visit SLO CAL conducted a 24-month
economic forecast that included specic forecasts for municipalities, along with a
countywide forecast. VSC also began providing monthly economic data dashboards to
enable industry professionals to project future business and make informed operating
decisions.
8
ADVOCACY
In late March, Visit SLO CAL leadership joined a number of working groups and coalitions
to advocate on behalf of our lodging investors and the broader Travel & Tourism industry.
COUNTY OF SAN LUIS OBISPO
START GUIDE DEVELOPMENT TEAM
• To ensure the lodging investors, restaurants, event and activity partners were able to
inform the county’s re-opening plan.
CALTRAVEL COVID-19 TASK FORCE
• To ensure our voice is being heard at the state level through the Governor’s Ofce of
Business & Economic Development.
COUNTY OF SAN LUIS OBISPO
EMERGENCY JOINT INFORMATION CENTER
• To ensure the industry receives the information and resources needed by directing
tourism industry businesses to VSC’s COVID-19 landing page.
U.S. TRAVEL-LED COALITIONS
• To support the Paycheck Protection Program and business protection efforts.
SLO CAL LODGING OWNERS ROUNDTABLE
with Assemblyman Jordan Cunningham
• To discuss the state response to the COVID-19 crisis.
SLO CAL LODGING OWNERS ROUNDTABLE
with Emergency Services Director and County Administrative Ocer, Wade Horton
• To negotiate the lodging occupancy cap and other potential restrictions.
VSC continues to work with local leaders including San Luis Obispo County
Administrative Ofcer, Wade Horton; Lead Public Information Ofcer, Whitney
Szentesi; Public Health Director, Dr. Penny Borenstein and others to ensure that
the local tourism industry has a strong voice.
9
In the spring, Visit SLO CAL partnered with Coraggio Group to develop Strategic Direction 2023
(SD 2023), the strategic plan and north star by which the organization will operate over the next
three years. Following the success of Strategic Direction 2020, SD 2023 was advised by 170 survey
responses, one dozen investor interviews, ve regional engagement sessions and four half-day work
sessions that included additional opportunities for investor, partner and stakeholder feedback.
STRATEGIC DIRECTION
VISION
A vibrant and prosperous SLO CAL,
fueled by a collaborative and flourishing
tourism industry
MISSION
Inspire travel and foster our unique
experiences to create life-long
ambassadors and economic growth for
SLO CAL
POSITION
To best support SLO CAL’s tourism economy, Visit SLO CAL provides:
• Strategic research and vital tourism knowledge to investors, partners,
stakeholders and communities
• A long-term, collaborative and holistic roadmap that enables success for
our community
• High-quality and high-impact marketing and sales initiatives tailored to
reach regional, national and international target markets
• Leadership in destination management and community engagement to
enhance quality of life for residents and quality of experience for visitors
REPUTATION
VALUES
• Visionary
• Strategic
• Collaborative
• Creative
• Responsive
• Essential
STEWARDSHIP
We are mindful of our resources and
seek to enhance the SLO CAL lifestyle
AUTHENTICITY
We are attuned to our own well-being
and strive to bring the SLO CAL brand
to life
INCLUSION
We engage and collaborate with an
array of voices and perspectives
DRIVE
We bring enthusiasm to our work and
prioritize initiatives to achieve results
FUTURE FOCUS
We deliver today with an innovative eye
on tomorrow
2023
10
Enhance Our Organizational Capacity and Culture
INITIATIVES
• Assess and rene interdepartmental communication
and processes
• Develop and enable our team
• Foster an engaged and focused team culture
OBJECTIVES
• Increase mean Employee Engagement score to 3.85
• Return ratio of administrative cost to economic impact to 2019
level or higher
• Increase Team Net Promoter score to 11 or higher,
and maintain
• Increase Whole Systems mean score on Systems and
Processes and Capabilities and Talent sections to 3.25
Amplify and Steward the SLO CAL Brand
Through Unied Efforts
INITIATIVES
• Execute a “house of brands” strategy that honors the
experiences of our individual destinations
• Increase share of voice and intent to travel through targeted
media strategies
• Target and nurture marketing partnerships that increase our
brand awareness
OBJECTIVES
• Increase SLO CAL brand awareness year-over-year, as
measured by advertising effectiveness and ROI (Return on
Investment) study
• Increase length of stay by .2 days over 2019, as measured
by Arrivalist
• Increase cross-visitation to 2 communities per unique arrival,
as measured by Arrivalist
• Achieve mean MPV (Marketing Partnership Value) score of 4
Lead the County Tourism Industry in a Collaborative
Resilience Planning Effort
INITIATIVES
• Dene and activate pathways to accelerate recovery for our
tourism industry
• Develop mechanisms to quickly gather, report and leverage
crisis-related data
• Foster long-term resilience for our tourism industry
OBJECTIVES
• Restore annual visitor volume with growth 10% or more above
statewide growth, per Visit California numbers
• Restore total air service to 80% of 2019 baseline or higher
• Outperform California tourism recovery by 5%, per Dean
Runyan Economic Impact Report
Demonstrate Value to Investors, Partners,
Stakeholders and Communities
INITIATIVES
• Build local awareness of Visit SLO CAL and its positive
impacts
• Increase opportunities for engagement with our investors,
partners and stakeholders
• Innovate in development of data resources for our tourism
community
• Advance advocacy efforts to promote the value of tourism
OBJECTIVES
• Foster balanced year-over-year growth of engagement in Visit
SLO CAL opportunities
• Increase investor/partner/stakeholder Net Promoter Score by
5% year-over-year
• Secure at least 2 local media articles annually that receive
a perfect score of 10 using the Barcelona Principles scoring
rubric
• Maintain community acceptance of tourism survey score at or
above 2018 baseline
I M P E R A T I V E S
11
Sources: Dean Runyan, Inc., American Road & Transportation Builders Association, San Luis Obispo County Oce of Education,
United States Bureau of Labor Statistics, Tourism Economics
TOURISM BENEFIT
2019
$
90M
spending
earnings
TRAVEL
INDUSTRY
$
2.02B
spending
VISITOR
$
1.94B
$
816M
TOURISM PUTS
YOY INCREASE
7.1
%
RESIDENTS TO WORK EACH DAY
TOURISM
COMPRISES
22,857
TOURISM CONTRIBUTED
IN TRANSIENT OCCUPANCY TAX REVENUE
$
43.7M
YOY INCREASE
6.5
%
DIRECT SPENDING
BY SECTOR
$
228M
$
305M
$
528M
$
552M
TRAVEL
OF COUNTYWIDE GDP
SPENDING
GENERATED
which could cover the expenses for
SALARIES
887
POLICE OFFICERS’
SALARIES
FIREFIGHTERS’
1,103
RESURFACED ROADS
MILES OF 2-LANE
144
SALARIES
1,931
TEACHERS’
OR
OR
OR
depend on
9.7
%
$
5.5M
a day
$
231K
an hour
$
3.8K
a minute
$
64
a second
INVESTMENT
COMMUNITY
IN DIRECT
RECREATION
RETAIL
FOOD SERVICE
LODGING
DIRECT SPENDING
BY ACCOMMODATION TYPE
$
131M
$
52M
$
165M
$
385M
$
1.2B
PRIVATE HOMES
VACATION HOMES
CAMPGROUNDS
HOTELS/MOTELS
DAY TRAVEL
of travel businesses
small businesses
are considered
SLO CAL JOBS
TRAVEL & TOURISM
1 OUT O
83%
F 6
13,411
JOBS
Accommodations
& Food Service
304
JOBS
Visitor Air Transportation
508
JOBS
Other Travel
6,341
JOBS
Arts, Entertainment
& Recreation
713
JOBS
Ground Transportation
1,580
JOBS
Retail
$
509
M
Accommodations
& Food Service
$
29
M
Visitor Air Transportation
$
45
M
Other Travel
$
137
M
Arts, Entertainment
& Recreation
$
39
M
Ground Transportation
$
57
M
Retail
WOULD NEED TO SPEND
AN ADDITIONAL
WITHOUT TOURISTS
TO CREATE THE SAME ECONOMIC BENEFIT
for the community
EACH SLO CAL HOUSEHOLD
$
18,843
WITHOUT STATE & LOCAL TAX REVENUE
GENERATED BY TRAVEL & TOURISM
in taxes
PAY AN ADDITIONAL
EACH SLO CAL HOUSEHOLD WOULD
$
1,690
12
HOTEL OCCUPANCY (OCC)
AVERAGE DAILY RATE (ADR) REVENUE PER AVAILABLE ROOM (REVPAR)
TRANSIENT OCCUPANCY TAX (TOT)
Sources: STR, Inc., Visit SLO CAL, Tourism Economics
SLO CAL
MONTEREY
NAPA
SANTA BARBARA
SONOMA
CALIFORNIA
70.8%
56.5%
YOY YOY
73 .1%
59.3%
69.9%
57. 3 %
70.6%
57. 4%
74.7%
63.1%
75.3%
62.5%
20
%
19
%
18
%
19
%
16
%
17
%
MAR-JUNE
55
%
52
%
68
%
48
%
52
%
FY 2019/20 FY 2018/19
36
%
YOY
MAR-JUNE
YOY
SLO CAL
MONTEREY
NAPA
SANTA BARBARA
SONOMA
CALIFORNIA
$
165
$
146
FY 2019/20 FY 2018/19
$
225
$
213
$
200
$
200
$
333
$
328
$
181
$
169
$
171
$
160
12
%
5
%
0
%
2
%
7
%
6
%
13
%
42
%
28
%
28
%
37
%
35
%
YOY
MAR-JUNE
SLO CAL
MONTEREY
YOY
NAPA
SANTA BARBARA
SONOMA
CALIFORNIA
$
117
$
82
$
164
$
126
$
140
$
115
$
235
$
189
$
135
$
107
$
129
$
100
29
%
23
%
18
%
20
%
21
%
22
%
74
%
66
%
77
%
67
%
69
%
FY 2019/20 FY 2018/19
44
%
$
5.3M
$
4.8M
$
4.7M
$
4.2M
$
3.6M
$
3.0M
$
2.9M
$
2.2M
$
2.3M
$
3.0M
$
3.4M
$
3.5M
$
4.6M
$
4.9M
$
4.6M
$
3.8M
$
3.1M
$
2.5M
$
1.8M
$
2.7M
$
455K
$
3.1M
JUNMAYAPRMARFEB
FY 2019/20
FY 2018/19
Impacted by
COVID-19
JANDECNOVOCTSEPAUGJULY
$
1.3M
$
2.9M
DECREASE IN
VISITATION
17
%
VISITOR VOLUME
FY 18/19
0.30
M
7.23M
2.71M
4.82M
FY 19/20
0.21
M
6.05M
2.28M
3.98M
DAY
OVERNIGHT INTERNATIONAL
DOMESTIC
13
TRADE
TRAVEL
Visit SLO CAL’s Travel Trade department utilizes international representation,
sales missions, familiarization tours (FAMs) and trade shows to expand reach
and promote SLO CAL as a multi-night destination. In March, due to the COVID-19
crisis, international representation and meeting and conference activation was
suspended indenitely and traditional trade programs were postponed until travel
resumes. However, VSC continues to build and nurture relationships with tour
companies, meeting planners and others in the sales funnel to ensure SLO CAL is
top of mind as the industry recovers.
Visit California SuperFAM (Germany/France)
California RV Show (RVIA)
Vacation Rental Management Association (VRMA) Conference
Tour & Travel Winter Sales Mission
World Travel Market & German Sales Days
HelmsBriscoe Meeting Planner FAM
Smart Meetings Virtual Trade Show
National Travel Association Travel Exchange
CalSAE Seasonal Spectacular
Meeting & Conference Virtual Cheers Program
OCTOBER
NOVEMBER
DECEMBER
JANUARY
APRIL
MAY
Familiarization (FAM) Tour: A hosted tour of SLO CAL for Travel Trade or media
representatives to experience and learn about the destination rsthand
Sales Mission: A series of sales meetings in one of VSC’s target markets with
travel agencies, tour operators and/or meeting planners to pitch and educate them
on the destination and its offerings
Lead: A connection or opportunity provided to local investors and partners to book
business, promote their company or host travel buyers and meeting planners to
experience their product
APPOINTMENTS
FAM ATTENDEES
TRADE
SHOWS
123
5
24
1
298
LEADS
14
EARNED
MEDIA
INTERNATIONAL
LOCAL
TOTAL
DOMESTIC
163 ARTICLES
58 ARTICLES
40 ARTICLES
261 ARTICLES
$
1.2m AD VALUE EQUIVALENCY
$
307k AD VALUE EQUIVALENCY
$
14k AD VALUE EQUIVALENCY
$
1.6m AD VALUE EQUIVALENCY
330m IMPRESSIONS
26
m IMPRESSIONS
8
m IMPRESSIONS
364m IMPRESSIONS
THE INDEPENDENT (UK)
“San Luis Obispo City Guide: Where
to Eat, Drink, Shop and Stay on
California’s Central Coast”
THE SCOTTISH SUN (UK)
“Slow Down in SLO CAL” (print)
LONELY PLANET (US)
“Adventures in California’s San Luis
Obispo County”
OUTSIDE (US)
“6 Under-the-Radar Beach Towns that
Aren’t Touristy”
TRIPSAVVY (US)
“The Best Time to Visit California’s
Central Coast”
LIVABILITY (US)
”Go There: A Relaxing Weekend in San
Luis Obispo, California”
San Diego Flight Launch
Familiarization Tour
In an effort to support the San Diego flight launch,
Visit SLO CAL partnered with Travel Paso and San
Simeon Tourism Alliance to host a familiarization
tour for six qualied San Diego journalists.
In FY 2019/20 Visit SLO CAL worked hand in hand with Visit California, local destination
marketing organizations and local business partners to engage with members of the press
through in-market meetings, press events, proactive pitching and FAM tours. VSC partnered
with TURNER PR domestically and Black Diamond in the UK and Ireland to increase SLO CAL’s
share of voice, generating almost $1.6 million in earned media value. From March onward,
earned media efforts pivoted to domestic and reactive pitching only due to the COVID-19
crisis. During that time, VSC was able to leverage virtual and future-focused story angles to
secure earned media articles.
NOTABLE ARTICLES
15
QUALIFIED
SESSIONS
PARTNER REFERRALS
36K
SESSIONS
881K
BOUNCE RATE
50.46
%
13%
ENGAGED SESSIONS
120 K
9%
15%
32K
24%
17%
In FY 2019/20, Visit SLO CAL focused on inspiring, educating and engaging travelers to visit SLO CAL. Through a dynamic
content strategy, VSC delivered timely messaging on SLOCAL.com and distributed that messaging across all owned channels
for a stronger ROI. As the COVID-19 pandemic began to disrupt the industry in March, VSC shifted its messaging to keep the
destination top-of-mind, encouraging them to dream of future leisure travel to SLO CAL.
OWNED
MEDIA
FY 2019/20 SLOCAL.COM SNAPSHOT
Sessions: A group of user interactions with a website that takes place within
a given time frame
Bounce Rate: The percentage of sessions to the website that navigate away
from the site after the user views only one page
Engaged Session: A website session (on SLOCAL.com) that has met the
following criteria: Session duration is greater than 90 seconds and user has
done at least one of the following: 1) visited two or more pages during the
session, 2) subscribed to the eNewsletter, 3) requested a Visitor Magazine, 4)
clicked “Visit Website” or “Book Now” or 5) clicked on the phone number on a
partner listing
Qualied Session: A website session (on SLOCAL.com) that has met the
following criteria: User subscribed to the eNewsletter or requested a Visitor
Magazine or clicked “Visit Website” or “Book Now” or clicked on the phone
number on a partner listing
Partner Referral: A click on a partner link, or the “Visit Website,” “Book Now,”
or phone number on the partner listing
SOCIAL
FY 18/19
FY 19/20
25
%
FOLL OWING
117,124
93,869
FY 18/19
FY 19/20
CLICKS
15,532
24,045
35
%
16
Visit SLO CAL worked closely with Miles Partnership to guide and execute
the VSC paid advertising strategy. Using data-driven optimizations, the
campaign was delivered to three target personas across seven media
markets, including Las Vegas and San Diego, which introduced new direct
flight service. According to Arrivalist, FY 2019/20 paid media resulted in a
74.3 percent lift in arrivals and a 15 percent lift in length of stay compared to
the control group that was not exposed to the campaign.
In March, VSC immediately paused all paid media, adapting quickly to the
changing travel environment in light of the pandemic.
PAID
MEDIA
FY 2019/20 PAID MEDIA
SNAPSHOT
CONNECTED TV VIDEO
COMPLETION RATE
5%
97
%
OVERALL COST PER
LANDING PAGE ON SOCIAL
$
1.06
3. 89
%
3%
SEM COST PER CLICK
$
2.03
2%
SEM CLICK-THROUGH RATE
15%
spend
IMPRESSIONS
CLICKS
$
990.7K
98.3M
444.3K
17
1%
PORTLAND*
43%
DALLAS • DENVER
LAS VEGAS • PHOENIX
SEATTLE
66%
DISPLAY
NATIVE
PRE-ROLL
OTHER
15%
SOCIAL
19%
SEM
19%
SAN DIEGO
37%
LOS ANGELES
SAN FRANCISCO
PAID MEDIA BY MARKET
BREAKDOWN BY
CHANNEL
*Shortly after launching,
the Portland campaign
was paused due to the
COVID-19 pandemic.
18
SanLuisObispoCounty|CalendarYearPerformance
PismoBeach/ShellBeach
SanLuisObispo
MorroBay
ArroyoGrande&GroverBeach
LOBP&MDO&AvilaBeach
Paso
Cayucos
Cambria
Atascadero&SantaMargarita/Pozo
Nacimiento&SanMiguel
SanSimeon&RaggedPoint
46WestPasoWineCountry
46EastPasoWineCountry
EdnaValleyandLakeLopez
Templeton
E
astCounty:Creston/Shandon/Cholame/CAValley
SLOCALRegionalAirport
21.3%
13.2%
11.1%
10.1%
0.3%
1.1%
1.2%
2.1%
2.2%
2.3%
3.2%
3.7%
4.4%
4.5%
8.7%
9.9%
0.7%
VisitorArrivalsbyPOI
%shareoftrackedarrivals,Q22020
0
M 5M 10M 15M 20M 25M
RESTAURANTS/QSRs
RETAIL
LODGING
SUPERMARKETS
OIL/GAS
WHOLESALECLUBS
OTHERTRAVEL&ENTERTAINM
MISC.SPECIALTYRETAIL
DISCOUNTSTORES
HEALTHCARE
26.0%
21.7%
13.2%
10.3%
8.0%
4.8%
4.5%
1.8%
1.8%
1.5%
DomesticVisitorSpendingTrends
VisaCardSpending,Q22020
OCC AverageDailyRate RevPAR Supply RoomsSold RoomRevenue
$46,563,224
317,830
859,498
$54.17
$146.50
37.0%
HotelPerformance:SanLuisObispoCounty
Q22020
Q2 Q2
63%
37%
0.8M
100%
0%
0.8M
TotalVisitation
%oftotalvisits,Q22020
Day
Overnight
International
Domestic
Fresno/Visalia
LosAngeles
Bakersfield
SanFrancisco/Oakland/..
Monterey/Salinas
S
acramento/Stockton/M..
S
antaBarbara/SantaMa..
SanDiego
NA
Chico/Redding
36%
20%
14%
10%
6%
5%
5%
2%
1%
0%
Top-10OriginMarkets
%shareoftrackedvisits,Q22020
Phoenix/Mesa
Seattle/Everett
Denver
Dallas/Ft.Worth
SanFranciscoBayArea
NewYork/Newark
LosAngelesBasin
Washington/Baltimore
Chicago
Portland,OR
20.0%
17.6%
14.0%
9.8%
7.3%
6.7%
6.5%
6.4%
5.8%
5.8%
Top-10OriginMarketsbyAir
byorigin&destinationpassengers,2020
18,510
Enplanements&Deplanements
Q22020
49.7%
Deplanement
s
50.3%
E
nplanements
$1,322,278
TOTRevenue
SanLuisObispoCounty
Year
2020
Q
uarter
Q2
Filtersrepresents
availabledatatodate.
Source:Arrivalist,STR,VisaVue,VisitSLOCAL,Volaire,SanLuisObispoCountyRegionalAirport,andTourism
Economics.
Poweredby
TOURISM DATA &
RESEARCH
In recent years, Visit SLO CAL has invested in key data points
for its investors, partners and stakeholders, sharing data from
STR, VisaVue Travel and Tourism Economics, as well as sharing
countywide TOT information. In FY 2019/20, Visit SLO CAL partnered
with Tourism Economics to aggregate all of that data into Tableau
dashboards, providing easy-to-understand visualizations and
comparisons, and summarizing the key insights from the collective
data in shareable reports.
As previously noted, upon the request of our local government
stakeholders leading into the renewal process, VSC invested in a
return on investment (ROI) study to demonstrate the efciency
and effectiveness of the organization. The study found that VSC
influenced $44 in visitor spending for every dollar invested.
DATA AND INSIGHTS
DASHBOARD
19
With the uncertainty surrounding the COVID-19 pandemic, VSC commissioned Tourism Economics
to produce a lodging forecast that provides month-by-month projections through June 2022,
broken down by Occupancy, ADR (average daily rate), RevPAR (revenue per available room) and
lodging taxes. In addition to the overall countywide report, VSC commissioned individual forecast
projections for communities that report into STR, including Atascadero, Cambria, Morro Bay, Paso
Robles, Pismo Beach and San Luis Obispo, as part of a co-op with these communities.
24-MONTH LODGING FORECAST
Visit SLO CAL measures tracked arrivals through
the Arrivalist A2 Attribution and A3 Visitation
platforms. Arrivalist A3 offers insights on arrivals
into San Luis Obispo County and key points of
interest (POIs), arrival windows, arrival origins,
cross-visitation, length of stay and campaign lift
as a result of our paid media and organic trafc.
FRESNO / VISALIA
ARRIVALS
LOS ANGELES
SAN FRANCISCO / OAKLAND / SAN JOSE
BAKERSFIELD
MONTEREY / SALINAS
SACRAMENTO / STOCKTON / MODESTO
SANTA BARBARA / SANTA MARIA
SAN DIEGO
PHOENIX
CHICO / REDDING
26.4%
24.0%
13.3%
10.4%
6.4%
5.9%
4.0%
2.6%
0.6%
0.4%
July 2019 - June 2020
% Share of Tracked Arrivals to SLO CAL
0%
-10%
Mar APR MAY JUN JUL AUG SEP OCT NOV DEC
-20%
-30%
-40%
-50%
-60%
-70%
-80%
-90%
upside
baseline
downside
Percent of Total Spending Compared to 2019
July 2019 - June 2020
Average of 1.8
Communities Per
Unique Arrival
Strong Increase in June
No Strong Increase
Strong Increase in July/August
CROSS-VISITATION
HEAT MAP
LOST VISITOR SPENDING IN SLO CAL (THREE SCENARIOS)
20
PARTNERS
REACH
11
PRESS
MENTIONS
136
REACH
24M
VIDEO VIEWS
340K
SAN DIEGO BAY
WINE + FOOD FESTIVAL
ACROSS YOUTUBE,
WSL PLAYER AND
SOCIAL MEDIA
11
K
BRAND ACTIVATIONS &
CO-OPs
Visit SLO CAL engaged in several events and activations throughout FY 2019/20,
including a Google My Business co-op in September and SAVOR - A San Luis
Obispo County Experience activation in November. VSC and Surfers of Tomorrow
partnered to rebrand the Pismo Beach Open to the SLO CAL Open at Pismo Beach
(January 30-February 2) and brought a brand-new surf competition to Morro Bay,
the SLO CAL Open at Morro Bay (February 27-March 1). Additionally, VSC worked
to bring the world-renowned Spartan Race to SLO CAL in March, but the race was
postponed due to the COVID-19 pandemic. VSC leveraged those partnerships to
engage new domestic and international consumers who align with VSC target
personas, expanding the awareness and reach of the SLO CAL brand in ways that
Visit SLO CAL could not achieve alone.
GOOGLE MY BUSINESS CO-OP
SAVOR SLO CAL OPEN
In September 2019, Visit SLO CAL collaborated with Miles Partnership
on a Google My Business co-op aimed at improving the quality and
visibility of destination-related content within Google.
TOTAL IMAGE VIEWS
REGIONAL WORKSHOPS
4 4.2K
ON BEST PRACTICES
GOOGLE MY BUSINESS
PIECES OF MISSING
COVERING
INFORMATION ADDED
LISTINGS AUDITED
PHOTO SHOOT
7-DAY
LOCATIONS
IMAGES
UPLOADED
TO GOOGLE
for tourism businesses throughout the county
covering almost 800 businesses
146
8.1M
3 .1K
1K
TOTAL IMAGE VIEWS
REGIONAL WORKSHOPS
4 4.2
K
ON BEST PRACTICES
GOOGLE MY BUSINESS
PIECES OF MISSING
COVERING
INFORMATION ADDED
LISTINGS AUDITED
PHOTO SHOOT
7-DAY
LOCATIONS
IMAGES
UPLOADED
TO GOOGLE
for tourism businesses throughout the county
covering almost 800 businesses
146
8.1M
3 .1K
1K
21
FILM
SLO CAL
ADVOCACY
The lm industry drives business to SLO
CAL with productions investing dollars
locally and products showcasing the
landscapes, lifestyles and experiences
of SLO CAL. Film SLO CAL, a division of
Visit SLO CAL, and the lm commission
for San Luis Obispo County, promotes,
facilitates and tracks lming throughout
the county, working to increase the
number of productions and resulting
economic impact.
PRODUCTIONS
62
FILMING DAYS
ESTIMATED SPEND IN SLO CAL
85
LEADS
65
$
1.4M
The Visit SLO CAL Board of Directors is deeply invested in industry advocacy and as such,
adopted a formal Public Policy Platform and advocacy strategy in 2019. VSC’s advocacy
efforts are focused on ease of travel and ensuring a strong Travel and Tourism industry.
VSC partners with elected ofcials and their staff at all levels and is actively involved with
CalTravel and U.S. Travel Association.
Industry Advisory Group
The VSC team regularly hosted
Industry Advisory Group meetings
with Congressman Salud Carbajal and
Assemblyman Jordan Cunningham,
along with a group of lodging property
owners from across the county to ensure
elected ofcials know the ways in which
they can support our county’s second
largest industry.
Partnership with CalTravel
VSC actively partners with CalTravel on
statewide advocacy efforts. In FY 2019/20,
Chuck Davison, VSC President & CEO, served
as the Treasurer on the CalTravel Executive
Committee and Derek Kirk, VSC Director of
Community Engagement & Advocacy, served
on the Government Relations Committee.
Additionally, the team played an active role in
the appointment of Toni LeGras to the CalTravel
Board, making her the rst vacation rental
representative in the state to hold that position.
Individual Meetings
with Elected Ofcials
The VSC team works throughout the year
to engage elected ofcials on the issues
impacting our industry. Last year in particular,
the VSC team met with each of the members
of the board of supervisors and over 18 city
council members regarding the renewal of the
TMD. In addition, Chuck Davison, VSC President
& CEO, met with Congressman Salud Carbajal in
his D.C. ofce to discuss federal policy issues.
Chuck Davison with Representative Salud Carbajal
SLO CAL representatives
meet with Assemblyman
Jordan Cunningham
during CalTravel Tourism
Advocacy Day
22
COMMUNITY & PARTNER
ENGAGEMENT
In FY 2019/20, Visit SLO CAL engaged investors, partners and
stakeholders through promotion, education and collaboration, using
the SLO CAL Connection and e-blasts to share the most recent tourism
research, media and sales leads, and other valuable opportunities.
INDUSTRY EDUCATIONAL SYMPOSIUM
As a way to provide our partners with the most up-to-date information
on research and trends, Visit SLO CAL hosted a half-day Industry
Educational Symposium in October, bringing some of tourism’s top
leaders to discuss topics that are important to the industry.
VIRTUAL TOWN HALL
In June, Visit SLO CAL hosted its rst ever Virtual Town Hall as a
way to connect with investors, stakeholders and partners during
the pandemic in order to provide an update on the current state
of tourism in SLO CAL as well as a look at future marketing and
advocacy efforts.
TOURISM ECOSYSTEM
As Destination Marketing and Management Organizations, it
is imperative that all parts of the funnel lift each other up for
the success of our communities and tourism businesses. To
that end, Visit SLO CAL partners with organizations in all parts
of the tourism ecosystem, with the intention of driving greater
awareness of SLO CAL as a destination and beneting our
industry partners.
DESTINATION POSTCARDS
As part of a pilot program in early 2020, VSC worked closely with
industry partners across SLO CAL to create a number of consumer
postcards representing communities throughout the county, giving
lodging investors the opportunity to provide the postcards to their
guests at no charge.
Ryan Becker, VP of
Communications,
Visit California
Special Guest Presentation by
LEVERAGING
GREATER IMPACT
LOCAL TBIDS
VISIT CALIFORNIA
BRAND USA
VISIT SLO CAL
Tourism Businesses
23
ITEMS IN VISIT SLO CAL’S EXISTING SCOPE
• Air Service & Airport Development
• International Visitors
• Paso Robles & SLO Coast Wine
• SLO CAL Crafted
ITEMS VISIT SLO CAL WILL
ADVOCATE FOR/PARTNER ON
• Authentic Communities (FY 2020/21)
• Countywide Trail System (FY 2020/21)
• Develop & Grow Communities
• Ground Transportation
• Morro Bay Waterfront
• Nightlife, Music & Entertainment (FY 2020/21)
• San Luis Obispo County Conference Center(s)
• Talent Attraction, Development & Careers
• Tourism Management
• Workforce Housing & Transportation (FY 2020/21)
• Cannabis Tourism
ITEMS VISIT SLO CAL
WILL FUND/COMPLETE
• Bike Tourism
• Chief Investment Ofcer
• Culinary Arts Campus
• Customer Service Training Program (FY 2020/21)
• Events & Festivals Strategy (FY 2020/21)
• Experience Incubator
• SAVOR SLO CAL
• Signature Events
• Space Launch Events (FY 2020/21)
• Sustainable Tourism
• Thematic Routes (FY 2020/21)
SEATTLE
PORTLAND
SAN FRANCISCO
PHOENIX
DALLAS
DENVER
LOS ANGELES
LAS VEGAS
NEW SEATS
52K
ADDED
YOY
*
GROWTH
12
%
LAUNCHING
2021
SAN DIEGO
NEW DAILY
FLIGHT
AIR SERVICE
DEVELOPMENT
After 18 months of development, the Visit SLO CAL Board
of Directors adopted the nal Destination Management
Strategy, approved a Work Plan including implementation
steps, branded the document as Experience SLO CAL
2050 and formally prioritized and budgeted for the work
to begin in FY 2020/21. The strategy is a 30-year plan for
the destination to 1) enhance resident quality of life and 2)
create a better visitor experience.
Visit SLO CAL worked closely with SLO County Regional Airport on air
service development, attracting new flight service from Las Vegas,
San Diego and Portland through multiple airline headquarters meetings,
air service conferences and marketing investment in flight markets.
2050
EXPERIENCE SLO CAL
*
Increase reflects July 2019 to February 2020 compared to July 2018 to February
2019 (prior to air service losses due to COVID-19)
Source: Volaire
24
MOVING
FORWARD
A PHASED APPROACH
The return to leisure travel will not occur overnight, so Visit SLO
CAL will take a phased approach in advertising and sales efforts,
monitoring various macro and micro signals in order to determine
when it is appropriate to transition into the next wave of recovery.
With a campaign investment similar to last year’s, we will prioritize
targeting high-value travelers, as they are more likely to resume
travel sooner, stay longer and spend more money while in SLO
CAL. The creative will reflect a house of brands approach to ensure
that we honor the experiences of our individual destinations while
amplifying the Visit SLO CAL brand. Co-op campaigns with Visit
California, the SLO County Regional Airport and destination partners
will ensure media spend is leveraged to obtain strong value for
money, as well as high reach and frequency.
From a communications standpoint, VSC will lean in to the road trip
and California Less Traveled messaging in order to grow SLO CAL’s
share of voice among regional and national media, and stand out
from competitors.
For more details on VSC’s FY 2020/21 scope of work, be sure to download the
FY 2020/21 Business & Marketing Plan, available here: http://bit.ly/vsc-plan.
A SHIFTING SALES STRATEGY
With the COVID-19 pandemic disrupting the sales funnel, VSC will
be shifting its short-term strategy to a more in-state, drive market
approach, while assuring the region remains top-of-mind with both the
meeting and conference and international trade segments. We will
reactivate large-scale programs for international Tour and Travel and
Meeting and Conference sales when the time is right.
EXPERIENCE SLO CAL 2050
While some of the 28 recommendations coming out of
Experience SLO CAL 2050 focus on VSC’s existing scope of work and
advocacy efforts, VSC will also be funding new initiatives, including
the development of a countywide events and festivals strategy and
a customer service program to help drive the growth of the tourism
industry, as prioritized by the VSC Board of Directors.
25
$
4,649,473
$
269,249
$
69,226
Estimated cost of providing
activities in the next fiscal year
Estimated FY 2019/20 Deficit
Carried Forward to FY 2020/21
ESTIMATED CONTRIBUTION FROM
NON-ASSESSMENT SOURCES
BUDGET
FY 2020/21
FILM COMMISSION
$
21,325
PROMOTIONS & EVENTS
$100,861
INDUSTRY RESEARCH & RESOURCES
$
206,735
CONTINGENCY RESERVE
*
$
229,455
GENERAL & ADMINISTRATIVE
$
301,937
COMMUNICATIONS
$
319,665
ADVERTISING &
DIGITAL MARKETING
$
2,675,045
TRAVEL TRADE
$
324,454
ENGAGEMENT & ADVOCACY
$
469,996
$
4,649,473
VISIT SLO CAL
BUDGET
*Contingency funds reect 5% of TMD revenue.
26
ASSESSED FUNDS FROM FY 2019/20
*
$
886,628
$
1,063,018
(
$
152,665)
$
33,700
$
526,787
$
692,238
$
89,349
$
114,962
$
298,321
$
2,188
PREVIOUS YEAR TMD COLLECTED
IN CURRENT YEAR
CITY OF
ARROYO GRANDE
CITY OF
ATASCADERO
CITY OF
GROVER BEACH
CITY OF
MORRO BAY
CITY OF
PASO ROBLES
CITY OF
PISMO BEACH
CITY OF
SAN LUIS OBISPO
SLO COUNTY
UNINCORPORATED AREA
ADJUSTMENT FOR
ACTUAL TMD COLLECTED
*Collections remitted from July 1, 2019 to June 30, 2020, including adjustments
made for current year remittances that varied from accrued amounts.
DIGITAL MARKETING
$
267,361 (6.83%)
COMMUNICATIONS
$
247,507 (6.32%)
Engagement & Advocacy
$
228,704 (5.84%)
GENERAL & ADMINISTRATIVE
$
264,330 (6.75%)
CONTINGENCY RESERVE
$
178,123
(4.55%)
EVENTS
$
137,574 (3.51%)
PROMOTIONS
$
33,648 (0.86%)
FILM COMMISSION
$
15,197 (0.39%)
ADVERTISING
$
1,972,455 (50.36%)
Industry Research & RESOURCES
$
275,500 (7.03% )
TRAVEL TRADE
$
295,963 (7.56%)
APPENDIX
FY 2019/20
DETAILED EXPENDITURES
METHOD & BASIS OF LEVYING
ASSESSMENT
The annual assessment rate is 1% of gross short-term
(stays 30 or fewer consecutive days) room rental revenue.
With the passage of the Tourism Marketing District (TMD)
on June 10, 2015, implementation of the assessment
began July 1, 2015, and continued for ve years through
June 30, 2020. With the renewal of the TMD by the
Board of Supervisors on January 14, 2020, the annual
assessment rate increased to 1.5% beginning July 1, 2020
and will continue for ten years through June 30, 2030.
The county and each city are responsible for collecting
the assessment from lodging businesses within their
respective jurisdictions on a monthly or quarterly basis,
including any delinquencies, penalties and/or interest.
Within 30 days of receipt, the county and each city then
forward the assessments collected to the TMD managed
by Visit SLO CAL.
PROPOSED BOUNDARY, ZONE OR
CLASSIFICATION CHANGES
There are no proposed boundary, zone or classication
changes for the coming year.
27
805.541.8000
SLOCAL.COM
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SLOCAL @SLOCAL
@
VisitSLOC
