E E E c c c o o o n n n o o o m m m i i i c c c V V V i i i t t t a a a l l l i i i t t t y y y S S t t r r a a t t e e g g y y a a n n d d I I m m p p l l e e m m e e n n t t a a t t i i o o n n P P l l a a n n f f o o r r M M a a r r i i p p o o s s a a C C o o u u n n t t y y N N o o v v e e m m b b e e r r 2 2 0 0 0 0 7 7 F F u u n n d d e e d d b b y y t t h h e e S S t t a a t t e e o o f f C C a a l l i i f f o o r r n n i i a a D D e e p p a a r r t t m m e e n n t t o o f f H H o o u u s s i i n n g g a a n n d d C C o o m m m m u u n n i i t t y y D D e e v v e e l l o o p p m m e e n n t t E E c c o o n n o o m m i i c c D D e e v v e e l l o o p p m m e e n n t t a a n n d d P P l l a a n n n n i i n n g g / / T T e e c c h h n n i i c c a a l l A A A s s s s s s i i i s s s t t t a a a n n n c c c e e e P P P r r r o o o g g g r r r a a a m m m G G G r r r a a a n n n t t t
Mariposa County Economic Vitality Strategy & Implementation Plan | November 2007 Table of Contents
Acknowledgments
This Economic Vitality Strategy and Implementation Plan for Mariposa County was written by Allison Larsen and Fawn McLaughlin of Chabin Concepts, Inc., and by volunteers from the Mariposa County Economic Development Office, the Economic Development Corporation of Mariposa County, the Yosemite/Mariposa County Tourism Bureau, the Mariposa County Chamber of Commerce, and the Northside Community Coalition.
Mariposa County Economic Vitality Strategy & Implementation Plan | November 2007 Table of Contents
Context for This Strategy...................................................................................................11
How to Use This Document ..............................................................................................11
Destination Mariposa County Action Plan...........................................................................13
Strategy 1A: Increase Occupancy in the “Off Season” to Make Tourism a Year-Round Industry in Mariposa County ...................................................................14
Strategy 1B: Expand, Link, Network, Communicate the Mariposa County Experience......................................................................................18
Strategy 1C: Destination Mariposa County, Organize to Compete................................36
Business Development Action Plan ......................................................................................58
Strategy 2A: Diversify to Grow Quality Jobs and Investment........................................59
Strategy 2B: Business Development Opportunities, Organize to Compete...................74
Getting Into Action.................................................................................................................90
Mariposa County Economic Vitality Strategy & Implementation Plan | November 2007 Table of Contents
Appendices
Tab 1: Mariposa County Key Assets Report
Volunteers from March Worksessions
Tab 2:
Mariposa County Experience Form
Event Schedule Planner
Search Engine Optimization Checklist
Website Examples
E-newsletter Tips
Writing and Distributing News Releases
Tab 3:
NavTeq
TeleAtlas
Sustainability News
Tab 4:
Business Case Outline
Outdoor Industry Report
Competitive Advantage of Destination Businesses
6 Steps to Improve Customer First Impressions
Tab 5:
Mariposa County Building/Site Date Form
Mariposa County Land Data Form
Sample Development Process Flowchart
Sample Development Fee Template
PROACTIVE Brochure
Mariposa County Business Resource Director Data Collection Form
Mariposa County Market Profile
Mariposa County Socioeconomic Profile
Mariposa County Economic Vitality Strategy & Implementation Plan | November 2007 Page 1
Executive Summary While Mariposa County is host to businesses in different industries and sectors, a single industry dominates our collective economic vitality: tourism. Virtually all local businesses are dependent—directly or indirectly via “trickle down”—on the money tourists spend here. Such dependency might be acceptable if the tourism industry remained vibrant throughout the year. But that is not the case.
This Economic Vitality Strategy, therefore, has two goals:
Goal #1: Strengthen the Tourism Industry by Making Mariposa County a Year-round Destination
Goal #2: Diversify Mariposa County’s Economy with Suitable Business Development Opportunities
The combination of strengthening our primary industry and diversifying into other suitable industries holds the promise of improving the economic prosperity of all Mariposans.
The action plan for achieving these goals is divided into two sections: Destination Mariposa County for strengthening the tourism industry; and Business Development for diversifying the local economy beyond its dependence on tourism. The strategies in both sections fully leverage Mariposa County’s five key assets:
Yosemite National Park
Mariposa County's Heritage Economy
University of California, Merced
Home Enterprise and Rural Home Industry
Rural Quality of Life
It is important to note that the strategies in both sections require a mix of economic development and community development. Such a situation should be expected in a community-wide Economic Vitality Strategy, and it underscores the importance of public-private partnerships in achieving this strategy’s twin goals. The General Plan Update also recognizes the importance of such partnerships: “Economic development requires investment, both public and private. Economic development requires adequate infrastructure, [and]… Providing public infrastructure is an important role of County government. The public-private partnership functions by the County priming the pump with infrastructure investment and the private sector reinvesting in the County.… Only if the County government, private business, and public join together can the County actually diversify the economy.”
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Destination Mariposa County Achieving the goal to strengthen the tourism industry by making Mariposa County a year-round destination involves three related strategies:
1A: Increase Occupancy in the “Off Season” to Make Tourism a Year-Round Industry in Mariposa County
1B: Expand, Link, Network and Communicate the Mariposa County Experience
1C: Organize to Compete Effectively to Capture More Visitor and Resident Spending
Strategy 1A to increase occupancy in the “off season” to make tourism a year-round industry in Mariposa County has two elements:
Hosting Business Conferences and SMERF Events (Social, Military, Educational, Religious, and Fraternal), which requires: – Marketing Outreach – Enhancing/Upgrading Existing Facilities – Creating a “Meeting Planner” – Offering Grants to Expand “Off Season” Venues & Events and – Hiring an “Event Concierge”
Expanding & Adding Conference Facilities, which will enable Mariposa County to host additional conferences and events that are currently beyond our capabilities. This effort involves an initial feasibility study, followed (if feasible) by more detailed planning and an effort to secure funding.
Strategy 1B to expand, link, network and communicate the Mariposa County experience has three elements:
Cultural/Historic/Artistic Venues & Events to inventory existing and create new visitor experiences in these three areas
Natural Resources Venues & Events to inventory existing and create new visitor experiences involving the County’s outstanding natural environment
Marketing the Experience to promote Yosemite and Mariposa County as destinations to prospective tourists around the world with an increased emphasis on Web-based marketing strategies
Strategy 1C to organize to compete effectively to capture more visitor and resident spending has five elements:
Authentic, Vibrant Towns to preserve and enhance historic/cultural buildings, monuments and sites
Natural & Rural Assets, such as agri-nature tourism, ranching and farming, along with new venues and events
The Experience Center for providing a world-class, interactive visitor experience
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Transportation & Parking to improve the flow of vehicles throughout the county and provide ample, inviting parking (for shopping, eating or staging public transportation)
Exceptional Mariposa County Service to foster a trained and knowledgeable “front line” staff capable of cross-selling visitor experiences
The lead organization for implementing these strategies will be the Yosemite/Mariposa County Tourism Bureau, formed in 2007 as a private, non-profit corporation with funding from the County. To secure the funding necessary to grow tourism throughout the year, the Tourism Bureau is in the process of establishing a Tourism Business Improvement District that will impose an additional one percent fee on the lodging industry. The one percent rate was chosen assuming continued County funding from the Transit Occupancy Tax (TOT) at the same level. The significance of businesses willingly initiating a self-imposed fee cannot be understated: A substantial investment is required to enable Mariposa County to compete effectively with other year-round destinations.
It is also significant to note that this investment—by both the lodging industry and the County—is expected to yield an extraordinary return. By raising average annual occupancy from its current low-50 percentile range to the national average in the mid-60 percentile range will increase TOT by 20-25 percent (taking into account the likelihood for reduced room rates during the winter months). Raising average annual occupancy above the national average, to 75 percent for example, could increase TOT by 40-50 percent. Based on an estimated 2007-2008 TOT of $10 million, the additional $4-5 million would help County government satisfy more of the community’s needs, while fully funding all liabilities—past, present and future.
Business Development Achieving the goal to diversify Mariposa County’s economy with suitable business development opportunities involves two related strategies:
2A: Diversify to Grow Quality Jobs and Investment
2B: Organize to Compete more effectively for new business startups and expansions
Strategy 2A to diversify the local economy to grow quality jobs and investment identifies three target industries:
The Arts, which involves recruiting new artists and artisans—both visual and performing—and supporting the expanded “artist cluster” in various ways
Technology, which is itself diversified into three separate opportunities or clusters: – those related to UC Merced; – those involving Sustainable Living Projects and Alternative Energy Sources; and – Recreational Product Research, Development & Testing
Local/Visitor Serving with an emphasis on “destination businesses” capable of attracting visitors and enhancing the visitor experience
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Strategy 2B to organize to compete more effectively for new business startups and expansions has five elements:
Competitive Requirements – Site Readiness with a ground/building inventory and recommendations for site improvements
Competitive Requirements – Regulatory Policies and Processes that address town planning areas and zoning ordinances, along with communication to businesses
Competitive Requirements – Business Base to identify and inventory existing businesses
Competitive Requirements – Workforce Readiness with a skills assessment, creation of a training infrastructure, and a youth development & workforce experience program
Business Climate – Business Resources to assess and improve existing business services and create a business resource center
Efforts to diversify Mariposa County’s economy will come both from within (existing residents) and from beyond Mariposa County boundaries (by recruiting new businesses and entrepreneurs). It will be particularly important to recruit new residents in the technology clusters where Mariposa County currently lacks any critical mass of home-grown expertise. Our Rural Quality of Life and support for Home Enterprise and Rural Home Industry are powerful competitive assets in this endeavor. Just as importantly, this “Smart Growth” approach to channeling growth in desirable directions will, in turn, help protect our cherished Rural Quality of Life as we diversify our economy.
Success Through Synergies Although this Economic Vitality Strategy is divided into two sections, it is important to note that profound synergies exist. Among the more notable synergies are:
The advantage Authentic, Vibrant Towns, and Natural & Rural Assets (both in Destination Mariposa) provide for attracting new businesses.
The ability of The Arts as an industry to increase visitation and enhance the visitor experience through various venues and events.
The positive impact Cultural/Historic/Artistic Venues & Events (in Destination Mariposa) will have on increasing the artist cluster.
The emphasis in Business Targets: Local/Visitor Serving (in Business Development) on “destination businesses” that support the tourism industry.
How Competitive Requirements – Workforce Readiness (in Business Development) can benefit the tourism industry as it expands to be become year-round.
Such synergies are the hallmark of a comprehensive strategy. The challenge for Mariposa County will be in the implementation of this comprehensive strategy. Resources are limited and volunteers can only accomplish so much. But by working together as a community, we can achieve real progress toward fulfilling the goals of making our most important industry successful year-round and diversifying our economy with new businesses—both of which will benefit all Mariposans for generations to come.
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Introduction The Mariposa County Board of Supervisors recently adopted an update of the Mariposa County General Plan. A goal of the General Plan is the development and implementation of an ongoing Economic Development Strategy. With a grant from the Community Development Block Grant Planning and Technical Assistance Program, Chabin Concepts, Inc., an economic development consultant firm and stakeholders throughout Mariposa County collaborated to produce this Mariposa County Economic Vitality Strategy and Implementation Plan intended to guide future activities for public-private partnerships to enhance and diversify Mariposa County’s economy while preserving the values, assets and quality of life cherished by Mariposans.
This document is a living and dynamic plan, which will evolve through the implementation process as community agencies, organizations and volunteers become involved and move the strategic actions forward.
Background Beginning with the discovery process that answered the questions, "Where are we now?" and "What are our opportunities?” Chabin Concepts, Inc. analyzed existing planning studies and documents, along with detailed input from 49 Mariposa County residents, business owners/operators, community leaders, etc. to determine Mariposa County's highest and most valuable assets. Three community workshops were held during this period.
The Mariposa County Key Asset Report (located in Appendix Tab 1) fully captures the results of the interview/workshop component of the strategic planning process. The next step was to assess each of the stated assets and test them using the following seven evaluative questions.
Does the asset have value?
Is the asset rare?
Is the asset hard to imitate?
Is there potential to enhance the asset for Mariposa's benefit?
Are there competitive implications associated with the asset?
Is there potential for economic effect?
Does the asset support/contribute to Mariposa County values?
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Mariposa County’s Key Assets Using the above evaluative analysis, Mariposa County was found to have five key assets:
Yosemite National Park
Mariposa County's Heritage Economy
University of California, Merced
Home Enterprise and Rural Home Industry
Rural Quality of Life
The purpose of this plan is to leverage these assets in order to expand and diversify business development activities resulting in higher paying jobs for local residents and a healthier county economy.
Yosemite National Park Mariposa County is one of the unique Yosemite Gateway communities serving national and international guests. Yosemite represents Mariposa County’s highest competitive advantage in terms of economic opportunity. As an economic generator — it provides direct employment for hundreds of Mariposa County residents, and indirectly supports thousands of other residents who work directly or indirectly in the visitor industry (accommodations, service and retail industries). Tourism in Yosemite is also the County’s primary revenue generator through the Transient Occupancy Tax.
Most of Mariposa County’s businesses are highly dependent on Yosemite visitors. Whether the business is a primary server (hotel, restaurant) or a secondary server (auto repair, hardware store, etc.), the economic impacts on local business when there is a Yosemite problem (flood, politics, rock slide, etc.) are widespread and deep.
Heritage Economy Heritage Economies seek to expand economic development opportunities in a manner consistent with historic town patterns and activities, but in tune with the changing demographic trends and interests of a growing population.1
The heritage economy can be defined as natural, cultural, historic, and recreational resources that combine for a cohesive, nationally distinctive landscape arising from patterns of human activity shaped by geography (Pillifant, 2002). 2
1 Sierra Business Council
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The common themes that encompass the heritage economy include:
Supporting the arts;
Cultivating local agriculture;
Preserving and enhancing historic assets;
Promoting sustainable tourism opportunities;
Celebrating cultural diversity; and
Enjoying and preserving natural landscapes.
Mariposa County has strong heritage assets to build upon and link into to achieve economic growth and enhanced quality of life for locals. The expansion and diversification of businesses that directly (historic restoration, theaters, local artisan products, reenactments, tour companies etc.) and indirectly (B&B’s, restaurants, motels, gift shops, etc.) create new investment, jobs and a higher quality of life for local residents, and a heightened Mariposa County experience for visitors. Efforts to leverage these assets further should be focused on:
Yosemite – an International destination;
Other destinations, including Bower Cave, Lakes McClure and McSwain, and the Lake Don Pedro area
Sierra Foothill living – lifestyle, people;
A rich history in the development of the State of California and its native people, gold rush, discovery of Yosemite;
Compact, vibrant towns full of diversity and excitement; and
Ranching and farming, open space.
University of California, Merced In addition to Yosemite and Mariposa County’s historic assets, new business development opportunities present themselves with the recent opening of the University of California, Merced. The campus is not actually located in Mariposa County, but as this new UC campus grows, Mariposa County will have the opportunity to capture entrepreneurial growth and investment generated by the university. UC Merced can be a proximate asset to leverage for shaping and growing Mariposa County’s economy. Mariposa County is already home to a burgeoning rural home-based business network. Rural home-based businesses and the opportunities presented by UC Merced are addressed in the Business Development Opportunities section of the strategic plan.
2 Sierra Business Council
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Home Enterprise and Rural Home Industry Most counties in California impose strict requirements on businesses operated from homes. Mariposa County, by contrast, has traditionally welcomed home-based businesses to encourage the entrepreneurial spirit. The recently adopted General Plan Update perhaps best summarizes this competitive asset: “Home-based businesses have long been a significant factor in Mariposa County for their contribution to both the County economy and character. Therefore, the County has encouraged home businesses with relatively few restrictions through its long-standing ‘Home Enterprise’ and ‘Rural Home Industry’ regulations.” In fact, Mariposa County does not require a business license.
While some home-based businesses may not be suitable or desirable, advances in technology have now made it possible for knowledge workers to tele-work or tele-commute from home. Two such industries are, however, well-suited for Mariposa County’s need to diversify the local economy: the arts and technology. A studio is all most artists require to work from home, and an office (with broadband access) is all most knowledge workers need. The combination of business-friendly regulations and rural quality of life should make Mariposa County quite competitive attracting both target industries. In the technology segment, the strategy should leverage another asset: UC Merced.
Rural Quality of Life Quality of life and work/life balance have become increasingly important considerations in American culture. Mariposa County’s exceptional quality of life is, therefore, a major competitive asset for both promoting tourism and diversifying the local economy. Such efforts must be directed, however, at preserving Mariposa County’s cherished rural quality of life as explained in the General Plan Update: “Quality of life, or the way of rural life, in Mariposa County is a major component of ‘character’ in the General Plan. The entire General Plan—its policies, processes, and implementation programs—is designed to define, nurture, and enhance the quality of life in the County.”
Because growth is inevitable, the real challenge becomes one of channeling growth in desirable directions. This Economic Vitality Strategy endeavors to do just that through “Smart Growth” initiatives that preserve the natural/historical/cultural character of the tourism industry, and diversify the local economy with “clean and green” businesses.
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Goals and Strategies This strategic plan contains two goals and five strategies that when implemented will revitalize the economy with greater diversity, increased number of businesses and jobs, including more quality jobs, while enhancing the quality of life enjoyed by residents and experienced by visitors. The plan also embraces Mariposa County values and the sustainability of local assets for future generations.
Goal #1: Destination Mariposa County — Strengthen the Tourism Industry by Making Mariposa County a Year-round Destination
Destination Mariposa County Strategies:
♦ 1A: Increase Occupancy in the “Off Season” to Make Tourism a Year-Round Industry in Mariposa County
♦ 1B: Expand, Link, Network and Communicate the Mariposa County Experience
♦ 1C: Organize to Compete effectively to capture more visitor and resident spending
Goal #2: Diversify Mariposa County’s Economy with Suitable Business Development Opportunities
Business Development Strategies:
♦ 2A: Diversify to Grow Quality Jobs and Investment
♦ 2B: Organize to Compete more effectively for new business startups and expansions
Team: Key Stakeholders Implementing the strategies to achieve the goals of this Economic Vitality Strategy will require the coordinated effort numerous individuals and organizations in both the public and private sectors. Identified here is an alphabetical list of the key stakeholders that should be interested in partnering on these strategic actions. The groups listed may not be “top-of-mind” as potential partners or currently involved in economic development in Mariposa County; the diversity they contribute, however, will be invaluable to successful community support. This list is not meant to be not all-inclusive; it is intended as a starting point with additions highly encouraged.
• Audubon Society • Boy and Girl Scouts • Bureau of the Interior, and other Federal or state land managers • Business owners & operators (including Downtown Merchants Association) • California Rangeland Trust • California State Mining & Mineral Museum Association • CalTRANS • Cathey’s Valley Historical Society • Coulterville Community Club • Coulterville Coyote Howl Committee
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• Coulterville Fire Brigade • CSU Fresno faculty and researchers • Customer service education and training providers • Delaware North Corporation • Economic Development Corporation of Mariposa County • Farm/Ranch owners/operators • Gold Chain Lions Club (Don Pedro) • Greeley Hill Community Club • High School Student Groups, such as FFA, 4-H • Job Connection of the Mother Lode • K-12 Administration, Faculty and Students • Land and building owners • Local media and writers • Lodging and accommodations businesses • Mariposa Agri-Nature Trail • Mariposa County Agricultural Commissioner • Mariposa County Arts Council • Mariposa County Board of Supervisors • Mariposa County Chamber of Commerce • Mariposa County Farm Bureau • Mariposa County Planning and Economic Development staff • Mariposa Gem & Mineral Club • Mariposa Museum & History Center • Mariposa Symphony Orchestra • Mariposans for the Environment and Responsible Government • Merchants/retail business owners • Mountain Riders • National Park Service • Nature Conservancy • Northern California History Center • Northern Mariposa County History Center • Northside Community Coalition • Private Foundations (Conservation) • Real Estate Brokers and Agents • Shin Dig Committee (Coulterville) • Sierra Artists • Sierra Club • Sierra Foothill Conservancy • Southern Sierra Miwok Nation • State agencies (CalTRANS) • UC Extension Service/Farm Advisor • UC Merced Faculty and Researchers • Veterans of Foreign Wars • Yosemite Area Regional Transit (YARTS) • Yosemite Historical Club • Yosemite Institute • Yosemite/Mariposa County Tourism Bureau • Yosemite-Mariposa Bed & Breakfast Association • Yosemite-Mariposa Forum • Youth (local internships, job shadowing, work experience, etc.)
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Context for This Strategy This strategy is sensitive to Mariposa County values as illuminated through the numerous interviews, community workshops, and the recently adopted General Plan. This strategy focuses on the retention and expansion of:
Economic diversity and sustainability;
Responsible stewardship of the natural environment;
Sensitivity for historic and cultural resources;
Independent and pioneering spirit; and
Preservation of Mariposa County’s cherished rural quality of life.
As you review this plan, keep in mind that quality economic growth requires the following essential elements:
Consensus on direction and desired outcomes;
Political will and leadership; and
Public, private, and non-profit investment (people and resources).
While economic development is a collaborative effort among public/private entities, economic development projects will be driven by the private sector and community development will be driven by the public sector.
Threats to quality growth include:
Lack of committed, dedicated leadership.
Lack of a clearly articulated strategy.
Inconsistency and lack of trust.
How to Use This Document This document is not only a results-driven plan, but also an action guide for implementation. The following sections of the plan offer specific steps for implementing each strategy.
The initial step for each strategy is to organize key stakeholders and partners into action teams for executing the steps of the plan. It is of critical importance to engage a diverse group of community participants. Think beyond the same people who are involved in every effort, invite new participants from uncommon groups. This approach will energize participants and build sustainable working teams.
Each strategic action addresses five separate items that encompass:
Strategic Vision ~ what can be realized if the actions are carried out
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Goal for the Initiative ~ purpose and aspiration of the work
Action Steps ~ resources and examples are cited where appropriate
Suggested Timelines ~ to provide an idea of anticipated time commitment
Budget Estimate, as applicable and available
Reference materials, such as sample worksheets, templates and supporting information, are presented in the corresponding appendices.
At the end of the document you will find recommendations for initiating the plan (Getting into Action) and developing communications for teams and the community at-large.
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Destination Mariposa County Action Plan Yosemite National Park has enabled Mariposa County, the Home of Yosemite, to benefit from a vibrant tourism industry—for about half of every year. For the remainder of the year—the so-called “Off Season”—the local tourism industry hosts far fewer visitors, particularly outside of the Park itself. During this extended period from November through April, occupancy in local lodging facilities drops dramatically, which adversely affects revenues for other local/visitor serving businesses, and results in employee layoffs. The County’s budget also suffers from a profound reduction in Transit Occupancy Tax. The fundamental goal, therefore, is to make tourism a vibrant year-round industry in Mariposa County.
Fulfilling Goal #1 to Strengthen the Tourism Industry by Making Mariposa County a Year-round Destination involves three key strategies:
Increase Occupancy in the “Off Season” to Make Tourism a Year-Round Industry in Mariposa County
• Host Business Conferences and SMERF Events • Expand & Add Conference Facilities
Expand, Link, Network and Communicate the Mariposa County Experience to help create a year-round destination
Organize to Compete effectively in order to capture more resident and visitor spending
• Authentic, Vibrant Towns • Natural & Rural Assets • The Experience Center • Transportation & Parking • Exceptional Mariposa County Service
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Strategy 1A: Increase Occupancy in the “Off Season” to Make Tourism a Year-Round Industry in Mariposa County Tourism is Mariposa County’s dominant industry. During a typical vacation season, which begins in May and ends in October, the industry thrives with occupancy rates approaching 100 percent during most of this period. Yosemite is such a powerful draw that this pattern has remained consistent despite some recent and extraordinary disruptions to tourist travel, such as closing the Park during the shut-down of the Federal Government (1995) and the 100-year flood (1997), as well as the September 11TH terrorist attack (2001) and the Ferguson Rockslide (2006).
From November through April, however, occupancy rates drop dramatically, creating an “Off Season” for the County’s #1 industry. Low occupancy rates reduce revenues for local businesses (both lodging and visitor-serving, directly, and most others, indirectly), County Government (the Transit Occupancy Tax or “Bed Tax”), and local residents (many of whom become unemployed or underemployed during this prolonged period).
The lodging industry nationwide experiences an average annual occupancy rate in the mid-60 percentile range. In Mariposa County, average annual occupancy is in the low-50 percentile range. Merely raising the County’s occupancy to the national average would increase TOT by 20-25 percent (taking into account the likelihood for reduced room rates during the winter months). Revenues to local businesses and residents would increase by a commensurate amount, and layoffs may no longer be necessary or desirable (given the cost to businesses for Unemployment Insurance premiums, for example).
Of course, Mariposa County—the Home of Yosemite—may well be able to surpass the national average for occupancy. An average annual occupancy rate of 75 percent, for example, could increase TOT by 40-50 percent. Based on an estimated 2007-2008 TOT of $10 million, the additional $4-5 million would help pay off the County’s current unfunded liabilities (CalPERS and OPEB), while better enabling County government to satisfy more of the community’s needs.
Significantly, these gains can be achieved—in whole or in part—without a proportionate increase in the “footprint” of the tourism industry infrastructure. With the right approach, no development effort at all should be required to raise average occupancy rates to the mid-60 percentile range. Some development may be needed to surpass this national average, but the enhancements required should be relatively minor in scope compared to the existing facilities. After all, occupancy rates increase by filling vacant (existing) rooms.
Two actions are outlined below for implementing the strategy to Increase Occupancy in the “Off Season” to Make Tourism a Year-Round Industry in Mariposa County, including:
Host Business Conferences and SMERF Events
Expand & Add Conference Facilities
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Host Business Conferences and SMERF Events
Vision Existing lodging facilities will be used to their fullest extent during what has traditionally been the “Off Season” in Mariposa County’s tourism industry.
Goal Increase average annual occupancy rates for existing facilities from the current low-50 percentile range to the nationwide average in the mid-60 percentile range.
Overview Some 3.5 million people visit Mariposa County every year to experience Yosemite. A substantial percentage of these visitors also work in companies and/or are members of organizations that sponsor their own conferences and events. All of these people have demonstrated an affinity for the area, and can become “ambassadors” or advocates within their own sphere(s) of influence to promote Mariposa County as a venue for a future conference or event. Some may even have primarily responsibility for planning such activities as an employee or active volunteer.
Businesses regularly host “off-site” meetings to conduct planning sessions, provide training, reward exceptional performance, entertain customers and prospects, and other reasons. Businesses in the San Joaquin Valley, for example, may wish to hold meetings in Mariposa County for no other reason than to escape the persistent and depressing Tule fog. And companies as far away as Silicon Valley may also be willing to travel a bit further than needed to reach their usual off-site destinations (e.g. Napa Valley and Monterey), especially for longer and/or more distinctive meetings or events.
SMERF is an acronym for Social, Military, Educational, Religious and Fraternal organizations, all of which sponsor their own events. According to the SMERF Meetings Journal: “SMERF events have special needs and requirements based on attendee demographics and the causes their organizations represent. These needs are distinct, in many ways, from those of corporate meeting or national association planners.” These differences may well make Mariposa County—the Home of Yosemite—even more attractive to certain organizations in the SMERF market segment.
By hosting these “off-site” gatherings for businesses and organizations, Mariposa County can shorten and ultimately eliminate the “Off Season.”
Actions
1. Marketing Outreach
Initial marketing efforts should target the 3.5 million people visiting Mariposa County every year, who can all be reached cost-effectively with a special section on the www.homeofyosemite.com Website and a companion rack card or flier distributed at lodging facilities and visitors centers.
2. Enhance/Upgrade Existing Facilities
The existing infrastructure throughout Mariposa County is suitable for a variety of events. Nevertheless, some relatively minor enhancements and/or upgrades would expand the number and types of opportunities available. Examples of such changes include:
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Host Business Conferences and SMERF Events • Simply converting a bedroom (temporarily) to a small conference room
• Making improvements to Fairgrounds buildings, such as sound panels and better HVAC
• Adding HVAC to the amphitheater to make it usable year-round—with or without the audience
• Providing an inventory of “outdoor” facilities, including tents, chairs, tables, portable stages and heaters, sound system, lighting, etc.
3. Create a “Meeting Planner”
In the absence of dedicated staff resources available to assist prospective conference and event sponsors, some guidance is needed to help individuals at these organizations make their own plans. Such a “Meeting Planner” guide can be as simple as a list of facilities and resources (i.e. the accommodations and whom to contact at each). The Planner should also outline the many amenities available, and tout the benefits and advantages of holding events in Mariposa County.
4. Offer Grants to Expand “Off Season” Venues & Events
Sufficient funding of the Yosemite/Mariposa County Tourism Bureau will make it possible to offer small grants to other organizations that are pursuing initiatives to expand “Off Season” venues and events. Rather than merely “extending a stay for another day” during the Summer months (when occupancy hovers around 100%), these initiatives will encourage tourist visitation when occupancy is low.
5. Hire an “Event Concierge”
“Event Concierge” is a euphemism for a sales representative whose responsibility would be to sell conference- and event-related services. The idea is to provide “one-stop-shopping” for everything needed to host a gathering: rooms, restaurants, entertainment, refreshments, travel, etc. The Event Concierge would supplement the do-it-yourself Meeting Planner, potentially allowing for much larger and/or more elaborate events.
Resources • Marketing Destinations and Venues for Conferences, Conventions and Business Events by Tony Rogers
• Event Marketing: How to Successfully Promote Events, Festivals Conventions, and Expositions by Leonard H. Hoyle
Timeline Create the marketing materials and Meeting Planner in FY 2007-2008.
Budget $15,000 for Marketing Outreach and the Meeting Planner
$40,000/year for an Event Concierge
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Expand & Add Conference Facilities
Vision Be able to host larger and/or more sophisticated events by providing first-class facilities, complete with amenities that do not exist currently in Mariposa County.
Goal Expand the type and/or size of events Mariposa County can host by building community-owned or commercial Conference and Performing Arts facilities.
Overview Existing facilities are limited in their capacity and capabilities. Such restrictions make Mariposa County ineligible to compete for certain, potentially lucrative conferences and events. These same facilities could also be used for locally-sponsored events, such as concerts (attended by area residents) and the Storytelling Festival (attended by visitors who fill local rooms and dine at local restaurants).
Additional conference facilities should be considered throughout the County, especially along Highway 41 (Fish Camp), Highway 140 (Mariposa and El Portal), Highway 49 (Coulterville) and in the “Lakes Area” of Lake McClure, Lake McSwain and Lake Don Pedro, where the Golf Course and Country Club will make an excellent setting for lodging and meeting facilities.
Actions
1. Feasibility Study Fund an independent study of the feasibility of constructing such a facility in the town of Mariposa or elsewhere in Mariposa County. The study should be fairly comprehensive, including scope and scale, costs and funding sources (both public and private), the impact on and ability to leverage existing infrastructure, and any related needs (such as public transportation).
2. Planning & Funding
Contingent on the feasibility of a Conference and Performing Arts Facility, more detailed planning will be required. The plan will need to include, at a minimum, a basic (and potentially phased) design with a realistic cost estimate, an assessment of available sites, and identification of likely funding sources (including commercial developers). The County’s Planning Department should also become involved at this stage to ensure that the proposed site and design conform to the General Plan and Zoning regulations.
Timeline Conduct the Feasibility Study in 2008, with the ultimate timeline (if feasible) dependent on the results.
Budget $30,000 for the Feasibility Study
$30± million for a first-class Conference & Performing Arts facility
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Articulating and selling the experience instead of the place is critically important to a compelling strategy.
Strategy 1B: Expand, Link, Network, Communicate the Mariposa County Experience Mariposa County has a diverse offering of experiences available to locals and visitors. However, these experiences are currently not well linked, networked or communicated to these audiences. There is a tremendous opportunity to drive business and economic growth to existing Mariposa County businesses and support new business ventures (increasing business and job diversity) by effectively linking and packaging these assets.
Assets to be linked, networked, and articulated to locals and visitors include both those defined by their cultural, historical, or artistic characteristics and assets that are defined by nature. This strategy calls for the effective linking, packaging and delivery of all of these assets to create enough “critical experience mass” to extend the average visitor day into two to three days worth of experiences. Particular emphasis should be given to venues and events that satisfy the need to make tourism a year-round industry. Locals also benefit from this strategy through expanded local venues that add “quality” and “diversity” to Mariposa County living.
This strategy also makes the case for why visitors should want to access Yosemite National Park through Mariposa County and stay several days over alternative park entry counties in the region — because the experiences in Mariposa County are the most exciting and memorable of the region. These venues and events also enrich the lives of local Mariposans. Well coordinated and marketed packages of activities will leverage the income potential from Yosemite visitors, extend the "season", diversify attractions, and provide much needed income support for desired businesses, events and experiences.
The goal is to attract visitors to stay, not just pass through Mariposa County on the way to Yosemite, and to expose them to “Off Season” venues and events. Expand the Mariposa County experience has Yosemite clearly as the “entrée”. Work toward branding Mariposa County as THE place to begin and end the Yosemite experience. Add to this a FULLY developed and articulated menu of non-Yosemite “side dish” activities (that may actually be the “entrée” for many visitors and locals). Expand and effectively market “Off Season” activities and venues. Roger Brooks, President of Destination Development, recommends at least eight hours of visitor activities in order to lure visitors to stay overnight. Overnight visitors spend three times the money of day visitors, so packaging experiences and activities is worth the effort.
Three actions are outlined below for implementing the strategy to Expand, Link, Network, Communicate Strategy for Destination Mariposa County, including:
Cultural/Historic/Artistic Venues & Events
Natural Resource Venues & Events
Marketing the Experience
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Cultural/Historic/Artistic Venues & Events
Vision Mariposa County is a destination where networked cultural, historical and artisan experiences provide opportunity for visitors to enjoy Mariposa County longer, while supporting locals diverse interests and quality lifestyle.
Goal Increase awareness of all venues, activities and events in Mariposa County so that locals and visitors have a bigger menu of attractions, complimentary to Yosemite National Park, which results in more hotel stays and increased revenues for local businesses, especially during the “Off Season” and enriched quality of life for locals.
Actions
1. Inventory Venues & Events
Step 1: Research and document every experience related to cultural, historical, heritage and artisan venues offered in Mariposa County. Examples:
Step 2: Complete “Mariposa County Experience” form in Appendix (Tab 2) for each experience.
• Tips: Write the descriptions to differentiate Mariposa County from other
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Cultural/Historic/Artistic Venues & Events Counties in the Sierras. Why is this museum or historic landmark more special and worthy of a trip or time to see? Be sure to include little known facts and “aha’s” which will add to the interest. Remember to describe the experience not just the place ~ sell the rapids not just the river.
• Make assignments for who will complete the form for each venue. Engage youth to be involved and take responsibility for gathering information.
• Set deadlines – Divide the list of venues and events and set completion targets (so many per week) so that the task is not overwhelming to the group or any one person.
2. Make Connections and Linkages
Step 1: Calendar all events to see where overlap and connections may present themselves.
• Work with Mariposa County Chamber of Commerce and Visitors Center since they have calendars already in place, until a comprehensive “Community Calendar” serving both tourists and residents is established.
• If desired, use the Event Schedule Planner (template) in Appendix (Tab 2)
• Especially look for opportunities to start new events/venues or move existing venues to the “Off Season”. Link compatible venues to create a weekend offering.
• Compare to Natural Resources Venues & Events calendar for more connections ~ at this point in the process you may even want to merge the two working subgroups.
Step 2: Brainstorm how you can link any and all of these venues into “Off Season” weekend excursions, how they connect for marketing packages, and seasonality. Keep in mind…
• If you identify 8 hours of activity, you increase the probability for visitors to stay overnight. Look for opportunities to coordinate events and especially to move “blocks of events” to the ”Off Season”.
• The Four Times Rule: Based on the amount of time it takes to travel to your community, you need to provide four-times the travel time of activity. So if it takes one hour to drive to Mariposa County, you need four hours of activity to attract the visitor.
Step 3: Brainstorm and evaluate anything you would like to add to enhance the packaging of experiences. For example:
• Develop a storytelling clinic program where students of all ages come for several days to a week to learn how to be expert storytellers. For example, http://www.storyfest.com/school-index.html. Focus the storytelling content on local lore (Native American history, Gold Rush) that includes site visits to historic places and monuments, and sites of specific events.
• Link seasonal offerings, with particular attention to clustering events/venues in the “Off Season” (e.g. attract conferences of city and regional planners, and combine with a tour of Mariposa County’s historic and natural assets and what the county/community is doing to protect them through public policy and planning). Invite wedding planners in the fall or
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Cultural/Historic/Artistic Venues & Events spring to highlight wedding venues with foliage colors and wild flowers.
• Host a writers’ conference in the winter, with a snowmobile tour to scenic, historical, or inspirational spots.
• Conduct guided tours of historic districts in Mariposa, Coulterville and Hornitos.
Step 4: Create maps noting these experiences and transportation routes.
• Suggest the following levels (there could be additional maps depending on the locations of experiences):
• Eventually create interactive maps for the Website that allow visitors to plan trip routes oriented around their particular interests (e.g. birdwatching, biking, fishing, etc.) See Action 2 in Marketing the Experience section (below)
3. Update, Update, Update
To support credibility, current information is critical.
Step 1: Designate a champion (or two) to manage updates to the calendar.
• Review calendar at least monthly.
• If new events are being scheduled, complete Mariposa County Experience Form and update database.
• At the conclusion of an event, gather updates for future events so that the calendars and databases are always up-to-date.
Step 2: Review meetings.
• Merge Cultural/Historic/Artistic Venues & Events sub team with Natural Resources Venues & Events sub team into one group (if not already done) and meet at least every four to six months to review updates, additions.
• Review new venues, updates, and constantly look for creative connections, linkages and packaging to create the longer experience and what’s unique.
Timeline Actions 1 & 2: 3 months
Action 3: Ongoing
Budget Most of the work on this strategy involves volunteer and staff time for gathering and organizing information on Mariposa County Experiences. The main hard costs will be the design and printing of maps.
Maps = $5,000 - $20,000
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Natural Resource Venues & Events
Vision Mariposa County, including Lake McClure, Lake McSwain, Lake Don Pedro, the Merced River, Bower Cave and Yosemite National Park, provides some of the world’s best recreational venues and natural resource features. Envision truly leveraging these world-class opportunities to attract attention and investment from visitors while connecting locals to these resources for a higher quality of life.
Goal Increase awareness of all the natural resource assets and experiences in Mariposa County so that visitors have a bigger menu of attractions, beyond Yosemite National Park, which results in more hotel stays and increased revenues for local businesses, especially during the “Off Season”, as well as an enriched quality of life for locals.
Actions
1. Inventory Venues & Events
Step 1: Research and document every experience related to the environment, natural resources and related recreational opportunities in Mariposa County. Examples:
• Trails and Nature Walks, including Organized Hikes
• Make assignments for who will complete the form for each venue. Engage youth to be involved and take on responsibility for gathering information.
• Set deadlines – Divide the list of venues and set completion targets (so many per week) so that the task is not overwhelming to the group or any one person.
2. Make Connections and Linkages
Step 1: Calendar all events to see where overlap and connections may present themselves.
• The Yosemite/Mariposa County Tourism Bureau, with assistance from the Mariposa County Chamber of Commerce and Visitors Center (since they have calendars already in place), will coordinate the effort to provide a comprehensive “Community Calendar” serving both tourists and residents..
• If desired, use the Event Schedule Planner (template) in Appendix (Tab 2).
• Especially look for opportunities to start new events/venues or move existing venues to the “Off Season”. Link compatible venues to create a weekend offering.
• Compare to Cultural/Historic/Artistic Venues & Events calendar for more connections ~ at this point in the process you may even want to merge the two working groups.
Step 2: Brainstorm how you can link any and all of these venues into weekend excursions or how they connect for marketing packages. Keep in mind…
• If you identify 8 hours of activity, you increase the probability for visitors to stay overnight.
• The Four Times Rule: Based on the amount of time it takes to travel to your community, you need to provide four-times the travel time of activity. So if it takes one hour to drive to Mariposa County, you need four hours of activity to attract the visitor.
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Natural Resource Venues & Events
Step 3: Brainstorm and evaluate anything you would like to add to enhance the packaging of experiences. For example:
• House boat packages or tours
• House boat and golf packages with transportation to Coulterville for spouse.
• Link seasonal offering, with particular attention to clustering events/venues in the “Off Season” (i.e. Guide tours to special sites with nature photographers in the Fall or Winter with B&B package)
• Research fall, winter, spring venues of neighboring communities/counties and collaborate to expand offerings and create critical mass of events/venues to the region.
Step 4: Secure support in terms of policy, regulations and services from the county government. Past impediments that have prevented investors and developers from creating new businesses should be eliminated, and welcomed developments should be actively encouraged.
Step 5: Create maps noting these experiences and transportation routes.
• Suggest the following levels, (there could be additional maps depending on the locations of experiences):
• Eventually create interactive maps for Website that allow visitors to plan trip routes oriented around their particular interests (e.g. birdwatching, biking, fishing, etc. See Action 2 in Marketing the Experience section.
3. Update, Update, Update
To support credibility, current information is critical.
Step 1: Designate a champion (or two) to manage updates to the calendar. Review at least monthly.
• If new events are being scheduled, complete Mariposa County Experience Form and update database.
• At the conclusion of any event, gather updates for future events so that the calendars and databases are always presenting opportunities (and not old material)
Step 2: Review meetings.
• Merge Natural Resources Venues & Events subcommittee with Cultural/Historic/Artistic Venues & Events subcommittee into one group (if not already done) and meet at least every four to six months to review
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• Review new venues, updates, and constantly look for creative connections, linkages and packaging to create the longer experience and what’s unique.
Timeline Actions 1 & 2: 3 months
Action 3: Ongoing
Budget Most of the work on this strategy involves volunteer and staff time for gathering and organizing information on Mariposa County Experiences. The main hard costs will be the design of maps.
Maps = $5,000 – $20,000
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Marketing the Experience
Note The Yosemite/Mariposa County Tourism Bureau was forming while work on this strategy was occurring, and the Tourism Bureau created a more comprehensive Marketing Plan. The desired action at this point, therefore, may be to incorporate useful suggestions in this section into the Tourism Bureau’s Marketing Plan.
Vision Mariposa County is known as THE place to begin and end a trip to Yosemite. There is also an increased awareness and use of other year-round unique and diverse quality experiences in Mariposa County by locals and visitors.
Goal Create and implement a marketing program with consistent messaging that effectively promotes all of Mariposa County’s experiences.
Actions
1. Develop and Agree on One Consistent Brand for Mariposa County
Mariposa County needs a consistent brand for the EXPERIENCE that all communities, businesses and organizations can leverage for maximum impact.
Step 1: Develop a list of target audiences focused on each market segment’s relative ability to optimize revenue for Mariposa businesses.
• Be specific – demographics, interests, geographic locations
Step 2: Develop key messages for Mariposa County’s experiences.
• Based on the needs and wants of the target audiences, brainstorm matching ideas for key messages that represents the strengths of Mariposa County. Consider inviting community leaders and business
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Marketing the Experience owners to help with this process.
− Connect Mariposa County’s assets to target audiences in a meaningful way;
− Present a positive and unique image;
− Be provable;
− Easily understood; and be
− Consistently communicated.
• Determine only 3 to 4 key messages. Too many will create a loss of identity.
Step 3: Proof points.
• Since key messages must be provable, develop a list of proof points for each key message. Proof points are specific supporting information and facts that illustrates your key messages. For example,
− Experience Center (Visitor Center for now) connects you to complimentary experiences for a lifetime of memories.
− Everything you need to prepare for visit to Yosemite – groceries, equipment, and tips for best places to visit, guides, and transportation.
− Resources to learn and experience the history of the region, how Yosemite was discovered, the Gold Rush, Native American presence and lore.
− Ample quality lodging and packaged tours for your convenience
− Open space to experience nature’s beauty and mystique at specific sites throughout the county, including Yosemite.
− A unique enjoyment all age groups experience when visiting Mariposa County’s natural beauty and eco-friendly communities where the increasingly popular aspects of ecological sustainability and minimal environment impacts are historically an integral part of the our cherished rural quality of life.
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Marketing the Experience
Step 4: Roll-up into brand icon/logo.
• Hire design firm or secure in-kind professional services
• Present key messages and corresponding proof points
• Designs – agree on one simple brand image that will summarize the essence of the key messages. Keep it simple. Don’t try to show everything in the brand image.
• Develop specific style guide for colors, fonts and approved uses of logo
Step 5: Communicate the brand and get local buy-in.
• Present brand and corresponding key messages at Chamber of Commerce, local service clubs, etc. meetings.
• Encourage all businesses and organizations in the county to utilize this brand consistently:
• Moses Lake, WA Case History for Branding Program: http://Web.mac.com/rbrooks007/iWeb/Site/MosesLake.html
2. Promote and Connect Experiences on Community Websites
The objective of this action is to take all of the information researched in the tasks for Cultural/Historic/Artistic Venues & Events, and Natural Resource Venus & Events and communicate it in a clear and connected way to locals and prospective visitors.
Step 1: Enhance www.homeofyosemite.com Website to be the complete portal to all experiences.
• List experiences by category as well as in packages
• Keep calendar updated
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Marketing the Experience • Online ticket sales and reservations on this Website or via links to partner
websites
• Online lodging reservations via links to partner websites
• Highlight upcoming events (by month). Immediately remove past events from high profile promotion on the Website and update information for next year, etc.
• Utilize a content-management Website database for the experiences that is linked or part of content management tool for this Website. The calendar on this Website may already operate in this way. It is recommended to enhance the calendar into a relational database so that if someone is looking for similar activities all related experiences would appear on the calendar and Website.
• Optimize the appeal and navigation of the Website for international visitors by enhanced use of visual cues, multimedia and additional language options for the Website (e.g. Spanish, Japanese, Chinese, etc. )
• All partners should be linked to this Website and have links from this Website to their Website to specific pages related to the experience for which they are responsible. This step is not to establish a “links” page or Web page for “Community Groups”. Instead the links to other community websites are:
Step 2: Distribute at check-in for hotel visitors, at local businesses, Mariposa County Experience Center (currently the Visitor Center), etc.
• Ask hotel management to brief staff monthly about events so they are knowledgeable and actively promoting.
• Option: Also provide to residents via insert in local paper or utility bill.
4. Destination Mariposa County e-newsletter
In addition to welcoming visitors with the Calendar of Experiences, raise awareness of current and upcoming experiences in the minds of past and prospective visitors through an electronic newsletter. (“E” news could refer to “Experience” news)
Step 1: Procure and install electronic messaging software.
• Research and evaluate software tools for ease of use and competitive pricing
• Be sure that opt-out link is available at bottom of each electronic message
Step 3: Determine schedule and frequency.
• Recommend year-round communication, in order to promote activities during off-and shoulder-seasons
• Recommend quarterly distribution
Step 4: Develop content.
• Highlight current and upcoming “experiences”
• Reinforce key messages (remember every communication is an extension of the Destination Mariposa County Brand.)
• Tease reader with information that will entice them to link to Website for more detail
• Keep short and simple
• See tips in Appendix (Tab 2)
• Involve volunteers and students in writing
Step 5: Send and Track Responses.
• Measure “click throughs” over time – Are they increasing? What are most compelling topics on newsletter? What gets the most attention?
5. Leverage Media to Tell Mariposa County Stories
Published articles carry a lot of impact because they tell the story of your area. Most often, your target audiences will be more receptive to reading about your community when it is written by a third-party. Published articles also referred to as “earned media”, can enhance your efforts to deliver your key messages to target audiences. It takes a prepared community to shape your own messages instead of letting the media position you.
Step 1: Target Media List.
• Gather media list from all organizations, including Yosemite National Park
• Consider also pitching to non-traditional venues, such as the Discover Channel, Food Network, The History Channel and the Travel Channel to feature historical sites and event anniversaries, natural resource assets, local agricultural products, festivals, specialty stores. For example:
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Marketing the Experience • TV and Radio Stations (Outside of our County)
• Merge all media contacts into one list and maintain in database so everyone has access to more extensive database and ability to maintain in one place instead of multiple lists. Suggest maintaining at Yosemite/Mariposa County Tourism Bureau or Mariposa County Chamber of Commerce.
Step 2: Create Press Kit (electronic preferred, make section on www.homeofyosemite.com Website).
• Tell stories that illustrate experiences in support of key messages
• See tips for ‘Writing and distributing news releases” in Appendix (Tab 2)
Step 4: Be prepared for interviews.
• Identify articulate and willing spokespersons
• Reinforce key messages in answers
• See tips for Media Interviews in Appendix (Tab 2)
6. Develop and Implement a Consistent Advertising Campaign
Since it takes 17 to 18 impressions (how many times a target audience sees an advertisement) to get recognition, it is advised to invest priority time into leveraging the media (Action 5). One advertisement here and there will not yield enough impact to translate into a measurable return on investment. If advertising is considered a priority to the team, $300,000 at a minimum should be budgeted for an effective advertising campaign.
Step 1: Identify target publications.
• What is the readership?
• Are the readers aligned to the target audiences detailed in Action 1 for brand development? Consider audience-specific channels:
• Consider non-traditional channels, such as National Public Radio
• Prioritize publications to cover priority targets
Step 2: Develop advertisements that consistently support brand and key messages.
• Since you will likely not be able to afford the frequency of advertisement of mass marketers, such as PepsiCo and Coca Cola, it is extremely important to develop advertisements that are memorable and have staying power. The Book of Oregon is an excellent example: http://www.traveloregon.com/Book-Of-Oregon.aspx. In fact, the advertisements were so popular that the Smithsonian Magazine offered free space to Brand Oregon for subsequent publications.
• Focus on one key message with relevant proof points to illustrate and highlight your message instead of trying to be everything to everyone. Perhaps an example “package” of what you can do in a weekend, i.e. “What to do in 3 days in Mariposa County…”
• If any businesses place advertisements, ask them to include Mariposa County brand image.
Step 3: Develop advertisement schedule.
• List publications by months for advertisement run
Step 4: Submit advertisements prior to publication deadlines.
Step 5: Measure results.
• Set up unique toll-free number to only use on advertisement and track number of calls
• Have local retail and accommodations businesses ask customers what brought them to town/how they heard of Mariposa County — report to Yosemite/Mariposa County Tourism Bureau
• Track Website activity when advertisements are in current issues to identify if Website traffic increases
7. Build and Maintain a Kiosk with a Wi-Fi HotSpot in Each Community
Kiosks are typically a small structure that stays open 365 days out of the year, marketing 24 hours a day, seven days a week. They can promote events and attractions — Mariposa County Experiences.
Step 1: Identify location - ideally have one in each community.
• Should be easily accessible from highway — be sure to check California
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Marketing the Experience Department of Transportation guidelines
• Outside Mariposa County Experience Center (since the center won’t likely be open 24/7)
• As you identify locations, you may want to prioritize and add one per year.
Step 2: Develop content.
• “You are here” and “you can get there from here” shown on map
• Things to Do in Mariposa County; How to Experience Mariposa County. Consider the kiosks as more than a source of information but a marketing tool to get visitors to stay longer in the community.
• Annual calendar of events
• Pictures always enhance content
• Leverage design graphics from advertising campaign for continuity (See Action 6 above)
• Stock flyers with monthly calendar of events (See Action 3)
Step 3: Build kiosk.
• Does not need to be huge
• Should be able to withstand all weather conditions
• Fit the character of the town – recommend that they coordinate with signage theme (See “Destination Mariposa County, Organize to Compete” section)
Step 4: Maintain.
• Keep kiosk in tip top shape since it reflects the community’s image
• Update content with current events; take down information on events that have already occurred. Could be an excellent student project for developing leadership and responsibility.
Timeline Action 1: 3–4 months Action 2: 3–6 months and ongoing Action 3: 1–2 months and ongoing Action 4: 1–2 months and ongoing Action 5: 1–2 months and ongoing Action 6: 2–3 months development and ongoing advertisement placements
based on budget Action 7: 3–6 months and ongoing maintenance
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Marketing the Experience
Budget Brand (logo and design guidelines) = $2,500 – 4,500
Website upgrade for relational calendar = $3,000 – 6,500
Website upgrade for interactive map and activities = $6,000 -$10,000
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Strategy 1C: Destination Mariposa County, Organize to Compete To achieve Destination Mariposa success, local infrastructure must be built and maintained to support the strategies and preserve Mariposa County’s assets. Organizing to compete entails an understanding and appreciation of the assets that drive Mariposa County’s economy and make it a wonderful place to live and visit. It is these assets that will be expanded, linked, networked and communicated to enhance local and visitor experiences and economic vitality. Assets like, small vibrant downtowns, open spaces and oak woodlands that provide a livelihood for some, and an expansive visual experience for all.
Destination Mariposa County refers to the county as a destination for both locals and visitors. The actions identified in this section speak to how the community can get organized around these assets to better serve locals and to more successfully compete for visitor expenditures throughout the year.
Five actions are outlined below for implementing the strategy to Organize to Compete Strategy for Destination Mariposa County, including:
Authentic, Vibrant Towns
Natural & Rural Assets
The Experience Center
Transportation & Parking Solutions
Exceptional Mariposa County Service
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Authentic, Vibrant Towns
Vision The towns in Mariposa County are economically vibrant, historic, cultural places that attract and support both locals and visitors.
Goal Enhance Mariposa County’s authentic Gold Rush towns through preservation, restoration, and expansion of historic and cultural assets while at the same time creating a more robust economic base.
Overview Success hinges on historic town centers with clearly defined design guidelines, effective signage, "walk-ability", and higher-density, mixed-uses that appeal (in terms of goods and services) to locals and visitors. Higher density downtowns provide diversified and affordable housing opportunities and a built-in consumer base for local businesses.
This strategy goes right to the core of Mariposa County's heritage. During the Gold Rush period, historic urban centers like Mariposa, Hornitos and Coulterville were very dense, highly-populated communities with a mix of commercial, residential and industrial uses all in central core, surrounded by farms and large acreage ranch land.
Actions
1. Preserve & Enhance Historic/ Cultural Buildings, Monuments, Sites
Mariposa, through its Town Planning Area Specific Plan has architectural theme and development guidelines for the designated Historic District. The other towns in the County do not have designated districts or guidelines. Such guidelines serve to protect and enhance unique buildings, monuments and sites. It is these vary assets that locals and visitors strongly identify with as a reason they chose to visit, live or invest in the community.
Step 1: Inventory all historic buildings, monuments and sites.
• Document historic assets (recommend using an electronic database):
Mariposa County Economic Vitality Strategy & Implementation Plan | November 2007 Page 38
Authentic, Vibrant Towns These Teams are responsible for identifying business targets and for more clearly defining what policies and practices need to be in place to ensure that Mariposa County achieves and maintains a competitive business environment.
• Town Planning Area Specific Plans need to be updated. The Mariposa TPA was adopted in 1992 (15 years ago) and the Coulterville Plan in 1980 (27 years ago). With the recent adoption of the General Plan and imminent updating of the County’s Zoning Ordinance, Mariposa County towns have the opportunity to put in place the policies and codes that will support the protection, enhancement and expansion of these assets. Particularly important will be the discussion/decision-making around the types of businesses (permitted and conditional) allowed in the historic district that will either contribute to or detract from the historic feel and experience. Other key issues involve parking, signage, pedestrian access, and building density, design and materials.
• Consider designating “historic districts” in Coulterville and Hornitos.
• Ensure that the Planning Department becomes and remains adequately staffed to make these and other improvements possible. Staff shortages have created a chronic roadblock, and will continue to serve as an impediment to progress until remedied.
Step 3: Research state certification options as a means to preserve historic buildings and qualify for funding programs.
• In some cases it may be advantageous to pursue state certification for specific buildings in order to be eligible for grants. Balance these grant opportunities with feedback from owners and developers on any limitations of rehabilitation or use that may be required with certification.
Step 4: Visit and explore other communities that have preserved and utilized their historic assets to stimulate economic development.
• At this time it is unknown when the County will initiate the update of the Zoning Ordinance and TPA’s. In the interim, the Team should, in preparation for the updates, actively research, discuss, and document other communities that have successfully restored and revitalized their historic downtown areas (what tools are used, who is involved, how regulatory documents support, etc.), such as:
• Meet with leadership groups, businesses, and planning officials – explore what worked, what they would have done differently after learning the hard way, i.e...
• Use this research to inform updates of Mariposa County’s historic districts, TPAs and Zoning Ordinance.
Step 5: Share historic, sites, buildings, monuments inventory with Expand, Link, Network, Communicate Mariposa County Experience Team for marketing purposes, including:
• Develop self-guided walking tour(s) of these historic assets.
• Tour information should also be added to appropriate websites (www.homeofyosemite.com) under, “Things to do” and “Tours.”
Resource Websites:
• Sierra Nevada Conservancy: http://www.sierranevada.ca.gov/
• Sierra Business Council’s Publication: Building Vibrant Sierra Communities, A Commercial and Mixed Use Handbook: http://www.sbcouncil.org/wiki/Publications
• National Trust Main Street Center: http://www.mainstreet.org/
• California Main Street Program: http://ohp.parks.ca.gov/default.asp?page_id=23484
• California Office of Historic Preservation: http://ohp.parks.ca.gov/
• California Preservation Foundation: http://www.californiapreservation.org/
• Advisory Council for Historic Preservation – funding assistance: http://www.achp.gov/funding.html
2. Provide Adequate, Affordable Housing
Implementation of a number of the suggestions contained in this plan will require the full consideration of the Housing Element of the Mariposa County General Plan. The lodging industry, based in part of entry-level personnel, will require low cost housing for the employees and their families if Mariposa County can build a consistent and stable base. If Mariposa County is successful in extending the visitor season, employees will tend to be employed longer and will require a variety of job activities, which will provide year around incomes. This will insure, at least for a large part of the employee force, both a career track to allow growth in personal income, and establish a quality, stable group that will be reflected in the quality of service to our visitors. The El Portal, Midpines and Mariposa area will be mostly impacted. In addition, transportation designed to meet the needs of the industry will need to be improved to service a high percentage of those living outside Yosemite National Park. Co-operation with the various elements of the industry will have to assist in making this successful by flexible scheduling of various employee units.
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Authentic, Vibrant Towns For employees of light industry and commuters to the San Joaquin Valley, the Mariposa County General Plan provides adequate opportunity for individual home development, however it may require further development of projects within the residential zones.
The effort to diversify the local economy (covered in the Business Development section) will also require housing for new artists, technology workers and owners of local/visitor serving businesses.
Timeline Action 1: Initial research 3-6 months.
Action 2: On-going
Budget Mainly staff and volunteer time. Materials for signage estimated at $10,000 – 20,000, unless materials are donated.
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Natural & Rural Assets
Vision Mariposa County is identified by its open space and rural lifestyle rooted in agriculture, ranching, and unique natural resources.
Goal Preserve and enhance the natural and rural assets in Mariposa County.
Overview Outside of the more populated centers of Mariposa, Coulterville/Greeley Hill, etc., the county offers sweeping vistas, magnificent waterfalls, oak woodlands, scenic rivers, lakes and reservoirs, and large acreage ranches, vineyards, and farms.
The ranching industry in particular has influenced the look and feel of the county’s rural areas. Despite a strong heritage in the West for farming and ranching, family ranches and farms are becoming rare in California. Struggles with financial stability and estate planning, combined with opportunities from eager developers, can contribute to the demise of this industry. Mariposa County values farming and ranching as key assets to open space and the foothill lifestyle. New approaches that add-value to farming and ranching will help secure the economic viability of this industry.
Actions
1. Agri-Tourism, Ranching and Farming Conservation
Techniques to preserve and enhance the economic vitality of ranching and farming operations are presented below:
• Agri-Tourism: Not all ranches/farms will be suitable for diversified uses/guest activities but for those that are, and are interested in pursuing or expanding this type of activity, the county should have clearly articulated policies and procedures in the Zoning Ordinance to support these types of uses (especially which are permitted and which are conditional based on the intensity and duration of the use, such as: fly fishing, hiking, mountain biking, photography clinics, environmental/education clinics on the study of rangeland habitats, bird observation, natural horsemanship, cattle clinics, cooking classes, farm chores, etc.).3 Guest uses could range from:
• Conservation Easements: A conservation easement (or conservation restriction) is a legal agreement between a landowner and a land trust or government agency that permanently limits uses of the land in order to protect its conservation values. It allows for the continued ownership and use of the land and to sell it or pass it on to heirs. When land is encumbered as a conservation easement or land trust, some of the
3 Restrictions on the number of rooms for “rent” in a B&B need to be reviewed.
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Natural & Rural Assets rights associated with the land are given up. For example, the landowner may give up the right to build additional structures, while retaining the right to grow crops, or cattle.
• Open Space Zoning: For those areas that are particularly important for their conservation value (i.e. view sheds, habitat, etc.) and due to location and other factors are very vulnerable to development, the county should consider Open Space Zoning. In order to avoid disturbing the equity held by existing landowners, open space zoning allows the same overall amount of development that is already permitted. The key difference is that this technique requires new construction to be located on only a portion -- typically half -- of the parcel. The remaining open space is permanently protected under a conservation easement co-signed by a local conservation commission or land trust, and recorded in the registry of deeds.
Step 1: Inventory existing farm/ranch agri-tourism facilities and venues. Meet with existing and potential farm/ranch owners/operators to discuss their experiences, opportunities and constraints to grow this industry.
Step 2: Research other areas that have an active/viable guest ranch/farm program and areas that are successfully using regulatory tools like Open Space Zoning and Conservation Easements.
Step 3: Review existing Mariposa County regulations (General Plan and Zoning Ordinance) to identify changes needed to support these activities. Work as a Team with the County to integrate regulatory support for these uses in the updated Zoning Ordinance.
Resource Websites:
• UC Davis, Small Farms Center, California Agri-Tourism Database: http://www.calagtour.org/
• California Rangeland Trust Joins With Others To Protect Largest Ranch In Sierra Valley: http://www.lta.org/publicpolicy/ca_trust_story.htm
• Sierra Nevada Conservancy: http://www.sierranevadaconservancy.ca.gov/
• Sustainable Ag Research and Education (SARE): http://www.sare.org
3. New Rural Venues In addition to Yosemite, Mariposa County is host to many wonderful natural resources (lakes, rivers, scenic trails, caves, etc.) Both locals and visitors enjoy these natural resources.
Some of these resources are developed and accessible (Yosemite, Hite’s Cove); many others are not (i.e. Bower Cave, the Coulterville Yosemite Turnpike). The Turnpike, completed in 1874, was the first to convey wheeled vehicles into the Park. Greater access and visibility of these assets hold promise to expand the Mariposa County “experience” offering.
Step 1: Determine interest in development of natural resource venues that are currently undeveloped or underdeveloped.
Step 2: Review existing research and planning documents (if any) on these natural resource assets.
Step 3: Begin steps to secure and develop these resources through easements, access rights, etc.
Step 4: Work with committee on “Expand, link, network, communicate” to expose/market these new venues to locals and visitors.
Timeline Depends on volunteer support and initiative
Budget Volunteer time and materials
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The Experience Center
Vision Mariposa County’s assets are communicated through high-caliber venues and events that inform, educate, entertain, capture the imagination, and enrich the spirit.
Goal Develop and sustain new venues and events that provide visitors and locals the opportunity to “experience” Mariposa County through exhibits, interpretive programs, knowledgeable and friendly staff, and through print and electronic media.
Overview Mariposa County has “world class” assets. The venues (buildings, sites, interpretive centers) where these assets are showcased should be of the same caliber as the asset.
Actions
1. Establish a World-Class Interactive Visitor Experience Center
Establish a world-class Visitor Experience Center that is THE place for Yosemite and Mariposa County information and connectivity to resources and activities. For visitors going to Yosemite, the Experience Center should set the stage for an enhanced visitor experience before and after the park visit. Interactions via multi-media and informed, energetic personnel will create a unique/memorable experience. Historical, cultural, recreational and artisan offerings should be promoted at the Visitor Experience Center as complimentary to the "Yosemite" experience. The Experience Center should be the leading place to "tell the stories" of Mariposa County - its people, and heritage. It is highly recommended that the proposed Visitor Experience Center also encompass the three new venues currently being discussed in the community: a Conference and Performing Arts Center, a relocated State Mining and Mineral Museum, and the Native American Cultural Center.
The Conference and Performing Arts Center could become an activity-oriented and year-round centerpiece for tourists and residents alike. As such, it would serve as an ideal location for a Visitor Experience Center. Because the planning for and construction of such a facility may take many years to complete, consideration should be given to making the Visitor Experience Center the first phase of a long-term Community Center project that also includes conference and performing arts facilities.
The State Mineral and Mining Museum is currently located at the Mariposa County Fairgrounds. This location is not ideal, and for several years a local effort has been underway to relocate this facility adjacent to the Visitors Center off Highway 49. This is a very valuable asset and could be a substantial contributor to “Destination Mariposa County”.
A key strength of Mariposa County's history and culture is the Southern Sierra Miwok Nation. Development of a facility or venue to depict this important part of our history would be a substantial contributor to “Destination Mariposa County”, and would provide an educational venue for local Mariposans to learn more about local native peoples.
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The Experience Center
Step 1: Identify prime location(s) for the Visitor Experience Center.
• Determine status of existing relocation site for the State Mineral and Mining Museum (adjacent to the current Visitors Center)
Budget Millions based on cost of land, construction and development costs.
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Transportation & Parking
Vision A very positive and non-stressful travel experience and lifestyle in Mariposa County as a result of well-orchestrated transportation and parking options.
Goal Expand and fix transportation and parking issues for better access to Mariposa County experiences.
Actions
1. Alleviate Restricted Travel on Hwy 140
Highway 140 is the “all weather” route into Yosemite. Since the rockslide on May 1, 2006, Highway 140 has been closed or has vehicle length restrictions, which prohibit any vehicle longer than 28 feet (effectively eliminates most tour busses) from using 140 to access YNP.
Step 1: Board of Supervisors agrees to make this issue a priority.
Step 2: Board takes a leadership position in resolution.
• Create ad hoc committee to work on problem until resolved.
• In partnership with Yosemite National Park, create a plan to approach and work with CalTRANS and elected officials (state and federal) to seek emergency funding.
• Document economic impacts of extended timeline for challenges as a result of the vehicle length restrictions.
Step 3: Provide updates for community and partners to support efforts.
• Create a section on the Mariposa County Website to update on progress made, where help and support is needed, etc.
• Maintain up-to-date information
2. Address Accuracy of Hwy 132 on Internet Mapping Programs
A part of the original John Muir Trail and legitimate route to Yosemite, State Hwy 132 to Coulterville continues on County road J132 to State Hwy 120E (J132 intersects with State Hwy 120) and continues east to Yosemite. . Mapping software like Yahoo, Map Quest, etc. needs to recognize both State Hwy 132 and J132 as a legitimate route to Yosemite.
Step 1: Determine specific locational errors on each of the mapping services for Highway 132 (i.e. MapQuest, Yahoo, etc.).
Step 2: Update data source for Internet mapping services such as MapQuest, Yahoo, and Google. Navteq North America LLC ("NAVTEQ") and/or Tele Atlas North America, Inc. ("TANA") provide Geocoding data for map content.
• Go to Navteq Map Reporter webpage (http://mapreporter.navteq.com/dur-Web-external/) and enter changes. See printout of webpage in Appendix (Tab 3).
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Transportation & Parking • Go to TeleAtlas Map Insight Web page
(http://www.teleatlas.com/ForConsumers/MapFeedback/index.htm) and enter changes. See printout of webpage in Appendix (Tab 3).
Step 3: Make other updates and changes as discovered.
3. Create Ample Parking to Encourage Extended Visits and Shopping in all Communities
Inadequate parking and limited staging areas are a challenge. Ample parking for recreational vehicles and trucks, along with parking options for greater than 4-hour visits should be pursued. Good signage of these parking options will encourage visitors to stop and locals to use due to the convenience afforded by a well though-out approach to parking.
• If privately owned, would owner work with local businesses and attraction for lease arrangement (instead of fee to visitor)? You don’t want a parking fee to the user.
• If not an option, pursue grant funding to purchase or lease site.
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Transportation & Parking 4. Encourage
Creation of Private Tour Companies Domiciled in Mariposa County
Although many tour companies visit Mariposa County, few are located and managed from Mariposa County. This missing link will help Mariposa County diversify and provide a complete package of services locally.
In light of the restrictions on bus length for Hwy 140 access to Yosemite, this presents a business opportunity. Additionally, the opportunity to utilize smaller vehicles that operate with sustainable fuel/energy sources could be an asset and differentiation in the market place for a quieter experience. Zion National Park, working with the City of Moab, is an excellent case study on this benefit.
Step 1: Communicate need to fill gap in services within Mariposa County.
• Publicize opportunity through The Mariposa County Economic Development Office, as well as the Chamber of Commerce Website to internal audience
• Publicize opportunity through Destination Development, a tourism marketing company: http://Web.mac.com/rbrooks007/iWeb/Site/DevOpportunities.html
Step 2: Help interested entrepreneurs develop business plans.
Step 3: Connect to loan programs and other resources, such as:
• Mariposa County Economic Development Office
• USDA loan guarantee program
• SBA loans
Note: Steps 2 & 3 relate to “Business Development Opportunities, Organize to Compete” Strategies
Step 4: Create a shared space for multiple tour companies to leverage resources for storage, repair, and fueling facility.
• Pursue grant funding for incubator development
• Encourage the use of green technologies for alternative fuels
Step 5: Package service with other Mariposa County venues and activities.
• See Expand, Link, Network, Communicate Strategy for Destination Mariposa County.
5. Develop Staging Area(s) for Yosemite National Park
Although this is a long-term strategy, it is important for Mariposa County to be at the forefront of the discussion and willing to host a staging site.
Step 1: Create a vision for Mariposa County’s role/position for YNP staging areas.
• Visit/learn from other areas with similar situations as Mariposa County,
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Step 2: Foster dialogue with Yosemite National Park.
• Tie into work on Hwy 140-/Rockslide strategy.
3. Enhance and Upgrade Signage
Step 1: Review existing sign ordinance (Mariposa), and consider sign guidelines in the other communities.
• The County has a sign ordinance in place, which granted a grace period until May 1, 2006 for compliance. The sign ordinance establishes requirements for basic materials and size that apply throughout the county. Once a Mariposa County Brand has been chosen, the sign ordinance should be reviewed and revised as needed to support the chosen Brand (see Marketing the Experience action of the Expand, Link, Network, Communicate the Mariposa County Experience Strategy).4 Also, with the updates of the TPAs, additional signage guidelines and requirements may be needed to support the county’s historic districts.
Step 2: Consider adding “gateway” and “wayfinding” signs.
• Gateway Signs - introduce visitors to your community and provide a sense of arrival. Communities should not skimp on welcome signs. The signs should be considered an investment with tremendous return. Quality entries state that you are a quality community thereby increasing the perceived value of the area. The greater the perceived value, the more visitors will spend and the longer they will stay.
• Develop consistent look for signs to compliment and extend the Mariposa County brand. A very nice gateway sign has been established at the Merced-Mariposa County Line. To extend that welcoming feeling
4 This is particularly applicable for public “way finding” signs.
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Transportation & Parking and connect the communities of Mariposa County, create a sign for each community.
• Publicize and celebrate installation. The community should feel good about this accomplishment and make them proud to be a resident.
Wayfinding/Directional Signs - help visitors navigate through your area while telling them what there is to do and see, where amenities are located (public parking, restrooms, visitor information, and local services) and where attractions are.
• Work with committee on “Expand, link, network, communicate” to identify all attractions (including historic, cultural, natural, commercial), services, restaurants, and retail offerings.
− Consider individual wayfinding signs and arrows to attach to pole.
− Continuity is critical to success of Wayfinding Plan.
− Engage local artist for design creation
− Multi-lingual signage is recommended due to the high number of international visitors who come to Mariposa County. Icons are also effective to assist non-English speakers.
− Design should be aligned to brand and overall theme or ambiance of community/county. Marketing the Experience action of the Expand, Link, Network, Communicate the Mariposa County Experience Strategy for brand consistency.
Step 3: Encourage businesses and venues to install/upgrade effective signage throughout county to support the Mariposa County “brand” and draw in customers. Establish ordinances to encourage perpendicular signs (perpendicular to building instead of flat on building for better readability by drivers and pedestrians), at least in the designated Historic Town Centers. Require consistency with heritage/historic theme.
• This strategic action deals with making it easier for locals and visitors to find all that Mariposa County has to offer. Clear and branded signage will:
Budget Actions 1,2,4 and 5 Unknown until projects receive more specific planning
Action 3: Volunteer time
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Exceptional Mariposa County Service
Vision Excellent, friendly, customer service that leaves a lasting impression and entices return visits by locals and visitors.
Goal Develop “front line” advocates of the Mariposa County Experience.
Overview An excellent opportunity for expanding visitors' experiences in Mariposa County exists at the "front line" connection these visitors make with local workers in Mariposa County. Gas station attendants, wait staff, hotel clerks and cashiers are more than "front line" employees; they are the "front line hosts" for the community. The better a visitor's experience with a community's "front line", the more meaningful and memorable the "experience." This can translate into a higher visitor investment (dollars spent), and more pleasant experience for both locals and visitors. Locals also benefit from more highly trained and friendly staff.
Actions
Step 1: Build a team with interested partners who will develop and conduct training.
• Program could be managed by Chamber of Commerce or the Tourism Bureau, but encourage experienced business owners and managers to actively play a part in the training.
1. Foster Highly Trained and Knowledgeable "front line" Staff From All Sectors (retail, service) to Cross-Sell Businesses and Experiences in Mariposa County.
Step 2: Develop customer service training program.
• Publicize names in the Mariposa Gazette and on the Chamber Website.
Agency Resources:
• Job Connection of the Mother Lode http://www.jobconnect.org/
A strong pipeline of volunteer docents is needed to promote and enhance a positive and consistent Mariposa County Experience at venues such as the Mariposa County Experience Center (even the current Visitor Center), the Mariposa County History Museum, California Mining and Mineral Museum.
Step 1: Build a team with interested partners.
• The Chamber of Commerce could manage program and Visitor Center but encourage experienced docents from Yosemite National Park to actively play a part in the training.
2. Create a “Mariposa County Experience Docent Program” for the Mariposa County Experience Center and Other Key Venues (i.e. museums, library, court house, etc.) Step 2: Develop customer service training program.
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Exceptional Mariposa County Service − Learn about all the experiences and as a result of the questions
(above) that spawn conversation, promote a local attraction or business that matches the person’s interests.
− Create an adoption program where each store, hotel, etc adopts one Mariposa County Experience (i.e. Mineral and Mining Museum, Yosemite, Big Trees, etc.) to promote.
• Timing/Frequency of training: Due to high turnover in service and retail businesses, as well as new hires for high season, suggest semi-annual or quarterly training
3. Create a “Mariposa” Experience Guide Certificate for Youth
Work with local historians (pre and post gold rush, Native American, etc.) to develop a directed study and hands on experience curricula of the historic sites, buildings and human resources of Mariposa County that allows for the participating youth to gain a “certificate” as a Mariposa Experience Guide.
Curricula would also include basic knowledge of current “experience” offerings in and around Mariposa. The community gains a knowledgeable youth ambassador and the youth gains knowledge about the origins of the community, how it grew and hopefully pride and respect for this heritage. The certificate could also be used by the youth to leverage local and regional job opportunities. Completion of the certificate program shows initiative, an interest in the community, and valuable “customer oriented” knowledge about community resources (what to do, where to shop, how to get there, etc.).
Budget Staff and volunteer time; $1,000 budget for recognition materials
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Business Development Action Plan Due to the benefits of Mariposa County’s leading asset, Yosemite, business diversification has not occurred organically in the past. There simply was not a need because the local economy benefited from strong tourism activity. Challenges, such as the Ferguson Rockslide and National Park closures from the Federal Government budget crisis, painfully illuminate the pitfalls of this single-source reliance. Strategies to expand and grow tourism, should not be abandoned but instead need to be expanded by leveraging all of Mariposa County’s assets and by balancing this effort through expanded/diversified non-visitor industry business development.
Mariposa County has the capacity to expand and diversify its economic base to include a broader range of business types that:
Are less or not at all dependent on the visitor industry for economic viability, thereby adding diversity to the economic base.
Provide higher wages and more career options; and
Are compatible with the County’s intrinsic values.
Fulfilling Goal #2 to Diversify Mariposa County’s Economy with Suitable Business Development Opportunities involves two key strategies:
Diversify to Grow Quality Jobs and Investment
• Business Targets (General) • Business Target: The Arts • Business Target: Technology • Business Target: Local/Visitor Serving
Organize to Compete more effectively for business startups and expansions
• Competitive Requirements – Site Readiness • Competitive Requirements – Regulatory Policies and Processes • Competitive Requirements – Business Base • Competitive Requirements – Workforce Readiness • Business Climate – Business Resources
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Strategy 2A: Diversify to Grow Quality Jobs and Investment In order to grow quality jobs and attract investment, it is vital to identify business targets based on Mariposa County’s strengths. When developing a list of preferred business sectors, it will be important to understand the business needs of these sectors and Mariposa County's ability to competitively meet their needs. Gathering industry intelligence and communicating the requirements is critical to developing a competitive location. This information will contribute to prioritizing the actions for Strategy 2B: Organize to Compete. It is also important to recognize the weight Mariposa County places on home-based businesses as an economic development diversification strategy. It is extremely likely that the business targets identified in this section may begin their life in the county as a home-based business.
Identifying business targets and gathering corresponding industry intelligence is the key to this section of the implementation plan. This action currently identifies three target industries:
The Arts
Technology
Local/Visitor Serving
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Business Targets
Vision Establish a diversified and sustainable economy that provides quality, living wage jobs.
Goal Identify and successfully grow, expand, and attract desirable businesses that contribute to Mariposa County’s quality of life, community values and economic vitality.
Overview Communities that can substantiate a compelling business case for companies to locate and grow understand the industry sectors and businesses they target. As a result they are able to prepare infrastructure and resources to competitively meet the needs of their targets. Competitive communities attract investment and quality jobs with focused efforts to understand and accommodate their targets.
The action items presented in this section can be summed up: 1. Learn about the existing targets
2. Become industry experts in all targets
3. Prepare information that is relevant to each industry and compelling to each company
4. Identify additional targets, as necessary, to fully diversify the local economy
In addition to the three target industries identified in this version of the Economic Vitality Strategy, others may also be suitable or desirable. The effort to identify additional target industries should continue as a parallel effort, particularly given the tendency for industries to “cluster” to achieve synergy around common needs or resources.
Site Selection: Site selection is a proven process for helping companies find the best community for starting or relocating a business. Although Mariposa County has not historically participated in the site selection process, the identification of three new target industries now makes such participation possible—and desirable.
In addition to more established site selection venues, such as CALED (the California Assertion for Local Economic Development at www.caled.org) and CalBIS (the California Business Investment Service at www.labor.ca.gov/CalBIS), Mariposa County should conduct its own outreach effort to the 3-4 million people who visit us every year. Many of these people, who have already demonstrated an affinity for the area, may be artists, technology workers or entrepreneurs interested in starting a local/visitor serving business. This audience can be reached quite cost-effectively with a special section on the www.homeofyosemite.com Website and a companion rack card or flier distributed at lodging facilities and visitors centers.
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Business Target: The Arts
Overview Mariposa County has a growing cluster of artists and artisans. Artistic enclaves can be a destination draw for more artists, as well as people who seek out communities that offer an “artistic experience” by visiting galleries, studios, and clusters of shops that offer artisan goods. Given the profound synergy between the arts and the tourism industry, combined with its ability to diversify the local economy, Mariposa County could/should expand this cluster.
The third edition of Arts & Economic Prosperity makes a compelling case for why America’s arts and culture industry is a serious business generating in excess of $160 billion in economic activity annually. Other studies show that every dollar invested in the arts returns $27 in related expenditures.
Step 1: Catalogue (create electronic database for easy updating) all artisan offerings by:
• Name of artisan
• Website, if available
• Location
• Type of art/craft (artisan gold, ceramics, wood, quilting products, painters, Native American products, gold rush reproductions, leather goods, restoration services for historic buildings, suppliers to historic restoration, architects, design professionals, historians, storytellers, etc.)
• Where it can be found (by appointment, in local retail stores, galleries, studios etc.)
Step 2: Use this database for marketing on behalf of local artisan and to attract external artisans. For example:
• Organize openings and special events showcasing local arts and crafts, especially during the “Off Season”.
• Create a marketing brochure to inform visitors and external artisans about the existing cluster.
Step 3: Enhance www.homeofyosemite.com Website with overview of artisan cluster, including links to artisan Websites, directions to shops, studios, galleries, etc.
This content may also be suitable for distribution through print media, including newspapers and a dedicated publication mailed periodically to a distribution list of interested parties, both within and outside the County. The dedicated publication could be funded long-term, in whole or in part, with advertising.
Step 4: Recruit at artisan conferences and events.
Step 5: Form or network with an existing artisan group to identify opportunities to attract and expand artisan cluster. This should include discussion about needed infrastructure, buildings, business resource, networking and communication needs.
Step 6: Provide artists with assistance in business planning and marketing. Artists know their craft, but many know (or care!) very little about business planning and marketing. For this reason, some education is warranted in two areas: 1) about the importance of these tasks; and 2) the basics in business planning and marketing.
Step 7: Secure additional and enduring sources of funding to implement these and other programs to expand the artist cluster in Mariposa County. To supplement the existing support from the County’s General Fund, two additional funding sources that are common in most artist communities seem particularly suitable for Mariposa County:
• “One percent for the arts” as a set-aside on commercial development projects; these funds can be used to satisfy a wide variety of needs, including artist stipends and public art displays.
• A dedicated, full-time grant writer to pursue available grant funding for projects that promote the arts. The same person (or staff as needed) may also be able to administer a program for micro-grants to local organizations and/or individual artists.
Step 8: Expand infrastructure supporting both visual and the performing arts. To become a genuine “artist community” and a recognized destination for the arts, the artistic “presence” in Mariposa County will need to be expanded. Examples include:
• A Performing Arts Center (potentially with other uses)
• A Creative Arts Center with shared facilities that are not cost-justifiable by most individual artists, such as a kiln (e.g. a cooperative funded and operated by its members)
• Additional galleries and studios where tourist can shop for local artwork
• Related businesses that supply materials and services to artists and artisans, including cooperatives for group medical insurance discounts
• Gathering places, such as coffeeshops and bookstores
• Homes with studios offering necessary amenities, such as adequate space or natural lighting
The success of some of these facilities, especially during their start-up, may require some special arrangements or incentives, including shared spaces,
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Business Target: The Arts subsidized or buy-back rents, credits or stipends, and various discounts.
Resources • Arts & Economic Prosperity III ( www.artsusa.org)
• The Role of the Arts in Economic Development (NGA Center for Best Practices)
• Strengthening Rural Economies through the Arts (NGA Center for Best Practices)
Timeline Undetermined
Budget Undetermined
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Business Target: Technology
Overview All potential technology business targets must be fully investigated and qualified as “legitimate.” A legitimate business target is one that considers Mariposa County’s assets a competitive business opportunity due to such factors as:
• An existing or emerging technology/research cluster that provides synergistic and networking opportunities;
• Presence of a skilled workforce;
• Presence of desired/required technology (i.e. broadband);
• Available land and buildings for lease or for sale at competitive prices;
• Access to customers/clients; and/or
• Highly values Mariposa County’s small town feel, quaintness and rural quality of life.
Technology targets that Mariposa County should investigate are grouped into three categories:
1. University Related (UC Merced, CSU Fresno, etc.)
2. Sustainable Living and Alternative Energy (including building materials, transportation, etc.)
3. Recreation/sporting equipment and apparel
These three targets should be considered “starting points” based on “obvious” locational assets such as:
• Proximity to university locations and general knowledge of university research
• National growth of sustainable businesses (especially alternative energy solutions)
• Proximity to general and extreme recreational venues (i.e. rock climbing, mountain biking, etc.)
Further refinement of these targets will require work on the part of Mariposa County volunteers and staff, and/or through contracted professional services (e.g. Target Industry Study).
University Related
UC Merced places Mariposa County in a competitive position to support the creation, attraction, and expansion of technology-based businesses. UC Merced’s faculty and fields of research present opportunities for business growth, particularly in the areas of engineering and natural sciences. Mariposa County’s competitive edge for UC related businesses comes not from its existing infrastructure (i.e. available buildings, telecommunications, existing tech cluster, skilled labor pool, etc.), but from its proximity to the campus and the county’s foothill environment. Historically, new technology companies arising from a university setting are attracted to communities, within or close to the research university and that offer high quality of life features (personal safety, good schools, diversity of people and cultures, etc.). In the early stages, most technology companies have few employees and therefore company owners, given a competitive business environment, choose a business location based on where
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Business Target: Technology they want to live. Some of UC Merced’s areas of research include:
• Hydrology
• Biology and Biomedical sciences
• Transportation
• Air Quality and Climate Change
• Materials Engineering based on Natural Phenomena
• Environment
• Technology
• Bioengineering
• Applied Mathematics
Step 1: Establish a relationship with UC Merced faculty and researchers. Include in this relationship faculty experts (Bioengineering, Applied Mathematics, Environment, Technology, etc.) to learn about current and projected research and development opportunities.
• What specific technologies are likely to spin out of the university? Gather industry intelligence and develop a comprehensive knowledge of industry trends, leading companies and success factors.
• What specific infrastructure and environmental attributes will be needed to support the growth of these entrepreneurial businesses (technology requirements, buildings size and features, worker skills, financing and business support, etc.)? Gather specifics to share with the Business Development Opportunities, Organize to Compete Team so they can prioritize infrastructure projects to match the needs of priority target businesses.
• Also use this opportunity to introduce Mariposa County’s interest in supporting UC Merced’s entrepreneurial efforts. Information about Mariposa County’s assets as a place to do business and as great place to live should be presented.
Step 2: Coordinate with Business Development Opportunities, Organize to Compete Team to understand what Mariposa has to offer in terms of infrastructure (land, buildings, and infrastructure). This Team is responsible for creating and maintaining an inventory of available sites and buildings. What business targets are looking for in terms of land, buildings, environments, etc., should be shared with this Team.
Step 3: Identify existing and future sites appropriate for technology-based businesses. Work with the county and with building and landowners to prepare these sites (zoning, infrastructure).
Step 4: Identify the specific knowledge and skill needs of these companies and work with local education and job training agencies to establish and maintain programs. Also provide up-to-date information on the community (housing, schools, and amenities) that can be shared with fellow researchers, students and staff to attract them to live and work in Mariposa County.
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Business Target: Technology
Step 5: Continue to meet with UC Merced contacts to market Mariposa County sites for UC spin-offs.
Step 6: Invite individual researchers and research teams to view Mariposa County (rural lifestyle and amenities) and the identified sites suitable for their operations (planned, zoned). Host community visits and tours to showcase Mariposa County’s assets that are relevant to the interests and needs of individual researchers and owners of spin-off companies.
Step 7: Expand university outreach to CSU Fresno. CSU Fresno is also engaged in research and technology applications, such as the new Claude Laval Water and Energy Technology (WET) incubator. The WET Incubator is a partnership between Fresno State’s International Center for Water Technology and the Central Valley Business Incubator. Already, it is home to five early-stage businesses specializing in water or energy technology. The goal of the WET Incubator is to establish the Central Valley as a world leader in water and energy innovation, while supporting entrepreneurs and creating jobs in the regional economy. It will be the hub that combines resources of business incubation, applied higher education and an existing cluster of water technology businesses.
• CSU Fresno, Research Institutions: http://academicaffairs.csufresno.edu/provost/centers_institutes/
• CSU Fresno, International Center for Water Technology: http://www.icwt.net/
• Claude Laval Water and Energy Technology: http://cvbi.org/wet_incubator/
Sustainable Living & Alternative Energy Cluster
Mariposa County has the opportunity to be a competitive location for businesses engaged in developing new sustainable energy solutions, such as:
• Solar power
• Fuels cells
• Biofuels
• New lighting microchips
• “Smart” power grids
• Other innovative energy solutions, and
• Specialized technologies for recycling and composting solutions.
This potential target is more likely a “locally-grown” business, with researchers and entrepreneurs generated out of UC Merced and CSU Fresno as likely sources, versus an imported business.
Examples of new companies that are engaged in these types of business ventures include:
Step 1: Research the infrastructure needs of these types of companies to determine if Mariposa County is a competitive location or offers other attributes (rural lifestyle, small community, scenic beauty, access to recreation, etc.) that appeal to entrepreneurs. What are these companies’ locational requirements?
• Ideal size of community (population base)
• Community resources (education, worker skills, amenities, etc.)
• Location requirements (i.e. proximity to an airport, transportation shipping, customers, etc.)
• Land and building requirements (size, configuration, etc.)
• Cluster requirements (proximity to competitors, partners, suppliers, service providers, research institutions)
Step 2: Business Case.
Based on industry intelligence gathered, develop business case to support why Mariposa County is a prime location for this industry. An outline of recommended content for the business case is shown in the Appendix (Tab 4). Prepare business case in hard copy format and also augment EDC Website with this information. Focus content on how Mariposa County can support small sustainable technology entrepreneurial companies (land, buildings, infrastructure, labor force, community amenities, etc.). Demonstrate how Mariposa County and the region’s strengths and relevant assets meet the needs of what the industry requires for successful operations.
Step 3: Communicate and establish relationships with regional technology resource agencies (i.e. Central Valley Business Incubator, UC Merced, CSU Fresno, SBDC Regional Network, etc.) to share the business case information about Mariposa County.
Step 4: Continue to dialogue with these agencies and update them when new properties or resources are developed that support their clients.
5 Compostable Plastic is plastic which is "capable of undergoing biological decomposition in a compost site such that the plastic is not visually distinguishable and breaks down to carbon dioxide, water, inorganic compounds, and biomass, at a rate consistent with known compostable materials (e.g. cellulose). and leaves no toxic residue." American Society for Testing & Materials
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Immediate Opportunity in the Sustainable Technology Cluster
Expand Composting Operations/Bio-Plastics: Mariposa County has a new $7.5 million municipal composting facility. The Mariposa County Solid Waste Composting Facility is the first of its kind in California with an in-vessel composting system entirely enclosed within a building including an air and odor control system and a water re-circulation system. In addition, the facility was designed with an observation room where visitors, residents, and students can observe and learn about this technology.
One of the current challenges to the efficient use of this facility is the large volume of plastics in the waste stream that must be sorted out prior to diversion to the composting facility. Much of the plastic entering the waste stream is in the form of plastic glasses, plates, cups, containers and utensils. With advancing technology, alternatives are available in the form of bio-plastics.
Bio-plastics are compostable food service containers and utensils made with sugar cane residue, corn and potato starch, and soy oil. These environmentally friendly food service products replace petroleum-based plastic and Styrofoam. One complicating factor to composting bio-plastics is that they require higher temperatures provided by a commercial/ municipal composting facility to fully break down. Mariposa County operates such a facility.
Step 1: Determine interest and capabilities.
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Business Target: Technology • Team meets with key government and business leaders (management and
procurement personnel). What plastic items do they currently use and what are bottom line considerations for switching to bio-plastics?
Based on findings from key stakeholders in Step 1, team determines feasibility, and if appropriate hosts a bio-plastics industry forum (vendors and users) as a catalyst to match vendors with users.
Step 3: Document and Monitor.
Develop a database (Contact Relationship Management system such as ACT!) of entities (business, government, nonprofit, education, etc.) that convert to bio-plastics. Use this as a management and marketing tool.
Step 4: Communications and Marketing.
• Work with the “Expand, Link, Network, Communicate” Marketing Team to communicate project success and progress though community websites and marketing.
• Schedule Compost Observation Room visits for local groups and schools. Have appropriately trained youth conduct the tours.
Step 5: Expand and Brand.
• Expand campaign to all Mariposa County businesses, government offices, schools, etc., and brand the project, i.e. “We’re compostable — not plastic”.
• Develop window placards for participating businesses, offices and government agencies.
Resource Websites:
• Going Green, One Container at a Time: http://jscms.jrn.columbia.edu/cns/2006-11-14/kargman-veggieplastic/
• Cereplast is a manufacturer of compostable, renewable plastics: http://www.cereplast1.com/ce/index.php
• Biodegradable Products Institute Member Directory: http://bpiworld.org/BPI-Public/Members/Directory.html
• Dirtworks (Biobag), located in New Haven, Vermont http://www.dirtworks.net
• Unikeep (bioplastics), located in Marysville Ohio, http://www.unikeep.com
Agencies & Potential Funding Sources:
• State Integrated Waste Management Board www.ciwmb.ca.gov/Grants
• Environmental Protection Agency (EPA)
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Business Target: Technology http://www.grants.gov/applicants/get_registered.jsp
Recreational Product Research, Development & Testing Cluster
Mariposa County may be a competitive location for businesses engaged in recreational product research, development, testing and training such as:
• Sporting goods and equipment for rock climbing, fly-fishing, boats, kayaks, auto accessories for hauling boats, etc.
• Climbing gear manufacturers
• Specialty apparel and footwear for sporting
• Safety gear, such as rescue equipment, beacons, mirrors for hikers and climbers
In 2006, the outdoor industry, which encompasses recreational products, was a $33 billion dollar industry. In 2004, outdoor retail products outpaced the growth of all retail products in the nation and the industry continues steady growth. More industry trend information can be found in the Appendix (Tab 4).
Step 1: Research the infrastructure needs of these types of companies to determine if Mariposa County is a competitive location, or offers other attributes (rural lifestyle, small community, scenic beauty, access to recreation, etc.) that appeal to entrepreneurs. What are these companies’ locational requirements?
• Ideal size of community (population base)
• Community resources (education, worker skills, amenities, etc.)
• Location requirements (i.e. proximity to sport/recreation resources, such as rocks, lakes, rivers, golf course, mountain)
• Land and building requirements (size, configuration, etc.)
• Cluster requirements (proximity to competitors, partners, suppliers, research institutions)
Step 2: Develop a list of companies. Start with companies already located in the region and California.
Sources for this list:
• Work with existing (located in Mariposa County) outdoor adventure companies from list generated in Business Development Opportunities, Organize to Compete, action for Business Base.
• Work with local sports/recreational enthusiasts in the region to generate a list and to solicit their input.
• Exhibitors at the Outdoor Retailer Tradeshow held every year in Salt Lake City, UT: http://www.outdoorretailer.com
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Business Target: Technology
Step 3: Develop Business Case.
Based on industry intelligence gathered in Step 1, develop business case to support why Mariposa County is a prime location for this industry. An outline of recommended content for the business case is shown in the Appendix (Tab 4). Prepare business case in hard copy format and also augment EDC Website with this information. Demonstrate how Mariposa County and the region’s strengths and relevant assets meet the needs of what the industry requires for successful operations.
Step 4: Contact and meet with the targeted companies.
• Research companies on the Internet to be better prepared for meeting. This work will also help you to customize information about Mariposa County that you share with them, for example, information about Mariposa County and its access to recreational resources (rocks, hills, lakes, and rivers).
• Additionally, attend the Outdoor Retailer Tradeshow (http://www.outdoorretailer.com) to gather industry intelligence and meet with companies.
Step 5: Continue to communicate with interested companies and provide updated information (new venues, new companies that have located, etc.)
• Revise and further customize the business case based on what is discovered in Step 5. The business case will evolve as industry intelligence is gathered and expanded upon.
• Send industry articles of interest to target companies. The objective is to be in front of these targets with information of interest and value.
• Also, as work is competed for the Business Development Opportunities, Organize to Compete Strategy, provide updates on progress that would contribute to the success and opportunities for target companies. Show them you are working to better accommodate their companies in Mariposa County.
Resource Websites:
• Outdoor Industry Association: http://www.outdoorindustry.org/
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Business Target: Local/Visitor Serving
Overview Retain, attract and support appropriate retail and service businesses needed to meet the market demands of locals and visitors. Especially consider expanding business opportunities that are lacking and desired in the county (e.g. galleries, bookstores, gourmet ice cream shops, microbrewery, etc.), provide unique gathering experiences, and contribute to the Mariposa County experience, such as destination businesses.
A good example of destination business is the Lake Don Pedro Golf Course and Country Club. The 7,000 yard course has been completely redesigned and shaped into a very challenging yet rewarding par 72 golfing experience. The 14,000 square foot clubhouse, will serve as an anchor for the Lake Don Pedro community with its fitness center, pro-shop, pool, covered patio and gourmet Cellars restaurant. These facilities will be able to host community meetings, weddings, tournaments, special events, dances, and more. Surrounding the golf course will be 116 beautifully designed townhomes.
Create a critical mass of destination businesses: Destination businesses are not tourist shops; they do not emphasize tourist trinkets. Destination businesses are independently owned businesses that differentiate themselves from the competition and attract shoppers beyond the traditional 15-mile radius. They potentially attract shoppers worldwide, all times of the year, and serve both locals and visitors to a region. Chocolate Soup is an example of a destination business located in Mariposa County. See “The Competitive Advantage of Destination Businesses” handout in the Appendix (Tab 4).
Step 1: Determine interest. Gather together or meet with independently businesses that may be interested in becoming a destination business.
Step 2: Host expert in community on destination businesses. Jon Schallert of The Schallert Group (http://www.jonschallert.com/) is an expert on this subject and presents an energetic, entertaining and very educational program on Destination Business Principles.
Step 3: Business counseling to support destination business development.
Through the Mariposa County Economic Development Office, Chamber or downtown business organizations, offer one-on-one business counseling on how to create a destination business. This training could be offered through the Central Valley Business Incubator, SBDC or Chamber staff members who could be trained as trainers for working with local businesses. An excellent resource for training on destination business is the Destination BootCamp (http://www.destinationbootcamp.com).
Recommendation for training is one-on-one business counseling instead of a workshop, unless the workshop is offered during non-business hours and potential participants want a workshop otherwise, a low turn-out is likely to occur.
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Business Target: Local/Visitor Serving
Step 4: Businesses work on 6 steps for improving customer first impressions.
• Clean up store windows • Revitalize the front 1/3 of the store • Refocus the checkout areas • Re-merchandise your D-Wall • Strengthen your D-Aisle • Eliminate the “Loop”
See handout in appendix “6 Steps to Improve Customer First Impressions”
Step 5: Working as a team, have businesses evaluate each other’s businesses based on first impressions.
Step 6: Product spotlighting to attract destination shoppers.
• Micro-niche product line (i.e. media likes to feature)
Create a monument – a monument is not for sale but it creates traffic because everyone wants to see this item. Could be a piece of history on display in middle of store. Attract bus tours.
Step 7: Assist businesses with marketing plans.
• The Central Valley Business Incubator, Small Business Development Center and/or the Chamber of Commerce contribute excellent support in creating and strengthening destination businesses in Mariposa County by providing extremely helpful one-on-one counseling with business owners on marketing plans to increase and expand their customer base.
• Keep it simple - can be as simple as post-it notes on calendar
• Utilize unique positioning statement to create images
• Collect customer information – it takes 10X the money to get a new customer than it costs to bring an existing customer back (Based on a quality experience in store)
Leverage media opportunities – pitch monuments, product niche, etc as related to mainstream stories.
Resource Websites:
The Schallert Group: http://www.jonschallert.com/ Small Business Trends: http://www.smallbiztrends.com/ US Small Business Administration: http://www.sba.gov/
Timeline Immediately and on-going
Budget Mainly time for staff and volunteer to conduct research.
Speaker on Destination Businesses: $2,500 - 5,000
Destination BootCamp: $8,500 - 10,000
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Strategy 2B: Business Development Opportunities, Organize to Compete In order to successfully grow and import businesses that will diversify and strengthen the local economy, Mariposa will need to improve its infrastructure, resources and business climate to strengthen the business case and thus compete more effectively. The action items in this section should be prioritized over business recruitment marketing because you only get one opportunity to make a first impression. If the community is not ready to competitively accommodate targets or is not taking care of existing businesses then there is no reason to market. This strategy delves into preparing for opportunities with well-planned solutions.
Five actions are outlined below for implementing the strategy to Organize to Compete Strategy for Business Development Opportunities, including:
Site Readiness
Regulatory Policies and Process
Business Base
Workforce Readiness
Business Resources
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Competitive Requirements — Site Readiness
Vision A “ready” county/community that clearly understands the type of investment desired and has infrastructure and environmental attributes planned or in place to support the needs of desired targets.
Goal Ready-to-go sites and buildings with adequate infrastructure in place to support quality investment that contributes to community values and diversity of the economy.
Overview To be successful in retaining, expanding and attracting target businesses and investment, the county, working in partnership with land owners, developers and business owners needs to clearly define where additional business development is appropriate and desired, and then prepare for the development of these designated areas through planning, zoning and infrastructure improvements.
Actions
1. Ground/Building Inventory
Mariposa County wants to attract business investment and support local entrepreneurs. Sites within town planning areas must be ready with proper zoning, adequate infrastructure (or at least a specific plan for timely development of infrastructure). Competitive communities anticipate the needs or target businesses and have gone as far as designing model facilities, pre-permitting, and even construction.
It is also noteworthy to understand that under the new General Plan, any home-based businesses that grow beyond a certain number of employees will need to relocate. Existing "move up" space for these fledglings businesses is very limited, or non-existent. Additionally, if the business desires to move into a building or parcel not currently planned and zoned for business/light industrial, the Conditional Use Permit process is formidable. Under current circumstances, it is highly likely that many of these emerging businesses will be forced to move out of Mariposa County to grow their business (taking their jobs and investment with them).
This constraint on growth serves as a deterrent to businesses capable of creating significant additional jobs from even considering any investment in Mariposa County. We should, instead, welcome those businesses (in the select targeted industries) that can be successful—and grow.
Step 1: Site Inventory.
• Inventory commercial/light industrial planned and zoned land and buildings, along with impediments to development (flood zone, no infrastructure, slopes, etc.).
• Sample forms in the Appendix (Tab 5) provide a template of key data points frequently requested during the site search process. By preparing this information prior to a request, Mariposa County will be able to present a competitive package of information when requested.
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Competitive Requirements — Site Readiness
Step 2: Develop an online database of these properties and prioritize based on availability:
• Zoning on the ground and “for sale” with improvements (access, sewer, water, communications, etc. without impediments)
• Zoning without improvements
• Commercial or industrial land use designation, but no zoning
• Zoned something else, but may be appropriate for other use(s)
• Recommended online database is EDsuite (www.edsuite.com), customized to present sites and buildings on a Website for economic development purposes. House the database on Chamber or County Website with other business resources.
Step 3: Work with motivated land owners to prepare site development packages/scenarios (currently planned and zoned, or considered appropriate for commercial/industrial zoning). This step includes small parcels (less than ½ acre) up to business parks (10-20 acres).
2. Site Improvements Step 1: Identify on and off site requirements for business targets.
• With the information researched through Business Targets in the Business Development Opportunities, Diversify to Grow Quality Jobs Strategy, evaluate inventory of sites for gaps.
• Prioritize sites for improvements.
Step 2: Secure Funding.
• Work with motivated land owners to locate and secure financing for on and off site improvements (i.e. CDBG, EDA, USDA)
Resource Websites:
• Sierra Nevada Conservancy: http://www.sierranevada.ca.gov/
• Sierra Business Council: www.sbcouncil.org
Agencies and Potential Funding Sources:
• State of California Housing and Community Development http://www.hcd.ca.gov/fa/index.html#fac
• US Department of Commerce, Economic Development Administration http://www.eda.gov/InvestmentsGrants/Investments.xml
• US Department of Agriculture http://www.rurdev.usda.gov/rbs/
• US Department of Health and Human Services http://www.grants.gov/
Timeline 12 months and ongoing data updates and site improvements
Budget Staff time of all Team Members
EDsuite Website content management program = $6,000 first year; $1,900 subsequent years for annual license
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Vision Clearly articulated regulatory processes (planning, permitting, and building) with exceptional customer service.
Goal Use the imminent updates of the town plans and zoning ordinance (to conform to the recently adopted County General Plan) as an opportunity to clearly identify appropriate (desired) uses and to establish efficient procedures and practices that support these uses.
Overview Clearly articulated and delivered regulatory processes protect Mariposans’ from inappropriate development and residents and businesses going through the building and development process from unnecessary confusion, untimely delays, and unnecessary expenditure of funds. The challenge will be how best to update Title 17 (Zoning Ordinance) that results in the right balance between flexibility and certainty in implementing the new County General Plan. The dichotomy between these concepts (certainty and flexibility) creates tension, not only for County officials and staff who use the ordinance on a day-to-day basis, but also for homeowners, business owners, and others who rarely come into contact with zoning. Everyone wants to know what the rules and standards are by which new development will be judged — how are decisions made to approve, conditionally approve or reject applications? And, as “time is money”, knowing the timeframe as well as the criteria for approval is also important - who has appeal rights, and when is a decision final so a project can proceed?
Mariposa County is typical in its application of making distinctions between permitted uses and conditional uses. Relying on a conditional use permit process offers the potential for flexibility in administering use regulations, but at a cost to applicants as well as to the County. Also, without clear standards and criteria for evaluating conditional uses, there is some potential for inconsistency in zoning administration and decisions. The risk is also high for retaining companies operating under a CUP that want to expand — inconsistent decisions, public scrutiny and simply the hassle may be too much to ask of valued employers.
With the new General Plan, the county will be busy updating the Town Plans and the Zoning Ordinance to conform to the General Plan. These updates provide the perfect venue to reassess and update, for example, the types of businesses that are “permitted” or “conditional” in each zone and to investigate alternative approaches to zoning.
Actions
1. Town Planning Areas and Zoning Ordinance
Step 1: Form a subgroup from members of the following teams to work with the county and its consultants as they update the TPA’s and the Zoning Ordinance.
• Business Development Opportunities, Diversify to Grow Quality Jobs
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• Destination Mariposa County, Organized to Compete, Authentic, Vibrant Towns Team
These Teams are responsible for identifying business targets and for more clearly defining what policies and practices need to be in place to enhance the economic vitality and sustainability of the county and its historic, cultural, and recreational assets.
Involvement in the TPA updates is extremely important because it is within the TPAs where most economic growth activity will occur. The County’s General Plan clearly states that the siting of job-creating businesses will occur in the town planning areas, where public services are available.
Clearly articulated and delivered regulatory policies and practices are the foundation for supporting a more vibrant, diverse experience in town centers that create quality job and career opportunities, and enhance the visitor and local experience (visually, culturally, etc.) county-wide.
To support TPA updates, it is critical that the Planning Department becomes and remains adequately staffed to make these and other improvements possible. Staff shortages have created a chronic roadblock, and will continue to serve as an impediment to progress until remedied.
Step 2: Work with the county to integrate policies and regulations into the TPAs and Zoning Ordinance to support vibrant, mixed-use towns, quality jobs and investment growth through the county’s regulatory policies and practices.
• Present in a flow chart format that is easy to follow. See Appendix (Tab 5) for sample development fee template and sample regulatory fees/impact fee schedule.
• Provide on County Website and in written form at front desk.
Timeline Dependent on when the County initiates the Zoning Ordinance and Town Plan Area Updates
Budget Staff time of all Team Members
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Competitive Requirements — Business Base
Vision Detailed and accurate intelligence about Mariposa County’s business base.
Goal Create an active database of businesses (including home-based) that will provide key information about existing businesses (type, size, nature) and intelligence for analyzing business growth and industry trends.
Overview Mariposa County does not have a business license program, however the County should develop a system to identify and catalogue businesses that would provide business trend information. In addition to providing information about the county’s business base, this information could be used to inform businesses about new or expanding programs, or to solicit their input on proposed issues or services. This information would also provide a mechanism for the county to communicate with the business base, which could be critical when considering offering new programs or services, or identifying problems and challenges.
Actions
1. Business Identification
Step 1: Business Information Sources.
• Discuss possible business intelligence collection methods. Sources of business information include:
• Identify what software will be used to maintain the database (ACT! Microsoft Access, etc.), and who will input the initial data, who will maintain, and who will have access to the database and for what uses.
specifically for economic developers to use in tracking local businesses and business attraction leads. See information in Appendix (Tab 5).
• Develop intake forms that correspond with data fields of your database. Use the North American Industry Classification System (NAICS) for business identification.
Step 3: Data Gathering.
• Designate team members for business intelligence data gathering
• Research and submit the completed data sheets to the County database manager for input.
Step 4: Run business intelligence queries and share with the Team.
For example:
• Types of businesses by NAICS
• Location of businesses by NAICS
• Number of years at present location by NAICS
• Number of businesses with 5 or more employees
• Number of businesses by NAICS with 5 or more employees, etc.
Step 5: Use this business intelligence to track local economy and provide services to business.
For example:
• Understand what types of businesses are growing, and which are shrinking
• For business targeting (if desirable businesses are growing), share information with the Diversify to Grow Quality Jobs and Investment Team for targeting
• If desirable businesses are shrinking, share information with the Diversify to Grow Quality Jobs and Investment Team for retention
Step 6: Update.
• Continually update database with new business entries and other changes (out of business, moved, change of ownership, etc.).
• The confidential database should be used solely for internal business intelligence and to “officially” contact businesses for the purposes of informing or soliciting their input as authorized by the Mariposa County Economic Development Director.
Resources Websites:
• Mariposa County Home Based Occupation Form, http://www.mariposacounty.org/planning/Applications/HomeBasedOccupInfoApp.pdf.
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Competitive Requirements — Business Base • North American Classification System,
http://www.census.gov/epcd/www/naics.html
Timeline 6 months and ongoing updates
Budget Staff time of all Team Members
PROACTIVE software: $5,000 (4 users)
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Competitive Requirements — Workforce Readiness
Vision A continually learning workforce ready and able to meet the growing and challenging needs of local employers and entrepreneurs.
Goal Collaborate with local employers to identify specific skill needs and with education and training providers to fulfill these needs which will allow local businesses to successfully compete in a global economy and local residents to gain and retain challenging, economically rewarding jobs and careers.
Overview The growing wage gap between low-skill and high-skill jobs bears testimony that the development of skills by the workforce is central to the health of the economy and individual workers. A manufacturing (or resource based) economy that supported a relatively low-skilled workforce with high wages has been replaced by an economy, including modern manufacturing, where literacy and technical skills are essential.
Extending efforts to include educational and vocational programs for Mariposa youth to pursue careers in growing industries (e.g. solar and sustainable living technologies) should be a vital component of the workforce readiness strategy. A cooperative program with UC Merced to develop this area of economic development could be based on use of a Mariposa County location for students to participate in a hands-on fashion with initiatives guided by the appropriate technical leadership from UC Merced faculty (and possibly the Sierra Nevada Research Institute). Santa Clara University's School of Architecture, for example, has been successful in emphasizing student competition in the Department of Energy’s Solar Decathlon. (www.scu.edu/scm/summer2007/feature3.cfm)
Mariposa County’s success in industry diversity, and especially the growth and retention of technology-based businesses will be highly dependent on the community’s ability to grow and sustain a technically skilled workforce.
Actions
1. Skills Assessment Step 1: Interview Local Business Owners.
• Gather information on local workforce and employer issues.
• Collaborate with the Diversify to Grow Quality Jobs and Investment Business Targets Team to identify the skill and educational needs of business targets.
Step 3: Evaluate Results.
• Compare needs of targets with interview results to identify workforce
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• Work with existing business associations to identify workforce skill and educational needs.
2. Develop training infrastructure
Step 1: Work with education and training providers to start building the education and training infrastructure needed to support these business targets.
• When possible, it is important to identify career paths that local youth and adults can track and clearly see how learning the skill, or gaining the knowledge can lead to an expanding career, not just a dead-end job. Where possible, identify and put in place “bridge” programs between high school ROP and vocational and academic training and higher education, so that the path to learning and skill building is presented in manageable increments, and support networks are in place to support progression through the educational/training component. Involve and get commitment early on from industry/business groups for successful graduates of training and education programs to secure employment.
• Work with industry to identify opportunities to offer customized training using employment and training suppliers (Mother Lode Job Training, State Employment Training Panel, etc.) such as ETP.
• Mariposa County High School, http://www.mchs.mariposa.k12.ca.us/
• Job Connection of the MotherLode, http://www.jobconnect.org/
3. Youth Development & Workforce Experience
Vision: Local youth that are fully engaged in their communities.
Goal: Partner with educational staff, administrators and students to develop and sustain youth activities that provide life and work/career building skills, team building and communication skills, and appreciation for the local environment and its assets.
Overview: Mariposa County, like other rural communities are concerned about the exodus of local youth for greener economic pastures. Youth education, skills and commitment to the future of the region have to be built. Many communities have begun this process through youth led projects. Mariposa County’s many assets can be used to support youth development, leadership, and entrepreneurship.
Job Shadowing: Job shadowing is an academically motivating activity designed to give kids the unique opportunity of an up-close look at the world of work and provide the answer to the commonly asked question, “Why do I have to learn this?”
Mariposa County Economic Vitality Strategy & Implementation Plan | November 2007 Page 85
Competitive Requirements — Workforce Readiness Resource Websites: New Jersey Department of Education Job Shadowing Handbook http://www.state.nj.us/education/voc/shadow.htm
Entrepreneurial Training: Work with the Mariposa County Economic Development Office, SBDC and the local high school to engage youth who are interested in starting their own business utilizing Mariposa County’s natural and recreational resources (rock climbing, bicycling, rafting, hiking, nature walks, etc.).
Regional Occupational Program: ROP is career technical education that empowers students to make meaningful career choices by providing opportunities to explore their interests, develop career skills, and reinforce academics, ROP also offers a wide range of additional educational benefits, including college credit for qualifying courses, industry certification, and internships when appropriate. ROP is available to high school students (16 years of age or in 11th or 12th grade) and adults, preparing them for further education at colleges and universities, employment, or advanced technical training. Areas of study include agriculture, arts, media & entertainment, business, engineering technology, health, home economics careers & technology, industrial & technology, and public & human services.
Private Sector Partnerships: Public schools are increasingly working with the private sector. For example, PG&E connects with communities through an extensive shareholder- and employee-funded charitable contributions program, which gives millions of dollars each year to non-profit organizations, primarily in northern and central California. This program benefits more than 3,000 schools and nonprofit agencies, such as the Center for Advanced Research and Technology. The program has also helped equip high school juniors and seniors from the Fresno and Clovis unified school districts with the tools necessary to solve local environmental problems. Students collaborate with research and regulatory organizations to restore native habitat, research the effects of temperature and chemical fluctuations on coral, and collect and analyze water quality samples to assess the health of local water bodies.
Service Learning: The primary goal of the Community Connections Program is to build an ongoing service-learning curriculum and instruction program that are supported by district resources to enhance student learning and foster direct community involvement in schools. Project topics vary from conservation and environmental concerns to health issues, citizens’ welfare, beautification projects, historical cultural research and restoration, and local planning issues. More than 20 community partnerships support the district’s service-learning program, including the University of California, Merced; Yosemite National Park; local and state agencies; local businesses; and community groups. These partners provide expertise and support to complete service-learning projects.
Mariposa County Economic Vitality Strategy & Implementation Plan | November 2007 Page 86
Competitive Requirements — Workforce Readiness
Environmental Science & Restoration: The County has recently and continues to invest in restoration of Mariposa Creek. This natural resource, presents an opportunity to engage youth in the environmental stewardship of this key community asset. With the leadership of Mariposa High School science teachers, students could:
• Conduct sediment studies and analyze water chemistry, vertebrate census and conduct botanical surveys
• Monitor stream health by studying benthic and littoral invertebrates, asses the surrounding riparian (creek corridor) habitat, map the stream for erosion, and engage in the restoration of native species and eradication of invasive species.
This timing for this initiative is especially appropriate with the passage of AB 1548 (October 2003) which established the Education and the Environment Initiative (EEI). AB 1548 requires:
• Identification of environmental principles and concepts that complement California’s academic content standards in science, history/social sciences, English-language arts and mathematics;
• The incorporation of these principles and concepts into textbook adoption criteria for all of the aforementioned subjects. What this means is that teaching about our environment will be embedded in core curriculum.
There is a seven-year adoption cycle; however separate “stand-alone” curriculum based on the state’s principles and concepts should be available to teachers by 2009. Mariposa has the opportunity to put in the place the infrastructure to support this initiative prior to its full implementation by the state.
A major national study, the National Longitudinal Study of Adolescent Health, found that youth who felt connected to their families and to their schools engaged in fewer risk behaviors like substance use and violence and do better in school. The actions offered presented here, offer opportunities for local youth to connect more strongly to their school and their community.
Step 1: Contact K-12 administration and staff to determine interest in a youth-led creek restoration/monitoring project.
Step 2: Solicit interest by student body/special interest group (i.e., biology, environmental science classes).
Step 3: Solicit sponsorship (i.e. local environmental groups).
Step 4: Begin project.
Resource Websites/Example Programs:
• Mira Loma High School (Sacramento) Arcade Creek Project.
Mariposa County Economic Vitality Strategy & Implementation Plan | November 2007 Page 87
Timeline Skills Assessment: 3-6 months Training Infrastructure: Ongoing Youth Programs: Dependent on interest
Budget Staff time of all Team Members Survey tool = $150 - 600
Mariposa County Economic Vitality Strategy & Implementation Plan | November 2007 Page 88
Business Climate — Business Resources
Vision Convenient access to useful business resources.
Goal To identify, network, and communicate all of the business assistance resources available to entrepreneurs and businesses that will facilitate their growth and investment in Mariposa County.
Overview A healthy business climate has a well-organized group of service providers, such as education and workforce training providers, business counseling, financing institutions that are readily accessible, work in collaboration, and deliver exceptional service to local businesses to help them grow their business and profits.
Actions
1. Inventory Business Services
Step 1: Identify and document all business assistance service providers serving Mariposa County and the region (public, private, nonprofit). See Mariposa County Business Resources Data Collection Form in the Appendix (Tab 5). Organize business services inventory for hard copy and electronic distribution. See Mariposa County Community Profile in Appendix (Tab 5).
• Who are the active service providers in Mariposa County?
• What do they do? Roles, Responsibilities.
• What has been accomplished? (i.e. testimonials and success stories)
• Are there other service providers who could be doing more work in Mariposa County?
• Where are the gaps?
• Who can fill the gaps?
• How do these service providers collaborate?
• Who and how is success monitored?
Step 2: Obtain a volunteer to bi-annually update the information on service providers (hard and electronic versions).
• Possible Resource for staffing: AmeriCorps Vista http://www.americorps.org/about/programs/vista.asp.
• Another option is to upgrade the Website for a content management system (i.e. EDsuite, www.EDsuite.com) where partners would have access to make there own updates.
Resource Website/Tool:
• California Academy for Economic Development – Tools for Business: http://www.toolsforbusiness.info/
Mariposa County Economic Vitality Strategy & Implementation Plan | November 2007 Page 89
Business Climate — Business Resources
2. Business Resource Center
Step 1: Research interest and feasibility of the development of a Business Resource Center with (for example) the following business services; (with actual services provided by public organizations and private companies):
• Conference room
• High-speed Internet
• Video conferencing
• Voicemail
• Reception support - answer telephone and receive visitors
• Administrative support
• AP/AR support staff
• Copier
• Fax machine
• Parcel package pick-up
Timeline Action 1: 4-6 months with ongoing updates Action 2: Longer term
Budget Staff time of all Team Members
EDsuite Website content management program = $6,000 (no cost if already purchased for Site Readiness)
CAED Tools for Business = $200 set-up plus $95/month
Mariposa County Economic Vitality Strategy & Implementation Plan | November 2007 Page 90
Getting Into Action To initiate implementation, the first step will be to assemble and organize teams. In the Appendices (Tab 1), you will find the list of volunteers who expressed interest during the March community worksessions held in Mariposa and Coulterville. Invite their participation for implementation of the strategy. Some people will be interested in working on certain aspects of the strategy while others will be dedicated to seeing it through from start to finish.
All Action Teams should have a Lead as well as one Sub Team Lead for each strategy. Team Leads will form the Economic Vitality Leadership Team working with the County Economic Development Director. It is not advised to make the Mariposa County Economic Vitality Leadership Team a formal board; instead it should be a working group that fosters communication among all parts of the comprehensive strategic plan.
The next step is to distribute copies of the strategy and establish teams, asking each team to review, discuss and prioritize action items based on interest and resource availability (commitment level). Logical steps are laid out; however there exists a great deal of opportunity for volunteers to make the strategy their own. Their ownership and expertise will propel action and early successes.
Communications The key to any community’s successful implementation is well-executed communications. Three areas should be covered to maximize teamwork and community support:
Media announcement/launch Economic Vitality Strategy: The purpose of a formal launch of the strategy through the local media provides a venue to demonstrate to the community a private-public partnership working together for Mariposa County’s economic future. We encourage you to recognize and invite volunteers to participate.
Team: Since many of the actions are inter-related, it is essential that the team share updates on progress as well as what they have learned. As the Economic Vitality Strategy moves forward on many different levels, communication among the Strategy Teams are essential to continue momentum. Quarterly meetings of the Economic Vitality Leadership Team will enable valuable dialogue to further connect resources and leverage opportunities.
Community at-large: Sharing successes and progress made with the community will foster long-term support and community pride. Develop a section on the County of Mariposa Website for quarterly updates. Prepare press releases when major milestones have been reached. Celebrate successes.
