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TDC Agenda 09/26/2016 September 26, 2016 MEETING AGENDA&NOTICE COLLIER COUNTY TOURIST DEVELOPMENT COUNCIL Collier County Government Center, Administration Bldg. F, 3rd Floor 3299 East Tamiami Trail, Naples, FL 34112 September 26, 2016 8:3o am Collier County Commission Chambers * Requires TDC Action 1. Call to Order 2. Pledge of Allegiance 3. Roll Call 4. *AGENDA AND MINUTES A. Changes and Approval of Today's Agenda B.Approval of prior TDC Meeting Minutes i. Regular Meeting 8/22/2016 5. Presentations/ Public Comment - (3 minutes each) A. Sports Council of Collier County B. Active Tourism Presentation 6. * CONSENT AGENDA All matters listed under this agenda item are considered to be routine and action will be taken by one motion without separate discussion of each item. If discussion is desired by a member of the Council, that item(s)will be moved from the Consent Agenda and considered separately under New Business or Old Business. A. COASTAL ZONE MANAGEMENT These items have been before the Coastal Advisory Committee (CAC) and have received a recommendation by majority vote of the CAC to proceed with the requested work after further recommendation from the TDC for the necessary tourist tax funding. The TDC is requested to make a finding that each project promotes tourism. B. BEACH PARK FACILITIES These items have been before the Parks and Recreation Advisory Board(PARAB) and have received a recommendation by majority vote of the PARAB to proceed with the requested work after further recommendation from the TDC for the necessary tourist tax funding. The TDC is requested to make a finding that each project promotes tourism. i. Clam Pass Electrical Upgrade ii. ITB 16-6617R— South Marco Parking Lot and Beach Access Improvements iii. South Marco Beach Access Boardwalk Repairs C. TOURISM DIVISION 7. NEW BUSINESS These items are for review and recommendation by the TDC and have not been reviewed by another County Advisory Board and are to be considered for funding by a majority vote and with a finding that each request promotes tourism. A. * EVENT FUNDING REQUESTS i. US Open Pickleball Championship (Spirit Promotions) Contract Amendment to add five additional years to Hosting Agreement # is-6439 ii. Funding request for sports event site costs support for events to be hosted in November 2016 B. * OTHER TDT FUNDING REQUESTS C. * Strategic Marketing Plan for FY 16-17 D. * Beach Renourishment Placeholder 8. OLD BUSINESS These items have been continued from a previous TDC meeting, or are reoccurring reports for review by the TDC. 9. Council Member Discussion 10. MARKETING PARTNER REPORTS These reports are provided to TDC members on the digital link above to the County website. The Research Data Services report will be presented on a monthly basis, and the other reports will be presented at TDC meetings on an as needed basis. TDC members may request a presentation by the Marketing Partner representative or by Tourism staff at each TDC meeting. A. Research Data Services B. Paradise Advertising&Marketing, Inc. C. Lou Hammond&Associates D. Collier County Tourist Tax Collections E. Miles Partners -Website Activity F. Digital&Social Media- Paradise Advertising and Zebra Brazil G. Atilus-Search Engine Optimization H. Phase V-Fulfillment Services ii. TOURISM STAFF REPORTS These activity reports are provided to TDC members on a digital link to the County website and will be presented to the TDC on an as needed basis. TDC members may request a presentation by Tourism staff members at each TDC meeting. A. Director B. Group Sales C. Leisure &Travel Trade Sales D. Sports Marketing E. Public Relations &Communications F. Film Office G. International Representatives H. Visitor Centers 12. Detailed Staff Reports 13. Next Scheduled Meeting Date/Location —October 24, 2016 Collier County Government Center, Administration Bldg. F, 3rd Floor, 3299 East Tamiami Trail, Naples, Florida 34112 14. Adjournment All interested parties are invited to attend, and to register to speak and to submit their objections, if any, in writing, to the Council prior to the meeting if applicable. For more information, please contact Jack Wert at (239) 252-2402. If you are a person with a disability who needs any accommodation in order to participate in this proceeding,you are entitled, at no cost to you, to the provision of certain assistance. Please contact the Collier County Facilities Management Department located at 3335 Tamiami Trail East, Suite 101, Naples, FL 34112-5356, (239) 252-8380. Public comments will be limited to 3 minutes unless the Chairman grants permission for additional time. Collier County Ordinance No. 99-22 requires that all lobbyists shall, before engaging in any lobbying activities (including, but not limited to, addressing the Board of County Commissioners before the Board of County Commissioners and its advisory boards, register with the Clerk to the Board at the Board Minutes and Records Department. August 22, 2016 MINUTES OF THE COLLIER COUNTY TOURIST DEVELOPMENT COUNCIL MEETING Naples, Florida, August 22, 2016 LET IT BE REMEMBERED the Collier County Tourist Development Council or the County of Collier, having conducted business herein, met on this dates,*r AM in a REGULAR SESSION in Building "F" of the Government Complex �p s, lorida with the Following members present: , a Chairman: C• A. ioner Penny Taylor Vice Chairmin: g a" -cker airy Sacher Na Clark Hill Robert Miller Ed (Ski) Olesky € Mac Chaudhry (Excused) r Michelle McLeod "' Nancy Kerns t•\. ALSO PRESE . ck Wert, Tourism Director ,/,''',, Colleen Greene, Assistant County Attorney Kelly Green, Tourist Development Tax Coordinator Barry Williams, Director, Parks and Recreation Michael Obyc, Sports Marketing Nick Casalanguida, Deputy County Manager Steve Carnell, Public Services Department Head Margaret Bishop, Project Manager 1 August 22, 2016 Any persons in need of the verbatim record of the meeting may request a copy of the video recording from the Collier County Communications and Customer Relations Department or view online. 1. Call to Order—Commissioner Taylor Commissioner Taylor called the meeting to order at 8:30 A.M. 2. Pledge of Allegiance ,\, Pledge of Allegiance was recited. 3. Roll Call *44b A quorum was established. so4. AGENDA AND MINUTES A. Changes and Approval of Today's Agenda Mr. Wert requested that item 7.A.ii be removed from the Agenda and : 1 . the most recent Smith Travel Research Report. Ms. Becker moved to approve the Agenda, subject to removing em A. i. The motion includes a recommendation to the Board of County Commissioners tappr ve the proposals listed in Item 6, the Consent Agenda and the minutes of the June 26, 200meeting as presented. Second by Mr. Olesky. Carried unanimously 8— 0. .4\71,49 • Colleen Greene, Assistant County Attorne coded that the motion include a finding the Consent Agenda items promote tourism and carate motion to approve the minutes. r The Council rescinded the previous mo , . Ms Becker moved to approve, e g" for today's meeting subject to removing Item 7A.ii. and recommend the Board of o qty Commissioners approve the proposals listed under Item 6- Consent Agenda as the expenditures promote tourism. Second by Mr. Olesky. Carried unanimously 8—0. _ . ofr B. Approval of prior TDC Meeting Minutes Ms. Becker 'v,' to(trove the minutes of the June 26, 2016 meeting subject to changing the location of the < 3 urism Summit identified in Item 12 from Naples Grande to the Hyatt House Naples .R . Gond by Mr. Olesky. Carried unanimously 8— 0. 5. Presentations/Public Comment- (3 minutes each) A. Green District- Rob Moher, Conservancy of Southwest Florida . her presented a PowerPoint"Advancing Collier County Vision for a Green District" hi lighting: • The County is home to the Naples Zoo, Conservancy of Southwest Florida, Gordon River Greenway, Freedom Park, Baker City Park, etc. which provide opportunities for kayaking, wildlife viewing, hiking and biking on trail networks. • The vision is to develop a"Green District"through a community based initiative promoting the available activities and resources. • A Request for Proposal will be issued to engage a consultant to develop the plan and marketing strategy to capitalize on the $130M investment in the area. 2 August 22, 2016 • The endeavor would take approximately 2 years to complete(year one - planning, year two - implementation of the plan). • Next month he will bring a request for funds forward to the Tourist Development Council to help "jump start"the project. B. National Parks Centennial Presentation Jennifer Thelen,Visitor Operations Supervisor, Big Cypress National Preserve present"e, .n overview of the park's activities noting that they generate $125M of economic impact to t re. •z annually. Many programs are free of charge and available to youths. On December 5, it annual Swamp Heritage Festival will be held which features educational and music a, ' i ies" or the public. • C. Naples Cricket Club Presentation Gayan DeSilva,Naples Cricket Club addressed the Council on the grow'. . lanty of cricket in the US. It is the 2nd largest sport in the world and Sarasota/Broward C. @ m now hosting tournaments which are generating room nights in the sports tourism ( 10 800 room nights per event) and create opportunities for consumer spending in the ar- 6. Consent Agenda All matters listed under this agenda item are considered to be routine and action will be taken by one motion without separate discussion of each item. If discussion is desired by a member of the Council, that item(s) will be moved from the Consent A enda and considered separately under New Business or Old Business. A. COASTAL ZONE MANAGEMENT ' fa These items have been before the Coastal Advisory Committee (CAC) and have received a recommendation by majority vote of the CAC to proceed with the requested work after further recommendation from the TDC for the necessary tourist tax funding. The TDC is requested to make a finding that each project promotes tourism. None B. BEACH PARK FACILITIES These items have been before the Parks and Recreation Advisory Board (PARAB) and have received a recommendation by majority vote of the PARAB to proceed with the requested work after further recommendation from the TDC for the necessary tourist tax funding. The TDC is requested to make a finding that each project promotes tourism. i. Tigertail Restroom Addition CO #1 ecoendation to approve change order#1 in the amount of$5,683.00 to Q Grady Minor & ' :;ates, PA to obtain the required permits for the City of Marco Island for the Tigertail troom addition and make a finding that this expenditure promotes tourism. " , ii . Barefoot Beach Tollbooth Replacement "Recommendation to award a work order using fixed term Contract Number 13-6164 to Q. Grady Minor &Associates, P.A.for the Design and Permitting of the Barefoot Beach Toll Booth replacement and make a finding that this expenditure promotes tourism. " C. TOURISM DIVISION 3 August 22, 2016 i. Category B and C-2 Grant Agreements for FY 17 as recommended by TDC on May 23, 2016 and included in FY 17 Proposed Budget for the Tourism Division "Recommendation to approve Tourist Development Grant Application Agreements for FY 17 Category B ($83,000) and Category C-2 ($411,176) Grants, authorize the Chairman to sign the agreements, and make a finding that this action promotes tourism. " 7. New Business These items are for review and recommendation by the TDC and have not been reviewed by N,. .a another County Advisory Board and are to be considered for funding by a majority vote and with a finding that each request promotes tourism. A. EVENT FUNDING REQUESTS L, L Pro Watercross World Championships- Sept. 17-25,2016 Mr. Obyc presented the Executive Summary"Recommend approval • t'' = ,ment#1 to Pro Watercross Championship Agreement to exercise the renewal option • • the 2016 event, approve Tourist Development Tax Category "B"funding to suppo th:i ' Watercross World Championships September 16- 26, 2016 and make a findin " thi senditure promotes tourism"dated August 22, 2016 for consideration. He noted: • The request is for$124,500 with last year's eve gene ating $1.5M in economic impact for the area. • The funds will be utilized for rental fees, .4 +\ 9 + .xi tions for officials,paying trainers and security personnel, etc. • • The County does provide the organ -r ' an eligible list of hotels for the selection of the accommodations. Mr. Olesky moved to recommend t = a Board of County Commissioners approve Amendment#1 to Pro Wate - s a h' pionship Agreement to exercise the renewal option to host the 2016 event, appr :our evelopment Tax Category `B"funding to support the Pro Watercross World Champyoships September 16-26, 2016 and hereby finds the expenditure promotes touism.7Second by Mr. Hill. Carried unanimously 8—0. ii. US Open Pickleball Championship (Spirit Promotions) Contract Amendment to add five additional years to Hosting Agreement#15-6439 (Deleted, �o . taff e quest) iii. Spirit Productions Grant Request for Production & Airing of 2017 US Open Pickleball Championships finals on CBS Sports Network Mr. Wert presented the Executive Summary "Recommendation to approve a Tourist ll'Ae" pment Council Category "B"out of cycle marketing grant application for Spirit motions, Inc. in the amount of$71,000 to fund the promotion, event management, TV program production and airing costs for the 2017 US Open Pickleball Championships and make a finding that this expenditure promotes tourism"dated August 22, 2016 for consideration. He noted that the request is "out of cycle" and meets the Grant Guidelines established by the Council. Speaker Terri Graham, Spirit Promotions reported that 70 percent of the participants are over 55 years 4 August 22, 2016 in age and four homes were purchased (and 100 additional real estate"leads" generated) in the area as result of last years' event. Commissioner Taylor moved to recommend that the Board of County Commissioners approve a Tourist Development Council Category "B"out of cycle marketing grant application for Spirit Promotions, Inc. in the amount of$71,000 to fund the promotion, event management, TV program production and airing costs for the 2017 US Open Pickleball Championsk , and hereby finds the expenditure promotes tourism. Second by Ms. Becker. Carried una. y 8- 0 �� iv. Spirit Promotions US Open Pickleball Championships Agreement for April 2017` tournament site expenses Mr. Wert presented the Executive Summary"Recommendation to approveou sm Category "B"funding for the contract between Collier County and Spirit Prom. ` reimbursement of the operating expenses for the 2017 US Open Pickleball Champi, ' n the amount of $60,000 and make a finding that this expenditure promotes touris 414 es, ugust 22, 2016 for consideration. ,.: Mr. Sacher moved to recommend that the Board of Co my 4nmissioners approve Tourism Category "B"funding for the contract between Coll ear ounty and Spirit Promotions for reimbursement of the operating expenses for the a I pen Pickleball Championships in the amount of$60,000 and hereby finds the ex ' t ri`promotes tourism. Second by Mr Olesky. Carried unanimously 8—0. \\„ v. Funding request for sports event site costs support for events to be hosted in September& October 2016 Mr. Obyc presented the Exec iv :' ary "Recommend approval of Tourist Development Tax Category "B”fundin: .`! s P he three upcoming FY 16 Sports Events up to $24,900.00 and make a finding that thes .enditures promote tourism"dated August 22, 2016 for consideration. He noted the fu 's s are for 3 events: Nations Fall State Championship (baseball) - $5,000, Suncoast vitat'- al (soccer) - $8,200 and the Paradise Shootout(lacrosse) - $11,700. Ms. Beckerrrye, r recommend that the Board of County Commissioners approve Tourist Develop �;nth ax ,tegory "B"funding to support the three upcoming FY 16 Sports Events up to $24,91 ' 00 and hereby finds the expenditure promotes tourism. Second by Mr. HilL Carr an " ously 8— 0. Break: 9:55 a.m.) Reconvened: 10:06 a.m. OTHER TDT FUNDING REQUESTS (these items were heard in reverse order) iii. East Naples Community Park Pickleball Championship Courts shade cover construction project Mr. Wert and Margaret Bishop presented the Executive Summary "Recommendation to approve a work order using Contract No. 13-6164 to BSSW Architects, Inc.for design and permitting of the shade structure over the championship courts at East Naples Community Park for the 2017 US Open Pickleball Championship in the amount up to $50,000; authorization of necessary budget amendment; and make a finding that this expenditure promotes tourism"dated 5 August 22, 2016 August 22, 2016 for consideration. He noted constructing the structure is important as the facility is intended to be a permanent home for the championships. Speaker Jim Ludwig,Executive Director of Pickleball for All reported that the site will be utilized year round and host the US Open Pickleball Academy which will provide daily and weekly clinics and"get away"camps for players of all ages. In addition to the championships,4 other tournaments are scheduled over the next several months. i.IN Ms. Becker moved to recommend that the Board of County Commissioners appyv a work order using Contract No. 13-6164 to BSSW Architects, Inc.for design and perm of the shade structure over the championship courts at East Naples Community P kr the 2017 US Open Pickleball Championship in the amount up to $50,000; author'� tt ,f necessary budget amendment and hereby finds the expenditure promotes touris„ y nd by Mr. Sacher. Carried unanimously 8— 0. ii. Work Order to ABB Engineering for design and cost projections for up to four sports complex sites Mr. Casalanguida presented the "Executive Summary Recon, = ,th to approve a work order using Contract No. 13-6164 to Agnoli, Barber &Brun e, Inc. to determine feasibility of suitable expansion or development of existing parklan# e nd lends in private ownership for Sports Tourism venues in the amount of$41,740.00; ,7' 0 A e necessary budget amendment; and make a finding that this expenditure proot. ,i a . 'dated August 22, 2016 for consideration. He noted that the previous •• • cted by Hunden Strategic Partners identified several County sites to be evalu fa ports tourism opportunities with the following listed in the current proposed Work Order.,. North Collier Regional Park 70 The Parks and Recreation • and held a public meeting on expanding the park and it was determined no develop should be considered for the existing preserve areas. The Work Order includes an analysis for " - conversion of existing playable surfaces to "turf"to increase the availability of playin ime on the fields. Golden Gate.0A, .41,tA recent o 4 ortunit as arisen for the area to be considered given the lands will be rezoned for other use's Ma' 1 I ',1 d Drive T•e ar is in close proximity to I75 and Golden Gate High School and not in close proximity to , .. - • s al uses. Access is a concern given the location of the site. ,,) anatee Park Staff recommends it be removed for consideration given its close proximity to residential Y development and limited access. East Naples Community Park The site is under evaluation for a permanent home for pickle ball activities including the US Pickleball Association Championships. 6 August 22, 2016 He provided an update on the following areas under consideration for sports venues outside of the current proposed work order: City Gate Not included in the analysis as it is under separate review for a professional baseball stadium with no conflicts with existing residential development in the area. 175 County Site Long term plan including rezoning of the area and would be part of an area for an over r Plan for sports venues (professional baseball and sports tourism facilities). Council discussion • Concerns over the adjacent residential uses at Golden Gate Golf Coins — aff noted there is area available to provide adequate buffering and the site , ``,, ntta ly may be redeveloped into other intensive uses. • The sites proposed in the Work Order are for multi purpose , ` with no professional baseball stadium under consideration. Mr. Miller moved to recommend that the Board of County m iss oners approve a work order using Contract No. 13-6164 to Agnoli, Barber&Brun: ge,Inc. to determine feasibility of suitable expansion or development of existing park!". ds and lands in private ownership for Sports Tourism venues in the amount of$41,7400„ • a rite necessary budget amendment subject to the removal of Manatee Park as I sail/ c " sidered and hereby finds the expenditure promotes tourism. Second bb r. Carried unanimously 8—0. i. University of Florida/IFAS-Ecotourism Needs Assessment Proposal Mr. Carvell presented the Executiveunary "Recommendation to approve Category B Tourist Development Tax fund.ng 4 tUniversity of Florida Extension Service to conduct an ecotourism training assess -n o` alier County Convention and Visitors Bureau and make a finding that this expenditure I *motes tourism"dated August 22, 2016 for consideration. He noted: • The funds.qre to 1 'utilized by the University of Florida/IFAS for an assessment of ecotou s opportunities in the area including any partnerships available to the County. • The,, vi ould place the County on the forefront of this type of marketing study in F_ A, and b completed between October 2016—March 2017. • They d will include stakeholder input with results intended to provide the County clear "$ -di n on which avenues to pursue in the arena. • • e ork will be delivered and paid for in 3 separate phases (identifying the target .4 oups of the study, etc.; conducting the initial assessments and summarizing the results; final recommendations). The Council queried if the study will assess the demand for ecotourism and if it could be "4," expanded to include agri-tourism? Speaker Dr. Taylor Stein, University of Florida reported that the study will analyze both the supply and demand side of ecotourism in the area and could be expanded to include agri-tourism. The work will encompass the water activities such as fishing, diving, etc. and the County can provide direction on the endeavor. 7 August 22, 2016 Mr. Hill moved to recommend that the Board of County Commissioners approve Category B Tourist Development Tax funding to the University of Florida Extension Service to conduct an ecotourism training assessment for Collier County Convention and Visitors Bureau subject to including agri-tourism as part of the assessment and hereby finds the expenditure promotes tourism. Second by Mr. Miller. Carried unanimously 8-0. C. FY 17 Marketing Plan Workshop Mr. Wert presented the "2017 Marketing Plan TDC Discussion 8-22-16"for informati •, .i ses. He provided an overview of the Plan noting the plan was developed via: • Monthly meetings with Sales & Marketing staffs of hotels on strategy a; • Quarterly roundtable meetings to discuss strategies and new marketing . is es • Monthly reports on market conditions from Research Data and our I tional representatives. • Annual Marketing Summit (June 29, '16)- 100 Tourism Indus .., ers-Roundtables on Sales, PR, International, Sports, etc. which included a Mrket-It n= Survey. The following was noted during Council discussion: • The Marketing Partner Survey indicated more"ni life" . portunities are needed however it should be noted many of the visitors may seek di - ent "nightlife"other than those associated with the South Beach or other simi .r . e .. staff noted they are investigating the observation to determine what activiti• ar .\ ate• in the arena to optimally proliferate the area's identity. • More family oriented activities are ne.i es M yen many of those who visit the area are individuals with children-Staff %Convention and Visitor's Bureau (CVB) website is being redesigned to address ne ting strategies. • The need to improve ai R:` t 7rs s'+rtation service from lodging facilities. • The European market e6 ues o be strong with opportunities in the Scandinavian market emerging given the direct t is to Fort Lauderdale. • Concern the National rk system in the area is under promoted given the Everglades National Par high' isitation rate. • The need ire promotions for the Everglades is realistic as opposed to idealistic images unreprosntativ"' f the area. • There ( hues to be a shift in marketing emphasis to social media given the public's e �sive of the platform which provides digital "word of mouth" advertising for the ar, Sc 's. diving and fishing will be promoted given the completion of the artificial reef project - ., s.f to list the coordinates of the reefs on the CVB website. 1, ', onsideration be given to promoting bicycling given the large rallies held in the Everglades. • Concern the Revenue per Available Room is decreasing over recent times. Ms. Kerns'eft at 11:42 a.m. The Council requested Staff to: 1. Incorporate a section into the CVB website on family activities in the area. 2. Identify the location of the artificial reefs by coordinate on the CVB website. 3. Distribute information on the Film Office's activities to the Council Members. 8 August 22, 2016 4. Provide an analysis of the Revenue Per Available Room for the next meeting including estimates on the rates if the Marco Island Marriot and Hilton had not been "off line"for a period of time. Mr. Wert requested Council Members notify Staff if you have any additional ideas or comments on the Plan and the item is to be heard by the Board of County Commissioners during their first meeting in October. D. International Representation RFP Selections (Items D.i and ii were combined) L UK/Ireland RFP 16-6611 to Ommac Ltd. f ii. Europe RFP 16-6611 to Diamonde Mr. Wert presented the Executive Summary "Recommendation to award RF1'6-. 11 for International Tourism Representation for the UK/Ireland to OMMAC LTD, ,,,s d' • PiaMonde e.K,for representation in the remaining European countries, authorize t.e r to execute the County Attorney approved contracts, and make a finding that this ite : ."'tes tourism"dated August 22, 2016 for consideration. He noted: • RFP 16-6611 for International Representation was pili a., e ised on May 12th, 2016. • Email notices were sent to 399 firms with 20 fi • s req sting full solicitation packages. • Three responses were received for the UK/Irean 'epresentation and one response was received for European Representation. • A Selection Committee met to revia e. o s+saand recommended OMMAC, LTD for UK/Ireland Representation baste 'n" K and DiaMonde e.K. for European Representation based in Stuttgart, , e y be engaged to fulfill the services. • The expenditure for each age c 0,000 annually plus $80,000 allocated to out of pocket expenses for travel ® e : ows, training of tour operators, etc. • The expenses are all. .i.-•` dollars and are subject to potential amendment if the iy exchange rate alte # the ourse of the contract. • Staff ascertains estimaf ,in advance for the out of pocket expenditure requests. Ms Becker move a, recommend that the Board of County Commissioners award RFP 16-6611 for Internation' p urism Representation for the UK/Ireland to OMMAC,LTD, and to DiaMondee .,for :t, esentation in the remaining European countries, authorize the Chair to ,, execute theCounty Attorney approved contracts and hereby finds the expenditure promotes tourismSeco ; by Ms McLeod. Carried unanimously 7—0. Mr. Sacher left 12: 1 p.m. 8. ess f These items have been continued from a previous TDC meeting, or are reoccurring reports for review by the TDC. A. Q 3 Financial Review of TDC Funds Mr. Wert provided the Executive Summary "Tourist Development Tax FY16 Third Quarter Financial Review" for information purposes. 9. Council Member Discussion 9 August 22, 2016 Ms. Becker recommended that the public presentations heard under item 5 on the Agenda be submitted in advance by the proponent so the content may be briefly reviewed by Staff in order to ensure prudent use of the Council's meeting time. 10. Marketing Partner Reports These reports are provided to TDC members on the digital link above to the County website. The Research Data Services report will be presented on a monthly basis, and the other reports will be presented at TDC meetings on an as needed basis. TDC members may request a presentation by, the Marketing Partner representative or by Tourism staff at each TDC meeting. a. Research Data Services—Jack Wert \ 404 "Research Report—Klages Research and Research Data Services, Inc. a�'z, b. Paradise Advertising—Cedar Hames/Nicole Delaney Paradise Advertising and Marketing Inc—Marketing Report A3 c. Lou Hammond & Associates—PR Services—Jonell Modys "Lou Hammond&Associates and CVB PR Team Public Relati 'e. d. Tax Collections—Jack Wert , "Collier County Tax Collector Tourist Tax Collections" 0 e. Miles Media, Inc.—Website Activity—Buzzy°Fo ' 16) "Web Site Analytics" , . AIS„ f. Atilus—Search Engine Optimization "Digital/Social Media Marketing" , g. Phase V- Fulfillment Servic :c ert "Phase V Fulfillment Services" 11. Tourism Staff Reports , ' These activity reports are provided to TDC members on a digital link to the County website and will be presented to the TDC on an as needed basis. TDC members may request a presentation by Tourism staff members at each TDC meeting. a. Director—JacWert b. Sales &Tket —Debi Benedetti c. Public Ros & Communications—Jonell Modys d. F '' I fJack Wert e. S s i . l" ncil—Jack Wert ye .tional Representatives—Jack Wert Visitor Centers—Lori Lou Waddell 12. Detailed Staff Reports Submitted 13.Next Scheduled Meeting Date/Location—September 26, 2016—8:30 a.m. Collier County Government Center,Administration Bldg. F,3rd Floor, 3299 East Tamiami Trail, Naples, Florida 34112 10 August 22, 2016 There being not further business Art e goof of the C0unty, t e meeting was adjourned by order of the chair at 12:01 P.M. COLLIER COUNTY TOURIST DEVELOPMENT COUNCIL . ~ 4 , s. Chairman, Commissioner Penny Taylor g \ . 2 These minutes approved byte Board/Committee on 9 s \ ted or as amended . ® / �\ 2 4 ,4 .y : y 9 ® « �� ~ \\/ ,,,,s, „,,i,,« \ ` 11 August 22, 2016 There being not further business Art e goof of the C0unty, t e meeting was adjourned by order of the chair at 12:01 P.M. COLLIER COUNTY TOURIST DEVELOPMENT COUNCIL . ~ 4 , s. Chairman, Commissioner Penny Taylor g \ . 2 These minutes approved byte Board/Committee on 9 s \ ted or as amended . ® / �\ 2 4 ,4 .y : y 9 ® « �� ~ \\/ ,,,,s, „,,i,,« \ ` 11 Active Tourism What is Active Tourism? •Definition: Responsible travel to foreign areas requiring physical and mental participation from the tourist and following the guidelines for sustainability, protection of biodiversity and conservation of culture. •Elements include recreation, education. –Adds intellectual component to travel –Conducted under strict supervision •Information at: www.active-tourism.org Old Florida oOld Florida Festival Facebook results What is Ecotourism? •Definition: Responsible travel to natural areas that conserves the environment and sustains the well being of local people. –The International Ecotourism Society (TIES) 1991 •Ecotourism is primarily defined by the location •Travel to relatively undisturbed areas to enjoy and appreciate nature, promote conservation, resulting in low visitor impact Similarities of Active and Ecotourism •Both share a high respect for Nature and Biodiversity •Limited impact on the eco system •Believe global concerns need local solutions •Visit should include both education and interpretation •Share common goal for authenticity and complete immersion in the environment •Seek novelty and uniqueness as part of the visit Consumer e-Scape February 16th Target: Ages 35-64 with a HHI of $150K+ interested in Heritage that enjoy attending events, nature and the arts Recipients: 75,000 Opens: 12,216 Open rate: 16.3% 1,772 Click to site Differences of Active & Ecotourism •Differences –Active tourism is possible almost anywhere, urban or rural. •Examples are cultural, cuisine, music, dance, handcrafts •Cultural Tourism is included –Ecotourism is more location specific •Hiking, biking, walking, canoeing, kayaking •Follows the aims of responsible travel, conservation of nature and benefits to locals What is Action Tourism? •Includes sport activities like biking, cross country rally, speed boat riding, bungee jumping and extreme sports •Emphasizes excitement and amusement such as amusement and recreation parks •Does not require close involvement with nature •Attracts a younger audience What Segment Fits Collier? •All Three •In order of Activity and Infrastructure –Ecotourism: •Everglades, Big Cypress, Corkscrew •Hiking, biking, walking, canoeing, kayaking –Active Tourism: •Dolphin Explorer •Everglades Area Tours –Action Tourism: •Jet Boat •Air Boats •Jet Skis •Scuba Diving Conclusions •Ecotourism promotion is ongoing, but can and will be increased •Active Tourism promotion is ongoing, but can and will be increased •Action Tourism is not well developed here and should be encouraged to appeal to younger demographics of travelers September 26,2016 Consent Agenda 6-B(i) 1 of 10 EXECUTIVE SUMMARY Recommendation to award a work order using the Annual Contract for Professional Services for Engineers and Architects Contract 13-6164 to AECOM Technical Services, Inc. for the Clam Pass Beach Park Electrical Upgrade and make a finding that this expenditure promotes tourism. OBJECTIVE: To provide Project Management, Permitting, Bid and Construction Phase services for the Clam Pass Beach Park Electrical Upgrade. CONSIDERATION: The electrical system at Clam Pass Beach Park was installed 20 years ago. An assessment by Facilities Management staff determined the system is in need of repair and upgrade. A work order was awarded to AECOM Technical Services, Inc. for final design plans and specifications, project management services, bid services and construction phase services for the Clam Pass Beach Park Electrical Upgrade in the amount of$47,786.00. The bid documents have since been prepared and the project is ready for solicitation,with only$31,391.00 spent on the awarded work order. The Board of County Commissioners and the Naples Grande Hotel have an agreement regarding services to the park, therefore coordination was required with the Naples Grande Hotel to determine funding sources for construction. Based on the Agreement, it was determined that the County is responsible for these major upgrades. The initial work order to AECOM Technical Services, Inc. was allowed to expire so that a new work order could be issued when the funding was secured so that it would include current permits. A TDC grant application for$800,000.00 for the upgrade of the existing Clam Pass Beach Park Electrical system was approved on June 27, 2016 by the Tourist Development Council for FY 17. The new work order with AECOM Technical Services, Inc. will complete the remaining services required, associated with the bidding and construction phases of the project. Permitting has been added as an additional line item to the new work order and the remaining amount of funds needed to complete work is$33,959.00. ADVISORY BOARD RECOMMENDATION: A TDC grant application for $800,000.00 for the upgrade of the existing Clam Pass Beach Park Electrical system was approved on June 27, 2016 by the Tourist Development Council for FY 17 with a 7-0 vote. FISCAL IMPACT: Funding in the amount of $16,445.00 from Tourist Development revenues is available and appropriated for this Project No. 80345 (Clam Pass Beach Park Electrical Service Upgrade) within the Parks and Recreation Beach Park Facilities Capital Fund 183 (TDC Beach Parking Facilities). Funding in the amount of$800,000.00 are appropriated for FY 17 in Category "A" Tourist Taxes Fund 183 for the Clam Pass Beach Park Electrical Upgrades,available October 1,2016. GROWTH MANAGEMENT IMPACT: There is no impact to the Growth Management Plan from this action. LEGAL CONSIDERATIONS: This item has been approved as to form and legality and requires majority vote for approval.—CMG RECOMMENDATION: That the Tourist Development Council award the work order using Contract Number 13-6164 to AECOM Technical Services,Inc., for the Clam Pass Beach Park Electrical Upgrade, Project No. 80345, in the amount of $33,959.00, and makes a finding that this project expenditure promotes tourism. September 26,2016 Consent Agenda 6-B(i) 2 of 10 Prepared by: Felicia Kirby,Project Manager,Facilities Management Department Attachments: Work Order,Proposal September 26,2016 Consent Agenda 6-B(i) 3 of 10 WORK ORDER/PURCHASE ORDER Contract 13-6164"Professional Services for Engineers and Architects—CE" Contract Expiration Date: March 8,2019 This Work Order is for professional engineering services for work known as: Project Name: Clam Pass Beach Park Electrical Upgrades Project No: 80345 The work is specified in the proposal dated August 18, 2016 which is attached hereto and made a part of this Work Order, In accordance with Terms and Conditions of the Agreement referenced above,this Work Order/Purchase Order is assigned to: AECOM Technical Services, Inc. Scope of Work: As detailed in the attached proposal and the following: * Task I Project Management * Task II Collier County Growth Management Permitting * Task III Bid Phase Services * Task IV Construction Phase Services Schedule of Work: Complete work within 365 days from the date of the Notice to Proceed which is accompanying this Work Order. The Consultant agrees that any Work Order that extends beyond the expiration date of Agreement#13-6164 will survive and remain subject to the terms and conditions of that Agreement until the completion or termination of this Work Order. Compensation: In accordance with the Agreement referenced above, the County will compensate the Firm in accordance with following method(s): ®Negotiated Lump Sum (NLS) LLump Sum Plus Reimbursable Costs (LS+RC) ITime & Material (T&M) (established hourly rate Schedule A) ❑ Cost Plus Fixed Fee (CPFF), as provided in the attached proposal. Task I $ 3,216.00 LS Task II $11,122.00 LS Task III $ 4,085.00 LS Task IV $15,536.00 T&M TOTAL FEE $33,959.00 Page 1 of 2 September 26, 2016 Consent Agenda 6-B(i) 4 of 10 PREPARED BY: `6125f I t) Felicia Kirby, Manager Datero` ct � Facilities Management Division • REVIEWED BY: '} C. --t L g Mar ar t Bishop,P.E., r.Project Manager Date Facilities : .agement Division REVIEWED BY: A Ha ,on.s, ., 'rincipal Project Manager Date Facilities :na';e ent Division "Al ft/BY: o Barry Williams,Director Date Parks&Recreation Division 1 f Q,� —,11h h By the signature below, the Firm (including employees, officers and/or agents) certifies, and hereby discloses,that,to the best of their knowledge and belief,all relevant facts concerning past,present,or currently planned interest or activity (financial, contractual, organizational, or otherwise) which relates to the proposed work; and bear on whether the Firm has a potential conflict have been fully disclosed. Additionally, the Firm agrees to notify the Procurement Director, in writing within 48 hours of learning of any actual or potential conflict of interest that arises during the Work Order and/or project duration. ACCEPTED BY: AECOM Technical Services,Inc. r4r•- _' / WACIS __-___ ___ 08120 Rona • R. avalieri,P.E.,BCEE Date Project Director Page 2 of 2 September 26,2016 Consent Agenda 6-B(i) 5 of 10 STAFFING and COST PROPOSAL to AGREEMENT for PROFESSIONAL SERVICES between Collier County and AECOM Technical Services,Inc. for Clam Pass Beach Park Electrical Upgrade August 18,2016 THIS DOCUMENT is a STAFFING and COST PROPOSAL to Contract 13-6164 Professional Services: Architect and Engineering,executed between Collier County Board of County Commissioners(COUNTY)and AECOM Technical Services,Inc.(CONSULTANT),dated March 9, 2014(hereafter called"Agreement"). A. BACKGROUND The COUNTY and CONSULTANT have entered into an Agreement to provide professional engineering services for the following engineering disciplines: • CET,Project Management,and Value Engineering(CEI) • Environmental Study,Planning and/or Design(EN) • Instrumentation and Controls(SCADA and Low Voltage)(SCA) • Modeling and Simulation(MS) • Solid Waste Study,Planning and/or Design(SW) • Public Utilities Facilities(PU) • WeWield Study,Planning and/or Design(WEL) • Electrical Study,Planning and/or Design(EL) The Agreement provides for specific services to be performed on the basis of a Work Order supported by a proposal prepared by the CONSULTANT and approved by the COUNTY. Professional services are authorized on receipt of an executed'Work Order and Notice-to-Proceed. The COUNTY wishes to implement electrical service upgrades at the beachside concession building for Clam Pass Beack Park located near the Naples Grande resort. The electrical upgrades include increasing the feeder conduit and conductor size from the FPL service point to the concession building,replacing the existing transformer and panelboard at the concession building with larger equipment,and providing the panelboard with sufficient circuit breaker quantities and ratings to serve existing and future electrical loads at the concession building. The COUNTY plans to competitively bid the project in an open solicitation to qualified contractors. Under a previous assignment,the CONSULTANT provided plans and specifications for competitively bidding the Nvork. September 26,2016 Consent Agenda 6-B(i) 6 of 10 B. DESCRIPTION OF ASSIGNMENT CONSULTANT will prepare and submit the required building permit applications and necessary copies of signed and sealed drawings to secure the building permit through Collier County Growth Management. CONSULTANT will assist the COUNTY during the bidding phase of the project. During construction,CONSULTANT will monitor performance of the work by the construction contractor,including attendance of project progress meetings,shop drawing review,periodic site visits, and certification of the completed work. C. SCOPE OF SERVICES CONSULTANT will perform the following services: TASK No I—Project Management 1. Coordinate project activities—CONSULTANT will perform project coordination and management functions for the duration of the project. TASK No.2—Assist in Securing Collier County Growth Management Building Permit 1. Prepare required sets of signed and sealed plans and specifications for Collier County Growth Management's review in granting the contractor a building permit. Coordinate with Growth Management during their review process and respond to inquiries and requests for clarifications from Growth Management. TASK No.3—Bid Phase Services 1. Attend pre-bid meeting and prepare meeting minutes. 2. Respond to Contractor questions in writing. Assist COUNTY in preparing one addendum to the Contract Documents. 3. Assist COUNTY with review of bids and tabulate bids received.Prepare Letter of Recommendation for award of contract. 4. Prepare conformed documents incorporating addendum items. TASK No.4—Construction Phase Services 1. Attend pre-construction meeting and assist COUNTY with the preparation of meeting minutes. 2. Receive,review,and process submittals from Contractor specified for such review in the contract documents(up to 4 submittals and 2 re-submittals).Prepare and maintain a log of submittals to include submittal number,subject,and date received,reviewer,action taken and date returned. 3. Prepare responses to Contractor's Requests-for-Information(up to 2 RFIs). 2 September 26,2016 Consent Agenda 6-B(i) 7 of 10 4. During construction of the project perform one site visit to meet with representatives of the Contractor and COUNTY and to observe the general progress of the work. 5. Assist COUNTY with management of proposed Changes to the Work by preparing Request-for- Proposed-Changes(1 RPC included in this scope),evaluating and responding to Contractor claims and preparing contract change order. 6. Provide consultation and advice to the County's Project Manager during construction. 7. Assist the County with review of progress payments(up to 2 progress payments). 8. Assist COUNTY with the following services related to Contract Closeout: a. Perform Substantial Completion walk through and develop final punch list in conjunction with COUNTY staff. b. Prepare a"Certification of Construction Completion". c. Perform Final Completion walk through in conjunction with COUNTY staff. d. Assist with review of final pay request. e. Prepare signed and sealed"As-Constructed"(record)plans from information provided by the Contractor required for project certifications. D. DELIVERABLES The following deliverables are anticipated: 1. Six(6)frill-size sets of signed and sealed design drawings and permit applications to be submitted to Collier County Growth Management for the contractor's Building Permit. 2. One pdf file and four(4)sets of original record drawings to be submitted to COUNTY. E. SCHEDULE The services described herein will commence upon receipt by the CONSULTANT of a Notice-to- Proceed and executed Work Order from the COUNTY. The estimated time required to complete the tasks described above is as follows: It is anticipated that the services for the project will be performed within a time limit not to exceed 365 days from the date of Notice-to-Proceed. If the services have not been completed within the above time limit due to delays caused by COUNTY,COUNTY will consider request by CONSULTANT for additional compensation if CONSULTANT's costs have increased due to the delay. CONSULTANT will observe the time limitations as set forth herein. CONSULTANT will not be responsible for delays beyond CONSULTANT's control,including delays caused by: (1)delays in receiving information from others except CONSULTANT's subconsuliants;and(2)delays in obtaining subsequent authorization,approvals and review comments from COUNTY and other governmental 3 September 26,2016 Consent Agenda 6-B(i) 8 of 10 agencies. If such a delay should occur,the schedule will be updated and adjusted as mutually agreed upon by CONSULTANT and COUNTY. F. COUNTY RESPONSIBILITIES 1. COUNTY will designate a Project Representative,as COUNTY's representative and primary contact for CONSULTANT. CONSULTANT will rely on COUNTY's designated Project Representative for instructions and approval of CONSULTANT's services. 2. COUNTY will pay all permitting fees and associated expenses. 3. COUNTY will perform onsite construction observation and inspection. 4. COUNTY will advertise for bids or quotations,reproduce and distribute documents to contractors and vendors. 5. COUNTY agrees that in accordance with generally accepted construction practices,any Contractor employed by COUNTY to perform work in connection with the Project,will be required to assume sole and complete responsibility for job site conditions during the course of construction of the Project,including safety of all persons and property,and that this requirement shall be made to apply continuously and not be limited to normal working hours. CONSULTANT shall not have control over or charge of,and shall not be responsible for,construction means,methods,techniques, sequences or procedures,as these are solely the responsibility of the Contractor. CONSULTANT wilt represent COUNTY in accordance with the responsibilities of the CONSULTANT described in and Standard General Conditions of the Construction Contract and any mutually agreeable Special Conditions specific to the Project. G. COMPENSATION For the professional services as set forth in this Staffing and Cost Proposal(proposal),the COUNTY shall compensate the CONSULTANT as provided for in Article 5 of the Agreement and as follows: Table No. 1—Fee Summary Task Fee Type TASK No. I —Project Management $3,216 Lump Sum TASK No.2—Collier County Growth Management $11,122 Lump Sum Permitting TASK No,3 Bid Phase Services $4,085 Lump Sum TASK No.4—Construction Phase Services $15,536 T&M TOTAL FEE $33,959 Compensation for the services provided shall be due and payable in accordance with the Agreement. The total fee is calculated based on the Rate Schedule,effective March 9,2014,which is included in Attachment B to the Agreement. 4 September 26. 2016 Consent Agenda 6-B (i) 9 of 10 Certain assumptions have been made in developing the fee for service.To the extent possible,they are stated in this proposal. If changes to the work result in changes on the level of effort presented in this proposal the scope of services and fee budget will be revised by mutual agreement. Attachment No. 1 to this proposal provides a breakdown of the fee calculation. H. OTHER PROVISIONS All provisions contained in the Agreement not specifically modified herein,or in the associated Work Order authorizing this work,shall remain in full force and effect and arc incorporated by reference herein. PROPOSED BY: AECOM Technical Services, Inc. By: GI)\- CalkAleilL9 a Ronald R. Cavalieri,P.E.,BCEE Project Director By:- Donovan S. 'ramlett,P.E. Project Manager Date: August 18,2016 5 0 :0 0 C\I 4 0 CO c (0 (N -0 _. „„ ,,_ c a.) . 4, 2, ., P-144 b'41ii agg2itt* IE 1 v. eli a) w ... Mc It t 44 44 44 th 4 44 44*4 0 44 4844 4444 V!44 44 44 44 0 0 1.14444444444444444 C... 4440 0 = 04. , „A . § 01 W ANAITIIINM01 44 44 .4o ..,.4...., 444444444400444444 w tr, 11 memmumin m ; m , 44 44 . 8 g ' 1 A ARA A ! 0 44. ViSillij)44.11(1.141410 • , i I" 4441 44 44 44 4444v, 414.4 kYv 5 5 744 ,...- .4 0.,"........sn‘l — ,... 4.44.4--`4--- :1i7; 428288 Angel 111;39.7,ri .....04 4441 4444 0 41,4 44 44 41 41 4444 4444-44 4444 AA11., INIfi - Linen moi 4.4 CFI (-4 ,,,!--.1 p,14 4.4 N* 41 .0.,, ,- R 'M -a r y*iui qpy 0 . C1 8 1, .... 03 o AA N 14 . ' . O.X auszadsurcouppea . II ct, c . . i.. Imnatia i V A4 0 ,1 014.44.4* 41 44047.4*4440444.4M - ... .4 ,11,304,4a 441U3S t ry 04 41 ,,,,, 44 xri 4.4- ieripuiL4 ... 4 a..) E 4 R i . ...,, r.5 0 .. 6 . '40 A C g i i t4 15 0 I - Y 1 3 "4 l 4 .2 a tr- a 5 t )a ott . a i 2 10 '4 1 E u ez a. 3R11111 ml lAt . .i4; m ct ] c a 2 R— ZT.ij c 1 =0 0 0 , 0] 1,4 1 / 1 .11t3 A., 3 I 0 .1.. gka §-gB 11 ; §—Qtu, 7 t71 t ILI 5 g- 4 Klaq; g. .9.ft; -..- ,4 ›, . •eig -st mg—Fell 0 . .. .r .t .ig ,,, 0 g _ 1 CD <4.c4 4t VI 0 4,4 . ei5,44):4,poE f I— a i EXECUTIVE SUMMARY Recommendation to approve the expenditure of Category “A” Beach Park Facility Tourist Tax Funds, award Invitation to Bid (ITB) #16-6673R for South Marco Parking Lot and Beach Access improvements in the total amount of $263,309.91, approve the necessary budget amendment, and make a finding that these expenditures promote tourism. OBJECTIVE: To obtain a contractor for the parking lot and beach access landscape improvements at South Marco Beach in the City of Marco Island. CONSIDERATIONS: On April 27, 2015, the Tourist Development Council (TDC) approved the budget for these two projects for $200,000 and the actual expenditure (September 2016) is $277,809.91. Project 80336 – Parking Lot Improvements and Project 80337 – Beach Access Enhancement and Boardwalk Repairs. McGee and Associates completed the design of these landscape projects in May 2016. Project 80336 – Parking Lot Improvements, includes replacing some rooted trees and shrubs, repair irrigation system, replace pavement and thermoplastic. Project 80337, South Marco Island Beach Access Enhancement and Boardwalk Repairs, includes replacing some shrubs, mulching, and repairing the irrigation system at the beach access. Repairs to the boardwalk under Project 80337, were solicited under a separate request for quotation to five contractors and will be presented to the TDC and Board for separate approval. Invitation to Bid (ITB) # 16-6673R - South Marco Parking Lot and Beach Access improvements, was posted by the Procurement Services Division on July 18, 2016. Notices were sent to 2,744 vendors, with 61 of those downloading the ITB package. Two (2) bid responses were received as of the August 10, 2016 deadline, from Heritage Builders and Coastal Concrete. Contractor Project 80336 Base Bid Project 80336 Alternates Project 80337 Base Bid Total Cost Heritage Builders $91,076.68 $143,409.20 $28,824.03 $263,309.91 Coastal Concrete $297,540.50 $287,615.00 $103,910.00 $689,065.50 Staff reviewed the bids received and recommends award to Heritage Builders the amount of $263,309.91 as the lowest, qualified and responsive bidder. The total project cost is 6.5% lower than the architect’s opinion of cost. FISCAL IMPACT: The subject ITB award involves two TDC Beach Park Facilities Capital Fund (183) projects, South Marco Island Parking Lot Improvement, Project (80336), and Beach Access Enhancement and Boardwalk Repairs, Project (80337). On April 27, 2015, the Tourist Development Council (TDC) approved a combined budget of $200,000 for the two projects. The current combined project cost estimate is $286,700. A budget amendment redistributing funding between the two projects as well as appropriating $86,700 from reserves is required. GROWTH MANAGEMENT IMPACT: There are no Growth Management Impacts associated with this action. ADVISORY BOARD RECOMMENDATION: The Parks and Recreation Advisory Board (PARAB) previously approved this project with a 5-0 vote on April 15, 2015. September 26, 2016 Consent Agenda 6-B (ii) 1 of 111 LEGAL CONSIDERATIONS: This item has been approved as to form and legality and requires majority vote for approval. – CMG RECOMMENDATION: That the TDC approves the expenditure of Category “A” Beach Park Facility Tourist Tax funds, awards ITB 16-6673R to Heritage Builders for South Marco Parking Lot and Beach Access improvements in the total amount of $263,309.91, approves the necessary budget amendments, and makes a finding that these project expenditures promote tourism. Prepared by: Vicky Ahmad , Project Manager, Facilities Management Division Attachments: 1. 16-6673R Bid Tabulation 2. [linked] 16-6673R So. Marco Beach Access and Parking Lot Contract 3. Budget Amendment September 26, 2016 Consent Agenda 6-B (ii) 2 of 111 Project Manager: Vicky Ahmad Procurement: Matt Catoe 16-6673R South Marco Beach Access and Parking Lot Vendors Who Subscribe to Solicitation Commodities: 2744 Vendors Who Downloaded Specs: 61 Vendors Who Submitted Bids: 2 Item Number Key Item Description Unit Qty.Installed Unit Cost Quantity Total Unit Qty.Installed Unit Cost Quantity Total I - SITE WORK - PREPARATION AND DEMOLITION P-1 PERMITTING a. City of Marco Island SDPI Ea.1 3,000.00$ 3,000.00$ Ea.1 6,500.00$ 6,500.00$ SW-1 EXISTING IRRIGATION SYSTEM (MAPPING)L.S.1 625.00$ 625.00$ L.S.1 6,500.00$ 6,500.00$ SW-2 CLEARING & GRUBBING (Existing vegetation & soil) a. Vegetation removal (shrubs & ground covers)S.F.1400 2.00$ 2,800.00$ S.F.1400 3.50$ 4,900.00$ b. Turf and Soil removal (top 4 inches) on -site S.F.9,486 1.00$ 9,486.00$ S.F.9,486 1.25$ 11,857.50$ c. Turf removal in the Right-of-way only S.F.0 0.50$ -$ S.F.0 0.50$ -$ SW-3 REMOVALS: TREES Ea.10 312.50$ 3,125.00$ Ea.10 750.00$ 7,500.00$ SW-4 REMOVALS: STUMP & ROOT SYSTEMS BY GRINDING Ea.9 175.00$ 1,575.00$ Ea.9 750.00$ 6,750.00$ SW-5 REMOVALS: STUMP & ROOT SYSTEM BY EXCAVATION Ea.2 175.00$ 350.00$ Ea.2 1,100.00$ 2,200.00$ SW-6 REMOVALS: EXISTING ROOT CONTAMINATED BASE MATERIAL S.Y.151 6.25$ 943.75$ S.Y.151 22.00$ 3,322.00$ SW-7 REMOVALS: EXISTING ASPHALT PAVEMENT (AVG. 2" DEPTH)S.Y.167 10.00$ 1,670.00$ S.Y.167 25.00$ 4,175.00$ SW-8 REWORKING EXISTING LIMEROCK BASE FOR NEW ASPHALT PAVEMENT (AVG. 3" DEPTH)S.Y.167 18.75$ 3,131.25$ S.Y.167 95.00$ 15,865.00$ SW-9 DESILTING PIPES & BOX CULVERTS 1. Culvert piping 12" dia.L.F.40 12.50$ 500.00$ L.F.40 45.00$ 1,800.00$ 2. Box culverts/Catch Basins Ea.1 250.00$ 250.00$ Ea.1 1,900.00$ 1,900.00$ SW-10 REMOVALS: REMOVE AND STORE ON-SITE EXISTING CONCRETE CAR WHEELSTOPS/BUMPER GUARDS Ea.11 6.25$ 68.75$ Ea.11 60.00$ 660.00$ Sub-total I 27,524.75$ Sub-total I 73,269.50$ II - SITE IMPROVEMENTS SI-1 CONCRETE CURBING (FDOT TYPE"D")L.F.138 25.00$ 3,450.00$ L.F.138 65.00$ 8,970.00$ SI-2 NEW LIMEROCK MATERIAL FOR REWORKING BASE AT TREE REMOVAL LOCATIONS (6" DEPTH)S.Y.133 37.50$ 4,987.50$ S.Y.133 155.00$ 20,615.00$ SI-3 NEW LIMEROCK MATERIAL FOR REWORKING BASE FOR NEW ASPHALT PAVEMENT (AVG. 3" DEPTH)S.Y.25 18.75$ 468.75$ S.Y.25 95.00$ 2,375.00$ SI-4 ASPHALT PAVEMENT 1.5"-2" TYPE S-3 ASPHALT (ONE LIFT)S.Y.167 25.00$ 4,175.00$ S.Y.167 250.00$ 41,750.00$ SI-5 CULVERT PIPE WITH CONCRETE MITERED ENDS (12" HDPE ADS N-12 ST)Ea.1 2,300.00$ 2,300.00$ Ea.1 5,500.00$ 5,500.00$ SI-6 IRRIGATION SYSTEM (COMPLETE)L.S.1 2,500.00$ 2,500.00$ L.S.1 14,500.00$ 14,500.00$ SI-7 LANDSCAPE (COMPLETE)L.S.1 19,593.00$ 19,593.00$ L.S.1 55,000.00$ 55,000.00$ SI-8 PERFORMANCE TURF - SOD (BAHIA)S.Y.1,200 2.81$ 3,372.00$ S.Y.1,200 6.50$ 7,800.00$ SI-9 MULCH (RICE ROCK - 3/8" PEA GRAVEL AVG. 3" DEPTH)TON 117 39.00$ 4,563.00$ TON 117 85.00$ 9,945.00$ SI-10 FILTER FABRIC FOR MULCH GRAVEL IN RETENTION AREAS S.F.3,000 0.31$ 930.00$ S.F.3,000 2.00$ 6,000.00$ SI-11 PAINTED PAVEMENT MARKINGS, STANDARD a. 6" Line white solid L.F.198 1.44$ 285.12$ L.F.198 35.00$ 6,930.00$ b. 6" Line yellow solid L.F.0 3.00$ -$ L.F.0 3.00$ -$ c. 6" Line blue solid L.F.0 3.00$ -$ L.F.0 3.00$ -$ d. 8" Line white solid L.F.0 4.50$ -$ L.F.0 4.50$ -$ e. 12" Line white solid L.F.0 6.00$ -$ L.F.0 6.00$ -$ f. A.D.A. wheelchair symbol white solid Ea.0 50.00$ -$ Ea.0 50.00$ -$ g. Directional arrows white solid Ea.0 35.00$ -$ Ea.0 35.00$ -$ SI-12 REINSTALL: EXISTING STORED CONCRETE CAR WHEELSTOPS / BUMPER GUARDS Ea.11 6.25$ 68.75$ Ea.11 120.00$ 1,320.00$ Sub-total II 46,693.12$ Sub-total II 180,705.00$ Sub-total I-II 74,217.87$ Sub-total I-II 253,974.50$ Coastal ConcretePROJECT "B" Project "B" Page 1 of 3 Heritage Builders September 26, 2016 Consent Agenda 6-B (ii) 3 of 111 Project Manager: Vicky Ahmad Procurement: Matt Catoe 16-6673R South Marco Beach Access and Parking Lot Vendors Who Subscribe to Solicitation Commodities: 2744 Vendors Who Downloaded Specs: 61 Vendors Who Submitted Bids: 2 COLLIER COUNTY SOUTH MARCO BEACH ACCESS PARKING TABULATION OF SITE, LANDSCAPE & IRRIGATION MATERIAL QUANTITIES Item Number Key Botanical Name Unit Qty.Installed Unit Cost Quantity Total Unit Qty.Installed Unit Cost Quantity Total III. - LANDSCAPE MATERIALS TREES LM-1.Conocarpus erectus 'Sericeus'Ea.13 $ 510.87 $ 6,641.31 Ea.13 $ 15.00 $ 195.00 SHRUBS LM-2.Clusia guttifera Ea.62 80.00$ 4,960.00$ Ea.62 12.00$ 744.00$ LM-3.Schefflera arboricola `Trinette`Ea.39 9.75$ 380.25$ Ea.39 18.00$ 702.00$ LM-4.Chrysobalanus icaco 'Horizontalis'Ea.37 9.75$ 360.75$ Ea.37 25.00$ 925.00$ Sub-total III 12,342.31$ Sub-total III 1,446.00$ SHRUBS AREAS LM-5.Chrysobalanus icaco 'Horizontalis'Ea.60 9.75$ 585.00$ Ea.60 25.00$ 1,500.00$ LM-6. Hymenocallis latifolia Ea.198 9.75$ 1,930.50$ Ea.198 40.00$ 7,920.00$ Sub-total III 2,515.50$ Sub-total III 7,920.00$ Landscape Sub-total III 14,857.81$ Landscape Sub-total III 9,366.00$ COLLIER COUNTY SOUTH MARCO BEACH ACCESS PARKING TABULATION OF SITE, LANDSCAPE & IRRIGATION MATERIAL QUANTITIES Item Number Key Item Description: Remarks, Sizes and/or Specification Unit Qty.Installed Unit Cost Quantity Total Unit Qty.Installed Unit Cost Quantity Total IV - IRRIGATON MATERIALS IR-1. ALW. Supply & Install: Install new and/or remove & replace existing sprinklers with Hunter Pro-Spray Series, 6" & 12" high pop-up spray head body with fixed and/or adjustable spray nozzles. To include lateral piping where needed. Nozzles: Adjustable arc, 5', 12' and 15' radius, Ea.50 8.00$ 400.00$ Ea.50 300.00$ 15,000.00$ IR-2. ALW.Supply & Install: 24 volt 6 plex 18 ga. pvc jacketed valve wire in 1.25 " dia. conduit L.F.600 2.25$ 1,350.00$ L.F.600 18.00$ 10,800.00$ IR-3. ALW. Supply & Install: Hunter IVC -101G, 1" valve in rectangular valve box, valve wiring, piping and all components necessary to connect to main line.Ea.1 225.00$ 225.00$ Ea.1 4,500.00$ 4,500.00$ IR-4. Supply & Install: Irritrol 533 adjustable flood bubbler (2) per tree) at each tree location per plans, notes and specifications.Ea.13 2.00$ 26.00$ Ea.13 300.00$ 3,900.00$ Irrigation Sub-total IV 2,001.00$ Irrigation Sub-total IV 34,200.00$ Project "B" Total Base Bid:91,076.68$ Project "B" Total Base Bid:297,540.50$ Project "B" Page 2 of 3 Heritage Builders Coastal Concrete Heritage Builders Coastal Concrete September 26, 2016 Consent Agenda 6-B (ii) 4 of 111 Project Manager: Vicky Ahmad Procurement: Matt Catoe 16-6673R South Marco Beach Access and Parking Lot Vendors Who Subscribe to Solicitation Commodities: 2744 Vendors Who Downloaded Specs: 61 Vendors Who Submitted Bids: 2 COLLIER COUNTY SOUTH MARCO BEACH ACCESS PARKING TABULATION OF SITE, LANDSCAPE & IRRIGATION MATERIAL QUANTITIES SITE, LANDSCAPE & IRRIGATION MATERIALS & LABOR BID SCHEDULE Item Number Key Item Description Unit Qty.Installed Unit Cost Quantity Total Unit Qty.Installed Unit Cost Quantity Total SW-2 CLEARING & GRUBBING (Existing vegetation & soil) a. Vegetation removal (shrubs & ground covers)S.F.0 2.00$ -$ S.F.0 2.00$ -$ b. Turf and Soil removal (top 4 inches) on -site S.F.0 0.75$ -$ S.F.0 0.75$ -$ c. Turf removal in the Right-of-way only S.F.2,500 1.00$ 2,500.00$ S.F.2,500 3.00$ 7,500.00$ SW-7 ALT.REMOVALS: EXISTING ASPHALT PAVEMENT (AVG. 2" DEPTH)S.Y.2,722 6.25$ 17,012.50$ S.Y.2,722 2.50$ 6,805.00$ SW-8 ALT.REWORKING EXISTING LIMEROCK BASE FOR NEW ASPHALT PAVEMENT (AVG. 3" DEPTH)S.Y.2,722 18.75$ 51,037.50$ S.Y.2,722 40.00$ 108,880.00$ Alternate Sub- total 70,550.00$ Alternate Sub- total 123,185.00$ (ALERNATES) II - SITE IMPROVEMENTS SI-3 ALT.NEW LIMEROCK MATERIAL FOR REWORKING BASE FOR NEW ASPHALT PAVEMENT (AVG. 3" DEPTH)S.Y.126 43.00$ 5,418.00$ S.Y.126 95.00$ 11,970.00$ SI-4 ALT.ASPHALT PAVEMENT 1.5"-2" TYPE S-3 ASPHALT (ONE LIFT)S.Y.2,722 20.00$ 54,440.00$ S.Y.2,722 45.00$ 122,490.00$ SI-13 ALT.THERMOPLASTIC PAVEMENT MARKINGS, STANDARD a. 6" Line white solid L.F.1,102 0.35$ 385.70$ L.F.1,102 10.00$ 11,020.00$ b. 6" Line yellow solid L.F.78 0.35$ 27.30$ L.F.78 10.00$ 780.00$ c. 6" Line blue solid L.F.108 0.35$ 37.80$ L.F.108 10.00$ 1,080.00$ d. 8" Line white solid L.F.64 0.60$ 38.40$ L.F.64 10.00$ 640.00$ e. 12" Line white solid L.F.12 2.00$ 24.00$ L.F.12 10.00$ 120.00$ f. A.D.A. wheelchair symbol white solid Ea.3 250.00$ 750.00$ Ea.3 10.00$ 30.00$ g. Directional arrows white solid Ea.6 135.00$ 810.00$ Ea.6 10.00$ 60.00$ SI-14 ALT.SUPPLY & INSTALL CONCRETE CAR WHEELSTOPS / BUMPER GUARDS (6" W X 4" H X 6' L)Ea.70 75.00$ 5,250.00$ Ea.70 100.00$ 7,000.00$ Alternate Sub- total 67,181.20$ Alternate Sub- total 155,190.00$ (ALTERNATES) IV - IRRIGATON MATERIALS IR-5. ALT.Supply & Install: 4" dia. Sch. 40 PVC sleeve at each location per plans, notes and specifications. L.F.370 15.00$ 5,550.00$ L.F.370 12.00$ 4,440.00$ IR-6. ALW. Supply & Install: Install new and/or remove & replace existing sprinklers with Hunter Pro-Spray Series, 6" high pop-up spray head body with fixed and/or adjustable spray nozzles. To include lateral piping where needed. Nozzles: Adjustable arc, AND 360, 10' and 15' radius Ea.16 8.00$ 128.00$ Ea.16 300.00$ 4,800.00$ Alternate Sub- total 5,678.00$ Alternate Sub- total 9,240.00$ Alternates Total 143,409.20$ Alternates Total 287,615.00$ ALT.INDICATES BID ITEMS THAT ARE CONSIDERED ALTERNATES AND WILL SUBJECT TO DELETION OR ADDITION TO THE PROJECT. ALW.INDICATES BID ITEMS THAT ARE CONSIDERED ALLOWANCES WITH QUANTITIES THAT ARE SUBJECT TO INCREASE AND Project "B" Total with Alternates:234,485.88$ Project "B" Total with Alternates:585,155.50$ Opened by: Swain Hall 08/10/2016 3:00pm Witnessed by: Camille Shim-Marinos Project "B" Page 3 of 3 (ALTERNATES) I - SITE WORK - PREPARATION AND DEMOLITION INSTRUCTION TO BIDDER NOTES: Heritage Builders X X X X X Heritage Builders Coastal Concrete X X X X X Coastal Concrete X X X X X X X X X X September 26, 2016 Consent Agenda 6-B (ii) 5 of 111 Project Manager: Vicky Ahmad Procurement: Matt Catoe 16-6673R South Marco Beach Access and Parking Lot Vendors Who Subscribe to Solicitation Commodities: 2744 Vendors Who Downloaded Specs: 61 Vendors Who Submitted Bids: 2 Item Number Remarks, Sizes and/or Specification Unit Qty.Installed Unit Cost Quantity Total Unit Qty.Installed Unit Cost Quantity Total I.SITE PREPARATION AND DEMOLITION P-1 PERMITTING a. City of Marco Island SDPI Allowance Ea.1.00 3,000.00$ 3,000.00$ Ea.1.00 6,500.00$ 6,500.00$ SW-1 EXISTING IRRIGATION SYSTEM (MAPPING)Per Plans, Notes & Specifications L.S.1 350.00$ 350.00$ L.S.1 6,500.00$ 6,500.00$ SW-2 a. Vegetation removal (Shrubs and Ground Covers)Per Plans, Notes & Specifications S.F.5,700 0.63$ 3,591.00$ S.F.5,700 3.50$ 19,950.00$ SW-3 b. Tree Pruning Per Plans, Notes & Specifications 1. Prune existing trees leaning against and over hanging the north side fence L.S.1.00 625.00$ 625.00$ L.S.1.00 7,500.00$ 7,500.00$ SW-4 c. Soil removal (top 4 inches)Per Plans, Notes & Specifications 1. After vegetaion removal remove top 4 inches of existing mulch & soil and finish grade.S.F.6,100 0.69$ 4,209.00$ S.F.6,100 1.25$ 7,625.00$ Sub-total I 11,775.00$ Sub-total I 48,075.00$ II.SITE MATERIALS SI-1 GRAVEL MULCH (Rice Rock/Pea gravel 3/8")Per Plans, Notes & Specifications Ton 66 39.38$ 2,599.08$ Ton 66 85.00$ 5,610.00$ Sub-total II 2,599.08$ Sub-total II 5,610.00$ Item Number Unit Qty.Installed Unit Cost Quantity Total Unit Qty.Installed Unit Cost Quantity Total III.IRRIGATON MATERIALS SI-2 Supply & Install: Install new or remove & replace existing sprinklers with Hunter Pro-Spray Series, 6" high pop-up spray head body with fixed and/or adjustable spray nozzles. To include lateral piping where needed. Nozzles: Adjustable Ea.82 8.00$ 656.00$ Ea.82 175.00$ 14,350.00$ Sub-total III 656.00$ Sub-total III 14,350.00$ Item Number Remarks, Sizes and/or Specification Unit Qty.Installed Unit Cost Quantity Total Unit Qty.Installed Unit Cost Quantity Total IV.LANDSCAPE MATERIALS S1-3 SHRUBS, GROUND COVERS & ACCENT PLANTS 1.Aechmea blanchetiana `Raspberry`Raspbery Bromeliad 10" pot Ea.19 27.64$ 525.16$ Ea.19 50.00$ 950.00$ 2.Clusia guttifera Small-Leaf Clusia 15 gal., 5'-6' ht., Full Ea.135 80.00$ 10,800.00$ Ea.135 125.00$ 16,875.00$ 3.Neoregelia x `Zoe``Zoe` Fireball Bromeliad 6" pot Ea.18 27.64$ 497.52$ Ea.18 50.00$ 900.00$ 4.Schefflera arboricola `Trinette`Schefflera `Trinette`7 gal. 30"x30" ht./spr.Ea.13 9.75$ 126.75$ Ea.13 50.00$ 650.00$ 5.Neoregelia x `Candy Apple``Candy Apple' Bromeliad 8" pot Ea.18 27.64$ 497.52$ Ea.18 50.00$ 900.00$ 6.Vriesea x Phillipo-Coburgii Variegated Phillipo-Coburgii Bromeliad 10" pot Ea.6 27.64$ 165.84$ Ea.6 50.00$ 300.00$ 7.Vriesea x `Guberii`Guberii Bromeliad 8" Pot Ea.19 27.64$ 525.16$ Ea.19 50.00$ 950.00$ Sub-total IV 13,137.95$ Sub-total IV 21,525.00$ Sections I, II, III & IV:28,168.03$ Sections I, II, III & IV:89,560.00$ Project "C" Total Base Bid:28,824.03$ Project "C" Total Base Bid:103,910.00$ Opened by: Swain Hall 08/10/2016 3:00pm Witnessed by: Camille Shim-Marinos Vendor Required Documents Material Manufacture List of Major Sub Contractors Statement of Experience Trench Safety Act Immigration Law Affidavit E-Verify Bid Bond Bidders Checklist Division Corporation Insurance and Bonding Project "C" Page 1 of 1 Coastal Concrete Item Description CLEARING & GRUBBING (Existing trees, turf, shrubs, ground covers & soil) Item Description: Remarks, Sizes and/or Specification PROJECT "C" Item Description Heritage Builders Heritage Builders Coastal Concrete X X X X X X X X X X X X X X X X X X X X September 26, 2016 Consent Agenda 6-B (ii) 6 of 111 South Marco Beach Access and Parking Lot COLLIER COUNTY BID NO. 16-6673R COLLIER COUNTY, FLORIDA Matt Catoe, Procurement Strategist Email: matthewcatoe@colliergov.net Telephone: (239) 252-8929 Fax: (239) 252-6421 Design Professional: McGee & Associates September 26, 2016 Consent Agenda 6-B (ii) 7 of 111 TABLE OF CONTENTS PUBLIC NOTICE ....................................................................................................................... 3 PART B - INSTRUCTIONS TO BIDDERS ................................................................................. 5 CONSTRUCTION BID ..............................................................................................................12 BID SCHEDULE .......................................................................................................................13 MATERIAL MANUFACTURERS ..............................................................................................14 LIST OF MAJOR SUBCONTRACTORS ..................................................................................14 STATEMENT OF EXPERIENCE OF BIDDER ..........................................................................16 TRENCH SAFETY ACT ............................................................................................................17 IMMIGRATION LAW AFFIDAVIT CERTIFICATION .................................................................18 COLLIER COUNTY SOLICITATIONS SUBSTITUTE W – 9 .....................................................19 BID BOND ................................................................................................................................23 BIDDERS CHECK LIST ...........................................................................................................24 CONSTRUCTION AGREEMENT..............................................................................................25 EXHIBIT A 1: PUBLIC PAYMENT BOND ................................................................................32 EXHIBIT A 2: PUBLIC PERFORMANCE BOND ......................................................................35 EXHIBIT B: INSURANCE REQUIREMENTS............................................................................38 EXHIBIT C: RELEASE AND AFFIDAVIT FORM ......................................................................42 EXHIBIT D: FORM OF CONTRACT APPLICATION FOR PAYMENT .....................................43 EXHIBIT E: CHANGE ORDER .................................................................................................44 EXHIBIT F: CERTIFICATE OF SUBSTANTIAL COMPLETION ...............................................45 EXHIBIT G: FINAL PAYMENT CHECKLIST ............................................................................47 EXHIBIT H: GENERAL TERMS AND CONDITIONS ................................................................48 EXHIBIT I: SUPPLEMENTAL TERMS AND CONDITIONS ......................................................76 EXHIBIT J: TECHNICAL SPECIFICATIONS ...........................................................................77 EXHIBIT K: PERMITS ..............................................................................................................78 EXHIBIT L: STANDARD DETAILS ..........................................................................................79 EXHIBIT M: PLANS AND SPECIFICATIONS ..........................................................................80 EXHIBIT N: CONTRACTOR’S KEY PERSONNEL ASSIGNED TO THE PROJECT ...............81 September 26, 2016 Consent Agenda 6-B (ii) 8 of 111 PUBLIC NOTICE INVITATION TO BID South Marco Beach Access and Parking Lot COUNTY BID NO. 16-6673R Separate sealed bids for the construction of South Marco Beach Access and Parking Lot, addressed to Ms. Allison Kearns, Interim Director, Procurement Services Division, will be received at the Collier County Government, Procurement Services Division, 3327 Tamiami Trail E, Naples, FL 34112, until 3:00 P.M. LOCAL TIME, on the 10th day of August 2016, at which time all bids will be publicly opened and read aloud. Any bids received after the time and date specified will not be accepted and shall be returned unopened to the Bidder. The anticipated project budget is: $282,000. A non-mandatory pre-bid conference shall be held at the Procurement Services Division, Conference Room A, at 11 a.m. LOCAL TIME on the 27th day of July 2016, at which time all prospective Bidders may have questions answered regarding the Bidding Documents for this Project. Sealed envelopes containing bids shall be marked or endorsed "Bid for Collier County Government, Collier County, South Marco Beach Access and Parking Lot Bid No. 16-6673R and Bid Date of August 10, 2016". No bid shall be considered unless it is made on an unaltered Bid form which is included in the Bidding Documents. The Bid Schedule shall be removed from the Bidding Documents prior to submittal. One contract will be awarded for all Work. Bidding Documents may be examined on the Collier County Procurement Services Division Online Bidding System website: www.colliergov.net/bid. Copies of the Bidding Documents may be obtained only from the denoted website. Bidding Documents obtained from sources other than the Collier County Procurement Services Division website may not be accurate or current. Each bid shall be accompanied by a certified or cashier’s check or a Bid Bond in an amount not less than five percent (5%) of the total Bid to be retained as liquidated damages in the event the Successful Bidder fails to execute the Agreement and file the required bonds and insurance within ten (10) calendar days after the receipt of the Notice of Award. The Successful Bidder acknowledges and agrees that it shall execute the Agreement in the form attached hereto and incorporated herein. The Successful Bidder shall be required to furnish the necessary Payment and Performance Bonds, as prescribed in the General Conditions of the Contract Documents. All Bid Bonds, Payment and Performance Bonds, Insurance Contracts and Certificates of Insurance shall be either executed by or countersigned by a licensed resident agent of the surety or insurance company having its place of business in the State of Florida. Further, the said surety or insurance company shall be duly licensed and qualified to do business in the State of Florida. Attorneys-in-fact that sign Bid Bonds or Payment and Performance Bonds must file with each bond a certified and effective dated copy of their Power of Attorney. September 26, 2016 Consent Agenda 6-B (ii) 9 of 111 In order to perform public work, the Successful Bidder shall, as applicable, hold or obtain such contractor's and business licenses, certifications and registrations as required by State statutes and County ordinances. Before a contract will be awarded for the Work contemplated herein, the Owner shall conduct such investigations as it deems necessary to determine the performance record and ability of the apparent low Bidder to perform the size and type of work specified in the Bidding Documents. Upon request, the Bidder shall submit such information as deemed necessary by the Owner to evaluate the Bidder's qualifications. The Successful Bidder shall be required to finally complete all Work within Sixty-Five (65) calendar days from and after the Commencement Date specified in the Notice to Proceed. The Owner reserves the right to reject all Bids or any Bid not conforming to the intent and purpose of the Bidding Documents, and to postpone the award of the contract for a period of time which, however, shall not extend beyond one hundred twenty (120) days from the bid opening date without the consent of the Successful Bidder. Dated this 18th day of July 2016. BOARD OF COUNTY COMMISSIONERS COLLIER COUNTY, FLORIDA BY: /s/ Allison Kearns Interim Director, Procurement Services Division September 26, 2016 Consent Agenda 6-B (ii) 10 of 111 PART B - INSTRUCTIONS TO BIDDERS Section 1. Definitions 1.1 The term "Owner" used herein refers to the Board of County Commissioners, or its duly authorized representative. 1.2 The term "Project Manager" used herein refers to the Owner's duly authorized representative and shall mean the Division Administrator or Department Director, as applicable, acting directly or through duly authorized representatives. 1.3 The term "Design Professional" refers to the licensed professional engineer or architect who is in privity with the Owner for the purpose of designing and/or monitoring the construction of the project. At the Owner’s discretion, any or all duties of the Design Professional referenced in the Contract Documents may be assumed at any time by the Project Manager on behalf of the Owner. Conversely, at the Owner’s discretion the Project Manager may formally assign any of his/her duties specified in the Contract Documents to the Design Professional. 1.4 The term "Bidder" used herein means one who submits a bid directly to the Owner in response to this solicitation. 1.5 The term "Successful Bidder" means the lowest, qualified, responsible and responsive Bidder who is awarded the contract by the Board of County Commissioners, on the basis of the Owner's evaluation. 1.6 The term "Bidding Documents" includes the Legal Advertisement, these Instructions to Bidders, the Bid Schedule and the Contract Documents as defined in the Agreement. 1.7 The term "Bid" shall mean a completed Bid Schedule, bound in the Bidding Documents, properly signed, providing the Owner a proposed cost for providing the services required in the Bidding Documents. Section 2. Preparation of Bids 2.1 The Bids must be submitted on the standard form herein furnished by the Owner (pages 15 - 29 as bound in these Bidding Documents). By submitting a Bid, Bidder acknowledges and agrees that it shall execute the Agreement in the form attached hereto and incorporated herein. The Bidder shall complete the Bid in ink or by typewriter and shall sign the Bid correctly. Bid Schedules submitted on disk/CD shall be accompanied by a hard copy of the completed Bid Schedule which shall be signed and dated by the Bidder. The Bid may be rejected if it contains any omission, alteration of form, conditional bid or irregularities of any kind. Bids must be submitted in sealed envelopes, marked with the Bid Number, Project Name and Bid opening Date and Time, and shall be addressed to the Procurement Services Division, 3327 Tamiami Trail E, Naples, FL 34112. If forwarded by mail, the sealed envelope containing the Bid must be enclosed in another sealed envelope addressed as above. Bids received at the location specified herein after the time specified for bid opening will be returned to the bidder unopened and shall not be considered. September 26, 2016 Consent Agenda 6-B (ii) 11 of 111 Section 3. Bid Deposit Requirements 3.1 No Bid shall be considered or accepted unless at the time of Bid filing the same shall be accompanied by a cashier’s check, a cash bond posted with the County Clerk, a certified check payable to Owner on some bank or trust company located in the State of Florida insured by the Federal Deposit Insurance Corporation, or Bid Bond, in an amount not less than 5% of the bidder's maximum possible award (base bid plus all add alternates) (collectively referred to herein as the "Bid Deposit"). The Bid Deposit shall be retained by Owner as liquidated damages if the Successful Bidder fails to execute and deliver to Owner the unaltered Agreement, or fails to deliver the required Performance and Payment Bonds or Certificates of Insurance, all within ten (10) calendar days after receipt of the Notice of Award. Bid Bonds shall be executed by a corporate surety licensed under the laws of the State of Florida to execute such bonds, with conditions that the surety will, upon demand, forthwith make payment to Owner upon said bond. Bid Deposits of the three (3) lowest Bidders shall be held until the Agreement has been executed by the Successful Bidder and same has been delivered to Owner together with the required bonds and insurance, after which all three (3) Bid Deposits shall be returned to the respective Bidders. All other Bid Deposits shall be released within ten (10) working days of the Bid Opening. No Bid including alternates, shall be withdrawn within one hundred and twenty (120) days after the public opening thereof. If a Bid is not accepted within said time period it shall be deemed rejected and the Bid Deposit shall be returned to Bidder. In the event that the Owner awards the contract prior to the expiration of the one hundred twenty (120) day period without selecting any or all alternates, the Owner shall retain the right to subsequently award to the Successful Bidder said alternates at a later time but no later than one hundred twenty (120) days from opening, unless otherwise agreed by the Procurement Director and the Successful Bidder. 3.2 The Successful Bidder shall execute two (2) copies of the Agreement in the form attached and deliver same to Owner within the time period noted above. The Owner shall execute all copies and return one fully executed copy of the Agreement to Successful Bidder within thirty (30) working days after receipt of the executed Agreement from Successful Bidder unless any governmental agency having funding control over the Project requires additional time, in which event the Owner shall have such additional time to execute the Agreement as may be reasonably necessary. Section 4. Right to Reject Bids 4.1 The Owner reserves the right to reject any and all Bids or to waive informalities and negotiate with the apparent lowest, qualified Bidder to such extent as may be necessary for budgetary reasons. Section 5. Signing of Bids 5.1 Bids submitted by a corporation must be executed in the corporate name by the president, a vice president, or duly authorized representative. The corporate address and state of incorporation must be shown below the signature. 5.2 Bids by a partnership must be executed in the partnership name and signed by a general partner whose title must appear under the signature and the official address of the partnership must be shown below said signature. 5.3 If Bidder is an individual, his or her signature shall be inscribed. September 26, 2016 Consent Agenda 6-B (ii) 12 of 111 5.4 If signature is by an agent or other than an officer of corporation or general partner of partnership, a properly notarized power of attorney must be submitted with the Bid. 5.5 All Bids shall have names typed or printed below all signatures. 5.6 All Bids shall state the Bidder's contractor license number. 5.7 Failure to follow the provisions of this section shall be grounds for rejecting the Bid as irregular or unauthorized. Section 6. Withdrawal of Bids Any Bid may be withdrawn at any time prior to the hour fixed in the Legal Advertisement for the opening of Bids, provided that the withdrawal is requested in writing, properly executed by the Bidder and received by Owner prior to Bid Opening. The withdrawal of a Bid will not prejudice the right of a Bidder to file a new Bid prior to the time specified for Bid opening. Section 7. Late Bids No Bid shall be accepted that fails to be submitted prior to the time specified in the Legal Advertisement. Section 8. Interpretation of Contract Documents 8.1 No interpretation of the meaning of the plans, specifications or other Bidding Documents shall be made to a Bidder orally. Any such oral or other interpretations or clarifications shall be without legal effect. All requests for interpretations or clarifications shall be in writing and addressed on the County’s Online Bidding System to be given consideration. All such requests for interpretations or clarification must be received as directed in the Online Bidding System instructions and prior to the Bid opening date. Any and all such interpretations and supplemental instructions shall be in the form of written addendum which, if issued via the Online Bidding System at their respective email addresses furnished for such purposes no later than three (3) working days prior to the date fixed for the opening of Bids. Such written addenda shall be binding on Bidder and shall become a part of the Bidding Documents. 8.2 It shall be the responsibility of each Bidder to ascertain, prior to submitting its Bid, that it has received all addenda issued and it shall acknowledge same in its Bid. 8.3 As noted in the Legal Advertisement, attendance by all bidders at the Pre-Bid Conference is non-mandatory. Section 9. Examination of Site and Contract Documents 9.1 By executing and submitting its Bid, each Bidder certifies that it has: a. Examined all Bidding Documents thoroughly; b. Visited the site to become familiar with local conditions that may in any manner affect performance of the Work; c. Become familiar with all federal, state and local laws, ordinances, rules, and regulations affecting performance of the Work; and September 26, 2016 Consent Agenda 6-B (ii) 13 of 111 d. Correlated all of its observations with the requirements of the Bidding documents. No plea of ignorance of conditions or difficulties that may exist or conditions or difficulties that may be encountered in the execution of the Work pursuant to these Bidding Documents as a result of failure to make the necessary examinations and investigations shall be accepted as an excuse for any failure or omission on the part of the Successful Bidder, nor shall they be accepted as a basis for any claims whatsoever for extra compensation or for an extension of time. 9.2 The Owner will make copies of surveys and reports performed in conjunction with this Project available to any Bidder requesting them at cost; provided, however, the Owner does not warrant or represent to any Bidder either the completeness or accuracy of any such surveys and reports. Before submitting its Bid, each Bidder shall, at its own expense, make such additional surveys and investigations as may be necessary to determine its Bid price for the performance of the Work within the terms of the Bidding Documents. This provision shall be subject to Section 2.3 of the General Conditions to the Agreement. Section 10. Material Requirements It is the intention of these Bidding Documents to identify standard materials. When space is provided on the Bid Schedule, Bidders shall specify the materials which they propose to use in the Project. The Owner may declare any Bid non-responsive or irregular if such materials are not specifically named by Bidder. Section 11. Bid Quantities 11.1 Quantities given in the Bid Schedule, while estimated from the best information available, are approximate only. Payment for unit price items shall be based on the actual number of units installed for the Work. Bids shall be compared on the basis of number of units stated in the Bid Schedule as set forth in the Bidding Documents. Said unit prices shall be multiplied by the bid quantities for the total Bid price. Any Bid not conforming to this requirement may be rejected. Special attention to all Bidders is called to this provision, because if conditions make it necessary or prudent to revise the unit quantities, the unit prices will be fixed for such increased or decreased quantities. Compensation for such additive or subtractive changes in the quantities shall be limited to the unit prices in the Bid. Subsequent to the issuance of a notice to proceed, the Project Manager and the Successful Bidder shall have the discretion to re-negotiate any unit price(s) where the actual quantity varies by more than twenty- five percent (25%) from the estimate at the time of bid. Section 12. Award of Contract 12.1 Any prospective bidder who desires to protest any aspect(s) or provision(s) of the bid invitation (including the form of the bid documents or bid procedures) shall file their protest with the Procurement Director prior to the time of the bid opening strictly in accordance with Owner’s then current procurement ordinance and policies. 12.2 Statement of Award: The Award of Contract shall be issued to the lowest, responsive and qualified Bidder determined by the base bid, and any, or all, selected alternates, and the Owner's investigations of the Bidder. In determining the lowest, responsive and qualified bidder, the Owner shall consider the capability of the Bidder to perform the contract in a timely September 26, 2016 Consent Agenda 6-B (ii) 14 of 111 and responsible manner. When the contract is awarded by Owner, such award shall be evidenced by a written Notice of Award, signed by a Procurement professional of the Owner’s Procurement Services Division or his or her designee and delivered to the intended awardee or mailed to awardee at the business address shown in the Bid. 12.3 Award recommendations will be posted outside the offices of the Procurement Services Division generally on Wednesdays or Thursdays prior to the presentation to the Board of County Commissioners. Award of Contract will be made by the Board of County Commissioners in public session. Any actual or prospective bidder who desires to formally protest the recommended contract award must file a notice of intent to protest with the Procurement Director within two (2) calendar days (excluding weekends and holidays) of the date that the recommended award is posted. Upon filing of said notice, the protesting party will have five (5) days to file a formal protest, said protest to strictly comply with Owner’s then current procurement ordinance and policies. A copy of the procurement ordinance is available at http://www.colliergov.net/Index.aspx?page=762. 12.4 For Bidders who may wish to receive copies of Bids after the Bid opening, The Owner reserves the right to recover all costs associated with the printing and distribution of such copies. 12.5 Certificate of Authority to Conduct Business in the State of Florida (Florida Statute 607.1501) In order to be considered for award, firms must be registered with the Florida Department of State Divisions of Corporations in accordance with the requirements of Florida Statute 607.1501 and provide a certificate of authority (www.sunbiz.org/search.html) prior to execution of a contract. A copy of the document may be submitted with the solicitation response and the document number shall be identified. Firms who do not provide the certificate of authority at the time of response shall be required to provide same within five (5) days upon notification of selection for award. If the firm cannot provide the document within the referenced timeframe, the County reserves the right to award to another firm. Section 13. Sales Tax 13.1 The Successful Bidder acknowledges and agrees that Owner may utilize a sales tax savings program and the Successful Bidder agrees to fully comply, at no additional cost to Owner, with such sales tax savings program implemented by the Owner as set forth in the Agreement and in accordance with Owner’s policies and procedures. Section 14. Exclusion of County Permits in Bid Prices 14.1 To ensure compliance with Section 218.80, F.S., otherwise known as “The Public Bid Disclosure Act”, Collier County will pay the Contractor for all Collier County permits and fees applicable to the Project, including license fees, permit fees, impact fees or inspection fees applicable to this Work through an internal budget transfer(s). Hence, bidders shall not include these permit/fee amounts in their bid offer. However, the Successful Bidder shall retain the responsibility to initiate and complete all necessary and appropriate actions to obtain the required permits other than payment for the items identified in this section. Owner will not be obligated to pay for any permits obtained by Subcontractors. September 26, 2016 Consent Agenda 6-B (ii) 15 of 111 14.2 The Successful Bidder shall be responsible for procuring and paying for all necessary permits not issued by Collier County pursuant to the prosecution of the work. Section 15. Use of Subcontractors 15.1 To ensure the Work contemplated by the Contract Documents is performed in a professional and timely manner, all Subcontractors performing any portion of the work on this Project shall be “qualified” as defined in Collier County Ordinance 2013-69, meaning a person or entity that has the capability in all respects to perform fully the Agreement requirements and has the integrity and reliability to assure good faith performance. A Subcontractor’s disqualification from bidding by the Owner, or other public contracting entity within the past twelve months shall be considered by the Owner when determining whether the Subcontractors are “qualified.” 15.2 The Owner may consider the past performance and capability of a Subcontractor when evaluating the ability, capacity and skill of the Bidder and its ability to perform the Agreement within the time required. Owner reserves the right to disqualify a Bidder who includes Subcontractors in its bid offer which are not “qualified” or who do not meet the legal requirements applicable to and necessitated by this Agreement. 15.3 The Owner may reject all bids proposing the use of any subcontractors who have been disqualified from submitting bids to the Owner, disqualified or de-certified for bidding purposes by any public contracting entity, or who has exhibited an inability to perform through any other means. 15.4 Notwithstanding anything in the Contract Documents to the contrary, the Bidder shall identify the subcontractor(s) it intends to use for the categories of work as set forth in the List of Subcontracts attached hereto, said list to be submitted with its bid. Bidders acknowledge and agree that the subcontractors identified on the list is not a complete list of the subcontractors to be used on the Project, but rather only the major subcontractors for each category of Work as established by Owner. Bidders further acknowledge that once there is an Award of Contract, the Successful Bidder shall identify, subject to Owner’s review and approval, all the subcontractors it intends to use on the Project. Once approved by Owner, no subcontractor shall be removed or replaced without Owner’s prior written approval. Section 16. Prohibition of Gifts No organization or individual shall offer or give, either directly or indirectly, any favor, gift, loan, fee, service or other item of value to any County employee, as set forth in Chapter 112, Part III, Florida Statutes, Collier County Ethics Ordinance No. 2004-05, and County Administrative Procedure 5311. Violation of this provision may result in one or more of the following consequences: a. Prohibition by the individual, firm, and/or any employee of the firm from contact with County staff for a specified period of time; b. Prohibition by the individual and/or firm from doing business with the County for a specified period of time, including but not limited to: submitting bids, RFP, and/or quotes; and, c. immediate termination of any contract held by the individual and/or firm for cause. September 26, 2016 Consent Agenda 6-B (ii) 16 of 111 Section 17. Lobbying All firms are hereby placed on NOTICE that the Board of County Commissioners does not wish to be lobbied, either individually or collectively about a project for which a firm has submitted a response. Firms and their agents are not to contact members of the County Commission for such purposes as meeting or introduction, luncheons, dinners, etc. During the process, from solicitation closing to final Board approval, no firm or their agent shall contact any other employee of Collier County in reference to this solicitation, or the vendor’s response, with the exception of the Procurement Director or his designee(s). Failure to abide by this provision may serve as grounds for disqualification for award of this contract to the firm. Section 18. Public Entity Crimes By its submitting a Bid, Bidder acknowledges and agrees to and represents it is in compliance with the terms of Section 287.133(2) (a) of the Florida Statutes which read as follows: "A person or affiliate who has been placed on the convicted vendor list following a conviction for a public entity crime may not submit a bid, proposal, or reply on a contract to provide any goods or services to a public entity; may not submit a bid, proposal, or reply on a contract with a public entity for the construction or repair of a public building or public work; may not submit bids, proposals, or replies on leases of real property to a public entity’; may not be awarded or perform work as a contractor, supplier, subcontractor, or consultant under a contract with any public entity; and may not transact business with any public entity in excess of the threshold amount provided in s. 287.017 for CATEGORY TWO for a period of 36 months from the date of being placed on the convicted vendor list.” September 26, 2016 Consent Agenda 6-B (ii) 17 of 111 September 26, 2016 Consent Agenda 6-B (ii) 18 of 111 September 26, 2016 Consent Agenda 6-B (ii) 19 of 111 This page left intentionally blank September 26, 2016 Consent Agenda 6-B (ii) 20 of 111 September 26, 2016 Consent Agenda 6-B (ii) 21 of 111 September 26, 2016 Consent Agenda 6-B (ii) 22 of 111 September 26, 2016 Consent Agenda 6-B (ii) 23 of 111 September 26, 2016 Consent Agenda 6-B (ii) 24 of 111 September 26, 2016 Consent Agenda 6-B (ii) 25 of 111 September 26, 2016 Consent Agenda 6-B (ii) 26 of 111 September 26, 2016 Consent Agenda 6-B (ii) 27 of 111 September 26, 2016 Consent Agenda 6-B (ii) 28 of 111 September 26, 2016 Consent Agenda 6-B (ii) 29 of 111 September 26, 2016 Consent Agenda 6-B (ii) 30 of 111 September 26, 2016 Consent Agenda 6-B (ii) 31 of 111 September 26, 2016 Consent Agenda 6-B (ii) 32 of 111 September 26, 2016 Consent Agenda 6-B (ii) 33 of 111 September 26, 2016 Consent Agenda 6-B (ii) 34 of 111 BID BOND KNOW ALL MEN BY THESE PRESENTS, that we _____________________________ ________________________________________ (herein after called the Principal) and _____________________________________________________________________, (herein called the Surety), a corporation chartered and existing under the laws of the State of _____________ with its principal offices in the city of ____________________ and authorized to do business in the State of ______________________ are held and firmly bound unto the __________________________________________________ (hereinafter called the Owner), in the full and just sum of ____________________________________________ dollars ($_________________) good and lawful money of the United States of America, to be paid upon demand of the Owner, to which payment well and truly to be made, the Principal and the Surety bind themselves, their heirs, and executors, administrators, and assigns, jointly and severally and firmly by these presents. Whereas, the Principal is about to submit, or has submitted to the Owner, a Bid for furnishing all labor, materials, equipment and incidentals necessary to furnish, install, and fully complete the Work on the Project known as__________________________: South Marco Beach Access and Parking Lot Bid No. 16-6673R NOW, THEREFORE, if the Owner shall accept the Bid of the PRINCIPAL and the PRINCIPAL shall enter into the required Agreement with the Owner and within ten days after the date of a written Notice of Award in accordance with the terms of such Bid, and give such bond or bonds in an amount of 100% the total Contract Amount as specified in the Bidding Documents or Contract Documents with good and sufficient surety for the faithful performance of the Agreement and for the prompt payment of labor, materials and supplies furnished in the prosecution thereof or, in the event of the failure of the PRINCIPAL to enter into such Agreement or to give such bond or bonds, and deliver to Owner the required certificates of insurance, if the PRINCIPAL shall pay to the OBLIGEE the fixed sum of $______________ noted above as liquidated damages, and not as a penalty, as provided in the Bidding Documents, then this obligation shall be null and void, otherwise to remain in full force and effect. IN TESTIMONY Thereof, the Principal and Surety have caused these presents to be duly signed and sealed this ______ day of ________________, 2016. Principal BY (Seal) Surety (Seal) Countersigned Local Resident Producing Agent for September 26, 2016 Consent Agenda 6-B (ii) 35 of 111 September 26, 2016 Consent Agenda 6-B (ii) 36 of 111 September 26, 2016 Consent Agenda 6-B (ii) 37 of 111 September 26, 2016 Consent Agenda 6-B (ii) 38 of 111 September 26, 2016 Consent Agenda 6-B (ii) 39 of 111 September 26, 2016 Consent Agenda 6-B (ii) 40 of 111 September 26, 2016 Consent Agenda 6-B (ii) 41 of 111 CONSTRUCTION AGREEMENT THE BOARD OF COUNTY COMMISSIONERS OF COLLIER COUNTY, FLORIDA, ("Owner") hereby contracts with Heritage Builders, LLC d/b/a Heritage Utilities ("Contractor") of 3725 31st Avenue SW, Naples, Florida 34117, a Limited Liability Corporation, authorized to do business in the State of Florida, to perform all work ("Work") in connection with South Marco Beach Access and Parking Lot, Bid No. 16-6673R ("Project"), as said Work is set forth in the Plans and Specifications prepared by McGee & Associates, the Engineer and/or Architect of Record ("Design Professional") and other Contract Documents hereafter specified. Owner and Contractor, for the consideration herein set forth, agree as follows: Section 1. Contract Documents. A. The Contract Documents consist of this Agreement, the Exhibits described in Section 6 hereof, the Legal Advertisement, the Bidding Documents and any duly executed and issued addenda, Change Orders, Work Directive Changes, Field Orders and amendments relating thereto. All of the foregoing Contract Documents are incorporated by reference and made a part of this Agreement (all of said documents including the Agreement sometimes being referred to herein as the "Contract Documents" and sometimes as the "Agreement" and sometimes as the “Contract”). A copy of the Contract Documents shall be maintained by Contractor at the Project site at all times during the performance of the Work. B. Owner shall furnish to the Contractor one reproducible set of the Contract Documents and the appropriate number of sets of the Construction Documents, signed and sealed by the Design Professional, as are reasonably necessary for permitting. Section 2. Scope of Work. Contractor agrees to furnish and pay for all management, supervision, financing, labor, materials, tools, fuel, supplies, utilities, equipment and services of every kind and type necessary to diligently, timely, and fully perform and complete in a good and workmanlike manner the Work required by the Contract Documents. Section 3. Contract Amount. In consideration of the faithful performance by Contractor of the covenants in this Agreement to the full satisfaction and acceptance of Owner, Owner agrees to pay, or cause to be paid, to Contractor the following amount (herein "Contract Amount"), in accordance with the terms of this Agreement: Two Hundred Sixty Three Thousand Three Hundred Nine Dollars and Ninety-One Cents ($263,309.91) Section 4. Bonds. A. Contractor shall provide Performance and Payment Bonds, in the form prescribed in Exhibit A, in the amount of 100% of the Contract Amount, the costs of which are to be paid by Contractor. The Performance and Payment Bonds shall be underwritten by a surety authorized to do business in the State of Florida and otherwise acceptable to Owner; provided, however, the surety shall meet the requirements of the Department of the Treasury Fiscal Service, “Companies Holding Certificates of Authority as Acceptable Sureties on Federal Bonds and as September 26, 2016 Consent Agenda 6-B (ii) 42 of 111 Acceptable Reinsurance Companies” circular. This circular may be accessed via the web at www.fms.treas.gov/c570/c570.html#certified. Should the Contract Amount be less than $500,000, the requirements of Section 287.0935, F.S. shall govern the rating and classification of the surety. B. If the surety for any bond furnished by Contractor is declared bankrupt, becomes insolvent, its right to do business is terminated in the State of Florida, or it ceases to meet the requirements imposed by the Contract Documents, the Contractor shall, within five (5) calendar days thereafter, substitute at its cost and expense another bond and surety, both of which shall be subject to the Owner's approval. Section 5. Contract Time and Liquidated Damages. A. Time of Performance. Time is of the essence in the performance of the Work under this Agreement. The "Commencement Date" shall be established in the written Notice to Proceed to be issued by the Project Manager, as hereinafter defined. Contractor shall commence the Work within five (5) calendar days from the Commencement Date. No Work shall be performed at the Project site prior to the Commencement Date. Any Work performed by Contractor prior to the Commencement Date shall be at the sole risk of Contractor. Contractor shall achieve Substantial Completion within Forty-Five (45) calendar days from the Commencement Date (herein "Contract Time"). The date of Substantial Completion of the Work (or designated portions thereof) is the date certified by the Design Professional when construction is sufficiently complete, in accordance with the Contract Documents, so Owner can occupy or utilize the Work (or designated portions thereof) for the use for which it is intended. Contractor shall achieve Final Completion within Twenty (20) calendar days after the date of Substantial Completion. Final Completion shall occur when the Agreement is completed in its entirety, is accepted by the Owner as complete and is so stated by the Owner as completed. As used herein and throughout the Contract Documents, the phrase "Project Manager" refers to the Owner's duly authorized representative and shall mean the Division Administrator or Department Director, as applicable, acting directly or through duly authorized representatives. B. Liquidated Damages in General. Owner and Contractor recognize that, since time is of the essence for this Agreement, Owner will suffer financial loss if Contractor fails to achieve Substantial Completion within the time specified above, as said time may be adjusted as provided for herein. In such event, the total amount of Owner’s damages, will be difficult, if not impossible, to definitely ascertain and quantify. Should Contractor fail to achieve Substantial Completion within the number of calendar days established herein, Owner shall be entitled to assess, as liquidated damages, but not as a penalty, Five Hundred Forty One Dollars and Twenty-Eight Cents ($541.28) for each calendar day thereafter until Substantial Completion is achieved. Further, in the event Substantial Completion is reached, but the Contractor fails to reach Final Completion within the required time period, Owner shall also be entitled to assess and Contractor shall be liable for all actual damages incurred by Owner as a result of Contractor failing to timely achieve Final Completion. The Project shall be deemed to be substantially completed on the date the Project Manager (or at his/her direction, the Design Professional) issues a Certificate of Substantial Completion pursuant to the terms hereof. Contractor hereby expressly waives and relinquishes any right which it may have to seek to characterize the above noted liquidated damages as a penalty, which the parties agree represents a fair and reasonable estimate of the Owner’s actual damages at the time of contracting if Contractor fails to Substantially or Finally Complete the Work within the required time periods. September 26, 2016 Consent Agenda 6-B (ii) 43 of 111 C. Computation of Time Periods. When any period of time is referenced by days herein, it shall be computed to exclude the first day and include the last day of such period. If the last day of any such period falls on a Saturday or Sunday or on a day made a legal holiday by the law of the applicable jurisdiction, such day shall be omitted from the computation, and the last day shall become the next succeeding day which is not a Saturday, Sunday or legal holiday. D. Determination of Number of Days of Default. For all contracts, regardless of whether the Contract Time is stipulated in calendar days or working days, the Owner will count default days in calendar days. E. Right of Collection. The Owner has the right to apply any amounts due Contractor under this Agreement or any other agreement between Owner and Contractor, as payment on such liquidated damages due under this Agreement in Owner’s sole discretion. Notwithstanding anything herein to the contrary, Owner retains its right to liquidated damages due under this Agreement even if Contractor, at Owner’s election and in its sole discretion, is allowed to continue and to finish the Work, or any part of it, after the expiration of the Contract Time including granted time extensions. F. Completion of Work by Owner. In the event Contractor defaults on any of its obligations under the Agreement and Owner elects to complete the Work, in whole or in part, through another contractor or its own forces, the Contractor and its surety shall continue to be liable for the liquidated damages under the Agreement until Owner achieves Substantial and Final Completion of the Work. Owner will not charge liquidated damages for any delay in achieving Substantial or Final Completion as a result of any unreasonable action or delay on the part of the Owner. G. Final Acceptance by Owner. The Owner shall consider the Agreement complete when the Contractor has completed in its entirety all of the Work and the Owner has accepted all of the Work and notified the Contractor in writing that the Work is complete. Once the Owner has approved and accepted the Work, Contractor shall be entitled to final payment in accordance with the terms of the Contract Documents. H. Recovery of Damages Suffered by Third Parties. Contractor shall be liable to Owner to the extent Owner incurs damages from a third party as a result of Contractor’s failure to fulfill all of its obligations under the Contract Documents. Owner’s recovery of any delay related damages under this Agreement through the liquidated damages does not preclude Owner from recovering from Contractor any other non-delay related damages that may be owed to it arising out of or relating to this Agreement. Section 6. Exhibits Incorporated. Exhibits Incorporated: The following documents are expressly agreed to be incorporated by reference and made a part of this Agreement for Solicitation 16-6673R South Marco Beach Access and Parking Lot. Exhibit A: Performance and Payment Bond Forms Exhibit B: Insurance Requirements Exhibit C: Release and Affidavit Form September 26, 2016 Consent Agenda 6-B (ii) 44 of 111 Exhibit D: Contractor Application for Payment Form Exhibit E: Change Order Form Exhibit F: Certificate of Substantial Completion Form Exhibit G: Final Payment Checklist Exhibit H: General Terms and Conditions Exhibit I: Supplemental Terms and Conditions Exhibit J: Technical Specifications Exhibit K: Permits Exhibit L: Standard Details (if applicable) Exhibit M: Plans and Specifications prepared by McGee Associates and identified as follows: Contract Plans: 2015-030 B CCPN80336 as shown on Plan Sheets 1 through 8 & 2015-029 C CCPN80337 shown on Plan Sheets 1 through 5. Exhibit N: Contractor’s List of Key Personnel Section 7. Notices A. All notices required or made pursuant to this Agreement by the Contractor to the Owner shall be shall be deemed duly served if delivered by U.S. Mail, E-mail or Facsimile, addressed to the following: Vicky Ahmad, Project Manager Collier County Administrative Services Division Facilities Management Department 3335 Tamiami Trail East, Suite 101 Naples, Florida 34112 Phone: 239.252.4047 Fax: 239.252.3973 Email: VickyAhmad@colliergov.net B. All notices required or made pursuant to this Agreement by Owner to Contractor shall be made in writing and shall be deemed duly served if delivered by U.S. Mail, E-mail or Facsimile, addressed to the following: Mr. Neville M. Davies, Member/ CFO Heritage Builders, LLC d/b/a Heritage Utilities 3725 31st Avenue SW Naples, Florida 34117 Phone: (239) 325-7387 Fax: (239) 348-1596 Email: Susie.heritagebuilders@gmail.com C. Either party may change its above noted address by giving written notice to the other party in accordance with the requirements of this Section. Section 8. PUBLIC ENTITY CRIMES. 8.1 By its execution of this Contract, Construction Contractor acknowledges that it has been informed by Owner of the terms of Section 287.133(2)(a) of the Florida Statutes which read as follows: September 26, 2016 Consent Agenda 6-B (ii) 45 of 111 "A person or affiliate who has been placed on the convicted vendor list following a conviction for a public entity crime may not submit a bid on a contract to provide any goods or services to a public entity for the construction or repair of a public building or public work, may not submit bids on leases of real property to a public entity, may not be awarded or perform work as a contractor, supplier, subcontractor, or consultant under a contract with any public entity in excess of the threshold amount provided in s. 287.017 for CATEGORY TWO for a period of 36 months from the date of being placed on the convicted vendor list." Section 9. Modification. No modification or change to the Agreement shall be valid or binding upon the parties unless in writing and executed by the party or parties intended to be bound by it. Section 10. Successors and Assigns. Subject to other provisions hereof, the Agreement shall be binding upon and shall inure to the benefit of the successors and assigns of the parties to the Agreement. Section 11. Governing Law. The Agreement shall be interpreted under and its performance governed by the laws of the State of Florida. Section 12. No Waiver. The failure of the Owner to enforce at any time or for any period of time any one or more of the provisions of the Agreement shall not be construed to be and shall not be a waiver of any such provision or provisions or of its right thereafter to enforce each and every such provision. Section 13. Entire Agreement. Each of the parties hereto agrees and represents that the Agreement comprises the full and entire agreement between the parties affecting the Work contemplated, and no other agreement or understanding of any nature concerning the same has been entered into or will be recognized, and that all negotiations, acts, work performed, or payments made prior to the execution hereof shall be deemed merged in, integrated and superseded by the Agreement. Section 14. Severability. Should any provision of the Agreement be determined by a court to be unenforceable, such a determination shall not affect the validity or enforceability of any other section or part thereof. Section 15. Change Order Authorization. The Project Manager shall have the authority on behalf of the Owner to execute all Change Orders and Work Directive Changes to the Agreement to the extent provided for under the Owner’s procurement ordinance and policies and accompanying administrative procedures. September 26, 2016 Consent Agenda 6-B (ii) 46 of 111 Section 16. Construction. Any doubtful or ambiguous language contained in this Agreement shall not be construed against the party who physically prepared this Agreement. The rule sometimes referred to as "fortius contra proferentum" (pursuant to which ambiguities in a contractual term which appears on its face to have been inserted for the benefit of one of the parties shall be construed against the benefited party) shall not be applied to the construction of this Agreement. Section 17. Order of Precedence In the event of any conflict between or among the terms of any of the Contract Documents, the terms of the Construction Agreement and the General Terms and Conditions shall take precedence over the terms of all other Contract Documents, except the terms of any Supplemental Conditions shall take precedence over the Construction Agreement and the General Terms and Conditions. To the extent any conflict in the terms of the Contract Documents including the Owner’s Board approved Executive Summary cannot be resolved by application of the Supplemental Conditions, if any, or the Construction Agreement and the General Terms and Conditions, the conflict shall be resolved by imposing the more strict or costly obligation under the Contract Documents upon the Contractor at Owner’s discretion. **** September 26, 2016 Consent Agenda 6-B (ii) 47 of 111 IN WITNESS WHEREOF, the parties have executed this Agreement on the date(s) indicated below. CONTRACTOR: TWO WITNESSES: Heritage Builders, LLC d/b/a Heritage Utilities _____________________________ By: ________________________________ FIRST WITNESS ________________________________ _____________________________ Print Name and Title Date Print Name ______________________________ SECOND WITNESS ______________________________ Print Name Date: OWNER: ATTEST: BOARD OF COUNTY COMMISSIONERS OF COLLIER COUNTY FLORIDA Dwight E. Brock, Clerk BY: BY: Donna Fiala Date Chairman Approved as to Form and Legality: ___________________________ Assistant County Attorney ___________________________ Print Name September 26, 2016 Consent Agenda 6-B (ii) 48 of 111 EXHIBIT A 1: PUBLIC PAYMENT BOND South Marco Beach Access and Parking Lot Bond No. Contract No. 16-6673R KNOW ALL MEN BY THESE PRESENTS: That _______________________________ __________________________________________________________, as Principal, and _______________________________________________________________, as Surety, located at ______________________________________________________ (Business Address) are held and firmly bound to _______________________________ as Obligee in the sum of _________________________________________________ ($_____________) for the payment whereof we bind ourselves, our heirs, executors, personal representatives, successors and assigns, jointly and severally. WHEREAS, Principal has entered into a contract dated as of the ____ day of _______________ 2016, with Obligee for ____________________________________ in _______________________ accordance with drawings and specifications, which contract is incorporated by reference and made a part hereof, and is referred to herein as the Contract. THE CONDITION OF THIS BOND is that if Principal: Promptly makes payment to all claimants as defined in Section 255.05(1), Florida Statutes, supplying Principal with labor, materials or supplies, used directly or indirectly by Principal in the prosecution of the work provided for in the Contract, then this bond is void; otherwise it remains in full force. Any changes in or under the Contract and compliance or noncompliance with any formalities connected with the Contract or the changes do not affect Sureties obligation under this Bond. The provisions of this bond are subject to the time limitations of Section 255.05(2). In no event will the Surety be liable in the aggregate to claimants for more than the penal sum of this Payment Bond, regardless of the number of suits that may be filed by claimants. IN WITNESS WHEREOF, the above parties have executed this instrument this _____ day of ______________ 2016, the name of each party being affixed and these presents duly signed by its under-signed representative, pursuant to authority of its governing body. September 26, 2016 Consent Agenda 6-B (ii) 49 of 111 Signed, sealed and delivered in the presence of: PRINCIPAL BY: Witnesses as to Principal NAME: ITS: STATE OF COUNTY OF The foregoing instrument was acknowledged before me this _____day of ___________ 20___, by ____________________________, as __________________________ of _________________________________, a ___________ corporation, on behalf of the corporation. He/she is personally known to me OR has produced_____________ as identification and did (did not) take an oath. My Commission Expires: (Signature of Notary) NAME: (Legibly Printed) (AFFIX OFFICIAL SEAL) Notary Public, State of Commission No.: ATTEST: SURETY: (Printed Name) (Business Address (Authorized Signature) Witnesses to Surety (Printed Name) September 26, 2016 Consent Agenda 6-B (ii) 50 of 111 OR As Attorney in Fact (Attach Power of Attorney) Witnesses (Printed Name) (Business Address) (Telephone Number) STATE OF COUNTY OF The foregoing instrument was acknowledged before me this ____ day of ___________________, 2016, by _______________________________________, as ___________________________ of ____________________________________ Surety, on behalf of Surety. He/She is personally known to me OR has produced _______________________________________ as identification and who did (did not) take an oath. My Commission Expires: (Signature) Name: (Legibly Printed) (AFFIX OFFICIAL SEAL) Notary Public, State of: Commission No.: September 26, 2016 Consent Agenda 6-B (ii) 51 of 111 EXHIBIT A 2: PUBLIC PERFORMANCE BOND South Marco Beach Access and Parking Lot Bond No. Contract No. 16-6673R KNOW ALL MEN BY THESE PRESENTS: That _______________________________ ________________________, as Principal, and ______________________________ _____________________________, as Surety, located at ______________________________________________________________________ (Business Address) are held and firmly bound to ________________________________________________, as Obligee in the sum of ______________________________________________________________________ ($_______________) for the payment whereof we bond ourselves, our heirs, executors, personal representatives, successors and assigns, jointly and severally. WHEREAS, Principal has entered into a contract dated as of the ____________ day of __________________________________, 2016, with Obligee for ______________________________________________________________________ in accordance with drawings and specifications, which contract is incorporated by reference and made a part hereof, and is referred to herein as the Contract. THE CONDITION OF THIS BOND is that if Principal: 1. Performs the Contract at the times and in the manner prescribed in the Contract; and 2. Pays Obligee any and all losses, damages, costs and attorneys' fees that Obligee sustains because of any default by Principal under the Contract, including, but not limited to, all delay damages, whether liquidated or actual, incurred by Obligee; and 3. Performs the guarantee of all work and materials furnished under the Contract for the time specified in the Contract, then this bond is void; otherwise it remains in full force. Any changes in or under the Contract and compliance or noncompliance with any formalities connected with the Contract or the changes do not affect Sureties obligation under this Bond. The Surety, for value received, hereby stipulates and agrees that no changes, extensions of time, alterations or additions to the terms of the Contract or other work to be performed hereunder, or the specifications referred to therein shall in anywise affect its obligations under this bond, and it does hereby waive notice of any such changes, extensions of time, alterations or additions to the terms of the Contract or to work or to the specifications. This instrument shall be construed in all respects as a common law bond. It is expressly understood that the time provisions and statute of limitations under Section 255.05, Florida Statutes, shall not apply to this bond. In no event will the Surety be liable in the aggregate to Obligee for more than the penal sum of this Performance Bond regardless of the number of suits that may be filed by Obligee. September 26, 2016 Consent Agenda 6-B (ii) 52 of 111 IN WITNESS WHEREOF, the above parties have executed this instrument this _____ day of _______________, 2016, the name of each party being affixed and these presents duly signed by its undersigned representative, pursuant to authority of its governing body. Signed, sealed and delivered in the presence of: PRINCIPAL BY: Witnesses as to Principal NAME: ITS: STATE OF COUNTY OF The foregoing instrument was acknowledged before me this ____ day of ______________, 2016, by ___________________________________________, as _____________________________ of _________________________________, a ______________________ corporation, on behalf of the corporation. He/she is personally known to me OR has produced __________________________ ______________________ as identification and did (did not) take an oath. My Commission Expires: (Signature) Name: (Legibly Printed) (AFFIX OFFICIAL SEAL) Notary Public, State of: Commission No.: September 26, 2016 Consent Agenda 6-B (ii) 53 of 111 ATTEST: SURETY: (Printed Name) (Business Address) (Authorized Signature) Witnesses as to Surety (Printed Name) OR As Attorney in Fact (Attach Power of Attorney) Witnesses (Printed Name) (Business Address) (Telephone Number) STATE OF COUNTY OF The foregoing instrument was acknowledged before me this ____ day of ______________, 2016, by _________________________, as ___________________ of _____________________________, a __________________________ Surety, on behalf of Surety. He/She is personally known to me OR has produced _____________________________ as identification and who did (did not) take an oath. My Commission Expires: (Signature) Name: (Legibly Printed) (AFFIX OFFICIAL SEAL) Notary Public, State of: Commission No.: September 26, 2016 Consent Agenda 6-B (ii) 54 of 111 EXHIBIT B: INSURANCE REQUIREMENTS The Vendor shall at its own expense, carry and maintain insurance coverage from responsible companies duly authorized to do business in the State of Florida as set forth in EXHIBIT B of this solicitation. The Vendor shall procure and maintain property insurance upon the entire project, if required, to the full insurable value of the scope of work. The County and the Vendor waive against each other and the County’s separate Vendors, Contractors, Design Consultant, Subcontractors, agents and employees of each and all of them, all damages covered by property insurance provided herein, except such rights as they may have to the proceeds of such insurance. The Vendor and County shall, where appropriate, require similar waivers of subrogation from the County’s separate Vendors, Design Consultants and Subcontractors and shall require each of them to include similar waivers in their contracts. Collier County shall be responsible for purchasing and maintaining its own liability insurance. Certificates issued as a result of the award of this solicitation must identify “For any and all work performed on behalf of Collier County”, or, the specific solicitation number and title. The General Liability Policy provided by Vendor to meet the requirements of this solicitation shall name Collier County, Florida, as an additional insured as to the operations of Vendor under this solicitation and shall contain a severability of interests provisions. The Certificate Holder shall be named as Collier County Board of County Commissioners, OR, Board of County Commissioners in Collier County, OR Collier County Government, OR Collier County. The Certificates of Insurance must state the Contract Number, or Project Number, or specific Project description, or must read: For any and all work performed on behalf of Collier County. The amounts and types of insurance coverage shall conform to the minimum requirements set forth in EXHIBIT B with the use of Insurance Services Office (ISO) forms and endorsements or their equivalents. If Vendor has any self-insured retentions or deductibles under any of the below listed minimum required coverage, Vendor must identify on the Certificate of Insurance the nature and amount of such self - insured retentions or deductibles and provide satisfactory evidence of financial responsibility for such obligations. All self-insured retentions or deductibles will be Vendor’s sole responsibility. Coverage(s) shall be maintained without interruption from the date of commencement of the Work until the date of completion and acceptance of the scope of work by the County or as specified in this solicitation, whichever is longer. The Vendor and/or its insurance carrier shall provide thirty (30) days written notice to the County of policy cancellation or non-renewal on the part of the insurance carrier or the Vendor. The Vendor shall also notify the County, in a like manner, within twenty-four (24) hours after receipt, of any notices of expiration, cancellation, non-renewal or material change in coverage or limits received by Vendor from its insurer and nothing contained herein shall relieve Vendor of this requirement to provide notice. In the event of a reduction in the aggregate limit of any policy to be provided by Vendor hereunder, Vendor shall immediately take steps to have the aggregate limit reinstated to the full extent permitted under such policy. Should at any time the Vendor not maintain the insurance coverage(s) required herein, the County may terminate the Agreement or at its sole discretion shall be authorized to purchase such coverage(s) and charge the Vendor for such coverage(s) purchased. If Vendor fails to reimburse the County for such costs within thirty (30) days after demand, the County has the right to offset these costs from any amount due Vendor under this September 26, 2016 Consent Agenda 6-B (ii) 55 of 111 Agreement or any other agreement between the County and Vendor. The County shall be under no obligation to purchase such insurance, nor shall it be responsible for the coverage(s) purchased or the insurance company or companies used. The decision of the County to purchase such insurance coverage(s) shall in no way be construed to be a waiver of any of its rights under the Contract Documents. If the initial or any subsequently issued Certificate of Insurance expires prior to the completion of the scope of work, the Vendor shall furnish to the County renewal or replacement Certificate(s) of Insurance not later than ten (10) calendar days after the expiration date on the certificate. Failure of the Vendor to provide the County with such renewal certificate(s) shall be considered justification for the County to terminate any and all contracts. September 26, 2016 Consent Agenda 6-B (ii) 56 of 111 Collier County Florida Insurance and Bonding Requirements Insurance / Bond Type Required Limits 1. Worker’s Compensation Statutory Limits of Florida Statutes, Chapter 440 and all Federal Government Statutory Limits and Requirements 2. Employer’s Liability $1,000,000 single limit per occurrence 3. Commercial General Liability (Occurrence Form) patterned after the current ISO form Bodily Injury and Property Damage $1,000,000 per occurrence, $2,000,000 aggregate for Bodily Injury Liability and Property Damage Liability. This shall include Premises and Operations; Independent Contractors; Products and Completed Operations and Contractual Liability. 4. Indemnification To the maximum extent permitted by Florida law, the Contractor/Vendor/Consultant shall indemnify and hold harmless Collier County, its officers and employees from any and all liabilities, damages, losses and costs, including, but not limited to, reasonable attorneys’ fees and paralegals’ fees, to the extent caused by the negligence, recklessness, or intentionally wrongful conduct of the Contractor/Vendor/Consultant or anyone employed or utilized by the Contractor/Vendor/Consultant in the performance of this Agreement. This indemnification obligation shall not be construed to negate, abridge or reduce any other rights or remedies which otherwise may be available to an indemnified party or person described in this paragraph. This section does not pertain to any incident arising from the sole negligence of Collier County. 4. Automobile Liability $ 1,000,000 Each Occurrence; Bodily Injury & Property Damage, Owned/Non- owned/Hired; Automobile Included 5. Other insurance as noted: Watercraft $ __________ Per Occurrence United States Longshoreman's and Harborworker's Act coverage shall be maintained where applicable to the completion of the work. $ __________ Per Occurrence Maritime Coverage (Jones Act) shall be maintained where applicable to the completion of the work. $ __________ Per Occurrence Aircraft Liability coverage shall be carried in limits of not less than $5,000,000 each occurrence if applicable to the completion of the Services under this Agreement. $ __________ Per Occurrence Pollution $ __________ Per Occurrence Professional Liability $ per claim and in the aggregate • $1,000,000 per claim and in the aggregate • $2,000,000 per claim and in the aggregate Project Professional Liability $__________ Per Occurrence September 26, 2016 Consent Agenda 6-B (ii) 57 of 111 Valuable Papers Insurance $__________ Per Occurrence Employee Dishonesty / Crime $__________ Per Occurrence Including Employee Theft, Funds Transfer Fraud, Include a Joint Loss Payee endorsement naming Collier County. 6. Bid bond Shall be submitted with proposal response in the form of certified funds, cashiers’ check or an irrevocable letter of credit, a cash bond posted with the County Clerk, or proposal bond in a sum equal to 5% of the cost proposal. All checks shall be made payable to the Collier County Board of County Commissioners on a bank or trust company located in the State of Florida and insured by the Federal Deposit Insurance Corporation. 7. Performance and Payment Bonds For projects in excess of $200,000, bonds shall be submitted with the executed contract by Proposers receiving award, and written for 100% of the Contract award amount, the cost borne by the Proposer receiving an award. The Performance and Payment Bonds shall be underwritten by a surety authorized to do business in the State of Florida and otherwise acceptable to Owner; provided, however, the surety shall be rated as “A-“ or better as to general policy holders rating and Class V or higher rating as to financial size category and the amount required shall not exceed 5% of the reported policy holders’ surplus, all as reported in the most current Best Key Rating Guide, published by A.M. Best Company, Inc. of 75 Fulton Street, New York, New York 10038. 8. Vendor shall ensure that all subcontractors comply with the same insurance requirements that he is required to meet. The same Vendor shall provide County with certificates of insurance meeting the required insurance provisions. 9. Collier County must be named as "ADDITIONAL INSURED" on the Insurance Certificate for Commercial General Liability where required. 10. The Certificate Holder shall be named as Collier County Board of County Commissioners, OR, Board of County Commissioners in Collier County, OR Collier County Government, OR Collier County. The Certificates of Insurance must state the Contract Number, or Project Number, or specific Project description, or must read: For any and all work performed on behalf of Collier County. 11. Thirty (30) Days Cancellation Notice required. RLC 6/8/2016 Vendor’s Insurance Statement We understand the insurance requirements of these specifications and that the evidence of insurability may be required within five (5) days of the award of this solicitation. Name of Firm _______________________________________ Date ____________________________ Vendor Signature _________________________________________________________________________ Print Name _________________________________________________________________________ Insurance Agency _________________________________________________________________________ September 26, 2016 Consent Agenda 6-B (ii) 58 of 111 EXHIBIT C: RELEASE AND AFFIDAVIT FORM COUNTY OF COLLIER ) STATE OF FLORIDA ) Before me, the undersigned authority, personally appeared ______________________________________ _________________________who after being duly sworn, deposes and says: (1) In accordance with the Contract Documents and in consideration of $___________________________ paid, ______________________________________ ("Contractor") releases and waives for itself and its subcontractors, material-men, successors and assigns, all claims demands, damages, costs and expenses, whether in contract or in tort, against the Board of County Commissioners of Collier County, Florida, relating in any way to the performance of the Agreement between Contractor and Owner dated _________________, 2016 for the period from ____________________ to _______________________, excluding all retainage withheld and any pending claims or disputes as expressly specified as follows: ____________________________________________________________. (2) Contractor certifies for itself and its subcontractors, material-men, successors and assigns, that all charges for labor, materials, supplies, lands, licenses and other expenses for which Owner might be sued or for which a lien or a demand against any payment bond might be filed, have been fully satisfied and paid. (3) To the maximum extent permitted by law, Contractor agrees to indemnify, defend and save harmless Owner from all demands or suits, actions, claims of liens or other charges filed or asserted against the Owner arising out of the performance by Contractor of the Work covered by this Release and Affidavit. (4) This Release and Affidavit is given in connection with Contractor's [monthly/final] Application for Payment No. _____. CONTRACTOR BY: ITS: President DATE: Witnesses STATE OF COUNTY OF The foregoing instrument was acknowledged before me this _____ day of _________________________, 2016, by _________________________________, as ____________________ of ____________________________________, a _______________ corporation, on behalf of the corporation. He/she is personally known to me or has produced ____________________________________________ as identification and did (did not) take an oath. My Commission Expires: (Signature of Notary) NAME: (Legibly Printed) (AFFIX OFFICIAL SEAL) Notary Public, State of Commissioner No.: September 26, 2016 Consent Agenda 6-B (ii) 59 of 111 EXHIBIT D: FORM OF CONTRACT APPLICATION FOR PAYMENT Payment, Schedule of Values and Stored Materials Record applications are available for download at: http://purchasing.colliergov.net/Forms/Forms/AllItems.aspx September 26, 2016 Consent Agenda 6-B (ii) 60 of 111 EXHIBIT E: CHANGE ORDER An electronic data entry form may be found at: http://bccsp01/SiteDirectory/ASD/Purchasing/Forms1/Forms/Default.aspx September 26, 2016 Consent Agenda 6-B (ii) 61 of 111 EXHIBIT F: CERTIFICATE OF SUBSTANTIAL COMPLETION OWNER’S Project No. Design Professional’s Project No. _____________ PROJECT: CONTRACTOR Contract For Contract Date This Certificate of Substantial Completion applies to all Work under the Contract Documents or to the following specified parts thereof: To OWNER And To Substantial Completion is the state in the progress of the Work when the Work (or designated portion) is sufficiently complete in accordance with the Contract Documents so that the Owner can occupy or utilize the Work for its intended use. The Work to which this Certificate applies has been inspected by authorized representatives of OWNER, CONTRACTOR AND DESIGN PROFESSIONAL, and that Work is hereby declared to be substantially complete in accordance with the requirements of the Contract Documents on: DATE OF SUBSTANTIAL COMPLETION A tentative list of items to be completed or corrected is attached hereto. This list may not be all-inclusive, and the failure to include an item in it does not alter the responsibility of CONTRACTOR to complete all the Work in accordance with the Contract Documents. The items in the tentative list shall be completed or corrected by CONTRACTOR within __________days of the above date of Substantial Completion. The responsibilities between OWNER and CONTRACTOR for security, operation, safety, maintenance, heat, utilities, insurance and warranties shall be as follows: September 26, 2016 Consent Agenda 6-B (ii) 62 of 111 RESPONSIBILITIES: OWNER: CONTRACTOR The following documents are attached to and made a part of this Certificate: This certificate does not constitute an acceptance of Work not in accordance with the Contract Documents nor is it a release of CONTRACTOR’S obligation to complete the Work in accordance with the Contract Documents. Executed by Design Professional on , 201 Design Professional By: Type Name and Title CONTRACTOR accepts this Certificate of Substantial Completion on , 201 CONTRACTOR By: Type Name and Title OWNER accepts this Certificate of Substantial Completion on , 201 OWNER By: Type Name and Title September 26, 2016 Consent Agenda 6-B (ii) 63 of 111 EXHIBIT G: FINAL PAYMENT CHECKLIST Bid No.: Project No.: Date: , 201 Contractor: The following items have been secured by the for the Project known as and have been reviewed and found to comply with the requirements of the Contract Documents. Original Contract Amount: Final Contract Amount: Commencement Date: Substantial Completion Time as set forth in the Agreement: ___ Calendar Days. Actual Date of Substantial Completion: _________. Final Completion Time as set forth in the Agreement: __Calendar Days. Actual Final Completion Date: ________. YES NO _____ ______ 1. All Punch List items completed on _____ ______ 2. Warranties and Guarantees assigned to Owner (attach to this form). 3. Effective date of General one year warranty from Contractor is: _____ ______ 4. 2 copies of Operation and Maintenance manuals for equipment and _____ ______ system submitted (list manuals in attachment to this form). _____ ______ 5. As-Built drawings obtained and dated: _________ _____ ______ 6. Owner personnel trained on system and equipment operation. 7. Certificate of Occupancy No.: _____ issued on (attach to this form). _____ ______ 8. Certificate of Substantial Completion issued on 9. Final Payment Application and Affidavits received from Contractor on: _____ ______ _____ ______ 10. Consent of Surety received on _____ ______ 11. Operating Department personnel notified Project is in operating phase. _____ ______ 12. All Spare Parts or Special Tools provided to Owner: _____ ______ 13. Finished Floor Elevation Certificate provided to Owner: _____ ______ 14. Other: _______________________________________________________ If any of the above is not applicable, indicate by N/A. If NO is checked for any of the above, attach explanation. Acknowledgments: By Contractor: (Company Name) (Signature) (Typed Name & Title) By Design Professional: (Firm Name) (Signature) (Typed Name & Title) By Owner: (Department Name) (Signature) (Name & Title) September 26, 2016 Consent Agenda 6-B (ii) 64 of 111 EXHIBIT H: GENERAL TERMS AND CONDITIONS 1. INTENT OF CONTRACT DOCUMENTS. 1.1 It is the intent of the Contract Documents to describe a functionally complete Project (or portion thereof) to be constructed in accordance with the Contract Documents. Any work, materials or equipment that may reasonably be inferred from the Contract Documents as being required to produce the intended result shall be supplied whether or not specifically called for. When words which have a well known technical or trade meaning are used to describe work, materials or equipment, such words shall be interpreted in accordance with that meaning. Reference to standard specifications, manuals or codes of any technical society, organization or association or to the laws or regulations of any governmental authority having jurisdiction over the Project, whether such reference be specific or by implication, shall mean the latest standard specification, manual, code, law or regulation in effect at the time the Work is performed, except as may be otherwise specifically stated herein. 1.2 If before or during the performance of the Work Contractor discovers a conflict, error or discrepancy in the Contract Documents, Contractor immediately shall report same to the Project Manager in writing and before proceeding with the Work affected thereby shall obtain a written interpretation or clarification from the Project Manager; said interpretation or clarification from the Project Manager may require Contractor to consult directly with Design Professional or some other third party, as directed by Project Manager. Contractor shall take field measurements and verify field conditions and shall carefully compare such field measurements and conditions and other information known to Contractor with the Contract Documents before commencing any portion of the Work. 1.3 Drawings are intended to show general arrangements, design and extent of Work and are not intended to serve as shop drawings. Specifications are separated into divisions for convenience of reference only and shall not be interpreted as establishing divisions for the Work, trades, subcontracts, or extent of any part of the Work. In the event of a discrepancy between or among the drawings, specifications or other Contract Document provisions, Contractor shall be required to comply with the provision which is the more restrictive or stringent requirement upon the Contractor, as determined by the Project Manager. Unless otherwise specifically mentioned, all anchors, bolts, screws, fittings, fillers, hardware, accessories, trim and other parts required in connection with any portion of the Work to make a complete, serviceable, finished and first quality installation shall be furnished and installed as part of the Work, whether or not called for by the Contract Documents. 2. INVESTIGATION AND UTILITIES. 2.1 Subject to Section 2.3 below, Contractor shall have the sole responsibility of satisfying itself concerning the nature and location of the Work and the general and local conditions, and particularly, but without limitation, with respect to the following: those affecting transportation, access, disposal, handling and storage of materials; availability and quality of labor; water and electric power; availability and condition of roads; work area; living facilities; climatic conditions and seasons; physical conditions at the work-site and the project area as a whole; topography and ground surface conditions; nature and quantity of the surface materials to be encountered; subsurface conditions; equipment and facilities needed preliminary to and during performance of the Work; and all other costs associated with such performance. The failure of Contractor to acquaint itself with any applicable conditions shall not relieve Contractor from any of its September 26, 2016 Consent Agenda 6-B (ii) 65 of 111 responsibilities to perform under the Contract Documents, nor shall it be considered the basis for any claim for additional time or compensation. 2.2 Contractor shall locate all existing roadways, railways, drainage facilities and utility services above, upon, or under the Project site, said roadways, railways, drainage facilities and utilities being referred to in this Sub-Section 2.2 as the "Utilities". Contractor shall contact the owners of all Utilities to determine the necessity for relocating or temporarily interrupting any Utilities during the construction of the Project. Contractor shall schedule and coordinate its Work around any such relocation or temporary service interruption. Contractor shall be responsible for properly shoring, supporting and protecting all Utilities at all times during the course of the Work. The Contractor is responsible for coordinating all other utility work so as to not interfere with the prosecution of the Work (except those utilities to be coordinated by the Owner as may be expressly described elsewhere in the Contract Documents). 2.3 Notwithstanding anything in the Contract Documents to the contrary, if conditions are encountered at the Project site which are (i) subsurface or otherwise concealed physical conditions which differ materially from those indicated in the Contract Documents or (ii) unknown physical conditions of an unusual nature, which differ materially from those ordinarily found to exist and generally recognized as inherent in construction activities of the character provided for in the Contract Documents, and which reasonably should not have been discovered by Contractor as part of its scope of site investigative services required pursuant to the terms of the Contract Documents, then Contractor shall provide Owner with prompt written notice thereof before conditions are disturbed and in no event later than three (3) calendar days after first observance of such conditions. Owner and Design Professional shall promptly investigate such conditions and, if they differ materially and cause an increase or decrease in Contractor’s cost of, or time required for, performance of any part of the Work, Owner will acknowledge and agree to an equitable adjustment to Contractor’s compensation or time for performance, or both, for such Work. If Owner determines that the conditions at the site are not materially different from those indicated in the Contract Documents or not of an unusual nature or should have been discovered by Contractor as part of its investigative services, and that no change in the terms of the Agreement is justified, Owner shall so notify Contractor in writing, stating its reasons. Claims by Contractor in opposition to such determination by Owner must be made within seven (7) calendar days after Contractor’s receipt of Owner’s written determination notice. If Owner and Contractor cannot agree on an adjustment to Contractor’s cost or time of performance, the dispute resolution procedure set forth in the Contract Documents shall be complied with by the parties. 3. SCHEDULE. 3.1 The Contractor, within ten (10) calendar days after receipt of the Notice of Award, shall prepare and submit to Project Manager, for their review and approval, a progress schedule for the Project (herein "Progress Schedule"). The Progress Schedule shall relate to all Work required by the Contract Documents, and shall utilize the Critical Path method of scheduling and shall provide for expeditious and practicable execution of the Work within the Contract Time. The Progress Schedule shall indicate the dates for starting and completing the various stages of the Work. 3.2 The Progress Schedule shall be updated monthly by the Contractor. All monthly updates to the Progress Schedule shall be subject to the Project Manager's review and approval. Contractor shall submit the updates to the Progress Schedule with its monthly Applications for Payment noted below. The Project Manager's review and approval of the September 26, 2016 Consent Agenda 6-B (ii) 66 of 111 submitted Progress Schedule updates shall be a condition precedent to the Owner's obligation to pay Contractor. 3.3 All work under this Agreement shall be performed in accordance with the requirements of all Collier County Noise Ordinances then in effect. Unless otherwise specified, work will generally be limited to the hours of 7 a.m. to 5 p.m., Monday through Friday. No work shall be performed outside the specified hours without the prior approval of the Project Manager. 4. PROGRESS PAYMENTS. 4.1 Prior to submitting its first monthly Application for Payment, Contractor shall submit to Project Manager, for their review and approval, a schedule of values based upon the Contract Price, listing the major elements of the Work and the dollar value for each element. After its approval by the Project Manager, this schedule of values shall be used as the basis for the Contractor's monthly Applications for Payment. This schedule shall be updated and submitted each month along with a completed copy of the Application for Payment form signed by the Contractor's authorized representative and attached to the Agreement as Exhibit D. 4.2 Prior to submitting its first monthly Application for Payment, Contractor shall provide to the Project Manager the list of its Subcontractors and materialmen submitted with its Bid showing the work and materials involved and the dollar amount of each subcontract and purchase order. Contractor acknowledges and agrees that any modifications to the list of Subcontractors submitted with Contractor’s Bid and any subsequently identified Subcontractors are subject to Owner’s prior written approval. The first Application for Payment shall be submitted no earlier than thirty (30) days after the Commencement Date. Notwithstanding anything herein to the contrary, if approved by Owner in its sole discretion, Contractor may submit its invoice for any required Payment and Performance Bonds prior to the first Application of Payment provided that Contractor has furnished Owner certified copies of the receipts evidencing the premium paid by Contractor for the bonds. 4.3 Contractor shall submit all Applications for Payment to McGee & Associates, located at 5079 Tamiami Trail East Naples, FL 34113. 4.4 Unless expressly approved by Owner in advance and in writing, said approval at Owner’s sole discretion, Owner is not required to make any payment for materials or equipment that have not been incorporated into the Project. If payment is requested on the basis of materials and equipment not incorporated into the Project, but delivered and suitably stored at the site or at another location, and such payment and storage have been agreed to by Owner in writing, the Application for Payment also shall be accompanied by a bill of sale, invoice or other documentation warranting that the Owner has received the materials and equipment free and clear of all liens, charges, security interests and encumbrances, together with evidence that the materials and equipment are covered by appropriate property insurance and other arrangements to protect Owner's interest therein, all of which shall be subject to the Owner's satisfaction. Thereafter, with each Application for Payment, Contractor also shall complete and submit to Owner as part of its Application for Payment, the Stored Materials Record attached hereto and made a part hereof as Exhibit D. 4.5 Contractor shall submit six (6) copies of its monthly Application for Payment to the Project Manager or his or her designee, as directed by Owner (which designee may include the Design Professional). After the date of each Application for Payment is stamped as received and within the timeframes set forth in Section 218.735 F.S., the Project Manager, or Design September 26, 2016 Consent Agenda 6-B (ii) 67 of 111 Professional, shall either: (1) Indicate its approval of the requested payment; (2) indicate its approval of only a portion of the requested payment, stating in writing its reasons therefore; or (3) return the Application for Payment to the Contractor indicating, in writing, the reason for refusing to approve payment. Payments of proper invoices in the amounts approved shall be processed and paid in accordance with Section 218.735, F.S. and the administrative procedures established by the County's Procurement Services Division and the Clerk of Court’s Finance Department respectively. In the event of a total denial by Owner and return of the Application for Payment by the Project Manager, the Contractor may make the necessary corrections and re-submit the Application for Payment. The Owner shall, within ten (10) business days after the Application for Payment is stamped and received and after Project Manager approval of an Application for Payment, pay the Contractor the amounts so approved. 4.6 Owner shall retain ten percent (10%) of the gross amount of each monthly payment request or ten percent (10%) of the portion thereof approved by the Project Manager for payment, whichever is less. Such sum shall be accumulated and not released to Contractor until final payment is due unless otherwise agreed to by the Owner in accordance with Florida Statute 255.078. The Project Manager shall have the discretion to establish, in writing, a schedule to periodically reduce the percentage of cumulative retainage held throughout the course of the Project schedule. Owner shall reduce the amount of the retainage withheld on each payment request subsequent to fifty percent (50%) completion subject to the guidelines set forth in Florida Statute 255.078 and as set forth in the Owner’s procurement ordinance and policies. 4.7 Monthly payments to Contractor shall in no way imply approval or acceptance of Contractor's Work. 4.8 Each Application for Payment, subsequent to the first pay application, shall be accompanied by a Release and Affidavit, in the form attached as Exhibit C, acknowledging Contractor’s receipt of payment in full for all materials, labor, equipment and other bills that are then due and payable by Owner with respect to the current Application for Payment. Further, to the extent directed by Owner and in Owner’s sole discretion, Contractor shall also submit a Release and Affidavit from each Subcontractor, sub-subcontractor, or supplier in the form attached as Exhibit C acknowledging that each Subcontractor, sub-subcontractor or supplier has been paid in full through the previous month’s Application for Payment. The Owner shall not be required to make payment until and unless these affidavits are furnished by Contractor. 4.9 Contractor agrees and understands that funding limitations exist and that the expenditure of funds must be spread over the duration of the Project at regular intervals based on the Contract Amount and Progress Schedule. Accordingly, prior to submitting its first monthly Application for Payment, Contractor shall prepare and submit for Project Manager's review and approval, a detailed Project Funding Schedule, which shall be updated as necessary and approved by Owner to reflect approved adjustments to the Contract Amount and Contract Time. No voluntary acceleration or early completion of the Work shall modify the time of payments to Contractor as set forth in the approved Project Funding Schedule. 4.10 Notwithstanding anything in the Contract Documents to the contrary, Contractor acknowledges and agrees that in the event of a dispute concerning payments for Work performed under this Agreement, Contractor shall continue to perform the Work required of it September 26, 2016 Consent Agenda 6-B (ii) 68 of 111 under this Agreement pending resolution of the dispute provided that Owner continues to pay Contractor all amounts that Owner does not dispute are due and payable. 4.11 Payments will be made for services furnished, delivered, and accepted, upon receipt and approval of invoices submitted on the date of services or within six (6) months after completion of contract. Any untimely submission of invoices beyond the specified deadline period is subject to non-payment under the legal doctrine of “laches” as untimely submitted. Time shall be deemed of the essence with respect to the timely submission of invoices under this agreement. 4.12 The County may, at its discretion, use VISA/MASTER card credit network as a payment vehicle for goods and/or services purchased as a part of this contract. The County may not accept any additional surcharges (credit card transaction fees) as a result of using the County’s credit card for transactions relating to this solicitation 5. PAYMENTS WITHHELD. 5.1 The Project Manager may decline to approve any Application for Payment, or portions thereof, because of subsequently discovered evidence or subsequent inspections that reveal non-compliance with the Contract Documents. The Project Manager may nullify the whole or any part of any approval for payment previously issued and Owner may withhold any payments otherwise due Contractor under this Agreement or any other agreement between Owner and Contractor, to such extent as may be necessary in the Owner's opinion to protect it from loss because of: (a) Defective Work not remedied; (b) third party claims filed or reasonable evidence indicating probable filing of such claims; (c) failure of Contractor to make payment properly to subcontractors or for labor, materials or equipment; (d) reasonable doubt that the Work can be completed for the unpaid balance of the Contract Amount; (e) reasonable indication that the Work will not be completed within the Contract Time; (f) unsatisfactory prosecution of the Work by the Contractor; or (g) any other material breach of the Contract Documents by Contractor. 5.2 If any conditions described in 5.1 are not remedied or removed, Owner may, after three (3) days written notice, rectify the same at Contractor's expense. Provided however, in the event of an emergency, Owner shall not be required to provide Contractor any written notice prior to rectifying the situation at Contractor’s expense. Owner also may offset against any sums due Contractor the amount of any liquidated or non-liquidated obligations of Contractor to Owner, whether relating to or arising out of this Agreement or any other agreement between Contractor and Owner. 5.3 In instances where the successful contractor may owe debts (including, but not limited to taxes or other fees) to Collier County and the contractor has not satisfied nor made arrangement to satisfy these debts, the County reserves the right to off-set the amount owed to the County by applying the amount owed to the vendor or contractor for services performed of for materials delivered in association with a contract. 6. FINAL PAYMENT. 6.1 Owner shall make final payment to Contractor in accordance with Section 218.735, F.S. and the administrative procedures established by the County's Procurement Services Division and the Clerk of Court’s Finance Department after the Work is finally inspected and accepted by Project Manager as set forth with Section 20.1 herein, provided that Contractor first, and as an September 26, 2016 Consent Agenda 6-B (ii) 69 of 111 explicit condition precedent to the accrual of Contractor's right to final payment, shall have furnished Owner with a properly executed and notarized copy of the Release and Affidavit attached as Exhibit C, as well as, a duly executed copy of the Surety’s consent to final payment and such other documentation that may be required by the Contract Documents and the Owner. Prior to release of final payment and final retainage, the Contractor's Representative and the Project Manager shall jointly complete the Final Payment Checklist, a representative copy of which is attached to this Agreement as Exhibit G. 6.2 Contractor's acceptance of final payment shall constitute a full waiver of any and all claims by Contractor against Owner arising out of this Agreement or otherwise relating to the Project, except those previously made in writing in accordance with the requirements of the Contract Documents and identified by Contractor as unsettled in its final Application for Payment. Neither the acceptance of the Work nor payment by Owner shall be deemed to be a waiver of Owner's right to enforce any obligations of Contractor hereunder or to the recovery of damages for defective Work not discovered by the Design Professional or Project Manager at the time of final inspection. 7. SUBMITTALS AND SUBSTITUTIONS. 7.1 Contractor shall carefully examine the Contract Documents for all requirements for approval of materials to be submitted such as shop drawings, data, test results, schedules and samples. Contractor shall submit all such materials at its own expense and in such form as required by the Contract Documents in sufficient time to prevent any delay in the delivery of such materials and the installation thereof. 7.2 Whenever materials or equipment are specified or described in the Contract Documents by using the name of a proprietary item or the name of a particular supplier, the naming of the item is intended to establish the type, function and quality required. Unless the name is followed by words indicating that no substitution is permitted, materials or equipment of other suppliers may be accepted by Owner if sufficient information is submitted by Contractor to allow the Owner to determine that the material or equipment proposed is equivalent or equal to that named. Requests for review of substitute items of material and equipment will not be accepted by Owner from anyone other than Contractor and all such requests must be submitted by Contractor to Project Manager within thirty (30) calendar days after Notice of Award is received by Contractor, unless otherwise mutually agreed in writing by Owner and Contractor. 7.3 If Contractor wishes to furnish or use a substitute item of material or equipment, Contractor shall make application to the Project Manager for acceptance thereof, certifying that the proposed substitute shall adequately perform the functions and achieve the results called for by the general design, be similar and of equal substance to that specified and be suited to the same use as that specified. The application shall state that the evaluation and acceptance of the proposed substitute will not prejudice Contractor's achievement of substantial completion on time, whether or not acceptance of the substitute for use in the Work will require a change in any of the Contract Documents (or in the provisions of any other direct contract with Owner for the Project) to adapt the design to the proposed substitute and whether or not incorporation or use by the substitute in connection with the Work is subject to payment of any license fee or royalty. All variations of the proposed substitute from that specified will be identified in the application and available maintenance, repair and replacement service shall be indicated. The application also shall contain an itemized estimate of all costs that will result directly or indirectly from acceptance of such substitute, including costs for redesign and claims of other contractors affected by the resulting change, all of which shall be considered by the Project Manager in September 26, 2016 Consent Agenda 6-B (ii) 70 of 111 evaluating the proposed substitute. The Project Manager may require Contractor to furnish at Contractor's expense additional data about the proposed substitute. 7.4 If a specific means, method, technique, sequence or procedure of construction is indicated in or required by the Contract Documents, Contractor may furnish or utilize a substitute means, method, sequence, technique or procedure of construction acceptable to the Project Manager, if Contractor submits sufficient information to allow the Project Manager to determine that the substitute proposed is equivalent to that indicated or required by the Contract Documents. The procedures for submission to and review by the Project Manager shall be the same as those provided herein for substitute materials and equipment. 7.5 The Project Manager shall be allowed a reasonable time within which to evaluate each proposed substitute and, if need be, to consult with the Design Professional. No substitute will be ordered, installed or utilized without the Project Manager's prior written acceptance which shall be evidenced by a Change Order, a Work Directive Change, a Field Order or an approved Shop Drawing. The Owner may require Contractor to furnish at Contractor's expense a special performance guarantee or other surety with respect to any substitute. The Project Manager will record time required by the Project Manager and the Project Manager's consultants in evaluating substitutions proposed by Contractor and making changes in the Contract Documents occasioned thereby. Whether or not the Owner accepts a proposed substitute, Contractor shall reimburse Owner for the charges of the Design Professional and the Design Professional's consultants for evaluating each proposed substitute. 8. DAILY REPORTS, SIGNED AND SEALED AS-BUILTS AND MEETINGS. 8.1 Unless waived in writing by Owner, Contractor shall complete and submit to Project Manager on a weekly basis a daily log of the Contractor's work for the preceding week in a format approved by the Project Manager. The daily log shall document all activities of Contractor at the Project site including, but not limited to, the following: 8.1.1 Weather conditions showing the high and low temperatures during work hours, the amount of precipitation received on the Project site, and any other weather conditions which adversely affect the Work; 8.1.2 Soil conditions which adversely affect the Work; 8.1.3 The hours of operation by Contractor's and Sub-Contractor's personnel; 8.1.4 The number of Contractor's and Sub-Contractor's personnel present and working at the Project site, by subcontract and trade; 8.1.5 All equipment present at the Project site, description of equipment use and designation of time equipment was used (specifically indicating any down time); 8.1.6 Description of Work being performed at the Project site; 8.1.7 Any unusual or special occurrences at the Project site; 8.1.8 Materials received at the Project site; 8.1.9 A list of all visitors to the Project 8.1.10 Any problems that might impact either the cost or quality of the Work or the time of performance. The daily log shall not constitute nor take the place of any notice required to be given by Contractor to Owner pursuant to the Contract Documents. 8.2 Contractor shall maintain in a safe place at the Project site one record copy of the Contract Documents, including, but not limited to, all drawings, specifications, addenda, September 26, 2016 Consent Agenda 6-B (ii) 71 of 111 amendments, Change Orders, Work Directive Changes and Field Orders, as well as all written interpretations and clarifications issued by the Design Professional, in good order and annotated to show all changes made during construction. The annotated drawings shall be continuously updated by the Contractor throughout the prosecution of the Work to accurately reflect all field changes that are made to adapt the Work to field conditions, changes resulting from Change Orders, Work Directive Changes and Field Orders, and all concealed and buried installations of piping, conduit and utility services. All buried and concealed items, both inside and outside the Project site, shall be accurately located on the annotated drawings as to depth and in relationship to not less than two (2) permanent features (e.g. interior or exterior wall faces). The annotated drawings shall be clean and all changes, corrections and dimensions shall be given in a neat and legible manner in a contrasting color. The "As-Built" record documents, together with all approved samples and a counterpart of all approved shop drawings shall be available to the Project Manager or Design Professional for reference. Upon completion of the Work and as a condition precedent to Contractor's entitlement to final payment, these "As-Built" record documents, samples and shop drawings shall be delivered to Project Manager by Contractor for Owner. 8.3 By executing and entering into this Agreement, the Contractor is formally acknowledging without exception or stipulation that it agrees to comply, at its own expense, with all federal, state and local laws, codes, statutes, ordinances, rules, regulations and requirements applicable to this Agreement, including but not limited to those dealing with the Immigration Reform and Control Act of 1986 as located at 8 U.S.C. 1324, et seq. and regulations relating thereto, as either may be amended; taxation, workers’ compensation, equal employment and safety (including, but not limited to, the Trench Safety Act, Chapter 553, Florida Public Records Law Chapter 119, including specifically those contractual requirements in 119.0701(2)(a)-(b) as follows: IF THE CONTRACTOR HAS QUESTIONS REGARDING THE APPLICATION OF CHAPTER 119, FLORIDA STATUTES, TO THE CONTRACTOR’S DUTY TO PROVIDE PUBLIC RECORDS RELATING TO THIS CONTRACT, CONTACT THE CUSTODIAN OF PUBLIC RECORDS AT: Communication and Customer Relations Division 3299 Tamiami Trail East, Suite 102 Naples, FL 34112-5746 Telephone: (239) 252-8383 The Contractor must specifically comply with the Florida Public Records Law to: 1. Keep and maintain public records required by the public agency to perform the service. 2. Upon request from the public agency’s custodian of public records, provide the public agency with a copy of the requested records or allow the records to be inspected or copied within a reasonable time at a cost that does not exceed the cost provided in this chapter or as otherwise provided by law. 3. Ensure that public records that are exempt or confidential and exempt from public records disclosure requirements are not disclosed except as authorized by law for the duration of the contract term and following completion of the contract if the Contractor does not transfer the records to the public agency. September 26, 2016 Consent Agenda 6-B (ii) 72 of 111 4. Upon completion of the contract, transfer, at no cost, to the public agency all public records in possession of the Contractor or keep and maintain public records required by the public agency to perform the service. If the Contractor transfers all public records to the public agency upon completion of the contract, the Contractor shall destroy any duplicate public records that are exempt or confidential and exempt from public records disclosure requirements. If the Contractor keeps and maintains public records upon completion of the contract, the Contractor shall meet all applicable requirements for retaining public records. All records stored electronically must be provided to the public agency, upon request from the public agency’s custodian of public records, in a format that is compatible with the information technology systems of the public agency. If Contractor observes that the Contract Documents are at variance therewith, it shall promptly notify the County in writing. Failure by the Contractor to comply with the laws referenced herein shall constitute a breach of this Agreement and the County shall have the discretion to unilaterally terminate this Agreement immediately. 9. CONTRACT TIME AND TIME EXTENSIONS. 9.1 Contractor shall diligently pursue the completion of the Work and coordinate the Work being done on the Project by its subcontractors and material-men, as well as coordinating its Work with all work of others at the Project Site, so that its Work or the work of others shall not be delayed or impaired by any act or omission by Contractor. Contractor shall be solely responsible for all construction means, methods, techniques, sequences, and procedures, as well as coordination of all portions of the Work under the Contract Documents, and the coordination of Owner's suppliers and contractors as set forth in Paragraph 12.2 herein. 9.2 Should Contractor be obstructed or delayed in the prosecution of or completion of the Work as a result of unforeseeable causes beyond the control of Contractor, and not due to its fault or neglect, including but not restricted to acts of Nature or of the public enemy, acts of government, fires, floods, epidemics, quarantine regulation, strikes or lockouts, Contractor shall notify the Owner in writing within forty-eight (48) hours after the commencement of such delay, stating the cause or causes thereof, or be deemed to have waived any right which Contractor may have had to request a time extension. 9.3 No interruption, interference, inefficiency, suspension or delay in the commencement or progress of the Work from any cause whatever, including those for which Owner may be responsible, in whole or in part, shall relieve Contractor of its duty to perform or give rise to any right to damages or additional compensation from Owner. Contractor expressly acknowledges and agrees that it shall receive no damages for delay. Contractor's sole remedy, if any, against Owner will be the right to seek an extension to the Contract Time; provided, however, the granting of any such time extension shall not be a condition precedent to the aforementioned "No Damage for Delay" provision. This paragraph shall expressly apply to claims for early completion, as well as to claims based on late completion. 9.4 In no event shall any approval by Owner authorizing Contractor to continue performing Work under this Agreement or any payment issued by Owner to Contractor be deemed a waiver of any right or claim Owner may have against Contractor for delay damages hereunder. September 26, 2016 Consent Agenda 6-B (ii) 73 of 111 10. CHANGES IN THE WORK. 10.1 Owner shall have the right at any time during the progress of the Work to increase or decrease the Work. Promptly after being notified of a change, Contractor shall submit an itemized estimate of any cost or time increases or savings it foresees as a result of the change. Except in an emergency endangering life or property, or as expressly set forth herein, no addition or changes to the Work shall be made except upon written order of Owner, and Owner shall not be liable to the Contractor for any increased compensation without such written order. No officer, employee or agent of Owner is authorized to direct any extra or changed work orally. Any alleged changes must be approved by Owner in writing prior to starting such items. Owner will not be responsible for the costs of any changes commenced without Owner’s express prior written approval. Failure to obtain such prior written approval for any changes will be deemed: (i) a waiver of any claim by Contractor for such items and (ii) an admission by Contractor that such items are in fact not a change but rather are part of the Work required of Contractor hereunder. 10.2 A Change Order, in the form attached as Exhibit E to this Agreement, shall be issued and executed promptly after an agreement is reached between Contractor and Owner concerning the requested changes. Contractor shall promptly perform changes authorized by duly executed Change Orders. The Contract Amount and Contract Time shall be adjusted in the Change Order in the manner as Owner and Contractor shall mutually agree. 10.3 If Owner and Contractor are unable to agree on a Change Order for the requested change, Contractor shall, nevertheless, promptly perform the change as directed by Owner in a written Work Directive Change. In that event, the Contract Amount and Contract Time shall be adjusted as directed by Owner. If Contractor disagrees with the Owner's adjustment determination, Contractor must make a claim pursuant to Section 11 of these General Conditions or else be deemed to have waived any claim on this matter it might otherwise have had. 10.4 In the event a requested change results in an increase to the Contract Amount, the amount of the increase shall be limited to the Contractor's reasonable direct labor and material costs and reasonable actual equipment costs as a result of the change (including allowance for labor burden costs) plus a maximum ten percent (10%) markup for all overhead and profit. In the event such change Work is performed by a Subcontractor, a maximum ten percent (10%) markup for all overhead and profit for all Subcontractors' and sub-subcontractors' direct labor and material costs and actual equipment costs shall be permitted, with a maximum five percent (5%) markup thereon by the Contractor for all of its overhead and profit, for a total maximum markup of fifteen percent (15%). All compensation due Contractor and any Subcontractor or sub-subcontractor for field and home office overhead is included in the markups noted above. Contractor's and Sub-Contractor's bond costs associated with any change order shall be included in the overhead and profit expenses and shall not be paid as a separate line item. No markup shall be placed on sales tax, shipping or subcontractor markup. 10.5 Owner shall have the right to conduct an audit of Contractor's books and records to verify the accuracy of the Contractor's claim with respect to Contractor's costs associated with any Change Order or Work Directive Change. 10.6 The Project Manager shall have authority to order minor changes in the Work not involving an adjustment to the Contract Amount or an extension to the Contract Time and not September 26, 2016 Consent Agenda 6-B (ii) 74 of 111 inconsistent with the intent of the Contract Documents. Such changes may be effected by Field Order or by other written order. Such changes shall be binding on the Contractor. 10.7 Any modifications to this Contract shall be in compliance with the County procurement ordinance and policies and Administrative Procedures in effect at the time such modifications are authorized. 11. CLAIMS AND DISPUTES. 11.1 Claim is a demand or assertion by one of the parties seeking an adjustment or interpretation of the terms of the Contract Documents, payment of money, extension of time or other relief with respect to the terms of the Contract Documents. The term "Claim" also includes other disputes and matters in question between Owner and Contractor arising out of or relating to the Contract Documents. The responsibility to substantiate a Claim shall rest with the party making the Claim. 11.2 Claims by the Contractor shall be made in writing to the Project Manager within forty- eight (48) hours from when the Contractor knew or should have known of the event giving rise to such Claim or else the Contractor shall be deemed to have waived the Claim. Written supporting data shall be submitted to the Project Manager within fifteen (15) calendar days after the occurrence of the event, unless the Owner grants additional time in writing, or else the Contractor shall be deemed to have waived the Claim. All Claims shall be priced in accordance with the provisions of Subsection 10.4. 11.3 The Contractor shall proceed diligently with its performance as directed by the Owner, regardless of any pending Claim, action, suit or administrative proceeding, unless otherwise agreed to by the Owner in writing. Owner shall continue to make payments in accordance with the Contract Documents during the pendency of any Claim. 12. OTHER WORK. 12.1 Owner may perform other work related to the Project at the site by Owner's own forces, have other work performed by utility owners or let other direct contracts. If the fact that such other work is to be performed is not noted in the Contract Documents, written notice thereof will be given to Contractor prior to starting any such other work. If Contractor believes that such performance will involve additional expense to Contractor or require additional time, Contractor shall send written notice of that fact to Owner and Design Professional within forty-eight (48) hours of being notified of the other work. If the Contractor fails to send the above required forty- eight (48) hour notice, the Contractor will be deemed to have waived any rights it otherwise may have had to seek an extension to the Contract Time or adjustment to the Contract Amount. 12.2 Contractor shall afford each utility owner and other contractor who is a party to such a direct contract (or Owner, if Owner is performing the additional work with Owner's employees) proper and safe access to the site and a reasonable opportunity for the introduction and storage of materials and equipment and the execution of such work and shall properly connect and coordinate its Work with theirs. Contractor shall do all cutting, fitting and patching of the Work that may be required to make its several parts come together properly and integrate with such other work. Contractor shall not endanger any work of others by cutting, excavating or otherwise altering their work and will only cut or alter their work with the written consent of the Project Manager and the others whose work will be affected. The duties and responsibilities of Contractor under this paragraph are for the benefit of such utility owners and other Contractors September 26, 2016 Consent Agenda 6-B (ii) 75 of 111 to the extent that there are comparable provisions for the benefit of Contractor in said direct contracts between Owner and such utility owners and other contractors. 12.3 If any part of Contractor's Work depends for proper execution or results upon the work of any other contractor or utility owner (or Owner), Contractor shall inspect and promptly report to Project Manager in writing any delays, defects or deficiencies in such work that render it unavailable or unsuitable for such proper execution and results. Contractor's failure to report will constitute an acceptance of the other work as fit and proper for integration with Contractor's Work. 13. INDEMNIFICATION AND INSURANCE. 13.1 To the maximum extent permitted by Florida law, Contractor shall indemnify and hold harmless Owner and its officers and employees from any and all liabilities, claims, damages, penalties, demands, judgments, actions, proceedings, losses or costs, including, but not limited to, reasonable attorneys’ fees and paralegals’ fees, whether resulting from any claimed breach of this Agreement by Contractor, any statutory or regulatory violations, or from personal injury, property damage, direct or consequential damages, or economic loss, to the extent caused by the negligence, recklessness, or intentional wrongful misconduct of Contractor or anyone employed or utilized by the Contractor in the performance of this Agreement. 13.2 The duty to defend under this Article 13 is independent and separate from the duty to indemnify, and the duty to defend exists regardless of any ultimate liability of the Contractor, Owner and any indemnified party. The duty to defend arises immediately upon presentation of a claim by any party and written notice of such claim being provided to Contractor. Contractor’s obligation to indemnify and defend under this Article 13 will survive the expiration or earlier termination of this Agreement until it is determined by final judgment that an action against the Owner or an indemnified party for the matter indemnified hereunder is fully and finally barred by the applicable statute of limitations. 13.3 Contractor shall obtain and carry, at all times during its performance under the Contract Documents, insurance of the types and in the amounts set forth in Exhibit B to the Agreement. Further, the Contractor shall at all times comply with all of the terms, conditions, requirements and obligations set forth under Exhibit B. 14. COMPLIANCE WITH LAWS. 14.1 Contractor agrees to comply, at its own expense, with all federal, state and local laws, codes, statutes, ordinances, rules, regulations and requirements applicable to the Project, including but not limited to those dealing with taxation, worker's compensation, equal employment and safety (including, but not limited to, the Trench Safety Act, Chapter 553, Florida Statutes). If Contractor observes that the Contract Documents are at variance therewith, it shall promptly notify Project Manager in writing. To the extent any law, rule, regulation, code, statute, or ordinance requires the inclusion of certain terms in this Agreement in order for this Agreement to be enforceable, such terms shall be deemed included in this Agreement. Notwithstanding anything in the Contract Documents to the contrary, it is understood and agreed that in the event of a change in any applicable laws, ordinances, rules or regulations subsequent to the date this Agreement was executed that increases the Contractor’s time or cost of performance of the Work, Contractor is entitled to a Change Order for such increases, except to the extent Contractor knew or should have known of such changes prior to the date of this Agreement. September 26, 2016 Consent Agenda 6-B (ii) 76 of 111 14.2 By executing and entering into this agreement, the Contractor is formally acknowledging without exception or stipulation that it is fully responsible for complying with the provisions of the Immigration Reform and Control Act of 1986 as located at 8 U.S.C. 1324, et seq. and regulations relating thereto, as either may be amended. Failure by the Contractor to comply with the laws referenced herein shall constitute a breach of this agreement and the County shall have the discretion to unilaterally terminate this agreement immediately. 14.3 Statutes and executive orders require employers to abide by the immigration laws of the United States and to employ only individuals who are eligible to work in the United States. The Employment Eligibility Verification System (E-Verify) operated by the Department of Homeland Security (DHS) in partnership with the Social Security Administration (SSA), provides an Internet-based means of verifying employment eligibility of workers in the United States; it is not a substitute for any other employment eligibility verification requirements. The program will be used for Collier County formal Invitations to Bid (ITB) and Request for Proposals (RFP) including professional services and construction services. Exceptions to the program: • Commodity based procurement where no services are provided. • Where the requirement for the affidavit is waived by the Board of County Commissioners Vendors / Bidders are required to enroll in the E-Verify program, and provide acceptable evidence of their enrollment, at the time of the submission of the vendor’s/bidder’s proposal. Acceptable evidence consists of a copy of the properly completed E-Verify Company Profile page or a copy of the fully executed E-Verify Memorandum of Understanding for the company. Vendors are also required to provide the Collier County Procurement Services Division an executed affidavit certifying they shall comply with the E-Verify Program. The affidavit is attached to the solicitation documents. If the Bidder/Vendor does not comply with providing both the acceptable E-Verify evidence and the executed affidavit the bidder’s / vendor’s proposal may be deemed non-responsive. Additionally, vendors shall require all subcontracted vendors to use the E-Verify system for all purchases not covered under the “Exceptions to the program” clause above. For additional information regarding the Employment Eligibility Verification System (E-Verify) program visit the following website: http://www.dhs.gov/E-Verify. It shall be the vendor’s responsibility to familiarize themselves with all rules and regulations governing this program. Vendor acknowledges, and without exception or stipulation, any firm(s) receiving an award shall be fully responsible for complying with the provisions of the Immigration Reform and Control Act of 1986 as located at 8 U.S.C. 1324, et seq. and regulations relating thereto, as either may be amended and with the provisions contained within this affidavit. Failure by the awarded firm(s) to comply with the laws referenced herein or the provisions of this affidavit shall constitute a breach of the award agreement and the County shall have the discretion to unilaterally terminate said agreement immediately. 15. CLEANUP AND PROTECTIONS. 15.1 Contractor agrees to keep the Project site clean at all times of debris, rubbish and waste materials arising out of the Work. At the completion of the Work, Contractor shall remove all debris, rubbish and waste materials from and about the Project site, as well as all tools, September 26, 2016 Consent Agenda 6-B (ii) 77 of 111 appliances, construction equipment and machinery and surplus materials, and shall leave the Project site clean and ready for occupancy by Owner. 15.2 Any existing surface or subsurface improvements, including, but not limited to, pavements, curbs, sidewalks, pipes, utilities, footings, structures, trees and shrubbery, not indicated in the Contract Documents to be removed or altered, shall be protected by Contractor from damage during the prosecution of the Work. Subject to the Section 2.3 above, any such improvements so damaged shall be restored by Contractor to the condition equal to that existing at the time of Contractor's commencement of the Work. 16. ASSIGNMENT. 16.1 Contractor shall not assign this Agreement or any part thereof, without the prior consent in writing of Owner. Any attempt to assign or otherwise transfer this Agreement or any part herein, without the Owner's consent, shall be void. If Contractor does, with approval, assign this Agreement or any part thereof, it shall require that its assignee be bound to it and to assume toward Contractor all of the obligations and responsibilities that Contractor has assumed toward Owner. 17. PERMITS, LICENSES AND TAXES. 17.1 Pursuant to Section 218.80, F.S., Owner will pay for all Collier County permits and fees, including license fees, permit fees, impact fees or inspection fees applicable to the Work through an internal budget transfer(s). Contractor is not responsible for paying for permits issued by Collier County, but Contractor is responsible for acquiring all permits. Owner may require the Contractor to deliver internal budget transfer documents to applicable Collier County agencies when the Contractor is acquiring permits. Owner will not be obligated to pay for any permits obtained by Subcontractors. 17.2 All permits, fees and licenses necessary for the prosecution of the Work which are not issued by Collier County shall be acquired and paid for by the Contractor. 17.3 Contractor shall pay all sales, consumer, use and other similar taxes associated with the Work or portions thereof, which are applicable during the performance of the Work. 18. TERMINATION FOR DEFAULT. 18.1 Contractor shall be considered in material default of the Agreement and such default shall be considered cause for Owner to terminate the Agreement, in whole or in part, as further set forth in this Section, if Contractor: (1) fails to begin the Work under the Contract Documents within the time specified herein; or (2) fails to properly and timely perform the Work as directed by the Project Manager or as provided for in the approved Progress Schedule; or (3) performs the Work unsuitably or neglects or refuses to remove materials or to correct or replace such Work as may be rejected as unacceptable or unsuitable; or (4) discontinues the prosecution of the Work; or (5) fails to resume Work which has been suspended within a reasonable time after being notified to do so; or (6) becomes insolvent or is declared bankrupt, or commits any act of bankruptcy; or (7) allows any final judgment to stand against it unsatisfied for more than ten (10) days; or (8) makes an assignment for the benefit of creditors; or (9) fails to obey any applicable codes, laws, ordinances, rules or regulations with respect to the Work; or (10) materially breaches any other provision of the Contract Documents. September 26, 2016 Consent Agenda 6-B (ii) 78 of 111 18.2 Owner shall notify Contractor in writing of Contractor's default(s). If Owner determines that Contractor has not remedied and cured the default(s) within seven (7) calendar days following receipt by Contractor of said written notice or such longer period of time as may be consented to by Owner in writing and in its sole discretion, then Owner, at its option, without releasing or waiving its rights and remedies against the Contractor's sureties and without prejudice to any other right or remedy it may be entitled to hereunder or by law, may terminate Contractor's right to proceed under the Agreement, in whole or in part, and take possession of all or any portion of the Work and any materials, tools, equipment, and appliances of Contractor, take assignments of any of Contractor's subcontracts and purchase orders, and complete all or any portion of Contractor's Work by whatever means, method or agency which Owner, in its sole discretion, may choose. 18.3 If Owner deems any of the foregoing remedies necessary, Contractor agrees that it shall not be entitled to receive any further payments hereunder until after the Project is completed. All moneys expended and all of the costs, losses, damages and extra expenses, including all management, administrative and other overhead and other direct and indirect expenses (including Design Professional and attorneys' fees) or damages incurred by Owner incident to such completion, shall be deducted from the Contract Amount, and if such expenditures exceed the unpaid balance of the Contract Amount, Contractor agrees to pay promptly to Owner on demand the full amount of such excess, including costs of collection, attorneys' fees (including appeals) and interest thereon at the maximum legal rate of interest until paid. If the unpaid balance of the Contract Amount exceeds all such costs, expenditures and damages incurred by the Owner to complete the Work, such excess shall be paid to the Contractor. The amount to be paid to the Contractor or Owner, as the case may be, shall be approved by the Project Manager, upon application, and this obligation for payment shall survive termination of the Agreement. 18.4 The liability of Contractor hereunder shall extend to and include the full amount of any and all sums paid, expenses and losses incurred, damages sustained, and obligations assumed by Owner in good faith under the belief that such payments or assumptions were necessary or required, in completing the Work and providing labor, materials, equipment, supplies, and other items therefore or re-letting the Work, and in settlement, discharge or compromise of any claims, demands, suits, and judgments pertaining to or arising out of the Work hereunder. 18.5 If, after notice of termination of Contractor's right to proceed pursuant to this Section, it is determined for any reason that Contractor was not in default, or that its default was excusable, or that Owner is not entitled to the remedies against Contractor provided herein, then the termination will be deemed a termination for convenience and Contractor's remedies against Owner shall be the same as and limited to those afforded Contractor under Section 19 below. 18.6 In the event (i) Owner fails to make any undisputed payment to Contractor within thirty (30) days after such payment is due or Owner otherwise persistently fails to fulfill some material obligation owed by Owner to Contractor under this Agreement, and (ii) Owner has failed to cure such default within fourteen (14) days of receiving written notice of same from Contractor, then Contractor may stop its performance under this Agreement until such default is cured, after giving Owner a second fourteen (14) days written notice of Contractor’s intention to stop performance under the Agreement. If the Work is so stopped for a period of one hundred and twenty (120) consecutive days through no act or fault of the Contractor or its Subcontractors or their agents or employees or any other persons performing portions of the Work under contract with the Contractor or any Subcontractor, the Contractor may terminate this Agreement by giving written notice to Owner of Contractor’s intent to terminate this Agreement. If Owner does September 26, 2016 Consent Agenda 6-B (ii) 79 of 111 not cure its default within fourteen (14) days after receipt of Contractor’s written notice, Contractor may, upon fourteen (14) additional days' written notice to the Owner, terminate the Agreement and recover from the Owner payment for Work performed through the termination date, but in no event shall Contractor be entitled to payment for Work not performed or any other damages from Owner. 19. TERMINATION FOR CONVENIENCE AND RIGHT OF SUSPENSION. 19.1 Owner shall have the right to terminate this Agreement without cause upon seven (7) calendar day written notice to Contractor. In the event of such termination for convenience, Contractor's recovery against Owner shall be limited to that portion of the Contract Amount earned through the date of termination, together with any retainage withheld and reasonable termination expenses incurred, but Contractor shall not be entitled to any other or further recovery against Owner, including, but not limited to, damages or any anticipated profit on portions of the Work not performed. 19.2 Owner shall have the right to suspend all or any portions of the Work upon giving Contractor not less than two (2) calendar days' prior written notice of such suspension. If all or any portion of the Work is so suspended, Contractor's sole and exclusive remedy shall be to seek an extension of time to its schedule in accordance with the procedures set forth in the Contract Documents. In no event shall the Contractor be entitled to any additional compensation or damages. Provided, however, if the ordered suspension exceeds six (6) months, the Contractor shall have the right to terminate the Agreement with respect to that portion of the Work which is subject to the ordered suspension. 20. COMPLETION. 20.1 When the entire Work (or any portion thereof designated in writing by Owner) is ready for its intended use, Contractor shall notify Project Manager in writing that the entire Work (or such designated portion) is substantially complete. Within a reasonable time thereafter, Owner, Contractor and Design Professional shall make an inspection of the Work (or designated portion thereof) to determine the status of completion. If Owner, after conferring with the Design Professional, does not consider the Work (or designated portion) substantially complete, Project Manager shall notify Contractor in writing giving the reasons therefore. If Owner, after conferring with the Design Professional, considers the Work (or designated portion) substantially complete, Project Manager shall prepare and deliver to Contractor a Certificate of Substantial Completion which shall fix the date of Substantial Completion for the entire Work (or designated portion thereof) and include a tentative punch-list of items to be completed or corrected by Contractor before final payment. Owner shall have the right to exclude Contractor from the Work and Project site (or designated portion thereof) after the date of Substantial Completion, but Owner shall allow Contractor reasonable access to complete or correct items on the tentative punch-list. The Project Manager, shall coordinate with the Contractor the return of any surplus assets, including materials, supplies, and equipment. 20.2 Upon receipt of written certification by Contractor that the Work is completed in accordance with the Contract Documents and is ready for final inspection and acceptance, Project Manager and Design Professional will make such inspection and, if they find the Work acceptable and fully performed under the Contract Documents shall promptly approve payment, recommending that, on the basis of their observations and inspections, and the Contractor's certification that the Work has been completed in accordance with the terms and conditions of the Contract Documents, that the entire balance found to be due Contractor is due and payable. September 26, 2016 Consent Agenda 6-B (ii) 80 of 111 Neither the final payment nor the retainage shall become due and payable until Contractor submits: (1) Receipt of Contractor’s Final Application for Payment. (2) The Release and Affidavit in the form attached as Exhibit C. (3) Consent of surety to final payment. (4) Receipt of the final payment check list. (5) If required by Owner, other data establishing payment or satisfaction of all obligations, such as receipts, releases and waivers of liens, arising out of the Contract Documents, to the extent and in such form as may be designated by Owner. Owner reserves the right to inspect the Work and make an independent determination as to the Work's acceptability, even though the Design Professional may have issued its recommendations. Unless and until the Owner is completely satisfied, neither the final payment nor the retainage shall become due and payable. 21. WARRANTY. 21.1 Contractor shall obtain and assign to Owner all express warranties given to Contractor or any subcontractors by any subcontractor or material men supplying materials, equipment or fixtures to be incorporated into the Project. Contractor warrants to Owner that any materials and equipment furnished under the Contract Documents shall be new unless otherwise specified, and that all Work shall be of good quality, free from all defects and in conformance with the Contract Documents. Contractor further warrants to Owner that all materials and equipment furnished under the Contract Documents shall be applied, installed, connected, erected, used, cleaned and conditioned in accordance with the instructions of the applicable manufacturers, fabricators, suppliers or processors except as otherwise provided for in the Contract Documents. If, within one (1) year after Substantial Completion, any Work is found to be defective or not in conformance with the Contract Documents, Contractor shall correct it promptly after receipt of written notice from Owner. Contractor shall also be responsible for and pay for replacement or repair of adjacent materials or Work which may be damaged as a result of such replacement or repair. Further, in the event of an emergency, Owner may commence to correct any defective Work, without prior notice to Contractor, at Contractor’s expense. These warranties are in addition to those implied warranties to which Owner is entitled as a matter of law. 21.2 No later than 30 days prior to expiration of the warranty, the Project Manager, or another representative of the Owner, shall conduct an inspection of the warranted work to verify compliance with the requirements of the Agreement. The Contractor's Representative shall be present at the time of inspection and shall take remedial actions to correct any deficiencies noted in the inspection. Failure of the Contractor to correct the cited deficiencies shall be grounds for the Owner to disqualify the Contractor from future bid opportunities with the Owner, in addition to any other rights and remedies available to Owner. 22. TESTS AND INSPECTIONS. 22.1 Owner, Design Professional, their respective representatives, agents and employees, and governmental agencies with jurisdiction over the Project shall have access at all times to the Work, whether the Work is being performed on or off of the Project site, for their observation, inspection and testing. Contractor shall provide proper, safe conditions for such September 26, 2016 Consent Agenda 6-B (ii) 81 of 111 access. Contractor shall provide Project Manager with timely notice of readiness of the Work for all required inspections, tests or approvals. 22.2 If the Contract Documents or any codes, laws, ordinances, rules or regulations of any public authority having jurisdiction over the Project requires any portion of the Work to be specifically inspected, tested or approved, Contractor shall assume full responsibility therefore, pay all costs in connection therewith and furnish Project Manager the required certificates of inspection, testing or approval. All inspections, tests or approvals shall be performed in a manner and by organizations acceptable to the Project Manager. 22.3 Contractor is responsible, without reimbursement from Owner, for re-inspection fees and costs; to the extent such re-inspections are due to the fault or neglect of Contractor. 22.4 If any Work that is to be inspected, tested or approved is covered without written concurrence from the Project Manager, such work must, if requested by Project Manager, be uncovered for observation. Such uncovering shall be at Contractor's expense unless Contractor has given Project Manager timely notice of Contractor's intention to cover the same and Project Manager has not acted with reasonable promptness to respond to such notice. If any Work is covered contrary to written directions from Project Manager, such Work must, if requested by Project Manager, be uncovered for Project Manager's observation and be replaced at Contractor's sole expense. 22.5 The Owner shall charge to Contractor and may deduct from any payments due Contractor all engineering and inspection expenses incurred by Owner in connection with any overtime work. Such overtime work consisting of any work during the construction period beyond the regular eight (8) hour day and for any work performed on Saturday, Sunday or holidays. 22.6 Neither observations nor other actions by the Project Manager or Design Professional nor inspections, tests or approvals by others shall relieve Contractor from Contractor's obligations to perform the Work in accordance with the Contract Documents. 23. DEFECTIVE WORK. 23.1 Work not conforming to the requirements of the Contract Documents or any warranties made or assigned by Contractor to Owner shall be deemed defective Work. If required by Project Manager, Contractor shall as directed, either correct all defective Work, whether or not fabricated, installed or completed, or if the defective Work has been rejected by Project Manager, remove it from the site and replace it with non-defective Work. Contractor shall bear all direct, indirect and consequential costs of such correction or removal (including, but not limited to fees and charges of engineers, architects, attorneys and other professionals) made necessary thereby, and shall hold Owner harmless for same. 23.2 If the Project Manager considers it necessary or advisable that covered Work be observed by Design Professional or inspected or tested by others and such Work is not otherwise required to be inspected or tested, Contractor, at Project Manager's request, shall uncover, expose or otherwise make available for observation, inspection or tests as Project Manager may require, that portion of the Work in question, furnishing all necessary labor, material and equipment. If it is found that such Work is defective, Contractor shall bear all direct, indirect and consequential costs of such uncovering, exposure, observation, inspection and testing and of satisfactory reconstruction (including, but not limited to, fees and charges of September 26, 2016 Consent Agenda 6-B (ii) 82 of 111 engineers, architects, attorneys and other professionals), and Owner shall be entitled to an appropriate decrease in the Contract Amount. If, however, such Work is not found to be defective, Contractor shall be allowed an increase in the Contract Amount and/or an extension to the Contract Time, directly attributable to such uncovering, exposure, observation, inspection, testing and reconstruction. 23.3 If any portion of the Work is defective, or if Contractor fails to supply sufficient skilled workers, suitable materials or equipment or fails to finish or perform the Work in such a way that the completed Work will conform to the Contract Documents, Project Manager may order Contractor to stop the Work, or any portion thereof, until the cause for such order has been eliminated. The right of Project Manager to stop the Work shall be exercised, if at all, solely for Owner’s benefit and nothing herein shall be construed as obligating the Project Manager to exercise this right for the benefit of Design Engineer, Contractor, or any other person. 23.4 Should the Owner determine, at its sole opinion, it is in the Owner's best interest to accept defective Work, the Owner may do so. Contractor shall bear all direct, indirect and consequential costs attributable to the Owner's evaluation of and determination to accept defective Work. If such determination is rendered prior to final payment, a Change Order shall be executed evidencing such acceptance of such defective Work, incorporating the necessary revisions in the Contract Documents and reflecting an appropriate decrease in the Contract Amount. If the Owner accepts such defective Work after final payment, Contractor shall promptly pay Owner an appropriate amount to adequately compensate Owner for its acceptance of the defective Work. 23.5 If Contractor fails, within a reasonable time after the written notice from Project Manager, to correct defective Work or to remove and replace rejected defective Work as required by Project Manager or Owner, or if Contractor fails to perform the Work in accordance with the Contract Documents, or if Contractor fails to comply with any of the provisions of the Contract Documents, Owner may, after seven (7) days written notice to Contractor, correct and remedy any such deficiency. Provided, however, Owner shall not be required to give notice to Contractor in the event of an emergency. To the extent necessary to complete corrective and remedial action, Owner may exclude Contractor from any or all of the Project site, take possession of all or any part of the Work, and suspend Contractor's services related thereto, take possession of Contractor's tools, appliances, construction equipment and machinery at the Project site and incorporate in the Work all materials and equipment stored at the Project site or for which Owner has paid Contractor but which are stored elsewhere. Contractor shall allow Owner, Design Professional and their respective representatives, agents, and employees such access to the Project site as may be necessary to enable Owner to exercise the rights and remedies under this paragraph. All direct, indirect and consequential costs of Owner in exercising such rights and remedies shall be charged against Contractor, and a Change Order shall be issued, incorporating the necessary revisions to the Contract Documents, including an appropriate decrease to the Contract Amount. Such direct, indirect and consequential costs shall include, but not be limited to, fees and charges of engineers, architects, attorneys and other professionals, all court costs and all costs of repair and replacement of work of others destroyed or damaged by correction, removal or replacement of Contractor's defective Work. Contractor shall not be allowed an extension of the Contract Time because of any delay in performance of the Work attributable to the exercise by Owner of Owner's rights and remedies hereunder. 24. SUPERVISION AND SUPERINTENDENTS. September 26, 2016 Consent Agenda 6-B (ii) 83 of 111 24.1 Contractor shall plan, organize, supervise, schedule, monitor, direct and control the Work competently and efficiently, devoting such attention thereto and applying such skills and expertise as may be necessary to perform the Work in accordance with the Contract Documents. Contractor shall be responsible to see that the finished Work complies accurately with the Contract Documents. Contractor shall keep on the Work at all times during its progress a competent resident superintendent, who shall be subject to Owner’s approval and not be replaced without prior written notice to Project Manager except under extraordinary circumstances. The superintendent shall be employed by the Contractor and be the Contractor's representative at the Project site and shall have authority to act on behalf of Contractor. All communications given to the superintendent shall be as binding as if given to the Contractor. Owner shall have the right to direct Contractor to remove and replace its Project superintendent, with or without cause. Attached to the Agreement as Exhibit N is a list identifying Contractor’s Project Superintendent and all of Contractor’s key personnel who are assigned to the Project; such identified personnel shall not be removed without Owner’s prior written approval, and if so removed must be immediately replaced with a person acceptable to Owner. 24.2 Contractor shall have a competent superintendent on the project at all times whenever contractor's work crews, or work crews of other parties authorized by the Project Manager are engaged in any activity whatsoever associated with the Project. Should the Contractor fail to comply with the above condition, the Project Manager shall, at his discretion, deduct from the Contractor's monthly pay estimate, sufficient moneys to account for the Owner's loss of adequate project supervision, not as a penalty, but as liquidated damages, separate from the liquidated damages described in Section 5.B, for services not rendered. 25. PROTECTION OF WORK. 25.1 Contractor shall fully protect the Work from loss or damage and shall bear the cost of any such loss or damage until final payment has been made. If Contractor or any one for whom Contractor is legally liable for is responsible for any loss or damage to the Work, or other work or materials of Owner or Owner's separate contractors, Contractor shall be charged with the same, and any moneys necessary to replace such loss or damage shall be deducted from any amounts due Contractor. 25.2 Contractor shall not load nor permit any part of any structure to be loaded in any manner that will endanger the structure, nor shall Contractor subject any part of the Work or adjacent property to stresses or pressures that will endanger it. 25.3 Contractor shall not disturb any benchmark established by the Owner or Design Professional with respect to the Project. If Contractor, or its subcontractors, agents or anyone for whom Contractor is legally liable, disturbs the Owner or Design Professional's benchmarks, Contractor shall immediately notify Project Manager and Design Professional. The Owner or Design Professional shall re-establish the benchmarks and Contractor shall be liable for all costs incurred by Owner associated therewith. 26. EMERGENCIES. 26.1 In the event of an emergency affecting the safety or protection of persons or the Work or property at the Project site or adjacent thereto, Contractor, without special instruction or authorization from Owner or Design Professional is obligated to act to prevent threatened damage, injury or loss. Contractor shall give Project Manager written notice within forty-eight September 26, 2016 Consent Agenda 6-B (ii) 84 of 111 (48) hours after Contractor knew or should have known of the occurrence of the emergency, if Contractor believes that any significant changes in the Work or variations from the Contract Documents have been caused thereby. If the Project Manager determines that a change in the Contract Documents is required because of the action taken in response to an emergency, a Change Order shall be issued to document the consequences of the changes or variations. If Contractor fails to provide the forty-eight (48) hour written notice noted above, the Contractor shall be deemed to have waived any right it otherwise may have had to seek an adjustment to the Contract Amount or an extension to the Contract Time. 27. USE OF PREMISES. 27.1 Contractor shall maintain all construction equipment, the storage of materials and equipment and the operations of workers to the Project site and land and areas identified in and permitted by the Contract Documents and other lands and areas permitted by law, rights of way, permits and easements, and shall not unreasonably encumber the Project site with construction equipment or other material or equipment. Contractor shall assume full responsibility for any damage to any such land or area, or to the owner or occupant thereof, or any land or areas contiguous thereto, resulting from the performance of the Work. 28. SAFETY. 28.1 Contractor shall be responsible for initiating, maintaining and supervising all safety precautions and programs in connection with the Work. Contractor shall take all necessary precautions for the safety of, and shall provide the necessary protection to prevent damage, injury or loss to: 28.1.1 All employees on or about the project site and other persons and/or organizations who may be affected thereby; 28.1.2 All the Work and materials and equipment to be incorporated therein, whether in storage on or off the Project site; and 28.1.3 Other property on Project site or adjacent thereto, including trees, shrubs, walks, pavements, roadways, structures, utilities and any underground structures or improvements not designated for removal, relocation or replacement in the Contract Documents. 28.2 Contractor shall comply with all applicable codes, laws, ordinances, rules and regulations of any public body having jurisdiction for the safety of persons or property or to protect them from damage, injury or loss. Contractor shall erect and maintain all necessary safeguards for such safety and protection. Contractor shall notify owners of adjacent property and of underground structures and improvements and utility owners when prosecution of the Work may affect them, and shall cooperate with them in the protection, removal, relocation or replacement of their property. Contractor's duties and responsibilities for the safety and protection of the Work shall continue until such time as the Work is completed and final acceptance of same by Owner has occurred. All new electrical installations shall incorporate NFPA 70E Short Circuit Protective Device Coordination and Arc Flash Studies where relevant as determined by the engineer. September 26, 2016 Consent Agenda 6-B (ii) 85 of 111 All electrical installations shall be labeled with appropriate NFPA 70E arch flash boundary and PPE Protective labels. 28.3 Contractor shall designate a responsible representative located on a f ull time basis at the Project site whose duty shall be the prevention of accidents. This person shall be Contractor's superintendent unless otherwise designated in writing by Contractor to Owner. 28.4 Alcohol, drugs and all illegal substances are strictly prohibited on any Owner property. All employees of Contractor, as well as those of all subcontractors and those of any other person or entity for whom Contractor is legally liable (collectively referred to herein as “Employees”), shall not possess or be under the influence of any such substances while on any Owner property. Further, Employees shall not bring on to any Owner property any gun, rifle or other firearm, or explosives of any kind. 28.5 Contractor acknowledges that the Work may be progressing on a Project site which is located upon or adjacent to an existing Owner facility. In such event, Contractor shall comply with the following: 28.5.1 All Owner facilities are smoke free. Smoking is strictly prohibited; 28.5.2 All Employees shall be provided an identification badge by Contractor. Such identification badge must be prominently displayed on the outside of the Employees’ clothing at all times. All Employees working at the Project site must log in and out with the Contractor each day; 28.5.3 Contractor shall strictly limit its operations to the designated work areas and shall not permit any Employees to enter any other portions of Owner’s property without Owner’s expressed prior written consent; 28.5.4 All Employees are prohibited from distributing any papers or other materials upon Owner’s property, and are strictly prohibited from using any of Owner’s telephones or other office equipment; 28.5.5 All Employees shall at all times comply with the OSHA regulations with respect to dress and conduct at the Project site. Further, all Employees shall comply with the dress, conduct and facility regulations issued by Owner’s officials onsite, as said regulations may be changed from time to time; 28.5.6 All Employees shall enter and leave Owner’s facilities only through the ingress and egress points identified in the site utilization plan approved by Owner or as otherwise designated, from time to time, by Owner in writing; 28.5.7 When requested, Contractor shall cooperate with any ongoing Owner investigation involving personal injury, economic loss or damage to Owner’s facilities or personal property therein; 28.5.8 The Employees may not solicit, distribute or sell products while on Owner’s property. Friends, family members or other visitors of the Employees are not permitted on Owner’s property; and September 26, 2016 Consent Agenda 6-B (ii) 86 of 111 28.5.9 At all times, Contractor shall adhere to Owner’s safety and security regulations, and shall comply with all security requirements at Owner’s facilities, as said regulations and requirements may be modified or changed by Owner from time to time. 29. PROJECT MEETINGS. Prior to the commencement of Work, the Contractor shall attend a pre-construction conference with the Project Manager, Design Professional and others as appropriate to discuss the Progress Schedule, procedures for handling shop drawings and other submittals, and for processing Applications for Payment, and to establish a working understanding among the parties as to the Work. During the prosecution of the Work, the Contractor shall attend any and all meetings convened by the Project Manager with respect to the Project, when directed to do so by Project Manager or Design Professional. The Contractor shall have its subcontractors and suppliers attend all such meetings (including the pre-construction conference) as may be directed by the Project Manager. 30. VENDOR PERFORMANCE EVALUATION. Owner has implemented a Vendor Performance Evaluation System for all contracts awarded in excess of $25,000. To this end, vendors will be evaluated on their performance upon completion/termination of this Agreement. 31. MAINTENANCE OF TRAFFIC POLICY. For all projects that are conducted within a Collier County Right-of-Way, the Contractor shall provide and erect Traffic Control Devices as prescribed in the current edition of the Manual On Uniform Traffic Control Devices (MUTCD), where applicable on local roadways and as prescribed in the Florida Department of Transportation Design Standards (DS), where applicable on state roadways. These projects shall also comply with Collier County’s Maintenance of Traffic Policy, #5807, incorporated herein by reference. Copies are available through Risk Management and/or Procurement Services Division, as well as on-line at colliergov.net/purchasing. The Contractor will be responsible for obtaining copies of all required manuals, MUTCD, FDOT Roadway & Traffic Design Standards Indexes, or other related documents, so to become familiar with their requirements. Strict adherence to the requirements of the Maintenance of Traffic (“MOT”) policy will be enforced under this Contract. All costs associated with the Maintenance of Traffic shall be included on the line item on the bid page. If MOT is required, MOT is to be provided within ten (10) days of receipt of Notice of Award. 32. SALES TAX SAVINGS AND DIRECT PURCHASE. 32.1 Contractor shall pay all sales, consumer, use and other similar taxes associated with the Work or portions thereof, which are applicable during the performance of the Work. No markup shall be applied to sales tax. Additionally, as directed by Owner and at no additional cost to Owner, Contractor shall comply with and fully implement the sales tax savings program with respect to the Work, as set forth in section 32.2 below: September 26, 2016 Consent Agenda 6-B (ii) 87 of 111 32.2 Notwithstanding anything herein to the contrary, because Owner is exempt from sales tax and may wish to generate sales tax savings for the Project, Owner reserves the right to make direct purchases of various construction materials and equipment included in the Work (“Direct Purchase”). Contractor shall prepare purchase orders to vendors selected by Contractor, for execution by Owner, on forms provided by Owner. Contractor shall allow two weeks for execution of all such purchase orders by Owner. Contractor represents and warrants that it will use its best efforts to cooperate with Owner in implementing this sales tax savings program in order to maximize cost savings for the Project. Adjustments to the Contract Amount will be made by appropriate Change Orders for the amounts of each Owner Direct Purchase, plus the saved sales taxes. A Change Order shall be processed promptly after each Direct Purchase, or group of similar or related Direct Purchases, unless otherwise mutually agreed upon between Owner and Contractor. With respect to all Direct Purchases by Owner, Contractor shall remain responsible for coordinating, ordering, inspecting, accepting delivery, storing, handling, installing, warranting and quality control for all Direct Purchases. Notwithstanding anything herein to the contrary, Contractor expressly acknowledges and agrees that all Direct Purchases shall be included within and covered by Contractor’s warranty to Owner to the same extent as all other warranties provided by Contractor pursuant to the terms of the Contract Documents. In the event Owner makes a demand against Contractor with respect to any Direct Purchase and Contractor wishes to make claim against the manufacturer or supplier of such Direct Purchase, upon request from Contractor Owner shall assign to Contractor any and all warranties and Contract rights Owner may have from any manufacturer or supplier of any such Direct Purchase by Owner. 32.3 Bidder represents and warrants that it is aware of its statutory responsibilities for sale tax under Chapter 212, Florida Statutes, and for its responsibilities for Federal excise taxes. 33. SUBCONTRACTS. 33.1 Contractor shall review the design and shall determine how it desires to divide the sequence of construction activities. Contractor will determine the breakdown and composition of bid packages for award of subcontracts, based on the current Project Milestone Schedule, and shall supply a copy of that breakdown and composition to Owner and Design Professional for their review and approval prior to submitting its first Application for Payment. Contractor shall take into consideration such factors as natural and practical lines of severability, sequencing effectiveness, access and availability constraints, total time for completion, construction market conditions, availability of labor and materials, community relations and any other factors pertinent to saving time and costs. 33.2 A Subcontractor is any person or entity who is performing, furnishing, supplying or providing any portion of the Work pursuant to a contract with Contractor. Contractor shall be solely responsible for and have control over the Subcontractors. Contractor shall negotiate all Change Orders, Work Directive Changes, Field Orders and Requests for Proposal, with all affected Subcontractors and shall review the costs of those proposals and advise Owner and Design Professional of their validity and reasonableness, acting in Owner’s best interest, prior to requesting approval of any Change Order from Owner. All Subcontractors performing any portion of the Work on this Project must be “qualified” as defined in Collier County Ordinance 2013-69, meaning a person or entity that has the capability in all respects to perform fully the Agreement requirements with respect to its portion of the Work and has the integrity and reliability to assure good faith performance. September 26, 2016 Consent Agenda 6-B (ii) 88 of 111 33.3 In addition to those Subcontractors identified in Contractor’s bid that were approved by Owner, Contractor also shall identify any other Subcontractors, including their addresses, licensing information and phone numbers, it intends to utilize for the Project prior to entering into any subcontract or purchase order and prior to the Subcontractor commencing any work on the Project. The list identifying each Subcontractor cannot be modified, changed, or amended without prior written approval from Owner. Any and all Subcontractor work to be self-performed by Contractor must be approved in writing by Owner in its sole discretion prior to commencement of such work. Contractor shall continuously update that Subcontractor list, so that it remains current and accurate throughout the entire performance of the Work. 33.4 Contractor shall not enter into a subcontract or purchase order with any Subcontractor, if Owner reasonably objects to that Subcontractor. Contractor shall not be required to contract with anyone it reasonably objects to. Contractor shall keep on file a copy of the license for every Subcontractor and sub-subcontractor performing any portion of the Work, as well as maintain a log of all such licenses. All subcontracts and purchase orders between Contractor and its Subcontractors shall be in writing and are subject to Owner’s approval. Further, unless expressly waived in writing by Owner, all subcontracts and purchase orders shall (1) require each Subcontractor to be bound to Contractor to the same extent Contractor is bound to Owner by the terms of the Contract Documents, as those terms may apply to the portion of the Work to be performed by the Subcontractor, (2) provide for the assignment of the subcontract or purchase order from Contractor to Owner at the election of Owner upon termination of Contractor, (3) provide that Owner will be an additional indemnified party of the subcontract or purchase order, (4) provide that Owner, Collier County Government, will be an additional insured on all liability insurance policies required to be provided by the Subcontractor except workman’s compensation and business automobile policies, (5) assign all warranties directly to Owner, and (6) identify Owner as an intended third-party beneficiary of the subcontract or purchase order. Contractor shall make available to each proposed Subcontractor, prior to the execution of the subcontract, copies of the Contract Documents to which the Subcontractor will be bound. Each Subcontractor shall similarly make copies of such documents available to its sub-subcontractors. 33.5 Each Subcontractor performing work at the Project Site must agree to provide field (on- site) supervision through a named superintendent for each trade (e.g., general concrete forming and placement, masonry, mechanical, plumbing, electrical and roofing) included in its subcontract or purchase order. In addition, the Subcontractor shall assign and name a qualified employee for scheduling direction for its portion of the Work. The supervisory employees of the Subcontractor (including field superintendent, foreman and schedulers at all levels) must have been employed in a supervisory (leadership) capacity of substantially equivalent level on a similar project for at least two years within the last five years. The Subcontractor shall include a resume of experience for each employee identified by it to supervise and schedule its work. 33.6 Unless otherwise expressly waived by Owner in writing, all subcontracts and purchase orders shall provide: 33.6.1 That the Subcontractor’s exclusive remedy for delays in the performance of the subcontract or purchase order caused by events beyond its control, including delays claimed to be caused by Owner or Design Professional or attributable to Owner or Design Professional and including claims based on breach of contract or negligence, shall be an extension of its contract time. September 26, 2016 Consent Agenda 6-B (ii) 89 of 111 33.6.2 In the event of a change in the work, the Subcontractor’s claim for adjustments in the contract sum are limited exclusively to its actual costs for such changes plus no more than 10% for overhead and profit. 33.6.3 The subcontract or purchase order, as applicable, shall require the Subcontractor to expressly agree that the foregoing constitute its sole and exclusive remedies for delays and changes in the Work and thus eliminate any other remedies for claim for increase in the contract price, damages, losses or additional compensation. Further, Contractor shall require all Subcontractors to similarly incorporate the terms of this Section 33.6 into their sub-subcontracts and purchase orders. 33.6.4 Each subcontract and purchase order shall require that any claims by Subcontractor for delay or additional cost must be submitted to Contractor within the time and in the manner in which Contractor must submit such claims to Owner, and that failure to comply with such conditions for giving notice and submitting claims shall result in the waiver of such claims. 34. CONSTRUCTION SERVICES. 34.1 Contractor shall maintain at the Project site, originals or copies of, on a current basis, all Project files and records, including, but not limited to, the following administrative records: 34.1.1 Subcontracts and Purchase Orders 34.1.2 Subcontractor Licenses 34.1.3 Shop Drawing Submittal/Approval Logs 34.1.4 Equipment Purchase/Delivery Logs 34.1.5 Contract Drawings and Specifications with Addenda 34.1.6 Warranties and Guarantees 34.1.7 Cost Accounting Records 34.1.8 Labor Costs 34.1.9 Material Costs 34.1.10 Equipment Costs 34.1.11 Cost Proposal Request 34.1.12 Payment Request Records 34.1.13 Meeting Minutes 34.1.14 Cost-Estimates 34.1.15 Bulletin Quotations 34.1.16 Lab Test Reports 34.1.17 Insurance Certificates and Bonds 34.1.18 Contract Changes 34.1.19 Permits 34.1.20 Material Purchase Delivery Logs 34.1.21 Technical Standards 34.1.22 Design Handbooks 34.1.23 "As-Built" Marked Prints 34.1.24 Operating & Maintenance Instruction 34.1.25 Daily Progress Reports 34.1.26 Monthly Progress Reports 34.1.27 Correspondence Files 34.1.28 Transmittal Records 34.1.29 Inspection Reports 34.1.30 Punch Lists September 26, 2016 Consent Agenda 6-B (ii) 90 of 111 34.1.31 PMIS Schedule and Updates 34.1.32 Suspense (Tickler) Files of Outstanding Requirements The Project files and records shall be available at all times to Owner and Design Professional or their designees for reference, review or copying. 34.2 Contractor Presentations: At the discretion of the County, the Contractor may be required to provide a brief update on the Project to the Collier County Board of County Commissioners, “Board”, up to two (2) times per contract term. Presentations shall be made in a properly advertised Public Meeting on a schedule to be determined by the County Manager or his designee. Prior to the scheduled presentation date, the Contractor shall meet with appropriate County staff to discuss the presentation requirements and format. Presentations may include, but not be limited to, the following information: Original contract amount, project schedule, project completion date and any changes to the aforementioned since Notice to Proceed was issued. 35. SECURITY. The Contractor is required to comply with County Ordinance 2004-52, as amended. Background checks are valid for five (5) years and the Contractor shall be responsible for all associated costs. If required, Contractor shall be responsible for the costs of providing background checks by the Collier County Facilities Management Division for all employees that shall provide services to the County under this Agreement. This may include, but not be limited to, checking federal, state and local law enforcement records, including a state and FBI fingerprint check, credit reports, education, residence and employment verifications and other related records. Contractor shall be required to maintain records on each employee and make them available to the County for at least four (4) years. All of Contractor’s employees and subcontractors must wear Collier County Government Identification badges at all times while performing services on County facilities and properties. Contractor ID badges are valid for one (1) year from the date of issuance and can be renewed each year at no cost to the Contractor during the time period in which their background check is valid, as discussed below. All technicians shall have on their shirts the name of the contractor’s business. The Contractor shall immediately notify the Collier County Facilities Management Division via e-mail (DL- FMOPS@colliergov.net) whenever an employee assigned to Collier County separates from their employment. This notification is critical to ensure the continued security of Collier County facilities and systems. Failure to notify within four (4) hours of separation may result in a deduction of $500 per incident. CCSO requires separate fingerprinting prior to work being performed in any of their locations. This will be coordinated upon award of the contract. If there are additional fees for this process, the vendor is responsible for all costs. 36. VENUE. Any suit or action brought by either party to this Agreement against the other party relating to or arising out of this Agreement must be brought in the appropriate federal or state courts in Collier County, Florida, which courts have sole and exclusive jurisdiction on all such matters. 37. VALUE ENGINEERING. All projects with an estimated cost of $10 million or more shall be reviewed for consideration of a Value Engineering (VE) study conducted during project development. A “project” shall be defined as the collective contracts, which may include but not be limited to: design, construction, September 26, 2016 Consent Agenda 6-B (ii) 91 of 111 and construction, engineering and inspection (CEI) services. Additionally, any project with an estimated construction value of $2 million or more may be reviewed for VE at the discretion of the County. 38. ABOVEGROUND/UNDERGROUND TANKS. 38.1 The contractor shall ensure compliance with all NFPA regulations: specifically 110 & 30/30A; FDEP chapter 62 regulations: specifically 761, 762, 777, and 780; 376 & 403 Florida Statutes; and STI, UL, PEI, ASME, NACE, NLPA, NIST & API referenced standards pertaining to the storage of hazardous materials and petroleum products. 38.1.1 The contractor shall notify the Solid & Hazardous Waste Management Department (SHWMD) prior to the installation, removal, or maintenance of any storage tank, including day tanks for generators, storing / will be storing petroleum products or hazardous materials. The contractor shall provide a 10 day and 48 hour notice to SHWMD 239-252-2508 prior to commencement. The contractor shall provide the plans pertaining to the storage tank systems containing hazardous materials / petroleum products to the SHWMD prior to plans submittal to a permitting entity and then SHWMD must approve the plans prior to contractor’s submittal for permitting. 39. STANDARDS OF CONDUCT: PROJECT MANAGER, SUPERVISOR, EMPLOYEES. The Contractor shall employ people to work on Owner’s projects who are neat, clean, well-groomed and courteous. Subject to the Americans with Disabilities Act, Contractor shall supply competent employees who are physically capable of performing their employment duties. The Owner may require the Contractor to remove an employee it deems careless, incompetent, insubordinate or otherwise objectionable and whose continued employment on Owner’s projects is not in the best interest of the County. 40. DISPUTE RESOLUTION. Prior to the initiation of any action or proceeding permitted by this Agreement to resolve disputes between the parties, the parties shall make a good faith effort to resolve any such disputes by negotiation. The negotiation shall be attended by representatives of Contractor with full decision-making authority and by Owner’s staff person who would make the presentation of any settlement reached during negotiations to Owner for approval. Failing resolution, and prior to the commencement of depositions in any litigation between the parties arising out of this Agreement, the parties shall attempt to resolve the dispute through Mediation before an agreed- upon Circuit Court Mediator certified by the State of Florida. The mediation shall be attended by representatives of Contractor with full decision-making authority and by Owner’s staff person or designee who would make the presentation of any settlement reached at mediation to Owner’s Board for approval. Should either party fail to submit to mediation as required hereunder, the other party may obtain a court order requiring mediation under Section 44.102, Fla. Stat. Any suit or action brought by either party to this Agreement against the other party relating to or arising out of this Agreement must be brought in the appropriate federal or state courts in Collier County, Florida, which courts have sole and exclusive jurisdiction on all such matters. September 26, 2016 Consent Agenda 6-B (ii) 92 of 111 EXHIBIT I: SUPPLEMENTAL TERMS AND CONDITIONS Supporting documents found at: http://bid.colliergov.net/bid/ September 26, 2016 Consent Agenda 6-B (ii) 93 of 111 EXHIBIT J: TECHNICAL SPECIFICATIONS Supporting documents found at: http://bid.colliergov.net/bid/ and titled: N/A September 26, 2016 Consent Agenda 6-B (ii) 94 of 111 EXHIBIT K: PERMITS Supporting documents found at: http://bid.colliergov.net/bid/ and titled: N/A September 26, 2016 Consent Agenda 6-B (ii) 95 of 111 EXHIBIT L: STANDARD DETAILS Supporting documents found at: http://bid.colliergov.net/bid/ and titled: N/A September 26, 2016 Consent Agenda 6-B (ii) 96 of 111 EXHIBIT M: PLANS AND SPECIFICATIONS Supporting documents found at: http://bid.colliergov.net/bid/ and titled: Contract Plans: 2015-029 C CCPN80337 & 2015-030 B CCPN80336 September 26, 2016 Consent Agenda 6-B (ii) 97 of 111 SITE PLAN LEGEND:McGee & AssociatesAM &AM &LOCATION MAP S O U T H CO L L I E R BL V D .SWALLOW AVENUE S E A G A T E D R .SOUTH MARCOBEACH ACCESS MARCO ISLAND CIVIC ASSOC. SARAZEN PARK ISLAND CLUB CONDOMINIUM S E A V I E W C O N D O . SOUTH COLLIER BLVD.CAPE MARCO CONDOMINIUM COLLIER COUNTY SOUTH MARCO BEACH ACCESS PARKING LOT PROJECT SITE L:\Projects\CC Facilities Management\2015-030 South Marco Beach Parking Facility\DWG\MP\2015-030Base2-12-16A.dwg, 5/6/2016 12:57:52 PM September 26, 2016 Consent Agenda 6-B (ii) 98 of 111 Silver Buttonwood (1) (8) Schefflera `Trinette` Small-Leaf Clusia (60) (5) Schefflera `Trinette` Silver Buttonwood (1)(6) Horizontal Cocoplum (2) Silver Buttonwood Horizontal Cocoplum (10) Horizontal Cocoplum (11) (2) Silver Buttonwood (10) Horizontal Cocoplum Silver Buttonwood (3) (1) Silver Buttonwood Silver Buttonwood (1) Schefflera `Trinette` (11) Spider Lily (118) Horizontal Cocoplum (24) Spider Lily (80) Horizontal Cocoplum (36) TREES QTY COMMON NAME / BOTANICAL NAME CONT SIZE CS 13 Silver Buttonwood / Conocarpus erectus `Sericeus` F.G.-B&B 4.5" cal., >10` ht., > 6` Spr., > 44" root ball dia. SHRUBS QTY COMMON NAME / BOTANICAL NAME CONT CH 37 Horizontal Cocoplum / Chrysobalanus icaco `Horizontalis` 3 GAL. @ 36" O.C. CS2 62 Small-Leaf Clusia / Clusia guttifera 15 gal ST 39 Schefflera `Trinette` / Schefflera arboricola `Trinette` 3 GAL. @ 36" O.C. SHRUB AREAS QTY COMMON NAME / BOTANICAL NAME CONT SPACING 60 Horizontal Cocoplum / Chrysobalanus icaco `Horizontalis` 3 gal 36" o.c. 198 Spider Lily / Hymenocallis latifolia 3 gal 24" o.c. PLANT SCHEDULE SITE PLAN LEGEND:McGee & AssociatesAM &AM &LOCATION MAP S O U T H CO L L I E R BL V D .SWALLOW AVENUE S E A G A T E D R .SOUTH MARCOBEACH ACCESS MARCO ISLAND CIVIC ASSOC. SARAZEN PARK ISLAND CLUB CONDOMINIUM S E A V I E W C O N D O . SOUTH COLLIER BLVD.CAPE MARCO CONDOMINIUM COLLIER COUNTY SOUTH MARCO BEACH ACCESS PARKING LOT PROJECT SITE L:\Projects\CC Facilities Management\2015-030 South Marco Beach Parking Facility\DWG\MP\2015-030Base2-12-16A.dwg, 5/6/2016 12:57:58 PM September 26, 2016 Consent Agenda 6-B (ii) 99 of 111 SITE PLAN LEGEND: IRRIGATION LEGEND:McGee & AssociatesAM &AM & COLLIER COUNTY SOUTH MARCO BEACH ACCESS PARKING LOT PROJECT SITE LOCATION MAP S O U T H CO L L I E R BL V D .SWALLOW AVENUE S E A G A T E D R .SOUTH MARCOBEACH ACCESS MARCO ISLAND CIVIC ASSOC. SARAZEN PARK ISLAND CLUB CONDOMINIUM S E A V I E W C O N D O . SOUTH COLLIER BLVD.CAPE MARCO CONDOMINIUM L:\Projects\CC Facilities Management\2015-030 South Marco Beach Parking Facility\DWG\MP\2015-030Base2-12-16A.dwg, 5/6/2016 12:58:03 PM September 26, 2016 Consent Agenda 6-B (ii) 100 of 111 L:\Projects\CC Facilities Management\2015-030 South Marco Beach Parking Facility\DWG\MP\2015-030Base2-12-16A.dwg, 5/6/2016 12:58:08 PMMcGee & AssociatesAM &AM &September 26, 2016 Consent Agenda 6-B (ii) 101 of 111 McGee & AssociatesAM &AM &L:\Projects\CC Facilities Management\2015-030 South Marco Beach Parking Facility\DWG\MP\2015-030Base2-12-16A.dwg, 5/6/2016 12:58:11 PM September 26, 2016 Consent Agenda 6-B (ii) 102 of 111 McGee & AssociatesAM &AM &L:\Projects\CC Facilities Management\2015-030 South Marco Beach Parking Facility\DWG\MP\2015-030Base2-12-16A.dwg, 5/6/2016 12:58:14 PM September 26, 2016 Consent Agenda 6-B (ii) 103 of 111 McGee & AssociatesAM &AM &L:\Projects\CC Facilities Management\2015-030 South Marco Beach Parking Facility\DWG\MP\2015-030Base2-12-16A.dwg, 5/6/2016 12:58:17 PM September 26, 2016 Consent Agenda 6-B (ii) 104 of 111 A -2 NON -POTA BLE IRRIGA T ION W ATE R,TO M AR.NO -P O TA BLE , NO A G UA IR R IGA CION DO N O T DRINK TORO TORO PIPE PR McGee & AssociatesAM &AM &L:\Projects\CC Facilities Management\2015-030 South Marco Beach Parking Facility\DWG\MP\2015-030Base2-12-16A.dwg, 5/6/2016 12:58:20 PM September 26, 2016 Consent Agenda 6-B (ii) 105 of 111 SITE PLAN LEGEND:McGee & AssociatesAM &AM &LOCATION MAP S OU T H C OL L I E R B L V D.SWALLOWAVENUESOUTH MARCO BEACH ACCESS LANDSCAPING PROJECT SITE CAPE MARCO CONDOMINIUM APOLLO CONDOMINIUM B E A CH L:\Projects\CC Facilities Management\2015-029 South Marco Beach Access\DWG\MP\2015-029Base2-12-16A.dwg, 5/6/2016 12:44:33 PM September 26, 2016 Consent Agenda 6-B (ii) 106 of 111 (8) Schefflera `Trinette` (3) Phillipo-Coburgii Bromeliad Phillipo-Coburgii Bromeliad (3)Schefflera `Trinette` (1)Small-Leaf Clusia (28) (6) Guberii Bromeliad (6) Candy Apple Bromeliad (1) Schefflera `Trinette` (3) Raspberry Bromeliad (14) Schefflera `Trinette` Small-Leaf Clusia (34) Phillipo-Coburgii Bromeliad (3) Raspberry Bromeliad (3) Raspberry Bromeliad (8) Raspberry Bromeliad (4) `Zoe` Fireball Bromeliad (8) (37) Small-Leaf Clusia(1) Schefflera `Trinette`(3) Phillipo-Coburgii Bromeliad (11) Schefflera `Trinette` (3) Candy Apple Bromeliad (38) Small-Leaf Clusia (3) Phillipo-Coburgii Bromeliad Raspberry Bromeliad (1) `Zoe` Fireball Bromeliad (5) Candy Apple Bromeliad (3) Schefflera `Trinette` (14) Candy Apple Bromeliad (3) SITE PLAN LEGEND: SHRUBS CODE QTY COMMON NAME / BOTANICAL NAME CONT AB 19 Raspberry Bromeliad / Aechmea blanchetiana `Raspberry` 10" Pot CG 135 Small-Leaf Clusia / Clusia guttifera 15 Gal. @ 5' O.C. NC2 18 Candy Apple Bromeliad / Neoregelia x `Candy Apple`8" Pot NX9 13 `Zoe` Fireball Bromeliad / Neoregelia x `Zoe`6" Pot SA 51 Schefflera `Trinette` / Schefflera arboricola `Trinette`3 GAL. @ 36" O.C. VX 15 Phillipo-Coburgii Bromeliad / Vriesea x Phillipo-Coburgii Variegated 10" Pot VX2 6 Guberii Bromeliad / Vriesea x `Guberii`8" Pot PLANT SCHEDULE McGee & AssociatesAM &AM &L:\Projects\CC Facilities Management\2015-029 South Marco Beach Access\DWG\MP\2015-029Base2-12-16A.dwg, 5/6/2016 12:44:37 PM September 26, 2016 Consent Agenda 6-B (ii) 107 of 111 IRRIGATION PLAN LEGEND:McGee & AssociatesAM &AM &L:\Projects\CC Facilities Management\2015-029 South Marco Beach Access\DWG\MP\2015-029Base2-12-16A.dwg, 5/6/2016 12:44:40 PM September 26, 2016 Consent Agenda 6-B (ii) 108 of 111 L:\Projects\CC Facilities Management\2015-029 South Marco Beach Access\DWG\MP\2015-029Base2-12-16A.dwg, 5/6/2016 12:44:43 PMMcGee & AssociatesAM &AM &September 26, 2016 Consent Agenda 6-B (ii) 109 of 111 McGee & AssociatesAM &AM &A -2 NON -POTA BLE IRRIGA T ION W ATE R,TO M AR.NO -P O TA BLE , NO AG U A IRRIGACION DO N O T DRINK TORO TORO PIPE PR L:\Projects\CC Facilities Management\2015-029 South Marco Beach Access\DWG\MP\2015-029Base2-12-16A.dwg, 5/6/2016 12:44:46 PM September 26, 2016 Consent Agenda 6-B (ii) 110 of 111 EXHIBIT N: CONTRACTOR’S KEY PERSONNEL ASSIGNED TO THE PROJECT Name Personnel Category William Utsler Construction Superintendent Tom Cifarelli Project Manager September 26, 2016 Consent Agenda 6-B (ii) 111 of 111 September 26,2016 Consent Agenda 6-B(iii) 1 of 3 EXECUTIVE SUMMARY Recommendation to approve the expenditure of Category "A" Beach Park Facility Tourist Tax funds for repair of the boardwalk at South March Beach Access for $14,500 and make a finding that this expenditure promotes tourism. OBJECTIVE: To obtain a general contractor to repair the boardwalk in the South Marco beach access in the City of Marco Island. CONSIDERATIONS: On April 27, 2015,the Tourist Development Council(TDC) approved the budget for Project 80337 — South Marco Beach Access Boardwalk and Landscape Enhancement in the City of Marco Island. This combined project went out on two separate solicitations: South Marco beach access boardwalk was solicited to the marine contractors, and the beach access landscape enhancement was solicited to the landscape contractors. On February 3, 2016, staff sent a request for quote (RFQ) for boardwalk repairs to five (5) vendors. A non-mandatory pre-quote site meeting was performed and on February 16, 2016, two quotes were received and 3 no quote. DSI Marine Construction was the low bidder for $14,500 for South Marco Beach Access Boardwalk. DSI Marine Construction $14,500 Garland and Garland $18,068 Staff reviewed the quotes provided and recommends award to DSI Marine Construction as the lowest, responsive,bidder for$14,500 for South Marco Beach Access Boardwalk. Award for landscape services was presented on separate Executive Summary. FISCAL IMPACT: Funding in the amount of $14,500 from Tourist Development revenues are available and appropriated for this Project No. 80337 (South Marco Boardwalk and Landscaping) within the Parks and Recreation Beach Park Facilities Capital Fund 183 (TDC Beach Parking Facilities). The TDC approved budget for this combined project, South Marco Beach Access Boardwalk and Landscape Enhancement was$110,000(April 27,2015). GROWTH MANAGEMENT IMPACT: There are no Growth Management Impacts associated with this action. ADVISORY BOARD RECOMMENDATION: The Parks and Recreation Advisory Board (PARAB)previously approved this project with a 5-0 vote on April 15,2015. LEGAL CONSIDERATIONS: RECOMMENDATION: Recommendation that the TDC approves the expenditure of Category "A" Beach Park Facility Tourist Tax funds to DSI Marine Construction for repairs of the boardwalk in the amount of $14,500 and make a finding that this project expenditure promotes tourism. PREPARED BY: Vicky Ahmad, Project Manager,Facilities Management Division Attachments: 1. Proposal—DSI Marine Construction 2.Bid Tabulation September 2R 2016 Consent Agenda E-B01) — a. a) u 0- C --.. '71 ()) --.1 -1 V, ;;•1-, rD 1,-, .7.-,I, 7::, •-p0_, 0 — 5 0- cD n •-• co -• •‘, CD 0 x FL (7. 3 R) (2.) rl ><- 73 3 z , --o ='• al iir i',.)....` -o <0 * -• v, . r 9 • °,9 c75. 2..,z. .; (?), - 0 v, 0 = o * 0) 0 ..rg -I rE, -,i3 [1,1 , = ••••I• • n •••t 3., 0_ R, x n 0 v, ....., -• v, n (D0 c, ,.,, . cu -.+4 0. ,l) o „Sr -o - ,-4. -4,4 rD ,.., 0 --.. •.., CA CI) , rD CD 0- r, . 1— .--,• o•-, 0 ,-,• 0 ,-,• ''' -`, ri) x- . a,- -, . --1 0 r, vi CJ in- rD n a, rD v, 0 C:7; tl' .-e- 0- - Dun -*. c5" ri 7, P> =' a' a', a, _ a) -5 CL ---- 0) 0 n < 0- CD 3 .-+ n — , 7- O 13. ,., 0., "V Du ,, 0 -,.•-P, er' 0 rt. - -0 -b- y, ,-, -5 C., i.4 0 --• --,, (-1 x" ,7,1 ri) -o • ry , -4 -(13 ron '4 • — 7) v) 0 (!) -I U (1) Cll r-f• v) 0 0 (0 CD 0 ..4 0. -0 ry,_ D., x, x -0 .•.q < CD -- X- ,-, cu • A (t) 3 —,0 ro -• 3 ' =.- cv l-, A- < Q., r-13 , 5 F). a- O -0 co 3 --, 7- 0 < O v-, 5' c Er rt, o Z ?' m cl) Cu 0 3. 5. o -0 0 eL = v CD FF). vo cu A-- , . . V) tn. tn 0 in --4. 4--, .v. (.4.) K lii co 131 DJ -, 0 vi 0 0 0 m O b b Co o o o tn tn. if) C) C) sv 1! 1-44 cu .--4 1-, 1 Eu- ov --..1 • 4:v b -D. -01 CA 0 CO CT 0.0 b b o o o C:::) z 0 rn O 0 O CT ,9p 04 3 CD z o 0 K 0 z 0 co O .< C • O co CD 3 v., .....„.... ... September 26,2016 Consent Agenda 6-B(iii) 3 of 3 PAGE 1 OE 1 ;V 709 Bald Eagle Drive I Marco Island, FL 34145 www.dsimarineconstruction.com ( info@docksaversinc.com 239-970-0275 I Fax 239-204-3010 ( CGC1511928 !aAF?/NE t;L7'NI ST!7UCTION D.S.I. General Contractors Proposal submitted To: Phone: 239-252-4047 May 2, 2016 Collier County Administrative Services Division Email: vickyahmad@colliergov.net 3335 Tamiami Trail Suite 101 Boardwalk repair Naples, Florida 34112 South Marco Beach Access Boardwalk Project Manager: Vicky Ahmad Job Address: 930 S Collier Blvd., Marco Is., FL D.S.I.General Contractors will supplh all equipment,materials,labor,insurance and supervision. All materials will comply with or exceed all building requirements. We hereby submit specifications and estimates or the followinfr Remove existing HDPE plastic top cap on existing handrail. Store on site for park staff to pick up. Sand down top of posts to level and accept new top plate. Furnish and install new IPE 2"x10" top plate secured with stainless steel screws. Install 2"x4" intermediate support on back side of top plate for extra support Cut off approximately 100 stainless steel screws and replace recessed into boardwalk floor. Fix couple areas where deck changes direction and poses tripping hazard. Total cost of work described above $ 14,500.00 Authorized Signature r DATE Signature Signature September 26,2016 New Business 7-A(i) 1 of 3 EXECUTIVE SUMMARY Recommendation to approve Amendment # 2 to Contract # 15-6439- Hosting Agreement between Collier County and Spirit Promotions the organizing group for the U.S. Open Pickleball Championship to extend the hosting agreement for an additional three years to 2021 and make a finding that this item promotes tourism OBJECTIVE: Extend the number of years for hosting the US Open Pickleball Championship in Collier County to 2021. CONSIDERATIONS: Collier County hosted the first ever US Open Pickleball Championships in April 2016. The success of the first event has encouraged Collier County and Spirit Promotions to add additional Pickleball courts to East Naples Community Park, to consider improvements to the Championship courts by adding a shade structure and to add tournament quality playing surfaces to the more of the courts in the park. Spirit Promotions has also agreed to contract again with CBS Sports Network to televise the finals of the 2017 US Open Pickleball Championships and to bring additional Pickleball events and a Pickleball Training Academy to the park during 2017 and beyond. Subject to appropriation by the Board, the County's commitment toward the annual cost for hosting this event in future years will increase commensurate with the increases made by the event promoters in number of events, event days and other investments in the sport of Pickleball in Collier County. The actual dollar amounts of those future financial commitments will be detailed in separate agreements between Collier County and Spirit Promotions covering event operating costs, production and airing of televised finals of the Championship rounds of the US Open Pickleball Championships, and year round promotion of the sport of Pickleball. FISCAL IMPACT: There is no fiscal impact related to this event hosting agreement. All expenses for event operations and broadcast production and airing of the finals television program and year round promotion of Pickleball are covered in separate agreements for the 2017 events and for events in future years. GROWTH MANAGEMENT IMPACT: There is no impact to the Growth Management Plan with this Executive Summary. LEGAL CONSIDERATIONS: This item has been approved as to form and legality and requires majority vote for approval.—CMG RECOMMENDATION: Recommendation to approve Amendment # 2 to Contract# 15-6439- Hosting Agreement between Collier County and Spirit Promotions the organizing group for the U.S. Open Pickleball Championship to extend the Hosting Agreement for an additional five years to 2021; authorize the Chairman to execute the Amendment,and make a finding that this item promotes tourism. Prepared by: Jack Wert,Tourism Director Attachments: (1) Amendment#2 to Contract# 15-6349 September 26,2016 New Business 7-A(i) 2 of 3 Amendment#2 to Naples,Marco Island, Everglades Convention& Visitors Bureau& U.S. OPEN Pickleball Championships Hosting Agreement#15-6439 This amendment dated this day of September, 2016, to the referenced Agreement shall be by and between the parties to the original Hosting Agreement #15-6439, Spirit Promotions("Contractor")and Collier County,Florida, ("Owner/County"). WHEREAS, Collier County and the Collier County Tourist Development Council have committed a significant monetary investment dedicated to the U.S. OPEN Pickleball Championships and other Pickleball events and training academies including upgrading all Pickleball court surfaces and designing and installing a shade structure over the Championship Courts; and WHEREAS, the County and the Tourist Development Council have committed to grow the funding support for future Pickleball events commensurate with the event promoter's growth of those Pickleball events; and WHEREAS, the Parties recognize the County and Tourist Development Council's commitment to the U.S. OPEN Pickleball Championships and the sport of Pickleball and agree to extend the current Hosting Agreement for an additional three years (through May 2021) in recognition of the County's commitment; and WHEREAS, the Tourist Development Council has made a recommended finding that this expenditure of tourist development tax funds promotes tourism, and the Board of County Commissioners has accepted this recommended finding and also finds that future expenditures of tourist development tax funds in support of Pickleball promotes tourism. Statement of Understanding In order to continue the services provided for in the original Agreement referenced above, the Parties agree to amend the Agreement as provided herein: Note: Language deleted has been struck through. New language has been underlined. Section 3.1 Term: Both parties agree that the term of this Agreement will commence upon signature of the Chair and shall remain in effect through May 1, 201 g May 2021. Section 2. Subject to appropriation by the Board, the County's commitment toward the annual cost for hosting this event in future years will increase commensurate with the increases made by the event promoters in number of events, event days and other investments in the sport of Pickleball in Collier County. The actual dollar amounts of those future financial commitments will be detailed in se.arate a.reements between Collier Coun and S•irit Promotions coverin. event o I eratin costs, production and airing of televised finals of the Championship rounds of the US Open Pickleball Championships,and year round promotion of the sport of Pickleball. All other terms and conditions of the agreement shall remain in force. Amendment#1 to Hosting Agreement with Spirit Promotions September 26,2016 New Business 7-A(i) 3 of 3 IN WITNESS WHEREOF,the parties have each,respectively,by an authorized person or agent,have executed this Amendment on the date(s)indicated below. Accepted: ,2016 OWNER: BOARD OF COUNTY COMMISSIONERS OF COLLIER COUNTY,FLORIDA Dwight E. Brock, Clerk By: BY: DONNA FIALA, Chairman Contractor First Witness CONTRACTOR: SPIRIT PROMOTIONS By: By: Print Name Print Name and Title Contractor Second Witness By: Print Name Approved as to form and legality: (_e\ olleen M. Greene,Assistant County Attorney II i Amendment#1 to Hosting Agreement with Spirit Promotions • September 26,2016 New Business 7-A(ii) 1 of 4 EXECUTIVE SUMMARY Recommend approval of Tourist Development Tax Category "B" funding to support an upcoming FY 17 Sports Event up to$4,000 and make a finding that this expenditure promotes tourism. OBJECTIVE: Approve funding support for managing and promoting the upcoming sports event in Collier County during FY 17. CONSIDERATIONS: Collier County is scheduled to host the Paradise Coast Invitational girls fast pitch softball event November 18-20, 2016. The Tourism Division Sports Marketing Team has attracted this prestigious event to our community. The projected hosting costs to manage and promote this event are based on our past experience with similar events. The Tourism Division proposes to pay Collier County Parks and Recreation for the field rental expense for this event. Field rental assistance is an authorized expenditure under the BCC approved sports event assistance program. Funding for these events is subject to Board approval. Paradise Coast Invitational will take place November 18-20, 2016. This event features girls fastpitch softball ages 16-18. The event generated 200 room nights in 2015 which was the inaugural year. The event will again utilize North Collier Regional Park, and is projected to attract more teams and participants this year. The expenses to be paid for this event will be facility rental to North Collier Regional Park up to a total cost of$2,500.00 and Park staff overtime costs up to$1,500. FISCAL IMPACT: Funding of up to $4,000 for this event is included in the requested FY 17 Tourism Division budget in Fund 184 for Sports Marketing Event support. GROWTH MANAGEMENT IMPACT: There is no impact to the Growth Management Plan from this action. LEGAL CONSIDERATION: This item has been approved as to form and legality and requires majority vote approval. -CMG RECOMMENDATION: Approval of Tourist Development Tax Category "B" funding to support an upcoming FY 17 sports event up to $4,000 and make a finding that this expenditure promotes tourism. Prepared By: Michael Obyc, Senior Sports Marketing Manager Attachments: Event Information September 26, 2016 New Business 7-A(ii) 2 of 4 estimated Room Niahts Funding Range 500 and over $4,500-$6,500+ 200-499 $2,400-$4,499 100-199 $1,201-$2,399 Less Than 100 $0- $1,200 Collier County Tourism Sports Event Assistance Application 1. Organization Making Request (\JE; :(.777- 2. Non-Profit Tax ID N T - — or Federal Tax ID No 3. Contact Person/Responsible Party t IAA-0714 y J. CA 21644--r- 4. Address 5. City: -I'n LESState Zip R4" 0 3 6. Cell #: ?Fa 72 . 2-gob Alternate phone# 7. Email: +Th ,�� j�� .C)"W'► 8. Name of Event: VM-4401SE COASTI ) 11-01nc1 9. Website: 'tN r\-Q- GJ -�-1 SO a-11 ; - 10.Venue: '''<1101-4S1 CIO IAlgr CpZet N 11.Sanctioning Organization: 12.Event Date(s) 44. l g , 19 Sr-10 o l ,o 13.Description of Event (Format, participants, sanctioning body, etc) \ LS S bu CA-SC F-0 ELI I Vg- ( tV TrA5 4 September 26, 2016 New Business 7-A(ii) 3 of 4 14.History of Event (Past cities event has been held in, past participants, past number of participants and visitors, etc) .gat , ciAkter-oLki�-,fit ` I�„c�. (M. � ` • 1 4D -1-6-.PrAk‘ 1.123,P 43.." )'"jAlt4-1(21044S drer _Oa Summarize your marketing plan for the event including all planned media. C:Ou E c C S 42 C& Economic Impact/ participant projections ,Q4)-44A-{- �'Qe-ir t. 1— He Total Number of Expected Visitors from outside of Collier County: 4 00 Proiected Accommodation Room Niahts for event: 5—'b Additional information to support visitor and participant projections EVENT BUDGET EVENT EXPENSES: Intended Uses of Tourist Tax Grant Funds: Please refer to authorized and unauthorized uses on page 4. Provide an itemized summary indicating the intended use of Tourist Development Tax(TDT) funds. Please be as explicit as possible,including planned cities where advertising or promotional materials will be placed. Indicate the total amount you plan to spend for each category or promotion. Use additional sheets if necessary. nab JT*(-- $ Z, ,fin0 Total Tourist Tax Funds Requested: $ 3 5 September 26, 2016 New Business 7-A(ii) 4 of 4 Certification and Compliance I hereby certify that the information contained in this application is true and correct to the best of my knowledge and that I have read the Policies and Procedures of the Collier County Sports Event Assistance Program and will abide by all legal,financial, and reporting requirements as a condition of receiving grant funds from the Collier County Tourist Development Council. Please attach written authorization from organizing entity showing authority to apply for this funding. (� Vl�'I Name: Yl �✓ Cajli1yc C1 Please Print or Tye. Organization: NelCr �a\J )-10Y '" 1 13 fg anon: � '�I `-'�- Please Print or Type iik ..it% _ A l c � r � (Signat a (Date) Please send application to: Michael Obyc 2660 N. Horseshoe Drive, Suite 105 Naples, FL 34104 239-252-6293 MicnaeiObvc aacolliergov.net 6 EXECUTIVE SUMMARY Recommendation to approve the Fiscal Year 2016-17 Strategic Marketing Plan for the Naples, Marco Island, Everglades Convention & Visitors Bureau (CVB) and make a finding that this item promotes tourism. _____________________________________________________________________________________ OBJECTIVE: Review the strategic plan for the destination for FY 17 commencing October 1, 2015. CONSIDERATIONS: During 2016, the CVB conducted meetings with its marketing partners at quarterly Advisory Roundtables where numerous elements of our destination marketing efforts were discussed. Additional input was gained at our day-long strategic retreat on June 29, 2016 attended by over 80 tourism industry partners; monthly face to face meetings with hotel sales and marketing managers and PR representatives. The CVB also created and rolled out in 2015-16 co-op marketing program featuring special cost saving opportunities to our tourism partners in shared advertising and trade show attendance that results in continual feedback from participating partners. The TDC reviewed a preliminary review of the FY 17 Marketing Plan at the August TDC meeting. Input from that meeting was added to that draft plan. The information collected from all of these sources has been analyzed and has now been compiled into a one year marketing plan to promote the destination and a three year longer range plan to meet our destination marketing objectives in the future. The resulting FY 17 Strategic Marketing plan is now ready for TDC review and recommendation to the BCC. Each TDC member has been provided a printed version of the FY 17 Marketing Plan for review at the September 26 TDC meeting. The plan includes all aspects of the CVB’s initiatives to market Collier County worldwide as a tourism destination of choice for group meetings, sports events and leisure vacations in 2016-2017. Following BCC approval, the plan will be posted on our website for use by our Collier tourism industry partners. The plan includes Goals, Objectives, Situation Analysis, Strategies, Implementation details, and detailed planned expenditures for each marketing discipline in the Tourism Division Budget for FY 17. Those planned expenditures include Administrative Costs, Marketing and Advertising, Public Relations and Communications, Group and Leisure Sales, Sports Marketing, Film and Entertainment, International representation in the UK, Europe and Brazil, Marketing Grants and Museum Grants. FISCAL IMPACT: The projected destination marketing budget to support this strategic marketing plan is $5.0 million in paid advertising and promotion plus Contracted Services, Promotions, Administrative costs totaling an additional 5.9 million. These expenditures are funded by the FY 17 projected tourist tax revenue, collected monthly by the Collier County Tax Collector. This budget reflects the new allocations in the tourist tax ordinance for marketing approved by the BCC in June 2013. These funds are a part of the Fund 184 and 194 approved Tourism Division budget for FY 17. GROWTH MANAGEMENT IMPACT: There is no impact to the Growth Management Plan related to this action. LEGAL CONSIDERATION: This item has been approved as to form and legality and requires majority vote for approval. – CMG RECOMMENDATION: To recommend approval of the Fiscal Year 2016-17 Strategic Marketing Plan for the Naples, Marco Island, Everglades Convention & Visitors Bureau (CVB) and make a finding that this item promotes tourism. September 26, 2016 New Business 7-C 1 of 204 SUBMITTED BY: Jack Wert, Tourism Director September 26, 2016 New Business 7-C 2 of 204 1 September 26, 2016 New Business 7-C 3 of 204 2 TABLE OF CONTENTS STRATEGIC PLAN FOR THE DESTINATION 2017-2020 4  Introduction  Mission, Vision, Values  Serving The Customer  Long Term Goals  Long Term Objectives  Challenges to Running The Business DESTINATION MARKETING PLAN 2016-2017 15 Market Intelligence  Results for 2015  Results for 2016 YTD  Strengths, Weaknesses, Opportunities, Threats (SWOT) Analysis  Leisure Market Trends  Group Market Trends  PR & Communications Trends  Digital & Social Media Trends  Competitive Analysis Destination Goals 38 Destination Objectives Destination Target Markets 39  Geographic  Demographic  Psychographic/Activity Destination Brand Strategy 42 Destination Creative Strategy 43 Destination Media Strategies & Targets 47 Media Schedule 50 Measuring Results 51 September 26, 2016 New Business 7-C 4 of 204 3 Group Sales & State Association Marketing Plan 2017 53  Sales Plan  Trade Show Plan  Implementation Schedules Leisure & Travel Trade Sales Plan 65  Sales Plan  Trade Show Plan  Implementation Schedules PR & Communications Plan 72  National and Local PR Plan  Digital/Social Media Plan  Implementation Schedules & Calendars Sports Marketing Plan 95  Sports Plan  Implementation Schedules Paradise Coast Film Office Marketing Plan 100 International Representation Offices  UK/Ireland Plan & Implementation Schedules- Ommac Ltd. 105  European Plan & Implementation Schedules- Diamonde 117  Brazil/Latin America Plan & Implementation Schedules- AVIAREPS 132 Arts, Culture & Heritage Plan 139 Air Service Marketing Support Plan 140 Crisis Communication Plan 142 Budgets - 2016-2017 185  Paid Advertising, Digital & Production Budget  CVB Budgets by Function September 26, 2016 New Business 7-C 5 of 204 4 STRATEGIC PLAN 2017-2020 INTRODUCTION The long range plan for the Naples, Marco Island, Everglades Convention & Visitors Bureau (CVB) is a three-year look at where we feel our destination needs to be. Each year we drop the immediate past year and add a new year to the three year span. This plan covers the years 2017-2020. A detailed one- year plan Marketing Plan for 2016-17 is shown in the balance of this document. The Three year Strategic Plan outlines our long range destination goals and major initiatives through 2020. The FY 17 Marketing Plan explains, in greater detail, the strategies and tactics we will use in order to increase both leisure, group and sports travel over the coming year. The FY 17 Marketing Plan is designed to be flexible to react to changes in the fast-paced, ever changing tourism industry. The FY 16-17 Marketing Plan will be available to our tourism partners on a flash drive or to download from our tourism website. We encourage our hotels, attractions, shopping venues, restaurants and other tourism-related businesses to use our brand elements in their marketing efforts. This will help us to extend the Paradise Coast brand message much further. We encourage our partners to contact any of our CVB staff with questions or suggestions: Debi DeBenedetto, Group Sales Manager; 239-252-2379; debide@colliergov.net Claudia Cianfero, Leisure, Tour & Travel Sales 239-239-252-5879; claudiacianfero@colliergov.net Michelle Pirre, Sales Assistant; 239-252-5380; michellepirrre@colliergov.net JoNell Modys, Public Relations and Communications Mgr. 239-252-2425; jonellmodys@colliergov.net Buzzy Ford, Digital/Social Media; 239-252-2383; buzzyford@colliergov.net Michael Obyc, Sr. Sports Marketing Manager; 239-252-6293; michaelobyc@colliergov.net Maggie McCarty, Film and Entertainment; 239-659-3456; Maggie mccarty@colliergov.net Pete Zepeda, Film Asst.; 239-206-0617; petezepeda@colliergov.net Kelly Green, Tourist Tax Coordinator; 239-252-2384; kellygreen@colliergov.net Tina Moon, Fiscal Tech; 239-252-6292; tinamoon@colliergov.net Jack Wert, Executive Director; 239-252-2402; jackwert@colliergov.net September 26, 2016 New Business 7-C 6 of 204 5 INTRODUCTION This strategic long-term plan is the Naples, Marco Island, Everglades Convention & Visitors Bureau (CVB) roadmap to guide our organization and our marketing efforts for the next three years. The integral parts of this plan include long-range goals, objectives and strategies and a one year marketing plan. The CVB is staffed and operated by the Collier County Tourism Division and is responsible for the promotion of the entire County as a destination of choice for visitors worldwide. We advertise, promote and attend trade shows to showcase our destination to new and repeat visitors. We represent all hotels, attractions, restaurants and shopping venues in Naples, Marco Island, Everglades City and the western portion of the Everglades. We administer the operation of the Board of County Commission (BCC) appointed Tourist Development Council (TDC), a nine-member board that advises the BCC on the expenditures of the local option tourist development tax. Although we do not administer the operation of the BCC appointed Coastal Advisory Committee (CAC), a nine-member committee, we do coordinate the CAC recommendations to the Tourist Development Council on the expenditure of the beach and inlet projects funded by the tourist development tax. We represent Collier County’s tourism interests in the community through partnerships with the area Chambers of Commerce, Office of Business &Economic Development, Airport Authorities, United Arts Council, Collier County Sports Council, Naples Business Improvement District, Third Street South Association, County, State and National Parks and Preserves, and the Collier County Museums. We create and distribute paid advertising, printed materials, public relations, and promotional items to the traveling public, news media, and tourism industry professionals such as tour operators, travel agents, meeting planners, group tour operators and group leaders. We partner with all aspects of the local tourism industry in co-operative advertising, trade show attendance and the news industry. We also work with regional partners to promote specific aspects of a Southwest Florida vacation, holiday or meeting such as golf, ecotourism, education and airline service. September 26, 2016 New Business 7-C 7 of 204 6 Assets and Resources Collier County is blessed with vast natural resources that offer visitors and residents alike some very unique recreation experiences. We do not have a dedicated large box meeting facility. We have conference and meeting space in several area hotels to accommodate up to about 2,500 attendees. We are the western entry to the world-famous Everglades, which offer visitors some excellent ways to enjoy nature, view wildlife and relax. Long-Term Challenges Facing our Destination 2017- 2020 1. We are in one of the most volatile and dynamic eras in our history. Destination Marketing Organizations like ours are facing a constantly evolving marketplace. 2. Consumer confidence is still lagging and although vacation and group meeting travel has improved, it is very vulnerable to economic downturns, political and civil disturbances, weather challenges, disease outbreaks and terrorism threats. 3. The US Travel Association forecasts domestic person trips will increase 1.8% in 2017 and 4.7% in 2018. Total travel expenditures are expected to grow at 3% per year through 2018. 4. The competition for funding, visitors and share of mind is constantly escalating. The majority of our competing destinations spend 50% or more of their tourist tax revenue on destination marketing, while Collier spends 45%. 5. We must constantly predict where our potential customers will be and how best to reach them among all the clutter in the media marketplace. 6. Natural disasters such as hurricanes, red tide, oil spills and wildfires can discourage visitors to return to our destination. This could reduce our funding source for more aggressive advertising and promotion of our destination. 7. Recent moves by the State of Florida and the Federal Government to limit or eliminate the matching funds programs for beach and coastal renourishment continue to limit our ability to obtain reimbursements from these agencies – and will put more pressure on funding sources. 8. Non-tourism marketing funding requests threaten to further reduce our promotional funds to sustain the visitation we currently enjoy. 9. Continued thinking that tourism is a negative to the quality of life in Collier County diverts our staff time and resources to overcome these misconceptions. 10. Homeland Security Administration’s approaches to the Visa Waiver Program and Passport policy changes are a potential threat to our international visitor levels. As it becomes more difficult to travel to the US, these visitors will choose other less restrictive destinations. September 26, 2016 New Business 7-C 8 of 204 7 11. Workforce issues are a constant challenge to our tourism industry. The lack of skilled labor, affordable housing, public transportation and a high cost of living is a constant challenge to our hotels and other private sector tourism businesses to find quality employees. CVB and Collier County Guiding Principles The following are the principles under which Collier County operates. Our tourism promotion division is dedicated to upholding these important qualities: Honesty & Integrity Service Accountability Quality Respect Knowledge Stewardship Collaboration Teamwork MISSION, VISION, VALUES Mission Statement The Mission Statement for the Naples, Marco Island, and Everglades CVB is: To promote year-round distinctive, world-class vacation and group meeting experiences, which result in positive economic growth and stability for Collier County. Vision Statement The Vision Statement for the CVB is: To be recognized as the most desirable year-round tourism destination in the world. September 26, 2016 New Business 7-C 9 of 204 8 Values We ascribe to Collier County’s Value/Guiding Principles as a division and as the official Destination Marketing Organization for Collier County. Brand Statement Our area will be known as: “Naples, Marco Island and the Everglades, Florida’s Paradise Coast” Brand Promise The promise to our visitors is embodied in the phrase: “Discover Your Paradise” This statement encourages our visitors to “Picture yourself in your vision of Paradise” Our Commitment We are dedicated to supporting the goals and objectives of Collier County and to bring economic vitality to the area. By attracting visitors to our area, we can encourage them to spend their dollars in our area businesses. By targeting visitation year-round, we support year-round employment and level out the peaks and valleys in the business cycle in Collier County. SERVING THE CUSTOMER Customer Profile The typical visitor to our area is between the ages of 35-54, married with children at home with an annual household income of over $150,000. Services Provided: The Naples, Marco Island, Everglades CVB serves as the marketing arm of Collier County for attracting new and repeat visitors to our area year-round. We use a variety of tools to market the destination including paid advertising, digital media, public relations, promotional materials, attendance at trade shows, direct marketing, social media and direct sales. September 26, 2016 New Business 7-C 10 of 204 9 Key Customers:  Potential Visitors: o Leisure Travelers o Group Meeting Attendees o Business and Corporate Travelers o Sports Event Organizers and Participants o Niche Activities such as fishing, bird watching, wedding and reunion attendees  Collier County, Municipal, State and National elected officials  Strategic Marketing partners, vendors and suppliers  Collier Tourism industry  Travel Influencers o Journalists/writers/bloggers o Meeting planners and Corporate CEO’s o Third party meeting planners o Group hotel sales persons o Travel publishers o Travel Agents; Tour Operators; Receptive Operators o Sports and special event promoters o Film location scouts  VISIT FLORIDA MANAGING FINANCIAL RESOURCES Tourism Development in Collier County and all of the operation and promotion done by the CVB is totally funded by a 4 % county-wide tourist development tax. This tax was approved by voter referendum in 1992 and is governed by Florida Statute 125.0104 and Collier County Ordinance 2005- 43 as amended. No other public dollars are used to promote the destination or administer the CVB or the Tourism Department. Using qualitative and quantitative research, we have developed the long range Strategic Plan for marketing the Collier County as a visitor destination using the tourist development tax revenue derived from short-term stays in paid lodging and other accommodations of six months or less. September 26, 2016 New Business 7-C 11 of 204 10 The annual budget cycle begins in January and ends with the adoption of the entire County budget in September. Our fiscal year runs October 1-September 30. The Tourism Division prepares the budget for review by the County Manager in May. The County Commission reviews the proposed budget in June. The CVB budget for FY 17 is a part of this Strategic Plan. Each department within the CVB has a section of both the annual marketing plan and the annual tourism budget with specific expenditures tied to our strategic goals and marketing objectives. Dollars are budgeted to each department’s strategies and there are line items in the budget for each of our major marketing disciplines. The Tourism Division staff monitors the entire CVB budget and audits each Purchase Order and invoice before submittal to the County Finance Department. The Clerk of the Circuit Court’s Finance Department audits each item submitted before authorizing payment. They also perform an annual audit for compliance with County Ordinances and conduct unannounced spot audits when warranted. STRATEGIC LONG-TERM GOALS -2017-2020  Provide tourism industry leadership to ensure the destination remains competitive  Maintain the status as the trusted source for travel information and planning services about Naples, Marco Island and the western part of the Everglades  Maintain and grow the market share of Florida visitors to the Paradise Coast of Naples, Marco Island and the Everglades  Utilize the resources of the CVB to their highest and best use  Continue to build the trust and engagement of our local and regional tourism partners  Support and implement year-round destination marketing to level out the seasonality in visitation to our area  Design destination marketing strategies that encourage our tourism partners to want to participate in those strategies and support our destination brand in their own advertising and marketing efforts. September 26, 2016 New Business 7-C 12 of 204 11 STRATEGIC LONG-TERM OBJECTIVES  Increase the percentage of group meeting attendee visitors to exceed 40% of total visitation by calendar year-end 2018  Grow the return on investment of visitor spending from each dollar of advertising invested by $10 each year to reach $125 by the end of 2017  Grow our visitor satisfaction level to 97% by the end of 2017  Grow the economic impact to our community from visitor expenditures by 5% per year  Grow the number of annual visitors by 3% per year through 2018 and 5% through 2020  Grow the number of hotel room nights consumed by 3% per year through 2020 CHALLENGES TO RUNNING THE BUSINESS Internal & External Dynamics 1. Weather and other natural occurring situations discourage visitors from choosing our area. Once lost to other destinations, it is very difficult and expensive to lure those visitors back. 2. Qualitative and quantitative research continues to confirm that the branding of our destination as Florida’s Paradise Coast and the amplifying line of “Discover Your Paradise” is the correct positioning. 3. Through qualitative research, it is continually confirmed that our print adverting and broadcast executions deliver the correct message and are appropriate for the destination. 4. Tourism in Collier County contributes a positive economic impact and provides a tax savings to each resident of nearly $1,000 in 2015. Continuing this growing savings will be challenging with economic conditions slowing. 5. Our full-time contracted International representation in the UK, Europe and Brazil has enhanced our efforts to reach potential international visitors and travel trade. However, limited funding for International marketing and continually changing foreign exchange rates will challenge future visitation. 6. Real time booking of accommodations on our web site has proven very successful in luring more visitors. This technology is constantly evolving and annual updates are necessary to implement in order for our destination to remain competitive. September 26, 2016 New Business 7-C 13 of 204 12 Employee Requirements: 1. As revenue and additional visitation rise due to positive results of our destination marketing efforts, we must be able to add full and part time staff to support our sales, public relations, sports and administrative help to support those new staff members. 2. We must keep our salary and benefits competitive with the tourism industry organizations we compete with. We do not compete with other government agencies for tourism industry talent, so we must compare our salaries and benefits with the private sector. 3. We need to reclassify our tourism staff into job titles that fit their daily work. Putting them into classifications that are county wide is a disservice to these marketing professionals. 4. Incentive pay for sales staff for meeting or exceeding goals must be considered. 5. Outsourcing of certain sales, PR and other marketing tasks must be expanded to achieve our mission. 6. Our Tourism Division needs to create a Deputy Director position to share some of the administrative duties when the Director is traveling to trade shows and conferences. Technology Factors 1. A new data base management program has been added, but we do not have the staff time to adequately use it to its full potential. 2. We have ongoing challenges with our County IT Department to adequately support our communications needs both in our offices and traveling to meet with travel influencers worldwide. Growth/Seasonal Factors 1. The high season for tourism is mid January- Easter each year. However, the vacation and meeting planning process has changed in the past three years. Currently for spring, summer and fall vacations, planning begins in November and runs through early spring. We need to promote low season during the high season months. 2. We have now filled in the excess hotel room capacity that the destination experienced in the early 2000’s. Occupancy ranges on average near 80% annually, leaving an excellent opportunity to grow occupancy in the future. 3. Older hotels will continue to close and be replaced by condominiums that will probably be resident-only developments and tourist tax revenue could be negatively impacted. 4. Continuing coastal development will restrict public access to our beaches and eventually discourage visitors to come to this destination. September 26, 2016 New Business 7-C 14 of 204 13 Legislative/Regulatory Factors 1. 2017 will again see a number of state legislator changes with limited experience dealing with the challenges of the tourism industry. This intensifies the need to educate these legislators on the importance of tourism to our state economy. 2. The annual 60 day legislative session will pose new threats to our dedicated funding source as politicians look to non-traditional funds for general revenue needs. This could seriously reduce the amounts of money available for tourism promotion. 3. Increased Federal regulations on Visas and Passports will negatively affect our international visitation. 4. Internet bookers of travel (OTA’s) continue to under pay the tourist tax or sales tax on hotel accommodations to tax collectors. They are hiding the actual amount of the room sale in “fees” and commissions. We estimate that $800,000 per year is lost to Collier County from these practices. The Florida Legislature and the Governor are currently not supportive of enforcing the requirement for these third-party bookers to collect and pay the taxes on the full cost of the hotel room. 5. Offshore drilling sites too close to Florida’s Gulf Coast continue to be discussed at the State and Federal level and could seriously impact visitation if a spill occurs. 6. Increased funding for Visit Florida is an ongoing top priority for our CVB and for all tourist bureaus in Florida. We support the coalition to lobby legislators to increase that funding to $120 million for 2017. BEST PRACTICES OF OTHER TOURISM DESTINATIONS 1. Most Florida coastal destinations use 50% or more of their tourist tax to promote and administer tourism marketing in their area. Collier County uses 45% of the tax for this purpose. This puts our destination in a disadvantage to compete with other Florida coastal areas to attract visitors. 2. Most Florida coastal destinations fund only a portion of their beach and coastal renourishment projects from local tourist development tax funds. They rely heavily on State and Federal matching funds and local special taxing districts. We have traditionally used our local tourism funds to pay for all or most of the cost. This situation may improve if we are approved for future reimbursements from Florida DEP and from FEMA. 3. Most Florida coastal areas do not use local tourist tax to fund beach park facilities capital and major maintenance projects as we do in Collier County. September 26, 2016 New Business 7-C 15 of 204 14 4. Most Florida tourist destinations fund the operation of their County-owned museums from General Revenue, not tourist development taxes, so that the tourist tax can be used for promotion of their destination. 5. The majority of Florida counties support private sector museums through capital or marketing grants using both General Revenue and tourist tax funds. 6. The majority of museums in Florida, both County-owned and privately funded, charge admission to their facilities. 7. Many communities seek State and Federal certification for their Scenic Byways and Scenic Highways. These designations are a great help in calling attention to an area as one to visit and explore. After a many year struggle, the Tamiami Trail was so designated. However, the Collier County MPO voted to de-certify the Tamiami Trail from these designations. BUILDING THE TEAM Workforce Profile In the foreseeable future, we will see people within the tourism industry staying in their current positions, making it difficult to find new staff as our needs increase. Attracting people to live and work in Collier County will also be a challenge. We will also foresee a staffing challenge in our hotels, restaurants, and retail and attraction businesses. Quality of service and in turn quality of the visitor experience will be challenged. Improvement Opportunities Given the strengths that Collier County has for tourism offerings, we feel confident that the marketing and advertising plans for the three years outlined in this plan will adequately achieve the objectives set forth. We will see continued growth of tourism in this area and will see new hotel development as lending sources become more interested in this type of development. The completion of the I-75 widening project makes our area more accessible to northern visitors arriving by auto. Future runway and terminal expansion of the Southwest Florida International Airport (RSW) will bring new air carriers and new arrivals to our area. Competition will be our number one challenge for the future. Many destinations outspend us in marketing. Destinations that were not a threat in the past are attracting away our past visitors. We truly compete with beach destinations worldwide. September 26, 2016 New Business 7-C 16 of 204 15 DESTINATION MARKETING PLAN FY16-17 MARKET INTELLIGENCE WEATHER Collier County gets some of the most beautiful weather in the country. On average, there are 264 sunny days per year in Collier County. The July high is around 93 degrees. The January low is 53. The comfort index, which is based on humidity during the hot months, is a 30 out of 100, where higher is more comfortable. The US average on the comfort index is 44. MONTH AV. HIGH° F AV. LOW° F AV. HIGH° C AV. LOW° C January 76 53 24 12 February 78 55 25 13 March 80 58 27 15 April 84 62 29 17 May 89 68 32 20 June 91 73 33 23 July 93 74 34 23 August 93 74 34 23 September 92 74 33 23 October 88 69 31 20 November 83 62 28 17 December 78 56 25 13 Yearly Average 85 65 30 18 September 26, 2016 New Business 7-C 17 of 204 16 DESTINATION RESULTS FOR 2015 September 26, 2016 New Business 7-C 18 of 204 17 September 26, 2016 New Business 7-C 19 of 204 18 September 26, 2016 New Business 7-C 20 of 204 19 September 26, 2016 New Business 7-C 21 of 204 20 September 26, 2016 New Business 7-C 22 of 204 21 September 26, 2016 New Business 7-C 23 of 204 22 RESULTS FOR 2016 JANUARY TO JULY 2016 September 26, 2016 New Business 7-C 24 of 204 23 September 26, 2016 New Business 7-C 25 of 204 24 September 26, 2016 New Business 7-C 26 of 204 25 September 26, 2016 New Business 7-C 27 of 204 26 S.W.O.T. ANALYSIS STRENGTH, WEAKNESSES, OPPORTUNITIES, THREATS FOR OUR DESTINATION STRENGTHS:  Slower paced, get away place offers a very different vacation environment from other Florida destinations.  Thirty miles of white sand beaches  Unique, locally owned, one-of-a-kind shopping and dining experiences  International Airport with direct service to and from 40 domestic and five international markets with capacity to expand service and frequency  A strong part of the Florida Brand in both International and domestic travel preference  Dedicated, renewable funding source (Tourist Development Tax)  Year-round employment opportunities supported by increased visitor spending  Strong brand recognition with community and our target markets  High quality and variety of accommodations to meet needs of our visitors  Strong variety of quality shopping and dining options  Strong community support for new or expanded sports facilities  Fully Accredited DMO by Destination Marketing Intl. Accreditation Program  New Artificial Reef offers new fishing and diving opportunities  Our community has a low Crime Rate  Our County is nearly 80% in preserved land offering our visitors and residents green space, community, neighborhood and regional parks and numerous public spaces  Easy access to I-75, US 41 and other major roadways  Close to other Florida destinations such as Miami, Fort Lauderdale, Palm Beach, Orlando, Sarasota making day trips easy for visitors WEAKNESSES:  Higher than average airfares into Southwest Florida International Airport (RSW)  Limited direct flights limits our access to potential visitors, especially from the West Coast of the US  Higher than average transportation cost from RSW September 26, 2016 New Business 7-C 28 of 204 27  Some travelers are discouraged from traveling here due to higher than average rates for accommodations in high season.  Area continues to have the perception of a retirement community with limited activity for families  Limited entertainment and nightlife options  Limited public transportation from nighttime activities to hotels  Limited Wi-Fi coverage in public areas to inform visitors and residents of activities  Traffic in highs season is perceived as a negative to visitors OPPORTUNITIES:  New direct commercial air service to RSW and Naples will make us more accessible to visitors  Local transportation providers are showing interest in expanding affordable airport transportation  Growth of group meeting business encourages resort and hotel expansion and enhancement  New hotel developments in Downtown Naples are attracting more development in that area.  Ongoing Community Relations/Advocacy program will enable us to deliver the correct tourism message to government and residents alike  An expanded CVB staff will enable CVB to meet the growing demand for services to support visitors, media and meeting planners.  Expanded event promotion will attract more visitors in the shoulder periods THREATS:  Natural and man-made disasters can discourage new and repeat visitation  Water pollution algae blooms, land run off can have a very negative impact on our estuaries and visitation.  Epidemics and threats of disease are a continuing challenge to continue to grow visitation.  Homeland Security mandates are discouraging International visitation  Recent terror incidents in Florida, other states in the US and in Europe can discourage travel to these areas.  Internet booking of hotels limits our potential tourist tax revenue  International currency exchange rate fluctuations affect future visitation September 26, 2016 New Business 7-C 29 of 204 28 LEISURE MARKET TRAVEL SITUATION & TRENDS  Domestic travelers are still our strongest feeder market, followed by UK and Germany. The Northeast and Midwest US continue to be our strongest feeder markets between January and Easter and Florida in the spring and summer months.  The trend continues towards more active vacations, adventure travel and foodies. Visitors are looking for unique and educational experiences.  Recent occurrences played up big by the media have dampened Florida as a destination as a whole. We are implementing remedial marketing and PR efforts to counteract that negative situation.  Smith Travel Research Market Study 2015 o Room Demand nationally has passed GDP which could begin to reduce demand in coming years o Demand is now outpacing Hotel Supply o Transient is beginning to lose share to Group business o New supply is in the pipeline  Miami has 2800 new rooms under construction  67% of new supply is Upscale and Upper Up Scale product o RevPAR will see growth for next 4 years o AirBnB is penetrating second tier markets.  39% of travelers indicate they only travel using AirBnB accommodations  2015 Monitor Study Indicates: o Consumers worried about enough money to feed family o Worried about Job security o 80 million millennials in US. $200 million market.  Travelers in the US are only taking about 50% of their paid time off. This is called the “Travel Effect” and suggests a campaign to encourage travelers to take that time off in our destination.  44% of Baby Boomers use travel service websites to research and book travel 39% of Millennials use On Line Travel sites to research and book travel September 26, 2016 New Business 7-C 30 of 204 29 GROUP MEETINGS MARKET SITUATION & TRENDS  Group market sales are somewhat soft – mostly due to the change in market from a “planner buyer’s market” to” supplier seller’s market”.  Rates have increased, F&B increased and planners, even high end group planners, are seeking more economical destinations as their budgets have not increased with the market demand. Hotel inventory, increased costs of F&B and other hotel expenses have driven rates up. This is also resulted in some lost business, which is somewhat out of the CVB’s control.  Hotel inventory and meeting space is down, compared to past years. While we brought on two new hotels (Seminole Casino Hotel 2015 and Hyatt House in March 2016), the Seminole Hotel is primarily used for their Casino Players Club and is not a requested meeting/group hotel. Hyatt House is an extended stay property with some meeting space.  The Marriott Marco Island Beach Resort major renovation has had a negative impact on our visitation and room night statistics.  Hilton Naples had had limited inventory due to renovations for much of this summer. And, the Naples Beach Hotel & Golf Club had balconies renovations with rooms blocked out for late summer/fall of 2015/16 fiscal and the golf course is closed for months undergoing extensive renovations summer/fall of 2016.  Competitive DMO’s in Miami, Ft. Lauderdale, West Palm, Orlando, Tampa, and St. Pete all have seen dramatic new hotel development resulting in huge increases in room and meeting space inventory. These new resorts can potentially pull business away from our market and keep the rates very competitive.  Once the renovation projects are complete and these properties back open at full strength we will quickly regain our group meeting strength. We will continue to feel the Marriott closure impact well into 2017  Mobile apps continue to emerge such as Poken and other interactive apps that encourage networking. We will consider this trend to help educate the hotels to use these apps and offer them to planners  Planners are seeking more ways to engage their attendees and to maximize the networking opportunities. We need to continue to brainstorm with our hotels to work with planners to accomplish this emerging trend.  Free Meeting space may be a thing of the past and meeting room rental is no longer being offered at no cost. September 26, 2016 New Business 7-C 31 of 204 30  Hotel Rates will rise, but not at the rate seen in the last three years.  There is a growing trend for Executive board meetings, which seems a perfect fit for our destination. PUBLIC RELATIONS & COMMUNICATIONS SITUATION & TRENDS Trends on the Media Landscape  Digital Evolution – All media are moving deeper into digital and away from traditional print. Social media also is playing an increasingly large role in media coverage. It’s where journalists mine for content and build relationships with sources. Outlets are looking for high performing social content that they can share on their platforms, such as Instagram events, Periscope and Facebook Live opportunities.  Multimedia – The top trend now is the evolution of the multimedia journalist and correspondingly, the multimedia publicist. Journalists are using and seeking assets like images, video, GIF’s, 360-degree video and info-graphics to tell their story across a variety of digital platforms. Team members need to be educated and armed with the proper tools to meet the growing demand for these coverage assets.  Trends = Coverage – The number one thing media outlets are seeking is information on trends.  Staff reductions – Media outlets across the country continue to face staff reductions and budget cuts. As such it is more important than ever to work with qualified freelancers and understand the dynamic between them and their editors. This includes: o Make it easy for them by providing trend ideas and pitching opportunities with proper lead time o Tailor pitches to specific outlets o Ensure the freelancer is not pitching the same story to 100 different outlets; work on varying the story angles for different outlets o Track bylines in media outlets and look for those freelancers consistently producing  Blurred lines – Paid and earned media continue to merge and integrate. Among the techniques recommended to capitalize on this trend include: o Concentrate on storytelling and look for opportunities in new media. Focus on new story content creation with multimedia components included o Create opportunities for fans to share content with similar messaging o Be a part of the conversation o Repurpose content for earned and paid September 26, 2016 New Business 7-C 32 of 204 31 o Develop stories for multi-media o Work with influencers and third party advocates  Power of personalization – Media do not want to receive things that are obviously mass-sent. No mail merges – they see through that tactic! The media must feel like we are taking the time to think of them and know their outlets, therefore the CVB will focus on targeted, customized and personalized stories.  Data drives stories – Media increasingly seek data and statistics to help drive their story. Wherever the CVB and its partners can paint a picture with facts and numbers, it will make the media’s jobs easier.  TV going social – Broadcast media outlets are increasingly turning to social media for story ideas and to broaden their coverage. Work to help tell stories via social media and will encourage media to follow us on Instagram and Twitter where they do much of their research. Broadcast media tell us that food, history and music resonate best, as well as myth-busting. So we will research and find the appropriate offerings within Florida’s Paradise Coast that fit these segments. DIGITAL & SOCIAL MEDIA SITUATION & TRENDS  Social media is playing an increasingly large role in media coverage. Outlets are looking for content they can share on their social platforms, such as Instagram events, Periscope and Facebook Live opportunities.  Paid and earned media continue to merge and integrate.  Broadcast media are increasingly turning to social media for story ideas and to broaden their coverage. Personal pitching to specific journalists interested in selected topic areas takes time and research, but is now the way to reach media and get results.  Trending interest in Live Video feeds, including 360 photo and video  Usage of mobile platforms continues to trend upwards September 26, 2016 New Business 7-C 33 of 204 32 COMPETITIVE ANALYSIS LEE COUNTY– FORT MYERS & SANIBEL Messaging: Find your Island. Brand Promise: You will feel connected to the people and unspoiled nature around you. Brand Positioning: “A little quieter, a little less hurried, a lot less like the rest of the world.” Group Sales Strategy: Lee County’s sale strategy includes direct sales, trade show participation, telesales, fams and site visits, sponsorships and hosting client events. Group sales activity is supported through direct marketing, contracted sales offices, trade advertising and targeted public relations efforts to the trade press. Social Media: Fort Myers and Sanibel have a huge social following on all major networks (Over 556 k followers on Facebook alone, 38 k followers on Twitter, over 8 k followers on Pinterest). They have also tapped into YouTube, Flicker and Instagram which are linked on their website. There are only 650 YouTube followers and over 8 K Instagram followers. September 26, 2016 New Business 7-C 34 of 204 33 MIAMI DADE COUNTY Messaging: “It’s so Miami” Brand Positioning: A truly unique combination of a tropical paradise in a cosmopolitan city. Communications Objective: Maintain focus on key feeder markets to ensure visibility/impact among most likely prospect audiences and further leverage cross-platform media consumption — digital, print, outdoor and guerilla. Campaign Creative Objective: Their “It’s So Miami: People & Places” campaign will continue to expand the brand perception of Miami, and enable consumers and meeting delegates to discover and self-identify with the unique personalities of each of Miami’s unique neighborhoods Group Sales Strategy: Generate Miami Beach Convention Center leads by targeting cities in select geographic areas and businesses in key vertical markets. Tradeshow companies, associations, third parties and corporations are a prime source of new prospects and the medical, healthcare, financial, insurance and pharmaceutical fields continue to be of interest to our hotels. We will continue to target meetings, conventions and trade show businesses that will use at least 1,500 contracted rooms on peak nights. Social Media: Miami has a large following on social media networks (Over 527 K on Facebook, over 127 K followers on Twitter, over 26 k on Instagram). They also are utilizing Flickr, LinkedIn, Google+ and YouTube and have a growing following on those channels. September 26, 2016 New Business 7-C 35 of 204 34 SARASOTA COUNTY Messaging: “Visit Sarasota County Florida’s Gulf Coast” changing to “Visit Sarasota County Beaches and Beyond.” Brand Position: The Brand Position has been “Sarasota and Her Island Beaches” but the destination is going through a repositioning of the brand to broaden the diversity of the destination. Communications Objective: Expand on the diversity and beauty of the destination with the inclusion of promoting the niche offerings. Campaign Creative Objective: Build a strong foundation of creative assets that inspires pride in locals and motivates consumers to travel to Sarasota County. Media Strategy: Sarasota has plans to increase online and broadcast media and decrease print media. Social Media: Sarasota only utilizes three social media platforms currently but they plan to increase their social media presence. (38 K on Facebook, 10 K+ on twitter and less than 1000 subscribers on YouTube) September 26, 2016 New Business 7-C 36 of 204 35 PALM BEACH COUNTY Messaging: Discover the Palm Beaches Brand Positioning: The Best of Everything Brand Promise: Palm Beach County is the best way to experience Florida. The community where genuine hospitality is a way of life, breathtaking beauty occurs naturally-the place to enjoy the time of your life. Campaign strategy: Plans to increase digital offerings and implement landing pages to support print, digital and OOH advertising placements. Implement/and or optimize newsletter offerings to create more awareness. Continue to leverage partner and trade publications for print. Group sales strategy: Increase LinkedIn presence through “Best in Class” daily/weekly communications and repurpose copy from meetings newsletters for added content Social Media: Palm Beach County has a wide following on Facebook (over 100 K followers). They also utilize Twitter (31 K+), Instagram (7 K+), YouTube (less than 1000), Pinterest (less than 1000) and LinkedIn (1200+). September 26, 2016 New Business 7-C 37 of 204 36 BROWARD COUNTY Brand Positioning: Hello Sunny... A feel-good, friendly destination, where happy meets go lucky Brand Personality: Dynamic. Diverse. Entertaining. Youthful. Carefree. Refreshing. Active. Vibrant. Creative Strategy: They are working to expand the Hello Sunny brand to the millennial market as well as continue to communicate directly to niche markets. Media Strategy: Maximize brand exposure through television, out-of-home, online video and print mediums. They also utilize search engine marketing and retargeting to deliver targeted messages. In addition they are utilizing paid social media content to further engage potential visitors. Group Sales strategy: Communicate relevant news through newsletters and social media channels. They use PR and print opportunities to focus on key feature stories and messages throughout the year coinciding with industry booking cycles, industry shows and activities. Social Media: Fort Lauderdale utilizes Facebook, Instagram and Twitter and has a large following on all channels. September 26, 2016 New Business 7-C 38 of 204 37 MONROE COUNTY – FLORIDA KEYS Brand Positioning: Come as you are. Brand Promise: The ideal destination for authentic, experiential, enriching vacations with high tangible and lasting intangible values. Brand Personality: Relaxing, Renewing and REAL Creative Strategy: Showcase the Florida Keys vacation experience to the sport fishing, dive, wedding and honeymoon, cultural, LGBT and soft-adventure markets, as well as spotlighting “voluntourism”. Plans to expand focus on Instagram, Facebook, YouTube, Twitter and other consumer and social networking media as direct-to-the-consumer promotional vehicles for the destination. Media strategy: 49% of their media spend is television, followed by digital (22%) and print publications (12%). The remainder is out of home, newspaper, international advertising. Group Sales Strategy: Communicate with meeting planners through social media channels and newsletters as well as follow up with Direct Mail campaigns. September 26, 2016 New Business 7-C 39 of 204 38 DESTINATION GOALS __________________________________________________________________________ GOALS  Anticipate where our customers will be when they decide to purchase a trip to our area.  Grow the yield of our marketing efforts through increased tourism taxable sales  Engage our visitors and build relationships to share their experiences  Deliver increasing return on our marketing investments  Influence potential visitors to increase intentions to travel to our destination  Increase occupancy, Average Daily Rate (ADR) and Revenue Per Available Room (RevPAR) DESTINATION OBJECTIVES __________________________________________________________________________ OBJECTIVES  Grow tourist tax revenue to $22 million  Increase inquiries to our tourism website by 5%  Grow requests for our Official Visitor Guide by 5%  Grow year-round occupancy levels by 3%  Grow our Return on Investment of visitor spending to advertising dollars invested to an average of $125 for FY 17 September 26, 2016 New Business 7-C 40 of 204 39 DESTINATION TARGET MARKETS __________________________________________________________________________ LEISURE DEMOGRAPHICS & PSYCHOGRAPHICS Primary leisure target market is Adults 35 to 64, which includes Gen X and Boomers with a household income of $150,000+, while the target is adults, the campaign should be skewed toward women. Secondary leisure targets are Seniors 65+ and Millennials.  Millennials o 18-34 age group o Tech savvy, utilizing the technology every day o Interested in personalized vacation packages  Generation X o 35-54 age bracket is the first 19 years of our primary target of adults 35-64 o Travel as couples and families o Weight buy toward Women  Boomer Generation o 55-70 age group favoring Women, families and couples o Affluent: $150,000+ household income  Seniors o 70+ age bracket with time to travel o Seniors will often bring grandchildren on vacation o Household income may not be as high as other targets, but they do have net worth and love to travel especially off-season when they can get lower rates Segments  Domestic and International tour operators  Luxury travel agents  Destination weddings and honeymoons  Niche markets September 26, 2016 New Business 7-C 41 of 204 40 LEISURE GEOGRAPHIC TARGET MARKETS Geographic targets  Domestic East Coast  Domestic Midwest  Florida  International Spring/Summer and Fall Domestic Marketing  Florida residents and visitors from other Florida tourism destinations o Miami o Fort Lauderdale o Palm Beach o Sarasota o Saint Petersburg/Tampa o Orlando Winter domestic markets  Northeast Corridor U.S. o Boston o New York o New Jersey o Philadelphia o Washington DC  Midwest U.S. o Chicago o Indianapolis o Columbus o Cleveland o Pittsburgh o Minneapolis September 26, 2016 New Business 7-C 42 of 204 41 Emerging domestic target markets  Southeast U.S. o Atlanta o Charlotte o Dallas/Ft. Worth International Target Markets  Canada o Ontario o Quebec  Central Europe o Germany o Switzerland o Netherlands  United Kingdom/Ireland  South America o Brazil  International Opportunity Markets o France o Scandinavia o Argentina o Columbia September 26, 2016 New Business 7-C 43 of 204 42 DESTINATION BRAND STRATEGY __________________________________________________________________________ Implement a strong destination brand in a plan with built in flexibility and adaptability to navigate through the ever-changing Domestic and International tourism marketplace by:  Increase brand and destination awareness  Own our upscale, luxury brand to separating ourselves from the competition while also being sensitive to language that may turn away lower income level travelers  Target audiences that are looking for a getaway/vacation opportunity that fulfills their need to step away from their hectic day-to-day routine.  Stress quality, but create value for our visitor’s investment and build the desire to seek that vacation experience.  Demonstrate how our visitors are pampered, entertained, educated and energized on vacation.  Visualize our exclusivity and one-of a-kind experiences  Demonstrate value in the slower times of the year to attract all levels of visitors  Define our Key Message: Discover Your Paradise September 26, 2016 New Business 7-C 44 of 204 43 DESTINATION CREATIVE STRATEGY __________________________________________________________________________ LEISURE CREATIVE STRATEGIES Convince consumers that the Paradise Coast is their perfect vacation paradise using the following strategies:  Let our customers define their paradise  Create a variety of ads that will speak to a variety of interests in order to target the specific interests of consumers that visit our site (i.e. dining, golf, beach, fishing, diving, eco activities)  Move from a traditional monologue to dialogue with customers  Continue storytelling projects to create additional content for the website  Create 360-degree trans-media storytelling  Provide engaging content across social media platforms and Internet  Continue to create new video content for visual storytelling  Golf spots targeted to PGA and LPGA as well as highlight co-ed leisure golf  All updated creative to include new golf photography  Newsletters to targeted lists of golf enthusiasts prior to each golf event  Golf landing page to support the Fall campaign  Highlighting experiences that other Florida destinations can’t offer such as: o One-of-a-kind dining o Secluded beaches o Beautiful sunset experiences o Superior boating and fishing opportunities o Upscale shopping o World-class resorts o Unforgettable family activities o Encourage families to take an end of summer getaway just prior to school start  Highlight the variety of available family activities in the destination o Expand "The Everglades and Eco Story"  One of the largest internationally recognized attractions in the nation  Utilize the storytelling video and content produced to promote The Everglades destination in the fall and winter months stressing our less crowded part of the Everglades September 26, 2016 New Business 7-C 45 of 204 44 Diversity  Create more marketing to Hispanics, African Americans and the LGBT markets Dining  Continued use of the new dining landing page so that we can continue to track results  Short video clips of new local chefs and new dining opportunities and through social media networks  Utilize new outlets of exposure such as Saveur and Serious Eats to expand on promotion of dining in the destination  Create dining ads with test messaging that can be used to target consumers specifically interested in dining Golf  Storytelling opportunities through these events to promote on the website and through digital and social media  Utilize fresh, new video and photo content on the golf course  Consider interviewing golfers on the golf course Fishing/Diving  Look for opportunities to promote the new Paradise Coast Reef  Promotion of the Paradise Coast Reef through targeted digital promotion  Promotion of the Paradise Coast Reef through targeted Consumer e-Scapes specific to fishing and diving  Look at generating a new landing page  Develop more content Airline Initiatives  Continue to seek out and partner with airlines that have a strong presence at Southwest  Florida International Airport and Naples Airport  Seek out regional partnerships  Reach influencers and potential airlines to increase flights into Southwest Florida  International Airport from California and other US West Coast feeder markets September 26, 2016 New Business 7-C 46 of 204 45 Family Market  Continue to promote to families in the Spring, Summer and Fall with a value message  Highlight the variety of activities available to families in our destination o The Naples Zoo o Botanical Gardens o Educational opportunities at the Conservancy and Rookery Bay Environmental Learning Center o Golisano Children's Museum of Naples o Sun-n-Fun Lagoon o Airboat rides, swamp buggy tours and other fun Everglades eco tours o Hotel kid-friendly amenities:  The Tiki Tribe Discovery Day Camp at the Marco Island Marriott  The Kids Club at the Naples Beach Hotel  Nature’s Wonders at the Ritz-Carlton, Naples  The lazy river at the Naples Bay Resort  Waterslide at Naples Grande  Boat and bike rentals offered at some resorts  Reach out to hotels to find out what other amenities they offer to families  Send Consumer e-Scapes specifically targeting families with a variety of options for their travel planning Spring/Summer Campaign  Continue to speak Florida consumers in our drive markets emphasizing families and the activities listed above  Feature activities that appeal to family in the destination in our newsletters and advertising  Create a variety of interest specific digital ads that can be used for retargeting to consumers already interested in our destination that we have gathered data from  Utilize value messaging in the destination and be careful of language that may deter consumers of moderate income levels  Utilize test messaging and to ensure we are sending the most responsive messaging September 26, 2016 New Business 7-C 47 of 204 46 Fall/Winter Campaign  Continue promoting to drive markets where applicable o Promotion of festivals and golf events o Newsletters that feature activities our drive markets may be interested in (i.e. diving, fishing the Paradise Coast Reef)  Continue to promote to family in the Fall months o Begin speaking to “empty nesters” that may be interested in taking a vacation after their children have left for college.  Promote activities that appeal to the affluent couples market (i.e. spa, golf, boating, dining, etc.) o Be sensitive to luxury language where there may be crossover into moderate income levels o Promote the wide variety of accommodations available to cater to all income levels  Utilize test messaging and to ensure we are sending the most responsive messaging September 26, 2016 New Business 7-C 48 of 204 47 DESTINATION MEDIA STRATEGIES/TARGETS __________________________________________________________________________ Leisure Media Strategies  Target audiences that have shown best ROI & Response  Integrate video content within all leisure/niche media and Event initiatives  Increase emphasis on Golf and Dining during all key time periods  Increase promotion of unique destination offerings such as The Everglades and The Paradise Coast Reef  Continue sponsorships of major golf events (LPGA, Templeton Shoot-Out and Chubb Classic) and enhance each tournament with media support  Continue support of key local “foodie” events (such as Stone Crab Festival)  Partner with major travel media (Sojern, TripAdvisor, Expedia etc.)  Utilize Choozle Insights to strategically target our target demographic  Continue discussions with media outlets that have existing luxury partnerships  Utilize opportunities to promote family offerings when applicable Domestic  Continue to utilize cable television provide a strong “kick-off” period for the campaigns  Increase use of Video Ad Networks and digital rich media advertising to extend campaign period, increase frequency, drive website inquiry and strengthen ROI  Consumer magazines will only be recommended for key publications with proven ROI  Expand use of online, mobile, digital/social and partner co-op participation  Take advantage of VISIT FLORIDA co-op opportunities when appropriate  Explore targeted events, mall and/or airport advertising to increase visibility during key timeframes/markets September 26, 2016 New Business 7-C 49 of 204 48  Use customized e-Newsletters as a primary communication for specific targets and niche markets and continue to utilize the 2x/month frequency o Continue gathering interest data from the Consumer e-Scapes sign ups to better target them through newsletters and retargeting ads specific to their interests o Continue to send emails to current subscribers offering them to update their interests so we can offer them only the content they would like to receive o Add a disclaimer on all newsletters that allows them to update their subscription preferences  Partner with major luxury retailers for joint advertising and promotions International  Continue Tour Operator co-op initiatives in the United Kingdom, Europe and Brazil  Continue efforts in Canada (especially Toronto)  Incorporate Brand USA partnerships in UK, Germany, Canada and Brazil  Luxury partnerships might include advertising, social, PR, and promotions domestic and internationally Fall Campaign (October-December)  Target golf market in support of professional golf events o CME Group Tour Championship (LPGA) – Nov. 17-20, 2016 o Franklin Templeton Shark Shootout- Dec 5-10, 2016 o Chubb Classic- Feb 14-19, 2017 Winter Campaign (January-March)  Target northern markets (NYC, Boston, Chicago, Philadelphia, Indianapolis, Columbus, Cleveland, Minneapolis and Toronto)  Heavy up schedule during the coldest winter months with the promise of a warm, sunny getaway to Florida’s Paradise Coast. This gives us the double benefit promoting both Winter and Summer vacations  Look into new mobile opportunities such as out of home/billboard digital targeting  Look at unique opportunities including airports, malls and theaters; specifically, Super Videos  Create a campaign using all mediums leading to a campaign-specific web booking engine  Include new digital targeting for prospects – Air, Hotels September 26, 2016 New Business 7-C 50 of 204 49 Spring/Summer Campaign (April – September)  Target Florida markets with multimedia campaign, leveraging new mobile opportunities and unique out-of-home applications.  Encourage Floridians (with a focus on families) to plan their summer vacation on Florida’s Paradise Coast, communicating the close proximity and the value of their vacation with off- season rates o Feature the unique offerings within the destination (i.e. venues, hotel offerings, free activities) o Speak to a variety of hotel accommodations and activities for children September 26, 2016 New Business 7-C 51 of 204 50 MEDIA SCHEDULE 2016-2017 Base Plan Overview Projected Spend % of Total Spend 2017 Consumer Leisure Consumer Print Opportunities $110,250.00 Digital Analytics/Research $160,200.00 Winter Campaign $1,095,000.00 Spring/Summer Campaign $711,000.00 SUB-TOTAL CONSUMER LEISURE $2,076,450.00 52.23% Niche Markets Dining Initiatives $185,000.00 Festival - Stone Crab $62,330.00 Eco Initiatives $52,100.00 Golf - Events Initiatives $490,090.00 Film Initiatives $4,500.00 SUB-TOTAL GOLF/EVENTS/NICHE MARKETS $794,020.00 19.97% Leisure Travel - Travel Agents Various Initiatives (Virtuoso) $57,500.00 SUB-TOTAL LEISURE TRAVEL MARKET $57,500.00 1.45% Group Meetings - Corporate/Association Corporate/Association/Incentive $235,000.00 Bridal Initiatives $25,750.00 SUB-TOTAL MEETINGS MARKET $260,750.00 6.56% Sports Initiatives Events/Digital/Print $205,000.00 SUB-TOTAL SPORTS $205,000.00 5.16% International Initiatives Brand USA - International Markets $43,900.00 Canada $138,000.00 Brazil $14,090.00 Germany $15,250.00 United Kingdom $95,500.00 SUB-TOTAL INTERNATIONAL $306,740.00 7.72% Airline Initiatives Multiple Airline Initiatives $125,000.00 SUB-TOTAL AIRLINE INITIATIVES $125,000.00 3.14% Contingency Funds TBD $150,000.00 SUB-TOTAL CONTINGENCY FUNDS $150,000.00 3.77% TOTAL MEDIA EXPENDITURE $3,975,460.00 September 26, 2016 New Business 7-C 52 of 204 51 MEASURING RESULTS RESEARCH SOURCES In an ongoing effort to measure our effectiveness and to report our results to our many audiences, we carefully monitor and measure our outcomes through the variety of sources:  Research Data Services, Inc.  Smith Travel Research, Inc.  Google Analytics  VISIT FLORIDA Research Department  Florida Gulf Coast University Research Department  Collier County Tax Collector  Collier County Office of Budget and Management  Clerk of the Circuit Court Finance Department  IDSS Database Management System  Sales & Marketing Technologies, Inc. RESULTS TRACKING INITIATIVES Our ongoing research initiatives include:  Focus group research – Provides insights into our targets, reveals trends and provides a measurement of our messages. Both Group market and consumer groups are utilized  Inquiry analysis – The source, timing, cost, etc. of telephone, email, online and mail inquiries is analyzed monthly, quarterly and annually  Online tracking and analysis – Click-through rates of ads, engagement rates, completed video views, unique visitors, time spent on site, direct visitation after viewing of an ad is all tracked and analyzed  Third-party research – Whether from the State of Florida, travel trade associations, or through paid third parties (such as Smith Travel Research and Destination Marketing Assoc. Intl. (DMAI) we continually review and analyze data and trends. Additionally, quarterly roundtables are held with our destination accommodations and attraction partners  Media data – A broad and growing number of sources are constantly considered in order to qualify our selection of media used to reach our targets  In-market quantitative studies – Monthly interviews provide ongoing analysis and in-depth information about visitors while in the destination September 26, 2016 New Business 7-C 53 of 204 52  Conversion studies – Provides insight into visitor activities after they have visited the destination and helps determine which approaches have been the most beneficial in influencing their decision to visit  Tourist development tax – The ultimate measure of the effectiveness of our efforts, along with Average Daily Rate (ADR), Revenue per Available Room (RevPAR), in-market spending and other in-market measures of visitation impact  Accommodation Studies- Occupancy, Average Daily Rate (ADR), RevPAR and future visitation studies are performed monthly  Google Analytics measures website activity, and the effectiveness of advertising campaigns that drive inquirers to our websites.  Arrivalist – a new analytics tool that allows us to track consumer behavior from the time that they have viewed our ad through the time of visitation in the destination and repeat visitation so we can see which ads are most effective and also target them with follow up messaging once they have reached our destination  Choozle Insights – A new digital tool that provides knowledge of influences and preferences of our target demographic (i.e. what types of cars they drive, what other kinds of sites they visit etc.) September 26, 2016 New Business 7-C 54 of 204 53 Group Sales & State Association Marketing Plan 2016-17 __________________________________________________________________________ ACCOMPLISHMENTS FOR 2016  New Group collateral Development – post cards for meeting services, 2 page hotel and meeting venue flyer.  Developed several PowerPoint presentations for trade shows and a new meetings video completed.  35% increase in RFP’s to the destination. Total actual leads sent through July 15 is 388, with 82 of those booked for 2016.  Optimal trade show participation from hotel partners which contributed to the RFP leads success.  Our Cvent strategy that we implemented last year has increased RFP delivery to the CVB by over 20% due to better planner communication, trade show attendance, ongoing relationship building, e-newsletters, sales missions and FAM's.  Sales missions, Fams & Sites– We completed missions to Dallas, Tampa, Chicago, New York City and Houston. Some of those shows produced immediate RFP’s. We use follow up tactics to continue to communicate with planners to insure optimal success of these events.  Additional trade show sponsorships have also assisted us in producing a record number of RFP’s. Those sponsorships have doubled the amount of RFP’s received at these sponsored shows, increasing the odds that more of them will turn definite. RFP Enhancement Program (RFPE) Requests 2016 =25 requests granted 2017 = 26 granted to date Total for 2016 is 51 RFP’s granted 19 booked, 14 lost and several pending September 26, 2016 New Business 7-C 55 of 204 54 Sales Comparison year to year past 7 years Year 2010 2011 2012 2013 2014 2015 *2016 RFP’s Sent 154 153 191 231 222 281 388* RFP’s booked 38 42 58 73 64 86 82 Room nights booked N/A N/A N/A 22,888 16,317 29,124 38,180 Econ. Impact projected N/A N/A N/A $14,611,174.97 $12,413,677.37 $23,394,437.62 $22,400,915.23 *YTD 9.5 months not actual full year for 2016 10/1/2015 - 7/19/2016 * ADVERTISING, MEDIA & PROMOTIONS We have produced new photos and new videos this year for the meetings market. Those new elements have resulted in a new look for our monthly Group Meetings e-newsletters, five new print ads and advertorial for meetings publications, new collateral pieces, a new look to our meetings pages on the website at www.paradisecoast.com/meetings. We enjoyed media presence in Meetings Today, Successful Meetings, and Incentive magazine, Meetings &Conventions, Smart Meetings, and Collinson Media for Connect & Collaborate. The new Meetings video is used at most meeting trade shows and always used in Sponsorship opportunities during trade show events. We also use the new leisure video when we host a local event or a group RFPE booked meeting to show attendees the destination. September 26, 2016 New Business 7-C 56 of 204 55 Post cards are used as either pre show mailers or follow up mailers to trade shows and events. We have both the CVB services post card and the “Welcome” postcard that is used for group attendees welcome packages for the groups we have booked. SPONSORSHIPS We have done 9 various sponsorship Programs so far this year in conjunction with HelmsBriscoe, and ConferenceDirect top planners events lunches/breakfasts at trade shows hosted –maximum impact to reach all attending planners and suppliers. We have seen RFP’s from these shows sponsored double over past numbers. The green shows were business won and the orange business lost. XSITE XSITE transportation Encounter Small Business Legislative Council GTMC MPI SEC BOD Nov. Team Landers CD group SMU Lunch IPEC lunch FSAE Smart meetings Global GAD Top Conference Direct Team Baarman Visit Florida Encounter FSAE Power Lunch TRACKING RESULTS We have implemented improved tracking of data, RFP’s and RFPE’s, data bases and expenses and Economic Impact. We are utilizing the IDSS program to full capacity. SURVEYS We are using Survey Monkey on FAM follow up, and we used a new “Golf FAM App” this year with some favorable results. 9 out of 13 attendees responded to surveys and 5 out of 9 responded to post survey requests. One RFP and one booking resulted. September 26, 2016 New Business 7-C 57 of 204 56 GROUP MEETINGS -2016 to Date RESULTS Number of Meeting Planner Contacts 800 plus – impossible to track all- show averages 40-90 per show plus emails, website, newsletters, sales missions and other contact Number of RFP’s Collected/Distributed 388 – record number Number of RFP’s to Contract 82 Total Room Nights/Econ. Impact for Period 38,180 room nights Econ. Impact $ 22,400,915.23 Number of RFP Enhancement (RFPE) Requests 2016 =25 requests granted 2017 = 26 granted to date Number of RFPE’s to Contract 2016 = 12 booked 13 lost $82,800 2017 = 17 booked with 9 lost or pending $97,500 Number of FAM’s/Sites 3 Fams 20 sites of 8 booked 3 lost and 9 pending Number of Shows Attended Attended 20 trade shows, 20 sites, 3 Fams, 6 Sales missions SITUATION ANALYSIS Group Meetings Market Overall:  Currently our destination group sales is somewhat soft – Meetings are down – mostly due to the change in market from a “planner buyer’s market” to” supplier seller’s market”.  Rates have increased, F&B increased and planners, even high end group planners, are seeking more economical destinations as their budgets have not increased with the market demand. Hotel inventory, increased costs of F&B and other hotel expenses have driven rates up. This is also resulted in some lost business, which is somewhat out of the CVB’s control.  Out group and leisure hotel room inventory and meeting space is down, compared to past years. While we brought on two new hotels (Seminole Casino Hotel 2015 and Hyatt House in March 2016), the Seminole Hotel is primarily used for their Casino Players Club and is not a requested meeting/group hotel. Hyatt House is an extended stay property with some meeting space. September 26, 2016 New Business 7-C 58 of 204 57  The biggest challenge we have faced this year has been the major renovation of our largest meeting hotel, the Marriott Marco Island Beach Resort. Some of their meetings have been absorbed by other area meeting hotels. Significant visitation and visitor spending has been negatively impacted  Additionally, the Hilton Marco Island and the Marco Beach Ocean Resort are currently closed for extensive renovations, but will reopen later this fall. And the Hilton Naples had had limited inventory due to renovations for much of this summer. And, the Naples Beach Hotel & Golf Club had balconies renovations with rooms blocked out for late summer/fall of 2015/16 fiscal and the golf course is closed for months undergoing extensive renovations summer/fall of 2016.  All of these changes have left minimal inventory for Marco Island and aggressive rates from the other local competing hotels in Naples. We have lost group business to those aggressive high rates and did not recover fast enough even on the leisure side to make up for business that has literally been turned away.  Competitive DMO’s in Miami, Ft. Lauderdale, West Palm, Orlando, Tampa, and St. Pete all have seen dramatic new hotel development resulting in huge increases in room and meeting space inventory. These new resorts can potentially pull business away from our market and keep the rates very competitive.  Once the renovation projects are complete and these properties back open at full strength we will quickly regain our group meeting strength. We will continue to feel the Marriott closure impact well into 2017 OTHER TRENDS & ISSUES:  Mobile apps continue to emerge such as Poken and other interactive apps that encourage networking. We will consider this trend to help educate the hotels to use these apps and offer them to planners  Planners are seeking more ways to engage their attendees and to maximize the networking opportunities. We need to continue to brainstorm with our hotels to work with planners to accomplish this emerging trend.  F&B pricing continues to rise and planners are pushing back on these costs. Often the CVB is asked to offset this added cost to book the meeting. Also we are seeing a trend toward creative menus, seasonal foods, water jugs and healthier smaller break out options.  Free Meeting space may be a thing of the past and meeting room rental is no longer being offered at no cost. September 26, 2016 New Business 7-C 59 of 204 58  Hotel Rates will rise, but not at the rate seen in the last three years.  We need to continue to better understand the meetings market – plus RFP (Request for Proposals) verses RFI (Request for Information) this is industry an education challenge for both planners and hotels.  The Millennial market will be more important as time goes on and we need to be implementing ways to communicate with this very different market segment  There is a growing trend for Executive board meetings, which seems a perfect fit for our destination.  Corporate Social Responsibility will continue to grow in popularity. Examples are: “RepeattheRoses”.com Kindness and sustainability to make the most of your flowers purchased to enhance your events. MEASURABLE OBJECTIVES  Attend two meeting planner trade shows per month and occasional one day events  Meet 600-1000 planners by year end 2017  Place Sponsorships up to $75,000 to bring in groups to the destination or support trade shows attended with sponsorships to  Increase our RFP goals from planner by 10%  Increase the number of FAM trips 10% for planners to experience the destination themselves  Bi weekly Social media communications with mentions of trade shows attended and sponsorships placed.  Maintain daily social media posting for group and leisure  Schedule one Sales mission per quarter in 2017.  Organize two themed FAM trips in 2017, and budget and allocate $21, 000 toward this effort for entertaining, transportation including ground and flights  Crate and distribute at least one themed group meeting planner e-newsletter per month  Continue RFP Enhancement Program with $150,000 for FY 17 and $150,000 for FY 18  Upgrade Memberships with Cvent, HelmsBriscoe, DMAI Mint and ConferenceDirect by year end  Recruit additional sales support staff or with contract labor by January 1, 2017  Purchase new trade show booth backdrops, table linens, promotional items before Jan. 1, 2017  Create new group meetings PowerPoint in 2 and 5 minute versions by December 1, 2016 September 26, 2016 New Business 7-C 60 of 204 59 TARGET MARKETS Geographical: Primary: • Texas, Chicago, NYC, Philadelphia, Boston, Pittsburgh • Concentrate on Domestic market, not International planners this year Secondary • Wisconsin, Minnesota, DC Demographics: • Mostly women planners • Income is not an issue with planners except to understand that their motive is not always salary but the perks and glamour that go with travel and planning. • Identify new planners and assistants who plan groups, avoiding the scammers and planners in data base who have not produced. • Cater to repeat planners who have booked previous meetings and create new advocates. Target Industries: • Luxury, high end attendees • , Incentive, Medical, Insurance, Financial • Executives and CEO’s • Corporate STRATEGIES  Continue doing Domestic related Trade shows – Tradeshows that focus on Florida bookings, luxury, Incentive and other key markets  Develop new landing Page for Meetings part of the website  Identify outside sales person to help with larger markets DC or Chicago or NYC/NE  Paradise Meetings to push b-b social media using native content  Use FSAE as a way to reach Florida Association markets  Newsletters – engage social media, opt in and educate on RFI verses RFP till their list is short listed. Continue the Debi’s tip in each newsletter September 26, 2016 New Business 7-C 61 of 204 60  Continue RFPE program – focus on value season, send policy to partners 2 times a year. Be sure TDC and BCC approves funding for multiple years  Use sponsorships at trade shows like luncheons or make presentations at shows for maximum exposure  Continue Site airfare program with larger RFP’s for sites. If we are on short list, we pay flights  Upgrade to EmpowerMint and Cvent only if we are able to get extra office help for data/IDSS/ coordinator for sales. September 26, 2016 New Business 7-C 62 of 204 61 IMPLEMENTATION SCHEDULE Proposed Tradeshow Participation for 2017 Small Meetings Market conf 2017 budget Oct 4-6, 2016 for 2017 budget Huntsville, AL IMEX 2016 is 2017 budget CVB will go October 18-20, 2016 Vegas Connect Florida FSAE Oct 25-27, 2016 Orlando Rosen Shingle connect Incentive Cancun Nov. 2-4, 2016 Cancun Florida Encounter Nov 1 - Dec 3 Orlando Champions Gate Incentive Live NorthStar Jan. 18-20, 2017 Vegas Small Business Expo TBD Philadelphia Boston or NYC HPN Global summer HelmsBriscoe Annual late spring Site Texas May Jamaica CMITe August ConferenceDirect June Cvent Connect June LMS several months IPEC North Star M&C March Xsite August M&C fall Luxury Meetings Summit May 4, 2016 Tampa Smart Meetings June 26-28 Miami Trump Doral Connect Market Collinson Aug 27-29, 2016 Grapevine SMU Successful Meetings Sept Luxury Meetings Summit M&C Interact dates TBD must do ACTE Assn of Corporate Travel Executives April TBD September 26, 2016 New Business 7-C 63 of 204 62 Meetings Market e-Scapes Calendar Fiscal 2017 October – Association Planners Markets: Florida, Washington DC, Chicago, NY, Philadelphia Creative notes: Transportation, focus on value of off-season, weather is nice in October and rates are still low (Associations are sensitive to cost) Co-op targets: Resorts and Conference Hotels November – Incentive Planners Markets: Corporate Incentive planners in charge of incentives in NY, Chicago, Boston, Philadelphia, Atlanta, Dallas, Charlotte, Raleigh-Durham, Minneapolis, Milwaukee, Columbus and Cincinnati Creative notes – More focus on the destination – getting out on the water, golf, beach, high-end, private island Co-op targets: High end resorts December – Medical Pharmaceutical planners Markets: NY, Chicago, Dallas, Philadelphia, Houston, Atlanta, Miami, Washington DC, Minneapolis, Boston Creative notes – Very strict rules about where they can book meetings so don’t use word “resort” or “luxury”. Be sensitive to language. Don’t talk about activities. Focus on meeting space and on-site amenities – no offsite Co-op targets: Naples Beach Hotel, Naples Grande, Hilton Naples, Hilton Marco Island January – Financial Planners Markets: New York, Chicago, Boston, Philadelphia, Atlanta, Dallas, Charlotte, Raleigh-Durham, Minneapolis Focus on 5th Ave area, Millionaire population, upscale, resorts, low-key, dining, golf Creative notes: Mention CEO board meetings Co-op targets: Upscale Resorts, Boutique hotels September 26, 2016 New Business 7-C 64 of 204 63 February - Large Corporation Board/Business Owners Markets: NY, Chicago, Boston, Philadelphia, Atlanta, Dallas, Charlotte, Raleigh-Durham, Indianapolis, Minneapolis, Toronto, Milwaukee, Columbus and Cincinnati Creative notes – Focus on Resorts, beach, golf, fishing, NGALA and spa Co-op targets: Larger resorts such as Ritz Carlton, Marriott Marco Island March – Incentive Planners Markets: NY, Chicago, Boston, Philadelphia, Atlanta, Dallas, Minneapolis, Milwaukee, Pittsburg, Columbus and Cincinnati Creative notes – More focus on the destination – getting out on the water, golf, beach, high-end, private island Co-op targets: High end resorts April –Medical Planners Markets: NY, Chicago, Boston, Atlanta, Florida, Texas, Washington DC, Milwaukee, Minneapolis, Indianapolis and Ann Arbor Creative notes: Focus on families, fishing, possibly incorporate healthcare in the destination or university healthcare education (Will brainstorm as time approaches) Co-op targets: Resorts May – Corporate Meeting Planners Markets: Corporate meeting planners in U.S Creative notes – Focus on Resorts, beach, golf, fishing, NGALA and spa Co-op targets: Larger resorts such as Ritz Carlton, Marriott Marco Island June – Incentive Meeting planners Markets: NY, Chicago, Boston, Philadelphia, Atlanta, Dallas, Charlotte, Raleigh-Durham, Minneapolis, Milwaukee, Columbus and Cincinnati Creative notes – More focus on the destination – getting out on the water, golf, beach, high-end, private island Co-op targets: High-end resorts September 26, 2016 New Business 7-C 65 of 204 64 July – Insurance Markets: Insurance cities: Connecticut, Boston, and Omaha Creative notes: focus on unique and special, world class and memorable experiences, 5-star resorts Co-op targets: 5 star resorts August – Large Corporation Board/Business Owners Markets: Chicago, Boston, Philadelphia, Atlanta, Dallas, Charlotte, Raleigh-Durham, Indianapolis, Minneapolis, Toronto, Milwaukee, Columbus and Cincinnati September – Financial Markets: : New York, Chicago, Boston, Philadelphia, Atlanta, Dallas, Charlotte, Raleigh-Durham, and Minneapolis Focus on 5th Ave area, Millionaire population, upscale, resorts, low-key, dining, golf Co-op targets: Upscale Resorts September 26, 2016 New Business 7-C 66 of 204 65 LEISURE & TRAVEL TRADE SALES PLAN - 2017 __________________________________________________________________________ ACCOMPLISHMENTS FOR 2016 1. This year we brought new Leisure FAM's to the destination as a way to showcase what we offer on Florida’s Paradise Coast. These were Travel Agent FAM’s from tour operators that we had not hosted in the past. By providing these opportunities to the travel agents, we can increase visitation as the experience gives the travel agents firsthand knowledge of the Naples, Marco Island and the Everglades product so they return home ready to sell our area after experiencing our hotels, restaurants, attractions etc. These FAM’s were:  Dertour Hungary  NATS – North American Travel Service  HotelPlan  Azul – Brazil In addition to these travel agent FAM’s, we also brought a Brazil Tour Operator FAM that included with the top product managers in Brazil. 2. We became a Virtuoso partner destination in 2015-2016 which has increased our exposure to the luxury market. Virtuoso participation allows us to put on a webinar for Virtuoso Travel Agents which stays on their website for 6 months so that Virtuoso travel agents are able to access it when selling our destination. In addition to the Virtuoso webinar, we hosted a Travel & Leisure webinar that reached over 500 travel agents that sell Florida. This webinar is stored on the T&L website for one year and agents can access it on demand. As a result of trade shows, events we attended and the webinars we hosted and presented, we have increased our Travel Trade database by 29.6% YTD thru July 2016. 3. Brand awareness in the Latin American market has increased slightly, especially in Argentina. Our analytics report that tour operators attending Florida Huddle and IPW are showing Argentina in their top 5 of source markets traveling to Collier County. Claudia attended a few Latin America tradeshows this year where there was much interest in our destination due to travelers looking for alternatives to Orlando and Miami. The top 5 countries she has met with at these tradeshows have been Argentina, Chile, Columbia, Mexico, Panama, and Paraguay. September 26, 2016 New Business 7-C 67 of 204 66 4. Partner participation has improved dramatically this year with record partner attendance at Florida Huddle and IPW. This is giving us greater exposure at these shows and demonstrates to the tour operators that Naples, Marco Island and the Everglades is eager for their business. 5. We now have a professionally created interactive PowerPoint presentation in both Portuguese and Spanish. This will help tremendously in developing these opportunity markets. We also have a small Spanish brochure similar in size and layout to our German and Portuguese brochures. SITUATION ANALYSIS Domestic travelers are still our strongest producer to our destination, followed by UK and Germany. Domestically the Northeast and Midwest continue to be our strongest feeder markets between January and Easter and Florida in the spring and summer months. The trend continues towards more active vacations, adventure travel and foodies. Visitors are looking for unique and educational experiences. Recent occurrences played up big by the media have dampened Florida as a destination as a whole. We are implementing remedial marketing and PR efforts to counteract that negative situation. In Latin America, current economic and political conditions are improving in Brazil and therefore the USD has fallen and travel is a bit more favorable to Florida. The Brazilians have continued to travel to the United States but have been spending less. This improvement within the country will give Brazilians more confidence to spend again. Overall, Latin America is a strong emerging market with Argentina showing a marked increase in numbers to our area. These travelers are looking for a different experience than they are currently getting in Miami and Orlando, and are actively seeking them out. Family and shopping is a common theme throughout the Latin American market. MEASURABLE OBJECTIVES  Increase travel agent database by at least 25% by end of September 2017.  Get one additional day stay from our International guests. Our hotel partners will need to be encouraged to report the results of this extended stay promotion.  Focus on consortia travel agent sales and have at least one successful sales mission to NYC to visit at least the top three agents in that market. September 26, 2016 New Business 7-C 68 of 204 67  Target Florida based tour operators and receptive tour operators and make that contact at least 3 times in FY 2017.  Increase brand awareness by at least 5% in the Latin American opportunity markets of Argentina, Chile, and Colombia. This will be measured by numbers provided by tour operators at IPW and Huddle in 2017.  Continue the development of the Brazil market by hosting a minimum of 2 leisure FAM’s and participating in one Sales Mission to Brazil by September 2017. TARGET MARKETS The leisure markets to be targeted in 2016-2017 are as follows: Geographical: Primary Domestic – Northeast, Midwest, Florida (Miami, Orlando) Secondary Domestic – Texas, Denver Primary International – Brazil (AVIAREPS) Secondary (Opportunity) International – Argentina, Chile, Colombia Age, income: Primary: 35 – 60 years old with a Household Income (HHI) of $150,000+ Secondary: Millennials with a HHI of $100,000+ Activity: Primary: Beach, family, multi-generational, shopping, dining, wellness, golf, fishing, nature/eco, adventure Secondary: Weddings, Honeymoons, LGBT STRATEGIES 1. When attending consumer shows in primary feeder markets, sales calls to travel agents (promoting the above) will be planned to increase visitation and continue to build our database. We will request partner participation by asking them to provide us with contacts and travel agents they would like us to meet with to make these calls relevant to our destination. 2. We will also continue to participate in the Virtuoso program, present webinars, attend the top industry trade shows (see implementation schedule) and plan sales calls/sales missions to the drive market in Florida. September 26, 2016 New Business 7-C 69 of 204 68 3. When visiting with travel agents/tour operators/consumers at trade shows or events, we will continue to showcase our strengths that make us unique: o Wide, white sand beaches to explore o Luxury destination, resorts o Culture o Shopping, high-end to outlet o Culinary, farm to table, independent restaurants o Everglades/nature, adventure o 10,000 islands o Wellness/healthy 4. Typically an International visitor lands in Orlando, Tampa, Fort Lauderdale or Miami and drives around the state. For example: Tampa to Ft. Myers/Naples, Everglades, Key West, Miami, West Palm Beach, Orlando and back to Tampa. We need to get a one more day stay out of these guests by differentiating ourselves from the other Florida beach destinations. Promote the variety of beaches we have to experience, and promote the closeness of the Everglades and the 10,000 islands. For example, “do the parks in Orlando and then come and relax in Naples”. Or “find your own private beach while exploring the 10,000 islands”. 5. Plan a Sales Mission to meet with the domestic receptive tour operators in Orlando and Miami, and include our tourism partners and promote both group and leisure travel opportunities.  Will require at least 5 partners for a successful mission. In order to increase partner participation (currently have only had 1 or 2 partners involved), we will ask for commitment prior to planning the mission.  We will ask partners for lists of operators with whom they do business with for this mission. 6. We will focus on consortia travel agent sales and will plan a sales mission with a minimum of 5 partners. We will target the top agencies in NYC by asking those partners that already have the relationships to secure appointments with the “gate keepers”. Teaming up and going as a destination will create more brand awareness. We will follow up monthly with those agents with whom we meet to stay top of mind. September 26, 2016 New Business 7-C 70 of 204 69 7. In order to develop brand awareness in Latin America, we will attend 2 new Latin American events/shows by the end of FY 2017. We need to educate tour operators and travel agents how close we are to Miami/Fort Lauderdale, and there is more to discover and enjoy in Florida than those areas. (see strategy #4) We are just 2 hours from Miami, 1.5 hrs from Fort Lauderdale. 3.5 from Orlando. Promote a different Florida than they are used to. 8. Promote in all of our Latin America strategies that our area is more relaxed. Play up our uniqueness, the Everglades, 10,000 islands and our National Parks. Feature our outlet and upscale shopping, safe and family friendly atmosphere and how easy it is to get around. Mention that we have nightlife at Mercato, and there is something for the entire family to do. 9. When attending Latin American shows, ask our local partners for incentives to pass on to travel agents/tour operators (food credits, amenity in room, shopping credit/coupons, gift cards). 10. Create 2 new collateral pieces to assist in the promoting of our destination to the Latin American market. Look at translating and printing a map with things to do specifically for the Latin American market so they know where everything is. Nightlife, museums, zoo, c’mon, Everglades, etc.…. Also create a Spanish one page handout that lists the top 10 things to do/must do’s in the destination. 11. Start the process of creating a Spanish website. Plan for a full Spanish website or start with a few pages specifically for the Spanish market. This would be a strong tactic for both the emerging Latin American markets, and the in state/drive market to attract more Latin market visitors. 12. AVIAREPS will continue to promote our area in Brazil to build more brand awareness through trainings, trade events, shows, PR campaigns, and social media. We will support their efforts with hosting FAM trips, participating in sales missions and trade shows. (See separate AVIAREPS plan). September 26, 2016 New Business 7-C 71 of 204 70 Additional Strategies:  We will also promote our emerging nightlife scene including, Mercato and Thursdays on Third, to overcome the impression that we have nothing to do at night and to appeal to a younger traveler demographic. In addition, we will play up our Jazz concerts and festivals to demonstrate there is “much more to keep you entertained, but we won’t keep you up too late to enjoy the next day”.  We will continue to communicate that although we are an upscale destination, we are also affordable. We will promote and educate that we are affordable in shoulder and off seasons (May to December). June – September so those that like to experience luxury can find great value during our slower periods.  With travel agents/consumers/tour operators, we will communicate that we are LGBT friendly and very welcoming to all travelers to our upscale resorts, dining and shopping venues. We need to incorporate this messaging into our advertising and promotion efforts. We will target Fort Lauderdale for”staycations”, and renew our LGBT membership, and consider participating in a trade show. SALES MISSIONS PLANNED: These sales missions require partner participation and dates are subject to change.  November – Sales Mission to Orlando  Spring 2017 – Consortia Sales Mission  Summer 2017 – Sales Mission to East Coast of FL. WEDDINGS/HONEYMOON MARKET: Weddings and honeymoons are a strong market for the destination and the CVB will continue to support those markets with advertising and promotions. This will continue as a minimal program to supplement hotel marketing efforts with a bi-annual weddings e-newsletter, some target media buys and website support. We will also continue to discuss in Weddings and Honeymoons in presentations to travel agents/tour operators and when speaking with consumers. And we will continue to promote destination weddings, incorporating family travel and multi-day events, Honeymoons and LGBT travel. September 26, 2016 New Business 7-C 72 of 204 71 IMPLEMENTATION SCHEDULE Some of the leisure and travel trade shows listed below are available for partner participation, and some are in partnership with Visit Florida. We will add new shows at partner request, and possibly eliminate others depending on partner participation and prior results. Also see social media schedule as part of the PR plan. Travel Industry Shows Show Name Date City FIT October 1 - 4, 2016 Buenos Aires, Argentina LADEVI 5-Oct-16 Santiago, Chile FESTURIS November 3 - 6, 2016 Granados, Brazil RTO Summit November 15-17, 2016 Orlando, FL LTX-Travel Industry Exchange December 13 - 15, 2016 San Diego, CA Florida Huddle January 9 - 12, 2017 Orlando, FL New York Times Travel Show January 27 - 29, 2017 NY, NY Boston Globe Travel Show February 10 - 12, 2017 Boston, MA Peninsula March 2017 Dallas, Austin, San Antonio, Houston, TX WTML April 4 - 6, 2017 Sao Paulo, Brazil Next Travel Exchange May-17 Cancun, Mexico Chicago Trade Day May 2017 Chicago, IL IPW June 3 - 7, 2017 Washington, DC Dallas Trade Day TBD Dallas, Texas GTM Aug-17 Fort Lauderdale, FL Virtuoso Aug-17 Las Vegas, NV La Cita Sep-17 Miami, FL MLT Sep-17 Atlanta, GA September 26, 2016 New Business 7-C 73 of 204 72 PUBLIC RELATIONS AND COMMUNICATIONS PLAN – 2016-17 _______________________________________________________________________________ ACCOMPLISHMENTS FOR 2016  Media Monitoring & Publicity The communications team worked to overcome contracting restrictions in obtaining an essential media relations and monitoring tool. The Cision/Vocus system is now in place and going forward will facilitate regular reporting on publicity for our destination as a top leisure and business travel destination generated both directly by the team’s efforts and organically. We will track publicity results for specific projects and monitor coverage during crisis events. The Year-To-Date travel and tourism-related publicity results show approximately 53 million impressions and over $8 million in advertising value. (Figures based on initial review utilizing Cision/Vocus system. Further refinement by year end will yield higher cumulative results).  Top International Publicity/Awareness The CVB PR team partnered with VISIT FLORIDA and Beaches of Ft. Myers/Sanibel to host a press visit with a writer/photographer team from National Geographic Traveler China. The visit to Naples contrasted the beautiful, luxurious side of Naples with a visit to the Gulf Coast portion of Everglades National Park. The effort resulted in a 14-page feature titled Slices of Old Florida. The coverage reached a circulation of 977,095 with a media value of $679,616. Other international visits included press from Argentina, Germany, UK, Canada, Brazil and more.  Positive Coverage of Tourism in Local Region Coverage of the positive effects and impacts of tourism in the community continued and expanded in 2016. Bi-monthly Collier Tourism columns written by staff point out the benefits of living in a destination that has tourism-driven attractions, hotels, restaurants and shopping and points out ways that locals can take advantage of these, and highlights how tourism positively impacts the local economy and employments and ultimately lowers cost of September 26, 2016 New Business 7-C 74 of 204 73 living/taxes for residents. The calculated Ad Value of the column year-to-date as of July 2016 is $35, 914 with circulation impressions at approximately 400,000. Positive local coverage across a wide spectrum of media has continued about the economic impact and strong employment numbers for tourism. The CVB was recognized by local media for its proactive communications through the destination website and social media about the area’s beaches and water quality during the ongoing crisis related to Lake Okeechobee water runoff, which has triggered toxic algae blooms in other parts of South Florida. The CVB continued with its successful proactive communications to industry partners and visitors as the Zika Virus escalated to crisis level with the first mosquito-borne transmission cases in Miami.  New York Media Mission Event & Deskside Tour The CVB team visited New York City June 1-2, 2016 for an open house-style luncheon in conjunction with the meetings team. Lou Hammond Group secured 12 media guests to the luncheon and PR representatives from the CVB and hotel partners held one-on-one meetings with editors at top media  Driven Accomplishments Raise Awareness Through Top Media Results PR agency LHG, working under the direction of the PR/Communications manager brought excellent performance results for a number of stated objectives. They generated more media impressions in niche market segments i.e. luxury, honeymoon, & adventure markets through press visits in publications including Active Planet Travels, FoxNews.com, Unnamed Project and other. LHG improved brand awareness in target markets through targeted publicity in outlets including Boston Herald, New Jersey Business Journal, USA Today, Travel + Leisure, PureWow, and others. Publicity continued to distinguish Florida’s Paradise Coast as the premier vacation destination in the southeast through articles and rankings. CVB PR Success in Implementing a Large Media Press Trip for the Outdoors/Fishing Niche Market, Sponsored by Marine Product Manufacturers. The CVB PR/Communications department hosted a large outdoors/fishing media press trip on Marco Island with costs including airfare, hotel lodging and food and beverage covered by a consortium of marine/fishing product sponsors. September 26, 2016 New Business 7-C 75 of 204 74 This resulted in an infusion of over $200,000 to the destination. The result was a huge win for all participants. One fishing tackle company with major rod, reel and soft tackle divisions is already considering holding a sales meeting at the host property on Marco Island, opening up new avenues for group meeting business. Writers focused on all aspects of fishing in Collier County: inshore fishing in the Ten Thousand Islands, offshore fishing in the Gulf of Mexico, and freshwater fishing with a special focus on Lake Trafford. Several very significant media story placements have occurred with more to come. One in particular has huge significance. The editor of Bassmaster magazine (distributed to the over 500,000 members of the Bass Anglers Sportsman Society, the nation’s largest bass fishing organization) attended the event He was working on the annual list of ‘100 Best Bass Lakes’ for the July/August issue. He was so impressed with Lake Trafford, he dedicated his editor’s page to his experience at the lake and named it “Lake 101” for its impressive rebound, calling out the successful team effort by Collier County Tourism, Southwest FL Water Management, FWC and local citizens. Additionally a 6-page feature article in Florida Sportsman magazine is based on the trip, covering inshore, offshore and the freshwater fishing in the destination. Many positive relationships were formed and future trips may be possible after laying this important groundwork. SITUATIONAL ANALYSIS The media landscape continues to evolve and the CVB’s PR/Communications division will continue to evolve with it and stay ahead of the trends as we employ best practices on behalf of the destination. This section includes a look at latest trends in the media we are focused on reaching as a means to distribute our destination stories, as well as factors impacting our work capacity. 1. Trends Across the Media Landscape  Digital Evolution – All media are moving deeper into digital and away from traditional print. Social media also is playing an increasingly large role in media coverage. It’s where journalists mine for content and build relationships with sources. Outlets are looking for high performing social content that they can share on their platforms, such as Instagram events, Periscope and Facebook Live opportunities. September 26, 2016 New Business 7-C 76 of 204 75  Multimedia – The top trend now is the evolution of the multimedia journalist and correspondingly, the multimedia publicist. Journalists are using and seeking assets like images, video, GIFs, 360-degree video and infographics to tell their story across a variety of digital platforms. Team members need to be educated and armed with the proper tools to meet the growing demand for these coverage assets.  Trends = Coverage – The number one thing media outlets are seeking is trends. Five examples of something qualifies as a trend for outlets such as USA Today and The Associated Press.  Staff reductions – Media outlets across the country continue to face staff reductions and budget cuts. As such it is more important than ever to work with qualified freelancers and understand the dynamic between them and their editors. This includes: o Make it easy for them by providing trend ideas and pitching opportunities with proper lead time o Tailor pitches to specific outlets o Ensure the freelancer is not pitching the same story to 100 different outlets; work on varying the story angles for different outlets o Track bylines in media outlets and look for those freelancers consistently producing  Blurred lines – Paid and earned media continue to merge and integrate. Among the techniques recommended to capitalize on this trend include: o Concentrate on storytelling and look for opportunities in new media. Focus agency, CVB staff and contracted talent efforts on new story content creation with multimedia components included that can be pitched and placed o f looking for viral, put some money behind it o Create opportunities for fans to share content with similar messaging o Be a part of the conversation o Look for opportunities and amplify; repurpose content for earned and paid o Develop stories for multi-media o Work with influencers = third party advocates September 26, 2016 New Business 7-C 77 of 204 76  Power of personalization – The media do not want to receive things that are obviously mass-sent. No mail merges – they see through that tactic! The media must feel like we are taking the time to think of them and know their outlets, therefore the CVB will focus on targeted, customized and personalized story pitching.  Data drives stories – Media increasingly seek data and statistics to help drive their story. Wherever the CVB and its partners can paint a picture with facts and numbers, it will make the media’s jobs easier.  TV going social – Broadcast media outlets are increasingly turning to social media for story ideas and to broaden their coverage. The CVB will respond to this trend by tweeting the networks, production companies, producers and researchers. Likewise, we will work to help tell stories via social media and will encourage media to follow us on Instagram and Twitter where they do much of their research. In addition, broadcast media tell us that food, history and music resonate best, as well as myth-busting, therefore we will research and find the appropriate offerings within Florida’s Paradise Coast that fit these segments. 2. Factors Impacting Team’s Work Capacity  Multimedia Tools – Investment in present day tools to meet the needs of our target market journalists is essential. New equipment acquisition will include several compact but advanced-level DSLR still cameras, a 360-degree video camera, lenses, tripods and various accessories to meet need for enormous amounts of new and authentic content.  Manpower – The constant need for new, catchy, informational and fun content; as well as to meet the need for personal, individualized media relations and relationship building through daily Twitter outreach and in-person interaction, can only be met if our team is able to grow. In addition to a new PR Assistant, at least one other new staff position is needed so that all team members are contributing to the content pool, and we have another person to share press trip planning, implementation and escorting duties, as well as participate in the very large ongoing website tasks including event and deal entry, uploading press releases and media story links, and formatting new content. We will need to contract with both local in- market and out of market talent best suited to create newsworthy content for our website, media outlets, and to be used across applicable social media platforms. September 26, 2016 New Business 7-C 78 of 204 77 OBJECTIVES FOR 2017  Media Monitoring & Publicity Increase total circulation, UMV and media advertising value of destination publicity by 10%. Develop increasingly focused and detailed reporting for media coverage. Develop proactive outreach via Twitter and other platforms individually to key media contacts. Measure by Cision/Vocus tool, PR agency input and direct research.  Top International Publicity/Awareness Work with VISIT FLORIDA, international CVB marketing teams and our own contacts to increase travel coverage by international media in top and emerging international markets. Host at least five individual and one group international press trip. Work with UK team to realize goal of CVB PR manager going on a media mission to engage personally with key media in England, Scotland and Ireland.  Positive Coverage of Tourism in Local Region Continue successful engagement of local press to reach locals to provide continual education and enlightenment of the positive impacts of tourism to the local economy, jobs and the community through maintenance of high quality restaurants, cultural institutions, attractions and hotels with amenities that all local residents can enjoy.  New York Media Mission: Event & Desk Side Tour PR agency LHG will work with the CVB team and partners to create a New York-based event to include at the very least, top media representatives, with the option to also expand an event to include meeting planners and travel agents. Open the event to area partners and include them where possible in desk-side visits with New York-based media not able to attend the event.  Agency Driven Objectives o Secure feature coverage in national and regional outlets that promote the destination’s rich offerings, on and off the sand. Measure: correlate agency- generated FAM visits with resulting press coverage. September 26, 2016 New Business 7-C 79 of 204 78 o Establish Florida’s Paradise Coast as the top city for Florida residents to visit for an in-state vacation. Measure: correlate agency pitching efforts with coverage including story features and list rankings. o Obtain articles in niche market segments that appeal to key audiences i.e. outdoor enthusiasts, foodies and millennial. Measure: correlate agency-generated FAM visits and pitching efforts with coverage in key niche segments. o Expand brand awareness to new audiences across digital platforms by working with social media influencers. TARGET MARKETS Primary Interest Segments:  Luxury Travelers  Honeymooners/Weddings  Families  Foodies  Adventure seekers  Eco tourists  Golfers  Beach enthusiasts  Groups, Meetings & Conventions  Collier County Local Community  Tourism Industry Partners Secondary Interest Segments:  Health and Wellness  Travel Agent Trade September 26, 2016 New Business 7-C 80 of 204 79 Primary Geographic Markets- North America  Atlanta  Minneapolis  Baltimore  Montreal  Boston/New England  New Jersey  Charlotte  New York/Connecticut  Chicago  Orlando  Cleveland  Ottawa  Dallas/Ft. Worth  Palm Beach  Ft. Lauderdale  Tampa/St. Pete  Houston  Toronto  Miami  Washington, DC Secondary Geographic Markets- North America  Los Angeles  San Francisco  Vancouver Primary Geographic International Markets  UK (England, Scotland, Ireland Wales)  Germany  Brazil  Argentina/Chili/Uruguay Secondary Geographic Sampling International  China  India  Australia  Scandinavia, Benelux September 26, 2016 New Business 7-C 81 of 204 80 STRATEGIES 1. Story Development and Placement The CVB’s combined PR team will engage in aggressive, personalized outreach to secure results. Actions include: o Develop targeted pitches for each individual outlet and journalist that capitalize on the destination’s key selling points o Use statistics to support trends o Research editorial calendars, facilitate placements o Prioritize segmented pitches, ongoing o One-on-one journalist meetings with Florida’s Paradise Coast spokespeople. o Regular releases on programs, events and developments. Wherever possible, releases will be accompanied by pertinent photography and multimedia elements. o Proactive news bureau, including up-to-date media listings. o 4/7 online outreach. o Engagement on social platforms, including Twitter, Instagram and Facebook. o Driving group and individual visits from pitching o Regular CVB-generated, bylined articles highlighting the positive impacts of Collier County tourism in Southwest Florida like economic impact and job creation; plus highlighting the great availability of top attractions, restaurants, hotels, events and cultural institutions supported by the tourism economy, and all available for locals to enjoy. Primarily outlet is the News-Press, now in the same family as Naples Daily News. o Develop news-style story content for use on website, social media and packaged as ready-to-go story material for a variety of potential news outlets o Capitalize on the Fall 2016 launch of bi-monthly tourism industry E-Newsletter to engage and inform the Collier County tourism/hospitality industry. o Launch quarterly media E-Newsletter with what’s new information, links to partner news releases, story ideas, etc. 2. Broadcast Media Exposure In addition to working on a daily basis with the print and electronic media, LHG will take the lead with a proactive campaign directed to the broadcast media to source both editorial and possible pay-to-play opportunities. September 26, 2016 New Business 7-C 82 of 204 81 3. New York City Event LGH and the CVB team will create a media event and desk-side tour in New York City that will offer a cost-effective opportunity for partners to participate. As part of a full-day of media activities, we recommend desk-side meetings in the morning, a media luncheon and an interactive culinary event for Instagram influencers. 4. Press Release Program As the media trend is to focus less on mass press releases and more on individual pitching, PR will reflect this trend by utilizing concise, one- to two-page news-focused releases issued to highly targeted segments. Experience has shown that these specialized releases are most effective in generating coverage. See timeline for release and pitch themes. Special effort will be made to continually work on updating existing and developing new topic-related background style releases encapsulating themes like Beaches; Fishing, Diving & Spear fishing; Shelling; Paddling; Swamp Walks & Other Wild Adventures, etc. LHG will assist in developing a full menu of releases for the internationally-focused IPW trade show and assist with uploading to the online media center one month prior to the event. 5. Media Interviews/Desk-sides The CVB’s PR team will organize media interviews/desk-side media meetings as Florida’s Paradise Coast executives travel to key markets and as schedules permit. Agency will research media interest, schedule interview, brief interviewee on interviewer’s interests and follow up to ensure publication or airing. 6. Visiting Journalists Program (VJP) Seeing is believing – personal experience by the media is the best way to garner significant feature coverage for Paradise Coast. The CVB will work with partners to host qualified media in the destination with activities suited to their story needs. 7. Partner Outreach The PR team will continue to work closely with destination partners to ensure they are fully included in the CVB’s efforts to promote Florida’s Paradise Coast. Following are services that encourage buy-in from stakeholders. September 26, 2016 New Business 7-C 83 of 204 82  LHG Hot Tips – Media Leads: The CVB provides a valuable service for partners by providing ongoing “Hot Tip” media leads for placement opportunities.  Partner Newsletter: The CVB will distribute a bi-monthly partner e-newsletter that will provide news on upcoming media opportunities, recent results, tips for maximizing their presence on ParadiseCoast.com, CVB department news and results, marketing program information and encouragement/reminders for partner participation with all CVB programs.  Media Newsletter: LHG will take the lead to create and distribute a quarterly media e-newsletter filled with what’s new information, story ideas, upcoming events, links to partner news, etc.  Value Blasts: Paradise Coast’s constituents are included in this monthly communiqué that focuses on great deals and offerings from around the destination. Value continues to be important to media and offers a great opportunity for exposure.  PR University: Hot Techniques: Lou Hammond Group will provide periodic “Hot Techniques” documents that destination can share with its constituents. These documents will provide important information on the most effective public relations tools and methods available today. Past topics have included how-to's on blogs, press release optimization, green travel and more. In addition, a monthly “Hammond Digital+” newsletter provides the latest trends and techniques from the digital space. 8. Press Kit Review/Development LHG will continually assist with updating Paradise Coast’s current press kit, make revisions based on branding strategy and include new programs and activities. September 26, 2016 New Business 7-C 84 of 204 83 9. LHG’s Paradise Coast News Bureau The agency’s bureau is staffed and equipped to respond 24-hours-a-day to media inquiries, refer coverage opportunities to the appropriate parties, give advice on trends and developments and provide current information. 10. CVB’s Paradise Coast News Bureau The CVB’s bureau will take the lead in organizing and creating new images and video, handle directly or delegate response to all incoming media requests, take the lead in crisis situations, oversee the destination website and social media, work proactively with local media on the business of tourism stories primarily and all other media on vacation-related stories and monitor coverage of the destination. 11. Crisis Management The CVB team will take the lead with crisis management and response, working quickly whatever the situation to provide clear, concise and accurate information to potential visitors considering a visit to the area by highlighting links on the website home page that are frequently updated; working with the Collier County Emergency Operations Center; communicating information about the situation to hotel and other partners to share with their guests; and all other action needed. LHG will assist with national media response and outreach and elsewhere as needed. Key crisis situations that will need continued monitoring include the water crisis related to releases from Lake Okeechobee, the Zika Virus in Florida, the threat of active shooter or other types of terrorist attacks or activity, and tropical storms and hurricanes. 12. CVB Google Content/Focus Calendar The CVB’s digital coordinator will continue to maintain and continually update a master Google Calendar with entries for content/topic/theme/initiative focuses and methods/platforms for implementation. Tourism partners and strategic vendor partners will be granted access to foster a growing brand identity through content commonalities. 13. Travel Guidebooks To maximize positive coverage in the guidebooks that most influence travel decisions, the PR agency will outreach to ensure editors/writers have updates related to the destination and its September 26, 2016 New Business 7-C 85 of 204 84 DIGITAL & SOCIAL MEDIA PLAN ACCOMPLISHMENTS FOR 2016  Completed Hard Translation of Brazilian Paradise Coast Website  Facilitated the Redesign of the Jackrabbit Booking Widget on Paradisecoast.com  Began Fact Checking / Content Audit of Paradise Coast.com Website  Upgraded Website Home Page with the ability to include Video in the main carousel display panels; Redesign of Featured website listings on Paradisecoast.com  Gained over 3,800 new Facebook Fans and instituted successful Facebook Live usage; saw 170.6 % Increase in Instagram Followers SITUATION ANALYSIS Social media is playing an increasingly large role in media coverage. Outlets are looking for content that they can share on their social platforms, such as Instagram events, Periscope and Facebook Live opportunities.  Paid and earned media continue to merge and integrate.  Broadcast media are increasingly turning to social media for story ideas and to broaden their coverage. Personal pitching to specific journalists interested in selected topic areas takes time and research, but is now the way to reach media and get results.  Trending interest in Live Video feeds, including 360 photo and video  Usage of mobile platforms continues to trend upwards Twitter: All Twitter accounts are active and engaging followers.  @ParadiseCoast: 6,729 followers 18.2 Million Impressions (thus far in 2016)  @Paradise Meetings: 1,088 followers 593.3 K impressions (thus far in 2016)  @Paradise Athletes: 656 followers 239.2 K impressions (thus far in 2016) September 26, 2016 New Business 7-C 86 of 204 85  @FilmingParadise: 944 followers 381.7 K impressions (thus far in 2016)  Overall Stats 19.4 M - Impressions 3.1 K - Interactions 2,914 - New Followers 1,672 - Mentions 1,387 - Retweets 2,071 - Links Clicked Facebook  Naples, Marco Island, Paradise Coast: 21,530 Fans 14.44% Fan Increase 7,149,019 Impressions  Naples, Marco Island, Everglades (Germany) 7,541 Fans 3.84% Fan increase 831,727 Impressions  Athletes in Paradise 3,492 Fans 17,673 Impressions Instagram: 1,812 Followers 64.3% Follower Increase 7,805 Engagements Pinterest: 431 Followers 250 Average Daily Viewers 477 Average Daily Impressions September 26, 2016 New Business 7-C 87 of 204 86 MEASURABLE OBJECTIVE Twitter:  Increase followers by 20%  Continue to see high engagement on Twitter with travel influencers and community Facebook:  Increase followers by 20% Instagram:  Increase followers by 10% Google+:  Continue with minimal posting and engagement as this platform is not a priority among consumers. Pinterest:  Increase followers by 20%  Continue to engage potential visitors with apparitional travel content TARGET MARKETS  Luxury Travelers Honeymooners/Weddings Families Foodies Adventure seekers Ecotourists Golfers Beach enthusiasts Groups, Meetings & Conventions Collier County community Secondary Interest Segments:  Health and Wellness Travel Agent Trade September 26, 2016 New Business 7-C 88 of 204 87 Primary Geographic Sampling:  Atlanta  Minneapolis  Baltimore  Montreal  Boston/New England  New Jersey  Charlotte  New York/Connecticut  Chicago  Orlando  Cleveland  Ottawa  Dallas/Ft. Worth  Palm Beach  Ft. Lauderdale  Tampa/St. Pete  Houston  Toronto  Miami  Washington, DC Secondary Geographic Sampling  Los Angeles San Francisco Vancouver STRATEGIES  Redesign ParadiseCoast.com website to maximize mobile device experience.  Focus web redesign to create better display of brief stories and articles with photos, section titles  Produce either bi-monthly or monthly “Social Media Tips & Tricks” column to be included in the Industry Partner Newsletter with target launch of September (this includes website listing tips).  Conduct hands on “Listing Workshops” designed to teach partners how to manage their website listings.  Increase live video broadcasting  Promote local events more often  Increase and continue to promote Artificial Reefs  Continue Organized InstaMeets  Boost more posts that are organically performing September 26, 2016 New Business 7-C 89 of 204 88 IMPLEMENTATION SCHEDULES Month October November December Main Topic Stone Crab Festival Thankful Holiday Cheer Secondary Topic National Seafood Month Celebrate the Arts Month Winter Packages Social 3rd Party Relevant news, articles on area/businesses or travel education, relevant blogger highlights Relevant news, articles on area/businesses or travel education, relevant blogger highlights Relevant news, articles on area/businesses or travel education, relevant blogger highlights Contest TBD TBD TBD Tools/Tips/ Education Where to enjoy stone crab, seafood in Paradise tips Why and how to show gratitude, ways to celebrate the arts How to prepare for the winter, how to spread holiday cheer What to Do "This weekend" content, feature local companies and goods, highlight upcoming concerts/events, Itineraries, etc. "This weekend" content, feature local companies and goods, highlight upcoming concerts/events, Itineraries, etc. "This weekend" content, feature local companies and goods, highlight upcoming concerts/events, Itineraries, etc. Annual Events Stone Crab Festival, Evening on Fifth, World Habitat Day Panther, Bacon, and Film Festival, Naples Classic Half Marathon, Festival of Lights Celebration of Lights, etc. Additional Events Fan Engagement Travel/Beach Quotes, Paradise Photos, Lifestyle, Current Events, Campaign Messaging Travel/Gratitude Quotes, Paradise Photos, Lifestyle, Current Events, Campaign Messaging Travel/Beach Quotes, Paradise Photos, Lifestyle, Current Events, Campaign Messaging Weddings & Honeymoons Fall wedding ideas, honeymoon venues and ideas Highlighting "real weddings", thanking individuals for having wedding in CC Holiday wedding ideas and venues, reasons why Naples September 26, 2016 New Business 7-C 90 of 204 89 Month January February March Main Topic New Year/New You Romance in Paradise Spring in Paradise Secondary Topic Fitness and healthy dining options Ace Group Classic Celebrate the Arts Social 3rd Party Relevant news, articles on area/businesses or travel education, relevant blogger highlights Relevant news, articles on area/businesses or travel education, relevant blogger highlights Relevant news, articles on area/businesses or travel education, relevant blogger highlights Contest TBD TBD TBD Tools/Tips/ Education How to get healthy, New Year's Resolutions you can reach, Start the new Year in Paradise How to surprise your loved one, Golf tips, where to find romance in paradise Arts in Paradise, how to celebrate Spring, Florida in the spring What to Do "This weekend" content, feature local companies and goods, highlight upcoming concerts/events, Itineraries, etc. "This weekend" content, feature local companies and goods, highlight upcoming concerts/events, Itineraries, etc. "This weekend" content, feature local companies and goods, highlight upcoming concerts/events, Itineraries, etc. Annual Events Naples Winter Wine Festival, Swamp Buggy Winter Classic, Naples New Years Art Fair, World Wetlands Day, Everglades Seafood Festival, Naples Natl. Art Festival, Blues Brews BBQ Festival, Marco Island Seafood and Music Festival, Naples Craft Beer Festival, St Patrick’s Parade, Marco Island Seafood Fest Fan Engagement Travel/New Years Quotes, Paradise Photos, Lifestyle, Current Events, Campaign Messaging Travel/Romance Quotes, Paradise Photos, Lifestyle, Current Events, Campaign Messaging Travel/Art Quotes, Paradise Photos, Lifestyle, Current Events, Campaign Messaging Weddings & Honeymoons 2017 wedding tips, planning destination wedding tips Tips for hosting "destination" wedding, venue highlights Spring Weddings in Paradise, highlight wedding bloggers, worry- free honeymoon September 26, 2016 New Business 7-C 91 of 204 90 Month April May June Main Topic Taste of Paradise Affordable Luxury Outdoor Adventure/Summer Activities Secondary Topic Stress Reduction and Awareness & Pet Friendly Family and Golf Getaways / Florida Golf Month / National Burger Month Celebrate Fishing Month Social 3rd Party Relevant news, articles on area/businesses or travel education, relevant blogger highlights Relevant news, articles on area/businesses or travel education, relevant blogger highlights Relevant news, articles on area/businesses or travel education, relevant blogger highlights Tools/Tips/ Education Ways to relax in paradise, local foodie tips, pet friendly locations Travel tips with kids, local deals, Golfing 101, etc. Fishing tips, adventure safety, key summer activities in Paradise What to Do "This weekend" content, feature local companies and goods, highlight upcoming concerts/events, Itineraries, etc. "This weekend" content, feature local companies and goods, highlight upcoming concerts/events, Itineraries, etc. "This weekend" content, feature local companies and goods, highlight upcoming concerts/events, Itineraries, etc. Annual Events Naples Balloons over Paradise, Taste of Collier ArtsNaples World Festival 2016, The Great Dock Canoe Race, EVP Island Holiday Women’s Pro Sand Volleyball Tournament World Ocean Day, Natl. Culinary Month Fan Engagement Travel/Foodie Quotes, Paradise Photos, Lifestyle, Current Events, Campaign Messaging Travel/Luxury Quotes, Paradise Photos, Lifestyle, Current Events, Campaign Messaging Travel/Adventure Quotes, Paradise Photos, Lifestyle, Current Events, Campaign Messaging Weddings & Honeymoons Catering options and venue highlights Luxury wedding deals, luxury venues and honeymoons (all- inclusive) Outdoor venues, tips for outdoor weddings, adventure honeymoons September 26, 2016 New Business 7-C 92 of 204 91 Month July August September Main Topic Family Fun Relaxing Days Taste of Paradise Secondary Topic Voluntourism and Learning Vacation Opportunities Leisure/Eco Activities Stone Crab Social 3rd Party Relevant news, articles on area/businesses or travel education, relevant blogger highlights Relevant news, articles on area/businesses or travel education, relevant blogger highlights Relevant news, articles on area/businesses or travel education, relevant blogger highlights Tools/Tips/ Education Best family activities in Paradise, voluntourism opportunities, traveling with family tips Eco activities and tips, Golfing 101, Surf and Boating basics How to savor the last of summer, how to cook seafood, local flavor What to Do "This weekend" content, feature local companies and goods, highlight upcoming concerts/events, Itineraries, etc. "This weekend" content, feature local companies and goods, highlight upcoming concerts/events, Itineraries, etc. "This weekend" content, feature local companies and goods, highlight upcoming concerts/events, Itineraries, etc. Annual Events 4th July Parade, American Sprint Triathlon and Duathlon Summer Jazz on the Gulf, Animal Training Session in Safari Canyon Theater. Naples Grande Grill & Chill Weekend National Wildlife Day, EVP Amateur & Juniors National Champions Fan Engagement Travel/Family Quotes, Paradise Photos, Lifestyle, Current Events, Campaign Messaging Travel/Beach Quotes, Paradise Photos, Lifestyle, Current Events, Campaign Messaging Travel/Foodie Quotes, Paradise Photos, Lifestyle, Current Events, Campaign Messaging Weddings & Honeymoons Highlight wedding bloggers, venue highlights, reasons why Naples Highlight wedding bloggers, venue highlights, romantic honeymoons Food highlights, venue highlights, reasons why Naples September 26, 2016 New Business 7-C 93 of 204 92 Consumer e-Scapes Calendar Implementation FY 17 October Email: Celebrate the Arts in November (sent week of Oct 19th) Events: Naples International Film Festival Oct 27-30 Stone Crab Festival Oct 28-30 Florida Panther Festival Nov 5th November Email #1: Holiday Celebrations (Thanksgiving into Christmas season, shopping for gifts) (week of 16th) Tree Lighting Ceremony Swamp Heritage Festival Naples Christmas Parade Annual Boat Parade Email #2- Sports in Paradise (week of Nov 23rd) Events: Franklin Templeton Shootout Ace Group Classic FBU National Championship December Email #1 – Winter in Paradise (Winter Packages and offerings) (week of Dec 14th) Events: Swamp Buggy Winter Classic Southwest Florida Nature Festival Jan 15th – 17th FBU National Championship New Years Eve Fireworks Dec 31st Naples New Years Art Fair Jan 7 – 8th January Email #1: New Year/New You (Fitness activities in Paradise and Healthy dining options) (Week of Jan 2nd) Events: Naples New Years Art Fair More TBD Email #2: ECO trips in the Everglades Events: Everglades Seafood Festival - February 10-12, 2017 February Email #1: Romance in Paradise/Valentine's Day – (Naples chocolate stroll, Norman Love, dining) (week of Jan 30th) Events: 38th Annual Naples National Art Festival- February 18-19, 2017 Everglades Seafood Festival - February 10-12, 2017 September 26, 2016 New Business 7-C 94 of 204 93 Email #2: Arts & Culture focus (week of Feb 13th) Events: St. Patrick’s Day Parade Mar 11th 30th annual Downtown Festival of the Arts – March 18th-19th Marco Island Seafood & Music Festival March 26th - 28th March Email #1: Eco trips (include fishing and diving the Paradise Coast Reef (week of 6th) Events: St. Patrick’s Day Parade Mar 11th Marco Island Seafood and Music Festival- March 18-20 Collier County Fair (March 16th – 26th) Email #2: Stress Awareness Month in April – Spa offerings, fitness opportunities (week of Mar 20th) Events: NCH Health Seminars and Events (will get calendar closer to deploy date) Balloons over Paradise Festival April Email #1: Discover a Taste of Paradise (farm to table, fresh options) (week of Apr 3rd) Events: Taste of Collier More events TBD Email #2: Pet Friendly in Paradise for National Pet Month in May (feature pet friendly dining and shopping) (week of Apr 17th) Events: Arts Naples World Festival US Open Pickleball Championships Apr 26th – May 1st City Fest (if timing is right) May Email #1: Families & Value Season (hotel packages & Dining discounts) (week of May 1st) Events: Great Dock Canoe Race May 14th Naples Jazz on the Green Arts Naples World Festival Apr 27th – May 10th Email #2: Watersports Activities in Paradise (week of May 15th) Events: Summer Jazz on the gulf Pro Watercross Tour World Championship (Sept) TBD June Email #1: The Paradise Coast Reef (week of June 1st ) Events: 4th of July Fireworks at Naples Pier 4th of July Fireworks in Marco Island 4th of July Parade September 26, 2016 New Business 7-C 95 of 204 94 Email #2: Taste of Paradise (National Culinary Arts Month in July, Hot new restaurants) (week of June 19th) Events: 4th of July Fireworks at Naples Pier 4th of July Fireworks in Marco Island 4th of July Parade July Email #1: Beach – Shelling and sunsets (week of July 3rd) Events: Children’s 5th Annual Sand sculpting contest at the Golisano Children's Museum of Naples– August Summer Jazz on the Gulf at Naples Beach Hotel More events TBD Email #2: Back to school with One last trip with the family, back to school shopping (week of July 17th) Events: Children’s 5th Annual Sand sculpting contest at the Golisano Children's Museum of Naples– August More events TBD August Email #1: Beat the Heat Attractions - exploring cultural institutions (week of Aug 1st) Events: Jazz on the Green Naples Sports Festival Email #2: Watersports (week of Aug 15th) Events: Naples Sports Festival Pro Watercross Tour World Championship (Sept) September Email #1: Romantic Getaways (Empty nesters) (week of Sept 4th) Event: Blessing of the Stone Crab fleets Stone Crab Festival Email #2: Stone Crab Festival e-blast (week of Sept 18th) Event: Blessing of the Stone Crab fleets Stone Crab Festival September 26, 2016 New Business 7-C 96 of 204 95 SPORTS MARKETING PLAN 2016-17 __________________________________________________________________________ ACCOMPLISHMENTS IN 2016 1. Completed a Sports Facilities Needs Assessment study to identify our current and future facilities needs to grow sports tourism in Collier County. 2. New relationships have been established with event organizers and rights holders in order to attract and host additional tournaments in the County in the future. Most notable this year has been the new relationship with the organizers of the US Open Pickleball Championship. 3. Additional Collier area high school sports relationships were established to assist us in hosting current and future events (i.e. FBU National Championship games, lacrosse events) that can utilize facilities at our local high schools 4. Enhanced the relationship with the Florida Fire, a local soccer organization, which will result in growing the number of tournaments scheduled with that organization future years 5. Improved our working relationship with the Sports Council of Collier County to assist our Sports Marketing staff in supporting event organizers make contacts with our area hotels and other area businesses that support sports and special events. SITUATION ANALYSIS 1. The current status of the sports tourism market is extremely competitive both in our regional and nationally. The number of destinations in Florida that we compete with for the same business grows every year. Many of these destinations are making large investments in new athletic facilities in order to host large scale events. They are also heavily marketing these facilities both nationally and internationally. 2. It is imperative for us to target the types of events that our community is best able to currently host. And we need to plan now for the additional facilities we will need to grow those events in the future. The ability to concentrate on the market trends will be imperative to bringing the appropriate sports tourism to the county. September 26, 2016 New Business 7-C 97 of 204 96 3. The development of a new sports complex or an expansion of one or more of our current sports facilities is crucial in marketing the destination. As our events mature and grow, those event organizers will require more competition space than is currently available. 4. Communication to event organizers about the facilities we have to offer and what we plan to add in the future will be critical to attracting more events in the future. MEASURABLE OBJECTIVES 1. Attract 3-5 new field sports events to the County in 2017 2. Attract 1 new water sports event to take place at Sugden Park or other County waterways 3. Communicate with tourism partners on the facility needs study findings to ensure all are aware of the current and future sports tourism event and tournament needs. 4. Maintain a premier team composed of the Parks and Recreation Division, the Sports Council members and the Tourism Division through monthly meetings to ensure a strong local organizing group for all future events. 5. Strengthen relationships with local high schools and explore partnerships in hosting at least two new tournaments in 2017 at their venues TARGET MARKETS Geographical: Primary: The majority of year round visitation comes from hosting regional events from the Southeast region and Florida. Secondary: There is a significant amount of visitation from other national destinations and entities that are looking to host their events in Florida. September 26, 2016 New Business 7-C 98 of 204 97 Tertiary: Partner with other Sports Marketing teams in our region to host larger regional events such as NARCH, Cal Ripken Baseball, Senior Softball, Perfect Game, and USSSA. This will require better matching of facility open dates with the dates of these events. AGE, INCOME:  Overall our destination attracts the “Baby Boomer” demographic. But Sports Tourism brings a much broader demographic of visitor. Sports like Pickleball are able to attract competitors from both an older demographic and a youth component.  Youth events are the bulk of the tournament business hosted in Collier County and are where future growth of events will come from.  Multiple day youth events attract family and friends for extended stays beyond the competition time frame. TYPE OF EVENTS:  Concentrate on the sports with current success and those sports events that show the highest potential for future growth: o Soccer, lacrosse, softball, and Pickleball. o Water and beach related sports such as paddleboard, skiing, beach volleyball. o Target event activity that fit into the need dates of our hotels, open dates for our various sports facilities and complexes, avoiding Holiday weekends and high season events where hotel availability is limited and rates are not attractive to sports event attendees. o Youth golf events STRATEGIES 1. Target our sales and marketing efforts toward at the best regional and national trade shows that attract a high participation in our target sports events that show a growth potential for us in the future. 2. Work with our International representatives in the UK, Europe and South America to encourage sports teams to come to our area for “spring training” such as soccer, cricket or baseball. September 26, 2016 New Business 7-C 99 of 204 98 3. Organize a FAM of water event organizers to showcase the waterways capable of hosting water sports events 4. Develop and nurture relationships with key event organizers locally and nationally that have the event rights to water sports, golf, crossfit, BMX, boasting/sailing/paddle, and futsal events 5. Grow our facilities and capacity to host the fastest growing sports in the industry, i.e. Pickleball, lacrosse, soccer and softball 6. Develop and nurture relationships with local high schools in order to support the growth potential of the county and offer reciprocal arrangements when new sports facilities are added in the future. IMPLEMENTATION SCHEDULE Social Media Topic Calendar: 4-5 tweets a week (20 tweets monthly) with content for the following categories: Golf, Fishing, Play in Paradise (showcase fields / training facilities, 'fun for the whole family'), welcoming teams / conferences, adventure opportunities in Paradise (kayaking, paddle boarding, boating), and our overall event schedule Text. PR & Communications Calendar:  PR calendar runs congruent with the social media calendar and accommodates the necessary communications for large scale impact events and championships hosted in the region.  Create PR releases for announcing new and returning events and work with in house PR team to get them distributed. Tradeshows: Tradeshows are attended year round, with the heaviest concentration coming in the late summer and fall months. Tradeshows include:  NASC, Connect Sports, S.P.O.R.T.S, T.E.A.M.S, US Sports Congress, ASA  Other conferences on a targeted type of event on a need basis. September 26, 2016 New Business 7-C 100 of 204 99 Sports Media Plan:  Media plan will coincide with events that are approved for assistance and require a myriad of media options to provide marketing and exposure to the event and destination.  Large events and championships will be vetted in order to determine the specific need in terms of media.  Tradeshows and other communication opportunities that require media placement or publicity will be coordinated with the CVB’ contracted ad agency and PR team in order to maximize exposure for the destination and awareness for the events in our market place. September 26, 2016 New Business 7-C 101 of 204 100 PARADISE COAST FILM OFFICE MARKETING PLAN-2016-17 __________________________________________________________________________ ACCOMPLISHMENTS FOR 2016 PROJECTS ACCOMPLISHED Local Spend Room nights MEDIA+ Blair Inc. catalogues 2 separate shoots $900 K 221 Circulation Print: 3 million Demo: target audience is female, 40- 65 years old On-line since 2002 Will return in 2017 Wal-Mart TV commercial $137 K n/a Cooking Channel promos National commercial – over 500 airings during Easter week AMC’s, Ride with Norman Reedus TV episode (Season1-Ep.6) $110 K 60 Premiered .75 M viewers Entertainment Weekly TV Guide L.A. Times Twitter, Facebook, Instagram YouTube AMC Fan Club Potential travelogue tie-in for fans E! Entertainment’s, Total Bellas TV episode $25,000 45 Debuts: Oct. 5, 2016 Previous series featuring cast members: 1.55 million viewers HBO high impact series final season TV episode Budget: tba 2 pre- production scouts 7 production days w/ cast & crew at Marco Island hotels 48 tba Emmy® and Golden Globe® winning Key ages 18-49 demo September 26, 2016 New Business 7-C 102 of 204 101 SITUATION ANALYSIS Marketing our area to the film entertainment and advertising industry in recent years has always emphasized our progressive state tax incentive program which is forever top-of-mind with producers. With the absence of those budget enhancements there is going to have to be a return to “old school” promotion, with an emphasis on locations but also creatively helping productions to balance their budget or upgrade a project without actual cash rebates. Our office’s scouting capabilities, on-line library and straightforward permitting can help in this area. With the pervasiveness of drone photography in our business, the film office has kept up with current FAA policies and has added additional language to our permits to make sure our clients are qualified to perform UAS photography and to keep the community protected from possible mishaps. The AFCI (Association of Film Commissioners International) is emphasizing the importance of maintaining and managing crew development and infrastructure as we face expansion of the market. Our area has always been a niche market that emphasizes the special locations and the ease of access to resources. Episodic television, nature-based documentary programming and still photography advertising continue to dominate our product. We are not sought for franchise-based big budget, big special f/x films. These types of projects are now looking to China and other overseas markets. Yet, as movie chains aim to distinguish their entertainment offerings through premium screens, smaller pictures are finding ample new avenues through online distribution. Small to mid-budget movies are reaching large audiences on platforms like Hulu, Amazon Prime, YouTube and Netflix. These companies are pushing into original content themselves. A success story is the Emmy®-nominated, Florida Keys-based series, Bloodline. The inimitable locations prompted their dedication to a third year commitment despite the change in incentives and created a huge economic return for the local area and its tourism. There is no denying the symbiotic relationship between the two. The widespread access to Internet, cheaper data plans, and faster broadband is making online video accessible from anywhere and at any time. Cisco predicts that 80% of all traffic will be comprised of video by 2019. In line with this trend, all sorts of organizations–from educational institutions to B2B companies–are using more video and video consumption has skyrocketed. These are clients we’ve rarely approached. September 26, 2016 New Business 7-C 103 of 204 102 MEASURABLE OBJECTIVES 1. Reel-Scout® Library expansion including video (2 new locations per month) 2. Comprehensive drone permit and information document (in place by start of new fiscal year with continual updates as needed) 3. Maintain a discernible presence in the industry through marketing efforts, participation in industry trade shows and events with a special emphasis toward independent filmmakers and advertising (at least 4 industry marketing events) 4. Greater monthly involvement with local film festival and cinemas for promotion 5. Pursue more significant story placement in media and advertising in trade directories (most without cost) as follows:  KFTV (Global)  PRODUCTION 411 (NYC and LA)  PC3  The Industry Flip Book  AFCI Global Directory/Locations magazine  In Focus (Global)  Doddleme.com  ProductionHub.com TARGET MARKETS Geographical: New York, Los Angeles, U.K. and Western Europe Explore Latin American TV market via Miami Age: Millennials Baby Boomers Activity: Episodic format-TV/mobile devices Commercials September 26, 2016 New Business 7-C 104 of 204 103 STRATEGIES • Provide proactive client support services for all film, TV, print, and new media projects • Direct professional scouting trips for all projects considering Collier-based locations • Manage immediate response times for leads/inquiries and permitting • Integrate social media outlets and client engagement • Maintain strong relationship with the Florida State Office of Film and Entertainment/Florida Department of Economic Opportunity • Focus on strategic partnerships with other Florida film commissions to strengthen political, economic and marketing abilities • Maintain AFCI continuing education under their Master’s Program IMPLEMENTATION SCHEDULE See Below for Marketing Calendar for Tradeshows/Events  Attend Cineposium for film commissioner accreditation in marketing, technology education, and professional development  Continuous involvement in Film Florida and its Marketing Committee, Film Commissioners Council and Tradeshow/Events Committee  Social media: Facebook/Twitter/Instagram Location of the week, photo and film events, scout photos “Our Locations Really Do Make a Scene” engagement with public and clients  Ads in conjunction with Focus-London  Listings in all influential on-line industry directories  Initiate “streamlined” permitting process including special drone permits  Attend a New Media /Digital Content Event/Conference September 26, 2016 New Business 7-C 105 of 204 104 FILM OFFICE IMPLEMENTATION SCHEDULE EVENT, CONFERENCE, TRADESHOW, FESTIVAL MONTH NATIONAL ASSOCIATION OF TELEVISION PRODUCTION EXECUTIVES CONFERENCE, MIAMI JANUARY FILM FLORIDA BOARD MEETING FEBRUARY SXSW, AUSTIN, TX RALLY-IN-TALLY, TALLAHASSEE MARCH AFCI LOCATIONS AND GLOBAL FINANCE SHOW, LA APRIL FILM FLORIDA ANNUAL BOARD MEETING MAY PRODUCED BY, LA (Producers Guild of America Conference) JUNE SIGGRAPH, ANAHEIM (Special Interest Group on Computer Graphics and Interactive Techniques) JULY FILM FLORIDA BOARD MEETING AUGUST TORONTO INTERNATIONAL FILM FESTIVAL 2016 CINEPOSIUM, ATLANTA SEPTEMBER NAPLES INTERNATIONAL FILM FESTIVAL OCTOBER FILM FLORIDA BOARD MEETING NAB SHOW (National Assoc. of Broadcasters) NOVEMBER IN FOCUS, LONDON DECEMBER September 26, 2016 New Business 7-C 106 of 204 105 UK AND IRELAND - MARKETING PLAN 2016-17 __________________________________________________________________________ ACCOMPLISHMENTS FOR 2016 The main objectives we achieved this year include: 1. Incremental and repeat visitation and increase average length of stay OMMAC has delivered unprecedented success due to our focus on developing strong and effective Trade, Consumer, PR and third party affinity partnerships. This has led to ground- breaking results for Florida’s Paradise Coast. OMMAC’s unique ability to influence market and program development has helped drive UK visitation numbers and room nights to new levels exceeding all other international market arrivals. In 2015 UK arrivals achieved the number one international market position, delivering 113,000 visitors - a record achievement for the destination and this market, delivering an increase of 8.5% over 2014. We continue to grow visitor length of stay – with averages at between 7/8 nights (over the past eight years we have achieved 400% growth in average length of stay) from our market, contributing significantly to record economic impact levels for Collier County through increased visitor spending. 2. Continue to gain higher profile of our area within the tour operator brochures/online & increase room nights to hotel & accommodations featured. A major achievement for the destination this year is outlined below with record visitation from BA Holidays. Following recent co-op campaigns, in-house tour operator training, FAM trips and ongoing meetings to develop the accurate booking system for your destination – we achieved the following: September 26, 2016 New Business 7-C 107 of 204 106 BA Holidays generated 3,583 room nights in 2015 vs. 2,660 in 2014 (+35% Year Over Year) and growing even faster in 2016…YTD 2016 +600 nights vs. TOTAL 2015 room nights. For the first time - Naples, Marco Island and Everglades has overtaken Clearwater/St Pete by around 15% based on room nights, making Florida’s Paradise Coast BA Holidays’ third largest region in Florida 3. Aim to reach all aspects of the marketplace and heavily influence the decision-making process in terms of choosing a holiday – with Florida’s Paradise Coast being top of mind. We achieved prominent position within this year’s Virgin Holidays Co-op Campaign with Visit Florida – For the first time Florida’s Paradise Coast was featured in a National Print Newspaper - see below recap: Date: May 2016 Activity: Consumer focus - The Times – Cascade format and Long Copy Consecutive ads Out of Home (OOH) Digital Escalator Panels/ London Underground /Social Media – Carousel x2 Total Impressions/ Readership: 17,033,971 Total Value $409,500 USD The Times May 2016 September 26, 2016 New Business 7-C 108 of 204 107 4. Identify & utilize all available sales & market share growth opportunities with selected wholesale tour operator/OTA & retail travel agent partners both online and offline. We proactively sourced marketing opportunities to deliver the above objective. See below example of the strategic approach OMMAC undertook on behalf of the CVB to maximize on budget, assets and ROI for Florida’s Paradise Coast. a. Overview of the recent BA Holidays Co-op Marketing Campaign, ending 31st May 2016. OMMAC negotiated Florida’s Paradise Coast participation within a targeted and dedicated Florida campaign valued at $290,000 (which included the CVB’s highly leveraged contribution) the reach included: i. .The digital display for Florida’s Paradise Coast will reach an estimated 703,000 impressions ii. The “Scoota” format (shared between 5 partners) will reach an estimated 3 million impressions OMMAC led negotiations with senior personnel at British Airways and Visit Florida, and were instrumental in leading the development of the campaign creative to better reflect Collier County’s core messaging within all campaign assets. We influenced BA Holidays core messaging to reflect and drive tactical offers from hotels partners. This further unlocked opportunities for the CVB’s industry partners, whereby resorts/hotel partners provided tactically led offers focused on arrivals during low season summer months resulting in incremental growth in bed nights booked across Collier County. This Campaign included the following partners:  British Airways Holidays/British Airways/Visit Florida/Brand USA/Five partners within Florida: Example: MPU: https://rbx3-assets.s3.amazonaws.com/preview/4550/preview.html How to follow the video: After images roll / click on ‘expand to explore’ / Click on ‘Naples, Marco Island’ /Click on ‘Book Now’ = hotel offers September 26, 2016 New Business 7-C 109 of 204 108 b. On-line training - Discovery Program with Brand USA OMMAC has been instrumental in creating and establishing a premier position for Florida’s Paradise Coast within the Brand USA on-line training ‘USA Discovery Program’. This is soon to be released and will cover multiple international markets globally and will be managed by OMMAC in the UK. The USA Discovery Program currently has over 10,000 members across following markets: UK & Ireland, Australia & New Zealand, India, Brazil and China Mexico, France, South Korea and the Nordics will be launching soon (ETA end of 2016) 5. Build on the success of hosting trade events e.g.: IAGTO NAC and with the result of winning the North American Award – target & identify future potential events to host in order to showcase our destination. Successfully hosted the GTMC (Guild of Travel Management Companies) Annual Convention in May 2016. OMMAC researched, solicited, procured and assisted with the management and execution of this event to be staged for the first time in Florida - in Naples, Marco Island and the Everglades. We delivered additional sponsorship which resulted in increasing the CVB’s host budget by 150%. OMMAC secured support from Brand USA with British Airways and Visit Florida. September 26, 2016 New Business 7-C 110 of 204 109 OMMAC negotiated to have Industry partners attend at no cost. This annual conference was highly commended by GTMC members as one of their most successful conferences and set considerable new standards. OMMAC will drive strong legacy economic and visitation growth benefits to Florida’s Paradise Coast following this highly productive event. Additionally secured senior airline management to visit RSW – with aim of encouraging new air service into Florida’s South West Region. SITUATION ANALYSIS  Trends in visits abroad by UK residents, non-seasonally adjusted: The estimated number of visits abroad by UK residents in May 2016 was 6.0 million. UK residents spent £3.5 billion during visits abroad in May 2016. During the period March to May 2016, UK residents’ visits abroad rose by 4% compared with the corresponding period a year earlier and they spent 10% more during this period. In the 12 months to May 2016, the number of visits abroad by UK residents was 8% higher when compared with a year earlier; expenditure on these visits also increased by 12% during this period. Visits to all areas of the world rose: North America by 10%, Europe by 9% and other countries by 2%. Travelling abroad also grew across the range of reasons for visiting, including holidays (8%), business (9%), and visits to friends and relatives (9%). (Source: ONS - Office of National Statistics)  UK - Post Brexit / Currency The immediate findings indicated that consumer confidence has seen its sharpest drop in over twenty years after the UK voted to leave the EU, with travel one of the most vulnerable sectors - its confidence index fell by eight points to minus nine, a drop not since seen December 1994. The research also suggested that 60% of consumers expect the general economic situation to worsen over the next year, compared with 46% in June. Just 20% expect it to improve, down from 27% last month. The analysis suggests that in the immediate aftermath of the referendum, sectors including travel, fashion and lifestyle, home, living, DIY and grocery are particularly vulnerable to consumers cutting back their discretionary spending. September 26, 2016 New Business 7-C 111 of 204 110 Leading on from that poll, research undertaken specifically with the US and transatlantic market in mind, indicated that the mood was bullish, with the US travel trade united in its belief that the Brexit shock will not dent Brits’ desire to travel - ultimately, one key benefit to a weaker £GBP pound is that every Brand USA and US destination partner dollar invested in UK marketing will drive extended reach and value. Currency - One of the first implications, a weaker pound, will naturally have a considerable impact on buying power overseas. However, history tells us that the demand for travel from this market will remain strong, particularly among the core demographic of UK-US travelers who are among the world’s most resilient and will continue to prioritize travel as one of their foremost activities. That said, we are very much in uncharted waters but the industry united in its ambition to raise awareness of the priorities for travel to the United States among consumers, particularly against the backdrop of reduced capacity in the south eastern Mediterranean. Operators have almost unanimously reported that demand for the US remains strong for the remainder of 2016, however forward planning for 2017 has been impacted although too early to measure against trend. Meanwhile, IATA announced that airline demand slowed for third consecutive month in May. Continuing terrorist activity, fallout from the Brexit vote and the fragile sate of the global economy continue to weigh on airlines, IATA warned. After a strong start to the year, demand growth is reported to be slipping back toward more historic levels. A combination of factors are likely to have contribute to this moderated pace of demand growth, including continued terrorist activity and the fragile state of the global economy - the shocks of the Istanbul atrocity and the economic fallout of the Brexit vote make it difficult to see an early uptick and the fallout will affect the air transport industry from both economic and regulatory perspectives. Aviation plays a vital role in supporting economic growth and development and as the post- Brexit regulatory framework is negotiated between the EU and the UK it will remain critical that there are no backward steps for aviation. September 26, 2016 New Business 7-C 112 of 204 111  Luxury tour operators now selling Florida – previously not really a focus for them - providing us with opportunity to focus on target market - HNWI - according to recent studies worldwide London is considered the top city with the most multi-millionaires.  Terrorist Activity - this is unchartered water for the worldwide travel industry – we must be vigilant and have our crisis plan in place with the highest level possible for visitor’s safety. MEASURABLE OBJECTIVES  OMMAC’s aim is to increase visitation, extend average length of stay, generate additional visitor spend and encourage a growth in CVB partners featured within the tour operators programs. As the UK and Ireland visitor has a higher average spend within Naples, Marco Island and the Everglades – this is a valuable target market for our destination. Increased target focused on family and general market for the summer months – additional value to UK & Ireland visitors during our low season Objectives: 1. Reach all segments of our target market and heavily influence the decision-making process in terms of choosing a holiday – with Florida’s Paradise Coast being top of mind. Increase average length of stay & repeat visitation. Using PR and Social Media reach – monitor by month and measure quarterly and at year end. 2. Identify & utilize available sales & market share growth opportunities with selected wholesale tour operator/OTA & retail travel agent partners both online and offline. Measure by month with updates and at year end. 3. Sport – host IAGTO NAC legacy event, International golf tournament pre/post NAC 2016 that will take place in Miami. Measure success with golf trip updates on a monthly basis. 4. Proactively work in alliance with Visit Florida, Brand USA & regional CVB's to generate additional air service into RSW with the Air Team Florida support plan. Measure air service growth quarterly with year-end update. September 26, 2016 New Business 7-C 113 of 204 112 5. Build on the success of hosting trade events e.g.: GTMC – business travel - target & identify future potential events to host in order to showcase our destination. Develop opportunities for the GTMC members to include our destination into the USA itineraries.  GTMC is the only representative body for Travel Management Companies and the business travel community in the UK. The diverse membership accounts for over 80% of UK expenditure on managed business travel, equating to an estimated $10 billion in revenue. The business travel sector is a fast growing area of the travel industry with the Office of National Statistics reporting a 10.3% growth for the sector in the third quarter of 2015. 6. Our additional opportunity with Business and Leisure travel - through its strategic partnership with GTMC, Florida’s Paradise Coast aims to become a first choice destination for business travel – not only encouraging meetings and incentives to Naples, Marco Island and the Everglades but also targeting those travelling for business throughout the USA and encouraging them to extend their stay, adding a leisure break to the Paradise Coast onto their trip, where family/friends can meet in Florida’s Paradise Coast. TARGET MARKETS  Geographic UK & Ireland – focus market - proactive France – secondary proactive Scandinavia – secondary proactive In line with the overall CVB marketing our demographic & segments targets remain a focus for our activity. OMMAC’s philosophy on targeting key activities with target Demographic segments: September 26, 2016 New Business 7-C 114 of 204 113  Demographic and Activity  Family Market - core Florida market and large potential (35-60 age) and Retired market due to pension reform (increasing numbers of 60 – 80 age)  Luxury Market Luxury market - High-Net worth Individuals Including honeymoons/ weddings /special anniversary trip o Experience seekers – including:  Great Outdoors (build on the attention of National Parks spotlight 100 year anniversary of National Parks 2016)  Culinary focus – (as with Visit Florida & Brand USA)  Events – (Golf PGA & LPGA) - Golf market & soft adventure (growth area & affluent). STRATEGIES Plan, manage and execute strategic projects with built in flexibility to react to trends and unexpected events in the year ahead (e.g.: Brexit/ terrorist activity/nature). Also include a proactive approach to the diversity within the destination and the target markets to grow and develop incremental business. The UK & Ireland office provides an extension of the CVB team, providing unified integration and dedicated expertise in the UK, Ireland and French markets. Currently we are achieving high success rates, chiefly having grown the number of visitors to the region, as well as the length of stay. Our strategic goals and objectives are to implement an integrated campaign encompassing trade activity to increase awareness and the distribution of product. Together with increased PR & social media activity, co-op marketing and promotions to reach our target consumer audience. All activity we undertake is on a co-op basis, working with our industry partners, tour operators/OTA & airlines in order to stretch the marketing dollars and reach all consumer distribution channels with a clear local call-to-action to encourage immediate & ease of booking. September 26, 2016 New Business 7-C 115 of 204 114 Our partners include: Hospitality and Tourism Industry businesses in Collier County, Visit Florida, Brand USA & other regional Florida CVB's, tour operators, online /offline agents, airlines, car rental and other related companies. Strategies:  Proactively participate in the following & seek new opportunities for growth: o One new VIP/ luxury Sales and Media Mission/Tour – UK & Ireland o Trade Shows – research opportunity with one new luxury trade show o Fams – additional support for six new tour operator FAM’s – assist with two FAM’s from France and Scandinavia o Co-hosting three trade and three media events with trade partners/ Visit Florida/Brand USA/Visit USA – e.g.: new Insight trade event with Brand USA o Co-op Marketing & Adverting - work with three new luxury tour operators o Co-op hosting VIP events/conferences – see opportunities for coming years o Co-op Promotions – consumer – two new third party with leading brands o Training – in house & online – New incentive for Discovery Program – reach out to two new regions, France and Scandinavia o Market research – new research via tour operators and On Line Travel Agencies (OTA’s) o Business travel – support GTMC members for new opportunities into our region – co- host one new incentive for business agents to book our region o Expand our reach with Golf markets by creating and owning a legacy event - hosting VIP tournament pre/post NAC which will take place next year in Miami. IMPLEMENTATION SCHEDULE Strategy timeframe is outlined below - the activity will focus on driving bookings into the destination for visitation during the low season e.g.: May to October and December up to Christmas, first two weeks of January. Highlight September deals many extended through January avoiding Thanksgiving and Christmas holidays. September 26, 2016 New Business 7-C 116 of 204 115 IMPLEMENTATION SCHEDULE DATE EVENT/ ACTIVITY LOCATION/ Market Oct Sales calls & planning for upcoming events UK & Ireland Nov WTM and co-host Visit Florida Signature Trade Event London Nov/Dec Incentive for On-Line Training – Discovery Programme UK & Ireland Jan Visit USA Meet the Media & Awards London Jan Pre/post huddle FAM’s – individual Paradise Coast March/ April VIP Sales & Media Mission/Tour UK & Ireland March / April Social Media Advertising and Promotion UK / Ire /France April Visit Florida key client events UK/Ireland May Visit Florida Tour Operator & Media Luncheon & Meeting UK/ Ireland June IPW Washington DC June IAGTO N. American Convention (NAC) Miami June IAGTO NAC – Legacy Event tournament Paradise Coast July Visit USA & Brand USA Independence Day events London July Brand USA/Visit USA Media & Trade Networking Dublin Ireland July Visit USA Summer VIP event London Year USA Discovery Program online training with Brand USA UK/ Ireland & other Intl markets Year Media calls & outreach meetings UK/Ireland/France Year Promotions major brand – Luxury theme UK/ Ireland Year Planning and distribution of quarterly Newsletter All Regions Year Memberships: Visit USA UK/ Ireland / France UK/ Ireland/ France Year Membership IAGTO All Markets – Global reach September 26, 2016 New Business 7-C 117 of 204 116 Event Oct N D J F M A M J J A S Trade Shows & Events Training Events & Brand USA Discovery Program PR & Media Events PR & Media Social Media Campaign Social Media Co-op Marketing & Adv Visit USA Membership s September 26, 2016 New Business 7-C 118 of 204 117 EUROPEAN MARKETING PLAN 2016-17 __________________________________________________________________________ ACCOMPLISHMENTS FOR 2016 The focus for the representation period FY 2015-16 was to market the Naples, Marco Island, and Everglades CVB (NAP) with an accomplished combination of business to business (B2B) and Business to Consumer (B2C) activities. Both segments were targeted through traditional channels as well as online. We also focused on travel agent education with more traditional operators and on a creative B2C approach with more innovative tour operators. Looking at our existing relationships with tour operators, we sustained and intensified our close relationships and jointly engaged in strong marketing activities..  Florida’s Paradise Coast was the only beach destination invited to the CANUSA Training Camp, and was one outstanding achievement resulting from our excellent relationship to this key account. On a bi-annual basis, Canusa organizes a team building event for all Canusa staff including the regional sales office teams. For the first time, they focused on USA (usually Canada is sponsor) and chose the Naples, Marco Island, Everglades (NAP) area as their only beach destination. In cooperation with FL Keys we hosted the closing event and this way we could familiarize and intensely network with a total of 100 CANUSA staff. CANUSA’s production increased again as a result with 7,224 room nights in 2015 which equals to a plus of 57% compared to 2012 when we started with 4,600 room nights.  Additionally, we identified 14 new tour operators in the market place, specialized on long-haul travel and the US. The main achievement is the secured future cooperation with Boomerang Reisen (part of TUI and just launched first USA program). We personally visited the head office and held destination trainings to their sales team. Boomerang Reisen will be featuring NAP as September 26, 2016 New Business 7-C 119 of 204 118 from November 2016 on their website and will be including the NAP German Visitor Guide into traveler’s documentation. We met with 13 specialists as their first introduction of NAP. An increase of exposure with the same tour operator (online and offline) will be part of our FY 16/17 action plan.  As the Dutch market has been recovering, we became again more active in the market with picked marketing activities and strengthen our relationship with the travel trade. As a result, we could achieve a production increase of 18%.  Travel Agent education has been intensely undertaken throughout the year, resulting in 4,364 agents in DACH and BeNeLux being trained during personal visits, dinner events, workshops and seminars. Another 10,000 travel agents in Germany now have access to our dedicated NAP e-learning program that we set up and distributed through Touristik Aktuell, one of Germany’s top trade magazines.  In addition to our tour operator cooperation and travel agent education, we also put a stronger focus on the B2C approach, mainly through increasing social media activity. For our Germanic Paradise Coast Facebook page we increased the number of Facebook fans to 7,540. Additionally, we implemented a closed Facebook user group, targeting the travel agents communities for educational and networking purposes. We are pioneering here on behalf of Florida’s Paradise Coast (NAP).  Looking at further B2C communication channels, we designed and distributed our own branded NAP newsletter that is sent to approximately 580 subscribers on a bi-monthly basis. We complemented the newsletter communication with two NAP dedicated newsletters sent to 360,000 consumers in the Netherlands. A brief summary of accomplishments in FY 2015/16 per target group is outlined below: September 26, 2016 New Business 7-C 120 of 204 119 Tour Operator Accounts: Looking at our Key accounts, our biggest campaign was undertaken with TUI Germany. Tour Operator Achievement Cost America Unlimited, Hannover  Secured participation at the ABF Hannover (consumer show) including 2 podium presentations FOC Canusa, Hamburg  Completed metro campaign “out of home” and online marketing campaign;  Canusa Training Camp, May 27-29, 2016. 100 staff from sales & reservation team USD 6,000 Dertour, Frankfurt  Completed NAP advertorial in Florida dedicated supplement to GEO magazine (February issue) USD 3,500 Knecht Reisen, Windisch  Completed marketing campaign including editorial main brochure & golf dreams, web promotion USD 8,800 TUI, Hanover  Completed extensive marketing campaign in German market, including Airtours road show, B2C mailing, B2B advertisement and in-store campaign. € 25,000 BeNeLux Accounts: Tour Operator Achievement Cost Fox Vakanties Nieuw-Vennep  Completed advertorial in their online magazine, December issue, 120,000 subscribers. Result: NAP only Florida destination with increasing numbers in 2016. USD 1,800 General Tour Liege  Secured participation at their first FL TA training evening in Belgium. Including workshops and presentation FOC Jet Air Zaventem  Completed NAP feature in customer magazine “Florida Gazette” (replacing FL brochure) USD 1,680 Tenzing Travel Amsterdam  FOC online marketing campaign including NAP dedicated landing page, newsletter article (87.179 clients) Facebook pots.  Secured 7 properties into new dedicated Florida brochure launched in August 2016  Online marketing campaign including Facebook posts, newsletter, landing page, along with launch of new Florida brochure. FOC USD 2,200 Secondary Accounts: September 26, 2016 New Business 7-C 121 of 204 120 Tour Operator Achievement Cost Amerikareisen.at Klosterneuburg  1 month display of NAP on highway video wall in Vienna in Jan 16 USD 650 Explorer Fernreisen Head Office Dusseldorf  Completed online campaign including Facebook ads, landing page, image banners, newsletter USD 2,500 Fairflight Lutherstadt Wittenberg  Brochure distribution at consumers show Messe Leipzig (350 copies), 60.000 visitors consumer  5 Facebook posts with Fairflight FOC USD 330 Tourconsult, Bruchsal  Completed page editorial in North America brochure  Secured FOC website promotion of FL round trip, highlighting Naples.  Completed marketing campaign, including blog, Destination training was conducted with tour operator specialists (Boomerang Reisen, Explorer Fernreisen, Canusa and TourConsult) in their regional sales offices: 7 training sessions of 20 agents each were trained Travel Agent Activities In 2016, we trained, introduced and presented NAP to a total of 4,364 travel agents in Germany, Switzerland, Austria, Netherlands, Belgium and Luxembourg. Another 10,000 agents have access to our NAP dedicated e-learning program:  Sales Calls: 456 travel agents were visited personally, NAP presented.  DiaMonde Dinner Events: 7 events in Germany. NAP was presented to a total of 183 high and very high potential travel agents.  Travel Talk e-learning: NAP dedicated 5-page training, online for 12 months, access to 10,000 travel agents in Germany.  Travel Agent Events & Workshops: We presented NAP to a total of 3,725 travel agents in DACH and BeNeLux during a selection of TA workshops and events in the respective markets. September 26, 2016 New Business 7-C 122 of 204 121  FAM trips: 47 travel agents and 8 product managers were further familiarized with the destination during group FAM trips. – in cooperation with Willy Scharnow, TUI and Dertour. Another 4 reservation agents visited the area on individual basis. Trade & Consumer Shows In FY 2015/16 we participated in 9 consumer shows that attracted a total of 903,593 visitors. We participated with brochure distribution, either through Visit USA or a tour operator partner and distributed a total of 3,750 Visitor Guides, 1,400 Visitor Maps and 1,650 copies of our Tip Lists. Additionally, we attended the 2 major trade shows – ITB in Berlin and IPW in New Orleans. Marketing Campaigns: Completed Airberlin fall 2015 and spring 2016 campaigns. With the second one we achieved 11.7 million page impressions. Newsletter Communication: on own and in cooperation with TO partners and VUSA:  Created and sent NAP dedicated B2C newsletter (bi-monthly) to 580 consumers  Created and sent NAP dedicated B2B newsletter (bi-monthly) to 2500 travel agents  Created and sent two NAP dedicated newsletters in Netherlands in Dec 15 & June 16 to 360.000 consumers.  Inclusion of NAP messaging in DiaMonde newsletter in February & May 16, reaching 6,500 travel agents  Partnered with Knecht Reisen in their B2B newsletter in March 16, reaching 2,500 travel agents  Partnered with Visit USA Committee in Germany in their newsletter in March 16, reaching 24.000 travel agents  Partnered with Jan Doets in their customer newsletters in Nov 15 & July 16, reaching 21,000 consumers Social Media Facebook: Increased number of fans on Germanic fan page from 7,264 in Oct 2015 to 7,540 by July 2016. We completed a social media campaign including Facebook ads as well as Facebook and Instagram posts in cooperation with agency Werbemutig. We also established a Facebook closed user group, targeting travel agents. September 26, 2016 New Business 7-C 123 of 204 122 Media Media Events: Attended in 2 media events with Visit Florida (Nov 12, 2015. 17 journalists) and Visit USA (March 11, 2016. 224 journalists) PR FAM trips: We welcomed a total of 4 journalists from Germany and Netherlands and blogger in the area. All visits resulted in media exposure. Exposure: Throughout the year we achieved 12 features in Germanic key media and 1 blog feature SITUATION ANALYSIS  Moderate booking numbers for 2016 due to political conflicts and latest terrorism attacks in Europe  Safety in a destination became a very important condition in terms of holiday destination choices, and travel to the U.S. is considered safe  Increasing demand for U.S. destinations, despite a stronger US dollar  The use of online bookings for travel is increasing, but travel agencies and tour operators still remain the main and preferred booking channel  Increasing influence of social media and blogs in travel decisions  Dutch market is slowly recovering from economic crisis Europeans travelled abroad in record numbers in 2015 while the booking situation for 2016 is only moderate as clients are “undecided” and hesitate to book, amid continuing conflicts and attacks around the world, mainly in Europe in 2016. Europeans are expected to continue travelling in 2016 but will favor safer destinations. Winning destinations this year are West European countries (Spain, Italy & Portugal) but 2016 also shows a main source of growth in cruises, long-haul destination as well as luxury travel. The consumers are considering their most important condition for a holiday as safety of the destination. The U.S. as a travel destination is considered as safe and the demand for US travels is high, with 2 million German visitors to the US two years in a row now. Florida had an above-average growth of German visitors in 2015 with 441.000 visitors. Nearly 500,000 Swiss visited the US in 2014 and after September 26, 2016 New Business 7-C 124 of 204 123 the upgrading of the Swiss Franc in January 2015, the Swiss economy recovered slowly and growth continued at 3.8% in the first six months of 2015. Miami is no. 1 destination, followed by New York and San Francisco. The strong US dollar does not seem to discourage the Swiss from taking a trip to the US. As a result, airlines have increased direct flights and average daily spending of Swiss travelers in the U.S. is USD 430. Florida is becoming viable alternative to Mediterranean beach destinations and regions experiencing social unrest or crime. Also in Austria, the U.S. was the most popular destination in 2014. Austrians favor individual trips to the U.S. and spend approximately USD 5,000 while on vacation. The Dutch market is recovering after a row of challenging years due to economics. At Vakantiebeurs in January 2016, USA has been named by visitors as the top long haul destinations; California, New York and Florida being the top 3 destinations in the US. Also in Belgium, the U.S. still is the number one long-haul destination. On average, Belgian travelers have USD 5,000 to spend during their trip. Despite the strong US dollar, German tour operators are satisfied with the booking numbers to the USA this year and are aiming to keep prices stable for 2017. To stimulate demand, tour operators are trying to offer more value for money (e.g. hotel upgrade) and also stepped up their marketing activities for USA destinations. Another important factor is insurance. By purchasing a tour operator product, German consumers are insured that alternative arrangements will be made for them if something occurs during their travel that is out of their control. Even though Germans research travel online, the main booking channels still remain the travel agencies and tour operator – especially in the high end and long haul segments. Nevertheless, the portion of online bookings in Germany has been increasing in the past years. In 2014, 22.8 million people booked their holiday online. In 2015 it grew to 23.44 million. The Austrians also prefer to book online (36.5% online bookings compared to 33.9 % bookings with travel agencies). Reviews and blogs play increasing role in travel research and decisions. Social media now influence nearly one fourth of all international trips, especially travelers’ choice of destination and accommodation. The portion of online bookings in Germany has been increased in the past years. September 26, 2016 New Business 7-C 125 of 204 124 MEASURABLE OBJECTIVES We see the principal objective of our representation of the Naples Marco Island Everglades CVB in increasing brand awareness and subsequently visitation numbers from our designated markets.  Within the last years, we positioned NAP in the travel trade, increased its exposure with the key mainstream and specialists tour operators as well as continuously trained and educated reservation and travel agents on the area. Through carefully selected marketing campaigns, workshops and educational events we have driven strong brand awareness and destination knowledge among the travel trade partners.  While we plan on intensifying our achievements even further, DiaMonde will also map out new marketing opportunities to develop direct communication channels with the end consumer via social media activities and a stronger emphasis on media relations. Tailored B2C marketing campaigns will allow us to measurably increase the brand awareness of the County among the B2C audience. In detail, our objectives for the FY 16/17 marketing year are:  Increasing room night production with traditional and specialist tour operators: We will maintain our relationship with our key mainstream and specialists tour operators and plan, negotiate and execute marketing activities and sales promotions with the goal to increase room night production in FY16/17.  Identification of new tour operators: We will seek relationships with new tour operators in the respective markets with an emphasis on long-haul, golf, luxury travel and vacation home rentals, also to address identified consumer segments via new channels. Additional print and/or online exposure will be generated via these identified tour operator segments. We expect to identify, establish relationship with and generate additional exposure with 10 new potential partners until end of FY 16/17.  Identification of alternative online distribution channels: While maintaining the existing relationships and identifying new tour operators, DiaMonde will also research alternative online distribution channels and secure new online exposures in a diversified travel environment. We expect to identify at least 5 key online travel agencies and 2 rating portals as potential platforms to increase online exposure. We will plan, negotiate, secure and execute at least 1 major online marketing campaign on the German-speaking market. September 26, 2016 New Business 7-C 126 of 204 125  Stronger focus on B2C channels and activities: We will continue communication through the branded NAP B2C newsletter on a bi-monthly basis with the goal to increase the number of newsletter subscribers to 800 consumers (at the moment 560). Additionally, we will increase brand awareness on consumer end through a selection of 3 tailored B2C marketing campaigns in cooperation with tour operators. We will also establish relationships to the Germanic blogger community in order to generate additional, authentic online exposure. We expect that we will be welcoming at least 3 bloggers in the NAP area in FY 16/17, resulting in a measurable exposure.  Increase of social media activities: We will further expand the brand awareness among new, identified as relevant target groups – resulting in even stronger visitation numbers from a diversified visitor group. As Facebook is still the biggest social media channel in the German- speaking markets, this channel will receive the biggest portion of our social media efforts. We will continue growth of fans to reach at least 9,000 users within the next 12 months. Additionally, we will promote our dedicated Facebook user group that we have just launched to target the travel agency community. We estimate that approx. 250 agents will join this group within the next 12 months. We identified Pinterest and Instagram as two additional relevant social media channels on the German-speaking markets to communicate with new, younger target groups such as the millennials. TARGET MARKETS We have identified three new consumer target groups with potential for increasing the length of stay and incremental spending in the County and apart from the long-haul traveler, we will focus our B2C efforts on vacation home rentals, golfers and the luxury traveler. The latter will be attracted by the over 90 golf courses but also through the County’s dining venues and cuisine. The focus on these target groups will also increase incremental spending on NAP’s attractions and outlets.  DiaMonde has always strongly concentrated on beach & water sports while promoting NAP. When liaising with the consumer directly, DiaMonde will continue to promote the CVB’s beaches, particularly in combination with available nature and eco activities, in order to clearly differentiate the CVB from the competing beach destinations on Florida’s West Coast.  By using a selection of Social Media activities, we will target a younger user group such as the millennials. Pinterest has been identified as the main social media channels to be used by Millennials (18-34 years). Researches on Germanic Instagram usages shows the following: 19 years or younger (35%), 20-25 years (25%), 26-29 years (15%), 30-65 years (25%) September 26, 2016 New Business 7-C 127 of 204 126 STRATEGIES Travel Trade & Consumer Activities Over the course of the past few years, DiaMonde has established, maintained and intensified relationships with the traditional tour operators and tour operator specialists. Room night production has continuously increased and print catalog exposure has been expanded.  We will further increase the room night production numbers with the traditional and specialist tour operators through relationship farming, while designing joint promotions and marketing campaigns in line with our objectives. Especially with traditional tour operators we will mainly focus on distribution via travel agents, marketing towards travel agents and execute the education of the travel agents.  We will plan, negotiate, secure and execute selected activities to reach out to the travel trade community in the DACH markets and the BeNeLux. The goal is to educate the agents on the NAP offerings, its open distribution channels and promote and market the area while always maintaining a very conservative approach to expenditures leading us to try and secure all paid activities at reduced costs or with additional exposure.  We will seek relationships with new tour operators with an emphasis on long-haul, golf, luxury travel and vacation home rentals, also to address identified consumer segments via new channels.  DiaMonde will also research alternative online distribution channels and secure new online exposures in a diversified travel environment, considering the portion of online research and online bookings in the respective markets. We will identify the key partners among the online travel agencies and plan, negotiate, secure and execute online marketing activities.  Consumer activities will continue to include attendance at travel shows and communication through dedicated newsletters and fulfillment. We will not have a personal attendance at the consumer shows this year, as Visit Florida will be present with an own stand at the Visit USA booth.  Social Media is one of the most important communication means to reach the B2C segment. We will increase our social media activity and establish relationships to the Germanic blogger community in order to generate additional online exposure. In addition, we will partner up with tour operators with a more innovative approach to target the B2C market in a creative way and use their strong communication channels to communicate with consumers directly. September 26, 2016 New Business 7-C 128 of 204 127 In detail, activities for 2017 will include: 1. Promotions DiaMonde will negotiate and secure dedicated promotions for NAP through either tour operators or specialized marketing companies. These promotions will cover both target groups (B2B & B2C) and all channels of communication – via e-distribution, print distribution, presentations, online academies, social media campaigns and others. All planned activities are presented in the annual budget plan for FY 16/17. 2. Trade & Consumer shows DiaMonde will personally attend the following shows on the NAP behalf (in order of date by calendar year): a. ITB Berlin, German, March 8-12, 2017 (full five-day attendance at Visit Florida Stand, B2B for three days and B2C for two days, includes full coordination of appointments). b. IPW, Washington, USA, June 3-7, 2017 (full five-day attendance at own CVB stand, B2B only, includes full coordination of appointments for designated markets). DiaMonde will arrange for brochure distribution at the following B2C shows (in order of date by calendar year): a. TC International Leipzig, Germany. b. CMT Stuttgart, Germany c. Ferienmesse Vienna, Austria d. vakanz, Luxembourg e. F.r.e.e., Munich, Germany. f. Reisen Hamburg, Germany. We will also secure attendance at dedicated USA workshops and educational seminars organized by tour operators, the Visit USA committees and/or Visit Florida 3. Trade & Consumer Communication o DiaMonde will be communicating product news, updates, travel tips and stories through regular bi-monthly e-newsletter distribution to the exclusive and dedicated database of 1,800 trade contacts, 460 media contacts and approx. 600 consumers. This e-newsletter “Insider News from the Paradise Coast” is designed and branded in the NAP’s corporate identity and distributed via Mailchimp. September 26, 2016 New Business 7-C 129 of 204 128 o NAP will receive additional complimentary features in the DiaMonde own newsletters, sent monthly to a database of nearly 10,000 travel industry contacts. These newsletters enjoy an above-industry-average opening rate of 25.3% and are effectively received by 99.4% (showing correctness of our database) with an average of 30 opt-outs per sending. o To liaise with the Dutch consumer, we will cooperate with Bell Marketing again to distribute NAP dedicated B2C newsletters in this market. 4. Familiarization Trips  DiaMonde will secure at least one dedicated travel trade group overnight familiarization trip to NAP. Included in this project is the negotiation of complimentary airlines seats and coordination of an itinerary including complimentary overnights and activities – with support and as directed by the CVB. We strongly focus on the selection process of the attendees, to only invite those trade members with the greatest potential for qualified business to Florida, focusing on those who can generate business from the newly defined target groups golf and luxury.  DiaMonde will secure at least one additional group travel trade familiarization trip to NAP in cooperation with another non-competing South Florida CVB (i.e. Florida Keys or Fort Lauderdale) – in order to promote the South of Florida as a stand-alone itinerary and directing attention away from theme parks.  Where possible and suitable, a member of the account management team will accompany all group fam trips to NAP to strengthen the liaison with the attendees and act as a German speaking guide for the area. 5. Travel Industry Training o Travel Industry trainings will be secured and held annually at all mainstream (9) and specialist tour operators (5) for their call center agents as well as regional sales offices (34). o During regular sales visits and dinner events to/for high-potential long haul travel agencies, the CVB will be presented along with other partners in the DiaMonde portfolio, allowing for extensive exposure at reduced as shared costs. September 26, 2016 New Business 7-C 130 of 204 129 6. Fulfillment DiaMonde will handle all B2B and B2C fulfillment, also resulting from website inquiries, from our office in Stuttgart at no additional cost. 7. Lead Management DiaMonde will source business leads for NAP on a proactive basis and - after intensive screening and ROI evaluation - present opportunities with strong potential to the Executive Director for further assessment and approval. 8. Liaison with Industry Partners DiaMonde will maintain strong relationships with all relevant industry partners, to include (but not solely) Visit USA committees, Germanic Brand USA office, Germanic Visit Florida office, airlines, press offices and other non-competing Florida CVB representations. SOCIAL MEDIA In order to further expand the brand awareness among new, identified as relevant target groups, DiaMonde will increase Social Media activity in relevant social media channels on the German speaking markets. Facebook still is the biggest social media channel with the highest amount of users, therefore our strongest social media efforts will be Facebook related. After detailed evaluation of our current Facebook user demographics, we have identified Instagram and Pinterest as two additional channels which will allow us to open communication channels with new, younger user groups such as the millennials. 1. Facebook  DiaMonde established the Germanic Facebook page in 2011 and since then has grown the fan base to 7,500 followers. We will further increase the number of followers implementing a selection of Facebook advertising campaigns (direct or via tour operators with social media affinity) which have proven excellent success in the past, in order to reach our goal of 9,000 fans within the next 12 months. Generating interaction among the fans is of highest priority, therefore we will manage content proactively to encourage ongoing posts and shares.  DiaMonde markets its own Facebook page only to the B2B segment and currently counts approx. 500 followers. NAP content will be regularly posted and shared on this site, which includes insider information, travel tips, news updates and further more. September 26, 2016 New Business 7-C 131 of 204 130  In addition, we just launched a closed user group on Facebook, NAP dedicated and targeting the travel agency community for educational and networking purposes. Our goal is to generate an interactive platform for travel agents to exchange knowledge, recommendations and other travel relevant information among themselves We are pioneering in this field on behalf of NAP. This group will be promoted vial all e-communication and during personal interaction with the trade. 2. Pinterest In cooperation with the CVB social media department, DiaMonde will create a German-related Pinterest pin wall (as a “subwall” of the existing US Pinterest wall) for which we will generate and manage the content. We will incorporate information on this Pinterest wall in all our e- communications. 3. Instagram In order to reach out to the younger generation and future potential travelers, DiaMonde will collect and report relevant German hashtags to the CVB social media department for incorporation on the CVB’s already existing US Instagram site. We will promote this Instagram site in all our e-communications and advertising campaign (in coop with marketing agencies or tour operators with social media affinity). 4. Rating Portals As the importance of online rating-portals has been increasing, DiaMonde will also continuously monitor the portals of highest relevance for the German-speaking markets (i.e. Holidaycheck) and take action when necessary and appropriate. Twitter is not a well-established social media platform in the German-speaking countries and will not be utilized at this time. September 26, 2016 New Business 7-C 132 of 204 131 PUBLIC RELATIONS In this segment, we have identified two separate target groups: the traditional journalist and the blogger. The latter is becoming increasingly more important, as blogs enjoy viral distribution channels and show growing reader/followers statistics. DiaMonde will service both target groups individually as follows:  Blogger community – proactive research of relevant blogs, evaluation of potential and active liaison with pre-screened bloggers. Support with relevant information on County’s offerings in order to generate complimentary exposure and in return offer assistance with arrangement of experiences for blogger’s personal visits to Florida.  Traditional journalists – responding to the increasing lack of time in this target group, DiaMonde will provide journalists with tailored stories, written either by qualified journalists or our own DiaMonde Storyteller. Journalists can obtain easy access to these stories, which will allow us to secure exposures by providing the type of assistance journalists really require in today’s environment.  As directed by the CVB’s PR department and where content is relevant for the designated markets, we will write and distribute German press releases to a database of 2,000 media contacts (at least quarterly), as well as manage all outcome of each distribution.  DiaMonde will secure at least 3 individual media familiarization visits to NAP (tailored for journalists and/or bloggers with own flight arrangements), securing appropriate and measurable media exposure.  We will also attend available USA/Florida specific PR functions during trade shows and also dedicated USA/Florida PR and blogger events (organized via Visit USA and/or Visit Florida), including the complete of follow up. An overview of secured print and/or online publications and the applicable media value will be submitted in the monthly reporting.  DiaMonde will negotiate and secure dedicated advertising opportunities through tour operators (B2C) or via Brand USA in travel or lifestyle magazines and supervise the ad layout, content and print documentation in close cooperation with Paradise Advertising. IMPLEMENTATION SCHEDULE For a detailed action plan, please refer to detailed FY 16/17 proposed budget plan, including timelines in that section of the overall destination marketing plan. September 26, 2016 New Business 7-C 133 of 204 132 BRAZIL MARKETING PLAN 2016-17 __________________________________________________________________________ Sao Paulo, Brazil 2015-2016 ACTIONS Trade:  Trade Shows-This period concentrated on branding actions in the Brazilian market. Florida’s Paradise Coast was present in WTM Latin America and Encontro Ancoradouro (São Paulo’s country side trade show).  Training Sessions-We hosted 54 training sessions, interacting with over 500 agents.  There’s 7 more trainings scheduled by the end of September with Abreutur, MMT Gapnet, Flytour, Azul Viagens and Ancoradouro.  Sales Calls-We have completed 174 sales calls to both travel agents and tour operators.  By the end of this fiscal year this number should reach 200 sales calls.  Co-Op-Co-Op opportunities were developed with Top Tour Operators in Brazil: CVC, Orinter, Abreu, Ancoradouro, MMT Gapnet and Flytour. Azul Viagens is also including products from Paradise Coast into their system.  FAM Tours-Two FAM tours were held: one in partnership with AVIANCA and the other with AZUL Viagens, maximizing budget. In total, 15 agents participated in these FAM’s.  Other actions-A Brazilian representative with AVIAREPS was present at IPW 2016 in New Orleans in support of Paradise Coast. We are also developing a professional Power Point presentation for training and showcasing the destination. We had excellent trade media coverage in all these actions. Please refer to media coverage section for more information. As a primary objective, the main focus was to promote and raise brand awareness for Paradise Coast. September 26, 2016 New Business 7-C 134 of 204 133 PR The last fiscal year was very important to establish Paradise Coast with the top Brazilian media. We still have a lot to do next year. The major tour operators are already aware about the destination and its potential. The results proved that information about special events on Paradise Coast are very important to gain media coverage. We did many different media pitches, but the most successful was the Press Trip, that generate several months of high quality publications. SOCIAL MEDIA The main Social Media channels in Brazil today are mainly Facebook and Instagram, with an increase in usage of Snap Chat and Periscope. With this information in mind, we launched a Facebook page and an Instagram profile for Paradise Coast in Portuguese at the end of 2015. We also translated the destination website into Portuguese so it can be used as a source of information for the social media channels, the market and the final consumer. The channels are promoting stories from the website to direct traffic from Brazil and increase visitation. Since the beginning of the paid promotion, in May, we saw great results. Results: The Facebook page as of (July 25th) has over 3,750 likes with more than 1,003 people talking about it, which is a huge engagement rate. With the investments, we were able to reach more than 90,000 users in only one month. We were also able to accomplish the “very responsive to messages” badge, which raises the pages relevance and credibility. SITUATION ANALYSIS Brazil Data:  Economy: 2015-2016 has been a recession year for Brazil, but with the imminent Impeachment of President Dilma Roussef, economy has started to pick up. Dollar rates, which have almost doubled in the last year, are going down. Economic forecast for next year shows that economy will struggle, but there will a slight improvement.  Air Lift: Airline companies offered, for the past months, reduced price in tickets, due to high dollar rates, to stimulate travel. These rates suffered a slight increase after April 2016 because dollar rates started to go down. There are currently 200 non-stop weekly flights from Brazil to September 26, 2016 New Business 7-C 135 of 204 134 the US, and from these 70 go to Miami, 21 to Orlando and 7 to Fort Lauderdale, in a total of 98 flights to Florida per week.  Brazilians are still traveling: Brazilians keep traveling abroad despite the dollar rates. There has been a reduction in the number of times, length of stay, flight availability and spending, but the yearly travel abroad is ongoing. Brazil finished 2015 within the Top 5 countries to send more tourists to the United States, totaling 2,36 million people, a 4,4% increase if compared to 2014, even though there was a decrease in international flights of 6,1%. STRATEGIES FOR 2016-2017 Trade: The most important strategy is to keep promoting brand awareness of Florida’s Paradise Coast and maintain a close relationship with the trade. Main actions will include: Intensifying training with the objective of contacting at least 500 more agents. Training sessions are an essential part of incentivizing sales. We will contact a minimum of 500 agents next year. Training in São Paulo and metropolitan areas will continue. Monthly sales calls Sales calls will include follow-up calls, introductory calls and visits for maintenance of product, prospecting of new partners to develop packages and increasing of visitation to Paradise Coast. Participate in trade shows We recommend participation in the following Trade Shows. Participating in trade shows is a great way to meet the main Tour Operators and score good cooperation campaigns.  WTM Latin America (#1 tourism trade show in LA)  Encontro Ancoradouro (excellent opportunity to capacitate over 300 agents)  FESTURIS (southern region trade show with the potential to reach travel agents from LA)  Evaluate participation in Brand USA’s B2B sessions before WTM 2017. Fee is USD500 per person to participate in the sessions plus local + airline costs (Rio de Janeiro and São Paulo). Training session in other important regions of Brazil We propose for the next year a Sales Blitz to Recife, Brasília, Salvador, Belo Horizonte and Rio de Janeiro. These markets are important and receive very little training from Florida destinations in September 26, 2016 New Business 7-C 136 of 204 135 general. In the format we propose, we would partner with a local Tour Operator and promote one training session per market during breakfast, lunch or happy hour time. A minimum of 60 agents per market will be invited to participate. Two FAM Tours  We will aim for partnership FAM’s to maximize budget. We have a FAM programmed as part of the Co-Op with Ancoradouro TO, and Azul Viagens is interested in doing another FAM in the beginning of 2017. Theme should focus in the Affordable Luxury concept, as Brazil is slowly recovering from an economic crisis and travelers are still minding budget when going abroad.  There is also a project of hosting a FAM with Brand USA in 2017. As per their requirement we will have to add a third destination to the trip (Paradise Coast + Palm Beaches + another destination in Florida), which they would be in charge of inviting. In this situation, Brand USA pays for the airlines tickets (if they cannot find an airline partner) and ground transportation. Destinations should cover housing, meals and attractions. 3-4 Co-ops with main tour operators The number of Co-Ops will mostly depend on budget available, but we recommend at least 3-4 Co- Ops. Renewing with CVC for 2017 is a smart move. It is an investment, but CVC has the best reach of all Tour Operators with over 1,000 own stores countrywide. ROI will take a while to show improvement, as we are promoting a destination that agents are just beginning to know. The other operators will be identified based on results of current Co-Ops and market objectives, however we suggest the following Operators:  Trend  Schultz  Agaxtur Co-Ops are important to maintain relationship with the main tour operators and to increase brand awareness and knowledge about the destination. Last year we developed good partnerships with the Tour Operators, to which we suggest renewals. But our suggestion would be to allocate budget from 2- 3 Co-Ops from 2016-2017 into PR to final consumer. September 26, 2016 New Business 7-C 137 of 204 136 KPIs  At least 500 travel & reservation agents to be trained  4 new/renewed Co-Ops  Growth of 15% in room nights  Minimum of 15 sales calls per month  2 FAM tours  At least one Press Release per month for Trade Media PR This fiscal year was a good one for exposure for Paradise Coast in the media but, unlike Trade, investment in PR was reduced. Our recommendation is to balance the next year’s investment between Trade and PR to cover both targets of tourism trade and final consumer. PR actions started the process of putting PC on the travel media map with editorials, Press Trips and press releases. We did make a good progress but still have a lot to do in order to reach our bold goals. For this year we propose the following actions: Press Releases According to News Regular Press Releases will be distributed according to relevant news and interesting topics. It is important that all Paradise Coast Partners send us information and news regularly so we can screen and adapt whatever might suit the Brazilian market. Individual Media Meetings Media meetings are essential to keep a close relationship with journalists and outlets, and usually generate lots of new ideas, approaches and stories for Paradise Coast. Monthly Media Calls Follow-up media calls, introductory calls and visits. Monthly Media Planning Schedule a monthly media plan, for both PR and Social Media. This will allow us to be more align in every single step of the process and also optimize our return. September 26, 2016 New Business 7-C 138 of 204 137 Two Press Trips: The Press Trip was the action of last year that generated more response on the media, by far. The idea for the next year is to hold two group Press Trips, in order to optimize the investments and significantly enhance Paradise Coast brand in Brazil. Three Individual Press Trips Some top media outlets only are available for individual Pres Trip, either because they need more time on the destination or because they have to made their on schedule. Two Influencer Trips Influencers are a great way to expose a brand to a huge amount of people without high investments. We recently worked successfully with influencers in Palm Beaches and we are willing to use the same strategy for Paradise Coast. Advertising We have a large expertise on hiring tourism media with unique negotiation conditions. That opens the possibility to advertise for a larger audience with reduced investments. During the next fiscal year we will present several different opportunities for Paradise Coast, but in order to be more accurate in our research for proposals, it’s very important to have pre-approved budget for the next fiscal year. TV Crew Project Brazil Travel News – Part of this year’s strategy is to put Paradise Coast on TV. A project from Brazil Travel News was discussed with Jonell Modys at IPW. It involves shooting different videos about the area with coverage on digital and printed media as well. TV crew is based in Florida and would need ground support from Paradise Coast (housing, transportation and meals) KPIs  Growth of 15% of press coverage  Identify and contract a tool that will deliver faster, more accurate clipping and media value data September 26, 2016 New Business 7-C 139 of 204 138 SOCIAL MEDIA Fiscal Year 16 was the first year of investment in Social Media. The page went officially online on December 2015, with paid promotion starting only in June of 2016. For the next fiscal year we will continue with paid promotion, on different campaigns on Facebook. As the promotion is still a bit new, we are still in a test stage, which is allowing us to better understand our audience and give us data to be constantly more assertive and effective with the investments. Campaigns are always adjusted according to ROI. Instagram is also an opportunity to raise Paradise Coast awareness to the final consumer. Instagram ads options still not as good as Facebook, but still is a valid option. The best strategy to raise awareness without spending much is to provide influencer trips. By choosing celebrities with huge engagement, they can direct thousands of fans to a website or social media page, just by mentioning the destination. On Instagram, the quantity and quality of images are very important to engage the costumers, so by improving the Paradise Coast media bank, we will certainly improve our Instagram engagement. KPIs  Growth of 250% on Facebook likes  Maintain the engagement rate (as higher the number of fans are harder is to keep this rate)  Improve considerably the Instagram content and engagement FINAL CONSIDERATIONS Our expectation for the next year is to see an improvement in the Brazilian economy, even though the country will go through a recovery phase. For this reason we will keep investing in Trade actions, as we are doing this year, to increase share of mind and promote Paradise Coast even further. As a new strategy, we strongly recommend an increase in investment into promotion and PR to the final consumer. Co-Ops are effective only if the travelers buy the packages. If we don’t promote and educate the consumer, the investment in trade Co-Op will, most likely, show only average results. September 26, 2016 New Business 7-C 140 of 204 139 ARTS, CULTURE & HERITAGE MARKETING PLAN 2016-17 __________________________________________________________________________ STRATEGIES  The Arts & Culture section of the CVB website Includes expanded partner listings, descriptive information, images, hyperlinks and special offers. Webpage also links to various arts & culture related web videos and articles.  E - Newsletter: We distribute a consumer e-Newsletter to promote the Celebrate the Arts Month in November and again in February. Content centers on arts, culture and history events with hyperlinks to the digital Arts, Culture & Heritage events in our community.  Arts, Culture & Museum Grants: Encourages grantees to place their event promotions and advertising into our visitor feeder markets and to link to our CVB events web page for complete visitor information.  Work with United Arts Council to increase distribution of their printed Cultural Arts Calendar of Events and to expand the reach of their digital event calendar for wider distribution.  Identify a Collier transportation partner to offer organized tours of our museums and art galleries.  Research cultural publications that will provide an opportunity to increase the branding message via use of half page full color arts and culture advertisements.  Encourage cultural events that showcase one or more venues such as Arts Naples World Festival. Package hotels with event tickets, dining and shopping discounts to attract out of market visitors HERITAGE MARKETING  Allocate up to $100,000 in Heritage market advertising and promotional support in the CVB marketing budget. o Work with Collier museums and non-profit museums to place targeted heritage advertising with these allocated funds o Support the Collier County Museums with all their major events with social and digital media.  Promote the new Naples Depot Visitor Center in the former baggage car. September 26, 2016 New Business 7-C 141 of 204 140 AIR SERVICE MARKETING SUPPORT PLAN 2016-17 __________________________________________________________________________ Air service is the most commonly used transportation mode by our visitors. So it is imperative that we continue to foster partnerships with our local and regional airports and regional destination partners.  Of the visitors arriving by air, over 60% fly into Southwest Florida International Airport (RSW), followed by Miami International Airport (MIA), Fort Lauderdale Airport (FLL), Tampa International (TPA) and Orlando International Airport (MCO).  RSW is the largest commercial airport serving the region, and is the primary focus of our commercial air service marketing efforts.  Naples Municipal Airport is our secondary focus for commercial air service and we work closely with the Fly Naples team to retain the current service with Elite Airways and to add other carriers in the future.  The Punta Gorda airport in Charlotte County is a target for co-op marketing efforts with Frontier and Allegiant Airlines to encourage overnight and attraction business from their customers.  Our area is also served by four General Aviation airports including, Naples Municipal Airport, Marco Island Executive, Everglades City Airpark, and Immokalee Regional. o Each airport serves the general aviation needs of their communities and offer additional economic development opportunities and serve as ports of entry for executive jet travelers to our area. STRATEGIES  Attract new scheduled and chartered flights from the western US  Attract new International service from UK, Europe, Scandinavia and South and Central America.  Encourage expanded air service from our primary fly-drive markets, including Miami, Ft. Lauderdale, Palm Beach, Tampa, and Orlando.  Work with receptive tour operators that represent the major air carriers into our area to expand the number of Collier County hotels featured in their travel programs (i.e. US Air Vacations, Allegiant Vacations, Delta Vacations) September 26, 2016 New Business 7-C 142 of 204 141  Distribute Visitor Guides and maps at RSW, Punta Gorda, Naples Municipal Airport and Collier County Airports.  Maintain and create new co-op programs with Lee VCB, RSW Airport and VISIT FLORIDA marketing teams for current, new and expanded air service  Attend air service trade shows such as Routes with the RSW airport, Lee VCB and VISIT FLORIDA and Brand USA marketing teams  Apply for air service grants through VISIT FLORIDA and Brand USA  Budget: $300,000 for FY 17 in marketing support for new or expanded air service to our area.  Add $50,000 additional funding for each fiscal year for the next four years for marketing support of new or existing service. September 26, 2016 New Business 7-C 143 of 204 142 CRISIS COMMUNICATION PLAN 2016-17 __________________________________________________________________________ INTRODUCTION: This document is a strategic crisis communications plan to help minimize the negative impact on tourism that may occur from damage to, or the perception of damage to Collier County resulting from a declared emergency situation. MARKETING GOAL: To make prospective leisure and group visitors aware that Florida’s Paradise Coast is a pristine beach destination and a relaxing place that awaits their visit. SITUATIONAL ANALYSIS: Negative media coverage regarding hurricanes, potential hurricanes, or other emergency situations such as a mosquito borne disease outbreak or scare such as the Zika virus, dengue fever, chickanguna; a severe water quality crisis due to an oil spill, as toxic algae, harmful bacteria, red tide, etc. – whether they affect Collier County or not -- can have a negative impact on Collier County tourism. Often the media fails to distinguish between destinations that have had near misses, versus those that have incurred damage. When a severe water quality crisis impacts Southeast Florida beaches, the media is apt to use headlines like “Toxic algae closes South Florida beaches” without distinguishing exactly where the problem is, or is not. As a result of this negative media hype, domestic and international travelers and meeting attendees often feel that all of Florida has been damaged or negatively impacted by a storm or other emergency – and decide not to travel to our area. TARGETS:  Geographic: The top Spring- Fall feeder markets for Collier County leisure and group business include Miami/Ft Lauderdale, Palm Beach, Orlando, Tampa Bay, Clearwater-St. Pete, New York and Chicago. International feeder markets would include Canada, UK, Germany, the Netherlands and Brazil.  Demographics: Adults 25-54 years of age, including couples and families. September 26, 2016 New Business 7-C 144 of 204 143  Seasons: The hurricane season runs June through November. Mosquito-borne disease threats are more likely May through December. Water quality issue could occur at any time.  Campaign Timing: Public Relations and social media efforts would begin immediately upon notice from the Collier County Emergency Management staff that an emergency situation is eminent. The media schedule would begin when the CVB and agency team deems it is appropriate and would continue for at least one week. BUDGET: Each declared emergency will have a special budget of approximately $165,000 per event would be allocated as follows:  Social Media: $ 10,000  E-Newsletters $ 10,000  Production: $ 15,000  Advertising Media & Website Content Development: $100,000  PR Distribution $ 30,000 Total: $165,000 Note that the total approved emergency advertising budget covers up to 3 declared emergency situations per year. CVB EMERGENCY CONTACT INFORMATION: CVB Contacts: Jack Wert, Director Office: 239-252-2402: jackwert@colliergov.net; Cell: 239-404-1682; Kelly Green, Tourist Development Tax Coordinator Office: 239-252-2384; kellygreen@colliergov.net; Cell: 239-821-5804; Debi DeBenedetto, Sales & Marketing Manager / Group Sales Office: 239-252-2379; debide@colliergov.net; Cell: 239-734-0295; September 26, 2016 New Business 7-C 145 of 204 144 Michelle Pirre, Sales Assistant Office: 239-252-5380; michellepirre@colliergov.net; Cell: 239-641-1023 Claudia Cianfero, Travel Industry & Florida Association Sales Manager Office: 239-252-5879; claudiajonsson@colliergov.net; Cell: 239-821-4498; JoNell Modys, PR/Communications Manager Office: 239-252-2425; jonellmodys@colliergov.net; Cell: 239-580-8481; Buzzy Ford, Digital Coordinator Office: 239-252-2383; buzzyford@colliergov.net; Cell: 239-285-1471 Michael Obyc, Senior Sports Marketing Manager Office: 239-252-6293; MichaelObyc@colliergov.net; Cell: 239-821-3909 Tina Moon, Fiscal Technician Office: 239-252-2383; Tinamoon@colliergov.net; 317-432-5584 Maggie McCarty, Film & Entertainment Coordinator collierfilm@aol.com; Office: 239-659-3456; Cell: 239-285-3660; Home: 239-261-7015 Lori Lou Waddell, Visitor’s Center Coordinator 239-298-7936; lorilou@napleschamber.org, Cell: 239-687-8686 Accommodations Hotline: 800-785-8252 Info Hotline 800-688-3600 Large Tourism Conference Room 239-252-5234 Small Conference Room 239-252-5256 September 26, 2016 New Business 7-C 146 of 204 145 Business & Economic Development Council Contacts Jace Kentner, Interim Director Office: 239-252-4040; JaceKentner@colliergov.net ; Cell: 573-216-8092 Jennifer Leslie, Admin. Assistant; Office 239-252-5708; JenniferLeslie@colliergov.net ; Cell: 239-877-3195 Phyllis Kraft Hendrick, Fiscal Tech; Office 239-252-5023; Phylliskrafthendrick@colliergov.net; Cell: 513-379-3583 Public Relations Contacts: Lou Hammond & Associates Terry Gallagher, President, Lou Hammond & Associates terryg@louhammond.com; Direct Line: 212-891-0211; Carlyn Topkin, Account Supervisor; Lou Hammond & Associates carlynt@louhammond.com; Direct Line: 212-891-0214; Matt Sessions, Senior Account Executive; Lou Hammond & Associates matts@lhammond.com; Direct Line: 212-891-0228; Elia Jacques-Francis, Account Executive; Lou Hammond & Associates eliaj@lhammond.com; Direct Line: 212-891-0246; UK Representation Oonagh McCullagh, UK/Ireland/France oonagh@ommac.co.uk; Office: +44 1732 875 722 / Office: + 44 (0) 1732 875 900; Cell: + 44 (0) 7802 420 750 Lesley Davidson, UK/Ireland/France Account Director LesleyAtOMMAC@fourbgb.com; Office: +44 020 3697 4323 Cell: +44 07584 231 804 September 26, 2016 New Business 7-C 147 of 204 146 Marissa Kowlessar, UK/Ireland/France Account Executive MarissaAtOMMAC@fourbgb.com; Office: +44 020 3697 4327 European Representation Stefanie Paul, German Rep naples@diamonde.ce’ Office: +49 711 912 67610; Mobile +49 162 281 4898 Frauke Groth, German Rep naples@diamonde.de; Office: +49 6182 9484853; Mobile +49 6182 948 4853 Anne-Katherine Graf, German Rep naples@diamonde.de; Office +49 711 91257610 Brazil Representation Marcelo Kaiser, Brazil Representative Lizandra Pajak, Brazil Rep lpajak@aviareps.com; Office +5511 4063.8897 / 8903 Tomas Sampaio Penna, Brazil Rep tpenna@aviareps.com; Office +55 11 3522-8297 - ext. 109 Collier County Government (Non-CVB) Gary McAlpin, Coastal Projects Director garymcalpin@colliergov.net; Office: 239-252-5342; Cell: 239-877-8281; Home: 954-370-3250 Paradise Advertising Emergency Team Contact info: Cedar Hames, CEO, Chief Strategy Officer Office: 727-821-5155 x 103; Cell: 727-687-4680; cedar@paradiseadv.com Tom Merrick, Chief Creative Officer Office: 727-821-5155 x 104; Cell: 315-415-5449; tmerrick@paradiseadv.com September 26, 2016 New Business 7-C 148 of 204 147 Brian Arndt, Creative Director Office: 727-821-5155 x 102; Cell: 727-460-7549; barndt@paradiseadv.com Edison Frazer, Media Director Office: 727-821-5155 x 101; Cell: 954-288-9164; efrazer@paradiseadv.com John Morgan, Director, Ad Tech & Analytics Office: 727-821-5155 x 131; Cell: 727-710-0134; jmorgan@paradiseadv.com Jessica Anderson, Traffic Manager Office: 727-821-5155 x 113; Cell: 727-458-2922; janderson@paradiseadv.com Nicole Delaney, Account Director Office: 239-465-4972; Cell: 239-682-4896; ndelaney@paradiseadv.com Glenn Bowman, Creative Director, Director of Digital, Mobile & Social Office: 727-821-5155 x 105; Cell: 571-214-6809; gbowman@paradiseadv.com Dylan Madigan, Art Director Office: 727-821-5155 x 115; Cell: 941-447-1888; dmadigan@paradiseadv.com Jessica Mackey, Social Strategy Manager Office: 727-821-5155 x 122; Cell: 386-334-5493; jmackey@paradiseadv.com Tara Tufo, Director of Public Relations Office: 727-821-5155 x 126; Cell: 646-468-8834 ttufo@paradiseadv.com Lorin Augeri, Public Relations Account Executive 954-815-2156; laugeri@paradiseadv.com Cheryl Kupan, Executive Assistant/Office Manager Office: 727-821-5155 x 100; 917-574-5497 ckupan@paradiseadv.com September 26, 2016 New Business 7-C 149 of 204 148 Other Marketing Partner Contacts: Miles Media Andraya Taliento, Senior Project Manager, Miles Media Group Andraya.Taliento@MilesPartnership.com; Office: 941-342-2350; Cell: 407-421-3803 Lauren Bourgoing, Account Director, Miles Media Group Lauren.Bourgoing@MilesPartnership.com; Office: 941-342-2310; Cell: 941-932-7892 Phase V Phase V Toll-Free: 800-660-3479; Main Switch 239-768-9339 Eve Doston, Warehouse Ops Mgr., 239-265-1003; Cell 239-265-0996; edoston@phasev.com Lysandra Taylor, Data Ops Mgr., 239-225-1006; Cell 239-407-1061; ltaylor@phasev.com Melissa Eger, Accounts Mgr., 239-225-1002; Cell 239-362-4467; meger@phasev.com Scott Hadley, Sales Manager 239-225.1022; Cell 239-826-1105; shadley@phasev.com Contacts Center Supervisors 800-660-3479; contactcenter@phasev.com Felicia Ortiz, Accounts Receivable 239-225-1004; Cell 239-878-1056; fortiz@phasev.com Civil Air Patrol Naples Capt. Dirk DeVille – 239-643-2226 Naples Municipal Airport Diane Terrill, Director of Communications; Office: 239-643-0733 Collier County Mosquito Control Adrian L. Salinas, PIO; asalinas@cmcd.org; Office 239-436-1000 September 26, 2016 New Business 7-C 150 of 204 149 Collier County Health Dept. Jennifer Gomez, Dir. of Community Health Promotion & PIO; Jennifer.Gomez2@flhealth.gov; Office 239-252-8200 Andrea McKinney, PIO; andrea.mckinney@flhealth.gov; Office 239-252-8049 Florida Zika Virus Hotline for Residents & Visitors – 1-855-622-6735 Collier County Pollution Control Rhonda Watkins, Principal Environmental Specialist;rhondawatkins@colliergov.net; Office 239-252-6049 Florida Department of Environmental Protection (DEP) Algal Bloom Monitoring & Response https://depnewsroom.wordpress.com/south-florida-algal-bloom-monitoring-and-response NOAA Harmful Algal Bloom Operational Forecast System (HAB-OFS) https://tidesandcurrents.noaa.gov/hab FWC Florida Red Tide Status Reports & Maps http://myfwc.com/REDTIDESTATUS MOTE Marine Red Tide FAQs https://mote.org/news/florida-red-tide MOTE Beach Conditions Reporting System http://visitbeaches.org Collier County Emergency Management Dan Summers, Director danielsummers@colliergov.net; Office 239-252-3600 Kathleen Heinrichsberg; kathyheinrichsberg@colliergov.net; Office 239-252-3622 Michael Shaw, Emergency Management Coordinator; michaelshaw@colliergov.net; Office 239-252-3605 September 26, 2016 New Business 7-C 151 of 204 150 Richard Zyvoloski, Emergency Management Coordinator (business assistance contact) richardzyvoloski@colliergov.net; Office 239-252-3603 Collier County Communications & Customer Relations Michael Sheffield, Director michaelsheffield@colliergov.net; Office 239-252-8569 Kate Albers, Public Information Coordinator; katealbers@colliergov.net; Office 239-8579 Troy Miller, Manager – Collier Television Operations; troymiller@colliergov.net; Office 239-252-3853 TIMELINE: The following timeline is contingent upon a variety of factors including weekends, hurricane evacuation orders by other counties, as well as many other possible factors. PUBLIC RELATIONS CRISIS COMMUNICATIONS PLAN: The CVB’s public relations team goes into action in the early stages of an emergency event, gathering and updating destination status information, obtaining and disseminating information about hotel vacancies and conditions in the area for potential storm evacuees as well as residents and visitors within our own destination, and notifying local, state, national and international media and tourism contacts of the destination’s situational status. The PR manager or the Digital Marketing Coordinator activates the online Emergency Module and develops customized messaging and Home Page display views related to the situation or crisis. In the event of a storm event, the team begins communicating regularly with Phase V, the Paradise digital team, the LHG national PR team and area hotels to ensure accommodation information and vacancy status is displayed online. Once the crisis has passed, immediate action is taken to obtain clear and accurate information of the conditions in and around Florida’s Paradise Coast. The latest news is displayed on the website’s emergency module, in the website media center, communicated to area partners and to the media. September 26, 2016 New Business 7-C 152 of 204 151 The CVB splits news dissemination between the in-house team and the national team at LHG, and also uses paid news distribution services such as TravMedia or Business Wire to quickly get news to as much of the tourism and general news media as possible. The CVB also communicates news through VISIT FLORIDA channels. Several paid news distribution services may be utilized as part of the crisis communications plan. They include but are not limited to the following. Each individual situation dictates what service is best. Dollar amount may vary. D S SIMON MEDIA D S Simon is a leading provider* of satellite media tours, allowing organizations to effectively communicate key messages across as many as 30 markets in the U.S. or globally, using their choice of destination spokesperson for the story for television, radio, Internet, and social media. A media tour also offers a great platform to create additional digital content such as Instagram videos, Vines, social media ready content and more. Projected cost: $20,000 *Additional satellite media tour vendors may be found here: http://www.odwyerpr.com/pr_services_database/satellite_media_tours.htm TRAVMEDIA TravMedia is the leading platform putting tourism messages out to the global tourism media audience. A contract of $10,000 could be put into place to provide for multiple distributions to select global audiences, with the opportunity to modify messaging and language used for each target market. Projected cost: $10,000 CRISIS COMMUNICATIONS PLAN SCENARIOS: Potential Threats Zika Virus This situation could potentially hinder travelers’ desire to come to the destination, particularly family travelers and honeymooners. Upon learning that a locally-transmitted case has been reported and confirmed, the CVB would take a number of steps. September 26, 2016 New Business 7-C 153 of 204 152 1. Upon learning of locally-transmitted cases (by mosquito) in South Florida, the CVB PR team creates situational statements available for media and activates the website Emergency Module as a place for the statement and daily updates as needed. Messaging to Collier Tourism partners takes place to share the informational website link. CVB staff utilizes this information when asked to inform and educate on the state of the situation. 2. Upon learning of a locally-transmitted case (by mosquito) in Collier County, CVB PR or Director contacts Florida Department of Health, Florida Governor’s Office and VISIT FLORIDA for situational updates, media relations coordination, comparison numbers on Collier County vs. the rest of Florida or the country, and other information. Ongoing contact ensues with Collier County Health and Collier County Mosquito Control. 3. CVB PR or Director issues a bulletin to all hotel emergency contacts with messaging points to be implemented by the property. 4. CVB PR or Director updates Emergency Web Module to include prevention tips and update on current situation (see #1). 5. CVB PR team posts updates on destination social media handles. Team also monitors news, including blogs and social, and feeds out correct information as needed. 6. CVB PR takes lead on message development. LHG provides national media coordination and works with state agencies named above regarding national media appearances. Terrorism/Active Shooter Upon learning of an active shooter situation, the CVB would take a number of steps. 1. CVB PR or Director connects with local police and government authorities regarding the situation and crafts language for a reactive statement. 2. CVB PR or Director prepares statement as response for incoming queries by local and national media. Tourism defers to law enforcement for lead on situational updates to media. 3. CVB PR team posts update on destination social media handles as appropriate to the situation and location of the event. Team also monitors news, including blogs and social, and feeds out correct information as needed. September 26, 2016 New Business 7-C 154 of 204 153 Environmental Crisis Should an environmental issue such as algae influx, oil spill, or other health-threatening situations arise, the CVB would take a number of steps. 1. CVB PR or Director connects with Collier County Pollution Control, Department of Environmental Protection, etc. to determine immediate impact of the situation. 2. CVB PR or Director updates website to advise travelers of state of the affected area. 3. CVB PR team issues news alerts to media in Collier County to inform and educate on the state of the situation. 4. CVB PR or Director provides Phase V operators and area Visitor Information Centers with status information to use in answering inquiries 5. CVB PR team posts update on destination social media handles. Team also monitors news, including blogs and social, and feeds out correct information as needed. Evacuation Orders from Other Counties This situation could potentially send hurricane evacuees to Collier County. A special meeting of the BCC would be called for an assessment from Emergency Operations Center (EOC). Upon learning that Collier County would have at least its inland hotels free from evacuation orders and likely out of an impending storm’s projected path, the CVB would take a number of steps. 1. CVB PR or Director notifies Phase V to begin hotel call around to determine number of available vacancies and whether hotels accept pets in an emergency. 2. CVB PR or Director issues a bulletin to all hotel emergency contacts with instructions on assisting Phase V and about self-updates for emergency Web module. 3. CVB PR or Director provides Phase V operators with status information to use in answering the Hotel Hotline, 1-800-785-8252. 4. Phase V loads data from initial call around in Web emergency module. September 26, 2016 New Business 7-C 155 of 204 154 To Activate Emergency Website Module Log into admin account at http://www.paradisecoast.com/admin/login Username: password: Go to content sidebar & Select documents. Scroll though documents find. “Storm Information & Hotel” document and Select “Edit” September 26, 2016 New Business 7-C 156 of 204 155 Under the publishing box, select “Published” Select “body”. Fill in information as needed, and when done, select “Save” To Select Emergency Slides, go to Media sidebar and select “Slideshows” Click “Edit” for the Homepage Slideshow September 26, 2016 New Business 7-C 157 of 204 156 You can remove or add slides from the photo slide show To add an Emergency Slide Select “Add Photo” Select the “Emergency Slide you would like to use. Then select “Save”. You are done, the slide will display on the Home Page of the website, with a link to the Emergency Page  CVB PR team issues news alerts to media in Collier County and to counties under evacuation orders to inform and educate evacuees about Hotel Hotline and our mobile website, along with the latest news and status to pertinent national media covering the storm, including cable news, networks, Weather Channel, etc.  CVB PR team posts the latest information regularly on destination Facebook and Twitter sites. Carlyn Topkin and Matt Sessions at Lou Hammond Group are additional editors for Facebook and Jessica Mackey at Paradise is the editor for Twitter. Content will be fed to them for posting. September 26, 2016 New Business 7-C 158 of 204 157  CVB PR manager re-Tweets destination Tweets and also posts information to her followers on her Twitter site.  CVB PR team monitors news, including blogs and social, and feeds out correct information as needed.  Advertising agency contracts and places media if warranted. Coastal Zone Evacuation orders for Collier County residents and visitors:  CVB PR or Director notifies Phase V to begin hotel call around to determine number of available vacancies at all Collier County hotels outside the evacuation zone, and whether hotels accept pets in an emergency. They also survey coastal hotels to determine if emergency personnel, staff, media or guests will be in residence.  CVB PR or Director provides Phase V operators with status information to use in answering the Hotel Hotline, 1-800-785-8252.  CVB PR or Director issues a bulletin to all hotel emergency contacts with instructions on assisting Phase V and self-updates for emergency website module.  Phase V loads data from initial call around in Web emergency module.  CVB PR activates emergency module on website: a. Log into the site admin: http://www.paradisecoast.com/admin/ b. Click “Content Management System (CMS)” – located on the top of the list c. Click “Inactive Documents” - located in the top right d. Click “Storm Information & Hotel Availability” – located in the list of docs e. Edit text according to current conditions for Collier County f. Select “Yes” in Active Category g. Accept document h. Now the document is in the Active list, should you choose to edit it. To turn off, make the document Inactive.  CVB PR team issues news alerts to media in Collier County to inform and educate evacuees about Hotel Hotline and our mobile website, along with the latest news and status to pertinent national media covering the storm, including cable news, networks, Weather Channel, etc.  CVB PR team posts the latest information regularly on destination Facebook and Twitter sites. Carlyn Topkin and Matt Sessions at Lou Hammond & Associates are additional editors for Facebook and Jessica Mackey at Paradise is the editor for Twitter. Content will be fed to them for posting.  CVB PR manager re-Tweets destination Tweets and also posts information to her followers on her Twitter site. September 26, 2016 New Business 7-C 159 of 204 158  CVB PR team monitors news, including blogs and social, and feeds out correct information as needed.  CVB PR notifies hotels and attractions to send detailed status reports and updates to PR Manager as soon as possible.  Advertising agency contracts and places media if warranted. Storm or Emergency Event Day(s):  Director determines the schedule of tourism staff for the CVB station in the Emergency Management Operations Center (EOC).  At end of event, CVB Director notifies team of office status and any special assignments.  CVB PR team monitors news and begins collecting information for post-event status news releases.  Immediately upon end of event, CVB PR team and all other available staff along with Phase V surveys area resorts, hotels and attractions to determine what is open, closed, undamaged, damaged, etc. All report to PR Manager with results.  CVB PR team utilizes social media as much as possible throughout event day for live updates.  CVB PR team updates website emergency module with up-to-the-minute information in text section.  Phase V updates website emergency module with hotel information as it is received. Post-Event Timeline: Day 1 Following Storm or Event:  CVB PR Manager determines whether professional video shoot is needed for B-Roll.  CVB PR Manager or other assigned employee canvasses County to gain first-hand assessment and photos – contact Gary McAlpin to ride along for coastal access.  CVB PR updates the website.  CVB Director contacts team to put appropriate response plan into action.  CVB PR issues post event news release with accurate and up-to-date status including estimate of when destination will have power and return to normal status. Distribution to specific media lists through Lou Hammond & Associates; CVB PR manager issues Business Wire release.  CVB PR team and Director determine whether a Satellite Media Tour is warranted. September 26, 2016 New Business 7-C 160 of 204 159  CVB PR team determines if an ARA or NAPS self-written, accurate news story should be purchased for placement in national publications.  CVB PR team assigns content uploads to Paradise digital team of photos, video, etc. to social sites such as YouTube, etc.  Entire CVB team assists EOC as needed with emergency hotel accommodations requests or other issues. This should not be the responsibility of PR as they are extremely busy with gathering destination status information and photos, Web updates, press releases and social media updates.  After destination assessment, Paradise initiates customization of creative including TV commercial production. Day 2 and 3 Following Storm or Event:  CVB PR continues issuing storm updates and projections for safe travel and positive vacation experience.  Entire CVB team assists EOC as needed with accommodations for emergency personnel requests and other tourism related issues.  Paradise completes media content customization – spots trafficked to media. Day 4 AND Beyond Following Storm or Event:  Emergency paid media campaign begins. See media strategy that follows.  CVB PR efforts continue daily. Paid Media Plan for Crisis Situations Media Strategies: Leisure  All current running media will be temporarily suspended until the weather has cleared  E-mails: A timely message regarding the emergency would be emailed to the entire CVB leisure database. The email would also promote the Paradise Coast brand and allow prospects to hyperlink directly to the ParadiseCoast.com website. These emails would also be available for Collier County hoteliers and attractions to forward to their databases.  Online/Southwest Florida: Various sized ads would run on third party websites that would provide specific information about the Naples, Marco Island and the Everglades area. Examples include the websites for NaplesNews.com, NewsPress.com and other area news websites. September 26, 2016 New Business 7-C 161 of 204 160  Online/Outside Collier County: Ads would run on third party websites in the five Florida feeder markets. Any online advertising currently running could be updated to reflect the emergency messaging. Additional ads could be placed in major markets east of the Mississippi on Weather.com and CNN.com.  Television: Depending upon the timing of the campaign, existing television buys might be converted to reflect the “emergency” TV commercial.  Social Networks: Paradise Digital team will publish emergency TV spots through the social media outlets utilizing Facebook, Twitter, and YouTube.  International: Travel trade in the United Kingdom, Germany, Canada and others. Utilize international reps to distribute information to media and travel trade. Media Strategies: Group  E-mail: The group email would reflect the same type of emergency situation message as presented in leisure, but would be custom made for the meeting planner. These emails would go to the CVB meeting planner database, and would also be available for Collier County hoteliers and attractions to forward to their databases. The properties and attractions could send the email verbatim or they could borrow components and develop their own e-mail. An email would also be developed to promote the emergency e-mail campaign to the hoteliers and attractions.  Online: Ads would run on third party websites that might include Meetings South, Meeting News and Association News.  Social Networks: Paradise Digital team will publish emergency message TV spots through the social media outlets utilizing Facebook, Twitter, and YouTube. Media Strategies: Website  All media will drive potential leisure visitors to a separate leisure landing page. The landing page will have a video reflecting a timely message, while reflecting the Paradise Coast brand.  Meeting planners will receive updates via emails from Debi DeBenedetto. September 26, 2016 New Business 7-C 162 of 204 161 Media Details for a Declared Emergency  The following procedures will be initiated by Julianna Dewberry or Cedar Hames and they will immediately contact Nicole Delaney, Tom Merrick and Glenn Bowman, with Cheryl Kupan serving as their backup. (See emergency contact information in this plan). Backup files for all elements mentioned below will be housed in the offices and personal residences of Cheryl Kupan, Tom Merrick, and Glenn Bowman. A duplicate will also be made available to the CVB.  The following procedures will be implemented, listed by medium: Television:  A generic Emergency spot addressing the event has been produced. Paradise Advertising will traffic the spot appropriately. In the case of an event, the existing tourism TV schedule may be converted to run the generic Emergency spot.  This spot has also been sent to Miles Media to post online. Emails:  Emails appropriate to either emergency scenario (hit or miss) and for both Leisure and Group markets have been produced. Dylan Madigan will take responsibility for inserting the correct event name and forwarding the e-mails to Melissa Eger at Phase V, Fort Myers for distribution. Phase V will forward to the planned databases. Web Ads:  Web ads have been pre-produced for either emergency scenario. Jessica Anderson will traffic to appropriate media outlets. Pat Cote has supplied media traffic instructions, which will be archived with the file and with all backup files. Paradise Coast Website Front Page Posting:  The emergency module on the website will be activated by the CVB PR team and Miles Media. The topical information button on the CVB’s front page will be updated with the appropriate message. The message will offer a click-through to the Emergency Weather page available on the site (see Emergency Web Page following). Buttons have been pre-produced and Jessica Anderson will be updated with the appropriate event name and will provide to Dylan Madigan to provide to Miles Media or CVB to post to the website. In the event Dylan Madigan is unable to do so, Glenn Bowman will serve as backup. September 26, 2016 New Business 7-C 163 of 204 162 Partner Communication Plan In the case of an adverse weather situation or other emergency event, our industry partners will be asked to play a vital role. It is important for partners to be familiar with the plan and know their role well in advance. We ask that each of our partners designate a staff member to interface with the CVB office and be our emergency contact. We will need phone numbers, cell numbers, email addresses and any other contact information that we can use in an emergency. Once an emergency is declared by the Collier County Commission, the following will happen: 1. The CVB will activate the Emergency Information Module on our website www.paradisecoast.com. This module will be prominently displayed on our home page and will cover the latest information on weather conditions, availability of accommodations, shelter locations and evacuation plans. 2. Phase V will begin calling all of our accommodations to get information on available rooms, filled rooms and rates for the next five days. 3. Partners will be encouraged to access the emergency accommodations section of our website and enter their own information. If this is done, we ask that Phase V be notified that your information is current. 4. CVB staff will occupy their designated ESF 18 space at the Emergency Operations Center (EOC) to keep the industry and the EOC staff up to date on the current tourism industry situation. 5. The CVB will initiate their Emergency Communications Plan as outlined in the balance of this document. The CVB will initiate their Emergency Operations Plan that outlines the sequence of events to maintain our operations during an emergency situation. This plan is initiated by the Tourism Director and monitored by the Emergency Management team at the EOC. September 26, 2016 New Business 7-C 164 of 204 163 Hurricane Names 2016 Hurricane Names 2017 In the event that more than 21 named tropical cyclones occur in the Atlantic basin in a season, additional storms will take names from the Greek alphabet: Alpha, Beta, Gamma, Delta, and so on. If a storm forms in the off-season, it will take the next name in the list based on the current calendar date. For example, if a tropical cyclone formed on December 28th, it would take the name from the previous season's list of names. If a storm formed in February, it would be named from the subsequent season's list of names. Alex Bonnie Colin Danielle Earl Fiona Gaston Hermine Ian Julia Karl Lisa Matthew Nichole Otto Paula Richard Shary Tobias Virginie Walter Arlene Bret Cindy Don Emily Franklin Gert Harvey Irene Jose Katia Lee Maria Nate Ophelia Philippe Rina Sean Tammy Vince Whitney September 26, 2016 New Business 7-C 165 of 204 164 Crisis Communications Advertising Messaging Digital Banners Group Meetings banners (Hurricane missed the coast) September 26, 2016 New Business 7-C 166 of 204 165 Group meetings banners (Hurricane has come and gone) September 26, 2016 New Business 7-C 167 of 204 166 Leisure banners (Hurricane missed the coast) September 26, 2016 New Business 7-C 168 of 204 167 Leisure banners (Hurricane came and left) September 26, 2016 New Business 7-C 169 of 204 168 Group Meetings Mobile banners Leisure Mobile banners September 26, 2016 New Business 7-C 170 of 204 169 Crisis Communications Advertising Leisure Email Messaging Messaging used if hurricane hits Collier County but the destination is undisturbed. September 26, 2016 New Business 7-C 171 of 204 170 Messaging if hurricane is expected but misses Collier County September 26, 2016 New Business 7-C 172 of 204 171 Crisis Communications Advertising Group Meetings Email Messaging Messaging used if hurricane hits Collier County but the destination is undisturbed. September 26, 2016 New Business 7-C 173 of 204 172 Messaging if hurricane was expected but misses Collier County September 26, 2016 New Business 7-C 174 of 204 173 Crisis Communications Advertising Television Messaging Television spot to send if a hurricane has hit Collier County but it is undisturbed VIDEO AUDIO THE FOLLOWING VISUALS ARE FOR REFERENCE ONLY. THE ACTUAL EDIT WILL BE DEPENDENT UPON THE FOOTAGE CAPTURED. MUSIC: SOOTHING, ELEGANT, CARE-FREE PAN OF THE GULF VO: (WARM MALE VOICE, INVITING & FRIENDLY) Discover a coast so pristine CLOSE UP OF DOLPHIN Undesirable weather doesn’t linger for long. WOMAN WADING THROUGH WATER allowing you all the time in the world :05 DONUT OF “LIVE” COASTAL VIEW WITH TIME STAMP to get lost in ours. CRASH CUTS OF BEACH, MEETING PROFESSIONALS, CHEF SERVING DISH Plan your visit to a Paradise you’ll never forget. WOMAN AND MAN TAKING IN THE SUNSET Our coast is clear. SUPER LOGO: NAPLES, MARCO ISLAND AND THE EVERGLADES FLORIDA’S PARADISE COAST PARADISECOAST.COM Florida’s Paradise Coast. September 26, 2016 New Business 7-C 175 of 204 174 Television spot to send if a hurricane was expected but missed Collier County VIDEO AUDIO THE FOLLOWING VISUALS ARE FOR REFERENCE ONLY. THE ACTUAL EDIT WILL BE DEPENDENT UPON THE FOOTAGE CAPTURED. MUSIC: SOOTHING, ELEGANT, CARE-FREE OPEN ON PAN OF SUNRISE OVER THE GULF COUPLE JET SKIS THROUGH THE EVERGLADES VO: (WARM MALE VOICE, INVITING & FRIENDLY) Despite the news reports, COUPLE SWIMMING AT RESORT POOL (STORM NAME) never checked into Florida’s Paradise Coast. PAN OF THE EVERGLADES Allowing you unlimited opportunity CRASH CUTS OF COUPLE WALKING THE BEACH, VAULTED RESORT CEILING, PEOPLE LAUGHING IN A RESTAURANT to check out miles of wide, white sand beaches, sophisticated hotels & resorts and award-winning dining. OFF-SITE MEETING ON THE BEACH Plan your trip to a Paradise you’ll never forget. PAN OF GULF SUNSET Our coast is clear. SUPER LOGO: NAPLES, MARCO ISLAND AND THE EVERGLADES FLORIDA’S PARADISE COAST PARADISECOAST.COM Florida’s Paradise Coast. September 26, 2016 New Business 7-C 176 of 204 175 Phase V Disaster Continuity Phase V’s building is perfectly situated to withstand severe weather. The building is located well inland (east of I-75), is not in a flood zone and is severe weather resistant – cement and brick construction, flat metal roof. The windows are prepared to have pre-cut plywood inserted with inset bolts. Its administrative area of approximately 4000 sq. ft. houses its call center and administrative office and has ample room to house other emergency organizations if needed. Phase V also can remain in full service indefinitely in case of a power failure. This capability is provided in 4 stages: 1. All non-essential workstations and equipment are protected by surge protectors and UPCs to allow orderly shut-down in a power failure to insure that critical equipment is not harmed until our emergency generator is fully operational. 2. All servers (network servers and those providing specialized functions – Internet access, email, telephone switches and routers) and 12 call center work stations are connected to 2 Powerware 100 AMP UPC's with battery backup for 4 hours of service. This is enough time to hook up our emergency generator capability. 3. We have a 125 KW diesel powered generator. The generator may be hooked up into our power supply with 3 quick connect cables through a pre-installed power transfer switch. This operation can be accomplished in 20 minutes. It is capable of handling the power needs of our building and auxiliary warehouse under full load. Under normal load, the diesel fuel tank has the capacity to operate the generator for at least 36 hours. We have a contract with a local diesel provider to deliver diesel fuel on site when needed. The generator is rated to operate indefinitely without being stopped. 4. If the 125 KW generator fails, we can still operate our critical equipment (#2 above) with two 8 KW and three 5.6 KW generators. This is planned as a short term backup while the 125 KW generator is being repaired or replaced. The 125 KW generator is test run monthly and operated handling the full building load for an hour or more each calendar quarter. The smaller generators are run quarterly. Three of our managers are fully trained in the operations of the generators. September 26, 2016 New Business 7-C 177 of 204 176 Since 1999, we have experienced a number of electrical outages and have continued service. The longest one was 8 days during hurricane Charley. At no time have we lost telephone service. Special Emergency Web Page: In the event of an emergency, Buzzy Ford will update the homepage panel and the content on the storm page via the website content management system. If Buzzy is not available, Miles will handle these responsibilities. These pages are currently inactive and need to be marked published to be accessible on the live site. www.paradisecoast.com/emergency Activating an “Event” for Room Availability (Primary responsibility: Buzzy Ford; Secondary responsibility: Miles) Log onto http://data.paradisecoast.com as an administrator or use your own login information. Username: password: On the “tools” sidebar, select “Add Current Event” September 26, 2016 New Business 7-C 178 of 204 177 Create the event (e.g. Tropical Storm Harry) and complete the event form. To edit any individual property’s emergency availability information, log in as an administrator and search for that property. Once an event is activated, the emergency availability module will be at the top of that property’s profile. If you run into any issues, please contact the following people (in order of escalation): Miles Partners Response Team: Sara Dickerson - 941-544-4583 - response@milespartnership.com Chris Rocha - Work: 941-342-2354 - Cell: 813-545-1429; chris.rocha@milespartnership.com Andraya Taliento - Work: 941-342-2350; Cell: 407-421-3803; andraya.taliento@MilesPartnership.com Lauren Bourgoing – Work: 941-342-2310 - Cell: 941-932-7892; lauren.bourgoing@milespartnership.com Melissa Anderson (out of state back-up) 941-342-4158; melissa.anderson@milespartnership.com Meghan Alden – Work: 941-342-2342 – Cell: 941-350-6370; meghan.alden@milespartnership.com Contact Phase 5 to let them know we are “activating” an event: Melissa Eger - 239-225-1002 – meger@phasev.com Miles will prepare a standard communication email to be sent to properties stating that an “event” has been activated and request them to input their room availability 3 times per day via http://data.paradisecoast.com. (This communication will be created prior to an event activation ready for Miles to deploy once an event activates). Contact Andraya Taliento at Miles to upload the email blast communication. Secondarily, contact Meghan Alden at Miles. Once an event has been activated, contact Miles to distribute email blast to “Primary” and “Emergency” contacts in the data engine. September 26, 2016 New Business 7-C 179 of 204 178 Phase V will contact properties by phone if they have not updated their room availability online. Phase V will have the ability to update room availability on behalf of the property, if the property so chooses. a. Data Engine username: b. Data Engine password: If a change of evacuation zone level is called during an existing event, Miles must be called in order to have the Accommodations page only show current evacuation zone hotels. Please contact in the following manner (in order of escalation): Andraya Taliento - Work: 941-342-2350 – Cell: 407-421-3893; andraya.taliento@MilesPartnership.com Lauren Bourgoing - 941-342-2310 - Cell: 941-932-7892; lauren.bourgoing@milespartnership.com Chris Rocha - 941-342-2354; Cell: 813-545-1429; chris.rocha@milespartnership.com Melissa Anderson (out-of-state back-up) melissa.anderson@milespartnership.com; or call 941-342-4158. Meghan Alden - meghan.alden@milespartnership.com; or call 941-342-2342 September 26, 2016 New Business 7-C 180 of 204 179 Phase V may download current room availability via: http://data.paradisecoast.com/admin/emergencydownload_naples Username: phasev Password: passw0rd Click: Download the room availability export When an event is active – reports will be available here for PhaseV to download information on room availability. Updates of pertinent storm information should be sent to PhaseV at meger@phasev.com PhaseV: How to Update Emergency Accommodations Availability After Paradise Coast has activated the Emergency Availability Information Grid because of an imminent weather-related threat, please reference the steps below to update a property listing. Step 1: Login to the Data Engine using the username and password below. http://fldataengine.saturn.milesmedia.com/ Username: phaseV Password: passw0rd (it is a zero) September 26, 2016 New Business 7-C 181 of 204 180 Step 2: Set the signature if prompted Step 3: Once logged in, the screen below will appear September 26, 2016 New Business 7-C 182 of 204 181 Click the drop-down arrow under the heading “Supertag”. Use the scrollbar to select “All Hotels and Rentals” and then click SEARCH. Step 4: A listing of all accommodations will appear. In the Users column on the right you will find the Username and Password for each property. For each property that needs to be updated, please log out of the data engine as PhaseV and log back in using the specific Username and Password for the property that needs to be updated. September 26, 2016 New Business 7-C 183 of 204 182 September 26, 2016 New Business 7-C 184 of 204 183 Step 5: After logging in using the Username and Password for the specific property, click EDIT next to the name of the emergency event in the "Emergency Availability" module. September 26, 2016 New Business 7-C 185 of 204 184 Step 6: Enter the specific, emergency-related information, such as current room availability, pet policy, rates and other details relevant to the property’s available inventory. Click SAVE. IMPORTANT NOTES: For each property that is updated by PhaseV, it is important to log in regularly throughout the emergency to update property information – 3 times per day is suggested. If a listing goes 24 hours without being updated, it will automatically be removed from the emergency availability page. The Emergency Availability page will only display during an emergency. It will not replace the regular property listings in a non-emergency environment. QUESTIONS: Please contact the Accommodations Availability & Information Hotline at 800-317- 5050. September 26, 2016 New Business 7-C 186 of 204 185 BUDGETS - 2016-17 PAID ADVERTISING; DIGITAL & PRODUCTION FY 17 MEDIA PLACEMENT $3,975,460 Paid Media Placement $3,590,272 Digital Ad Server Placement $150,000 Arrivalist Digital Placement $60,000 Digital Choozle Insights Placement $24,000 Choozle Subscription fee $1,188 Contingency Media Placement $150,000 TOTAL MEDIA PLACEMENT $3,975,460 DIGITAL MEDIA MANAGEMENT Social Media Post/Community Management $206,000 Website/Landing page updates $8,700 Vendor Communications $39,360 Database Updates $12,480 Digital Analytics & Management $108,000 Contingency Digital Management $25,000 TOTAL DIGITAL MEDIA MANAGEMENT $399,540 PRODUCTION Fall/Winter Campaign $100,000 Spring/Summer Campaign $45,000 Niche Marketing Campaign $40,000 Social Media Content Development $120,000 e-Scapes (Consumer 2/month, Meetings 1/month) $60,000 Events Support $20,000 Golf promotion $40,000 International Advertising $10,000 Meetings Market Campaign $40,000 Sports Marketing Campaign $10,000 Storytelling Creative $70,000 Misc. Projects (Client requests, Collateral Updates) $50,000 Contingency production funds $20,000 TOTAL PRODUCTION $625,000 AGENCY MONTHLY SERVICE FEE $500,000 PAID MEDIA PLACEMENT $3,975,460 DIGITAL MEDIA MANAGEMENT $399,540 PRODUCTION $625,000 AGENCY MONTHLY SERVICE FEE $500,000 TOTAL $5,500,000 September 26, 2016 New Business 7-C 187 of 204 186 $3,975,460, 72% $399,540, 7% $625,000, 12% $500,000, 9% TOTAL MEDIA PLACEMENT TOTAL DIGITAL MEDIA MANAGEMENT TOTAL PRODUCTION AGENCY MONTHLY SERVICE FEE September 26, 2016 New Business 7-C 188 of 204 187 CVB BUDGETS BY FUNCTION __________________________________________________________________________ September 26, 2016 New Business 7-C 189 of 204 188 September 26, 2016 New Business 7-C 190 of 204 189 September 26, 2016 New Business 7-C 191 of 204 190 September 26, 2016 New Business 7-C 192 of 204 191 CVB OPERATING EXPENSE BUDGET September 26, 2016 New Business 7-C 193 of 204 192 September 26, 2016 New Business 7-C 194 of 204 193 September 26, 2016 New Business 7-C 195 of 204 194 September 26, 2016 New Business 7-C 196 of 204 195 September 26, 2016 New Business 7-C 197 of 204 196 September 26, 2016 New Business 7-C 198 of 204 197 September 26, 2016 New Business 7-C 199 of 204 198 September 26, 2016 New Business 7-C 200 of 204 199 September 26, 2016 New Business 7-C 201 of 204 200 September 26, 2016 New Business 7-C 202 of 204 201 September 26, 2016 New Business 7-C 203 of 204 202 September 26, 2016 New Business 7-C 204 of 204 Marketing Partner Reports September 26, 2016 June 27, 2016 Marketing Partner Reports 10 A-H 1 of 111 RESEARCH REPORT Klages Research & Research Data Services, Inc. June 27, 2016 Marketing Partner Reports 10 A-H 2 of 111 August Research Report Economic Indicators June 27, 2016 Marketing Partner Reports 10 A-H 3 of 111 Inflation Adjusted Median HH Income June 27, 2016 Marketing Partner Reports 10 A-H 4 of 111 Female Earnings June 27, 2016 Marketing Partner Reports 10 A-H 5 of 111 Percent Below Poverty Line June 27, 2016 Marketing Partner Reports 10 A-H 6 of 111 Dollar Index June 27, 2016 Marketing Partner Reports 10 A-H 7 of 111 Collier Direct Leisure and Hospitality Employment (Calendar Year)* Jan.Feb.Mar.Apr.May Jun.Jul.Aug.Sep.Oct.Nov.Dec. 2012 25,300 25,800 25,900 25,100 23,700 22,300 21,200 21,000 21,000 22,200 24,300 24,900 2013 25,600 26,400 26,400 25,900 24,500 22,800 22,200 22,000 22,100 23,400 25,500 26,300 2014 26,900 27,600 27,900 27,100 25,700 24,100 23,200 23,100 22,700 24,400 26,500 26,900 2015 27,700 28,400 28,600 27,900 26,300 24,800 23,900 23,900 24,000 25,600 27,600 28,200 2016 28,600 29,200 29,500 29,200 27,500 26,000 25,200 25,000 20,000 21,000 22,000 23,000 24,000 25,000 26,000 27,000 28,000 29,000 30,000 MonthlyDirect Leisure and Hospitality Employment* SOURCE: Florida Department of Economic Opportunity, Labor Market Information, Current Employment Statistic Program (CES), Collier County Leisure and Hospitality Sector. 2014 2013 2012 2015 2016 June 27, 2016 Marketing Partner Reports 10 A-H 8 of 111 Year-to -Date 2016 January –August Collier Visitor Profile June 27, 2016 Marketing Partner Reports 10 A-H 9 of 111 Collier Tourism Metrics YTD 2016 (January – August) Number of Visitors Room Nights Economic Impact •1,245,500 •- 3.1%∆ •1,681,900 •- 4.5%∆ •$1,440,749,700 •+ 0.4%∆ June 27, 2016 Marketing Partner Reports 10 A-H 10 of 111 RDS Occupancy/ADR YTD 2016 (January – August) Occupancy ADR 2015 2016 % ∆2015 2016 % ∆ Q1 89.7%86.1%-4.0%$299.1 $313.7 +4.9% Q2 76.2%73.1%-4.1%$212.7 $210.4 -1.1% July 74.9%71.6%-4.4%$144.4 $149.1 +3.3% August 60.3%59.2%-1.8%$129.9 $137.7 +6.0 June 27, 2016 Marketing Partner Reports 10 A-H 11 of 111 Collier Comp Set YTD 2016 (January – August) Occupancy ADR RevPAR 2016 % ∆2016 % ∆2016 % ∆ Naples MSA 65.8%-7.1 $236.89 +2.0 $155.95 -5.2 Naples Upscale 71.7%-8.1 $298.29 +1.1 $213.80 -7.1 Miami-Hialeah 78.7%-1.3 $196.92 -2.0 $155.01 -3.3 Florida Keys 79.9%-3.1 $279.25 +0.6 $223.05 -2.6 Ft. Myers 73.5%-0.7 $161.45 +3.2 $118.68 +2.5 Sarasota-Bradenton 72.7%-0.1 $145.64 +1.7 $105.89 +1.5 Clearwater 78.1%-1.6 $141.88 +4.4 $110.84 +2.7 St. Petersburg 74.0%-0.2 $155.47 +5.0 $115.13 +4.8 Palm Beach County 74.5%-1.3 $176.56 +0.2 $131.45 -1.1 Ft. Lauderdale 79.5%-1.9 $145.51 +3.9 $115.68 +1.9 SOURCE: SMITH TRAVEL RESEARCH, INC. June 27, 2016 Marketing Partner Reports 10 A-H 12 of 111 Collier Comp Set –Occupancy (%) YTD 2016 (January – August) Trans % ∆15-16 Grp % ∆15-16 Total Naples MSA 44.9%-0.9 20.2%-16.2 65.8% Miami-Hialeah 58.3%-0.3 16.3%-5.7 78.7% Florida Keys 71.7%-1.5 7.3%-15.0 79.9% Ft. Myers 54.9%-1.5 16.6%+1.4 73.5% Sarasota-Bradenton 55.6%+4.8 15.8%-18.5 72.7% Clearwater 59.3%-1.1 18.8%-3.0 78.1% St. Petersburg 51.7%-0.9 20.2%-0.9 74.0% Palm Beach County 50.7%-3.3 21.9%+2.5 74.5% Ft. Lauderdale 56.5%-1.4 18.8%-0.5 79.5% SOURCE: SMITH TRAVEL RESEARCH, INC. June 27, 2016 Marketing Partner Reports 10 A-H 13 of 111 Collier Comp Set –ADR ($) YTD 2016 (January – August) Trans % ∆15-16 Grp % ∆15-16 Total Naples MSA $245.75 -1.8 $221.01 +7.0 $236.89 Miami-Hialeah $200.02 -3.6 $209.11 +3.2 $196.92 Florida Keys $280.65 -0.5 $274.18 +8.7 $279.25 Ft. Myers $171.79 +2.7 $135.47 +7.0 $161.45 Sarasota-Bradenton $152.75 -1.1 $125.95 +10.4 $145.64 Clearwater $148.34 +4.3 $121.46 +4.2 $141.88 St. Petersburg $161.67 +5.5 $146.65 +4.8 $155.47 Palm Beach County $180.81 -0.2 $175.11 +1.8 $176.56 Ft. Lauderdale $145.55 +2.5 $158.16 +5.3 $145.51 SOURCE: SMITH TRAVEL RESEARCH, INC. June 27, 2016 Marketing Partner Reports 10 A-H 14 of 111 Visitation Metrics -10.0% -5.0% 0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% Jan-15 Apr-15 Jul-15 Oct-15 Jan-16 Apr-16 Jul-16 Key Collier Visitation Metrics (%∆) % Change Visitors % Change RevPar -10.0% -5.0% 0.0% 5.0% 10.0% 15.0% 20.0% Jan-15 Apr-15 Jul-15 Oct-15 Jan-16 Apr-16 Jul-16 Key Collier Visitation Metrics (%∆) % Change Occupancy % Change ADR June 27, 2016 Marketing Partner Reports 10 A-H 15 of 111 Visitor Origins YTD 2016 (January – August) # of Visitors 2016 ∆ % Florida 427,913 +1.9 Southeast 80,524 -4.8 Northeast 262,880 -6.8 Midwest 196,197 -7.9 Canada 31,291 -11.4 Europe 190,211 +1.1 US Opp. Mkts.56,484 -9.9 YTD 2016 1,245,500 -3.1 June 27, 2016 Marketing Partner Reports 10 A-H 16 of 111 August 2016 Collier Visitor Profile June 27, 2016 Marketing Partner Reports 10 A-H 17 of 111 Visitation/Economic Impacts of Tourism Collier August 2016 Visitors 2016 100,300 2015 105,400 Room Nights 2016 141,800 2015 152,400 Economic Impact 2016 $82,258,500 2015 $81,340,000 %∆ -4.8 %∆ -7.0 August %∆ +1.1 June 27, 2016 Marketing Partner Reports 10 A-H 18 of 111 RDS Occupancy/Room Rates Collier August 2016 Occupancy 60.3%59.2%-1.8% ADR $129.9 $137.7 +6.0% RevPAR $78.3 $81.5 +4.1% 2015 2016 % ∆ June 27, 2016 Marketing Partner Reports 10 A-H 19 of 111 Collier Comp Set August 2016 Occupancy ADR RevPAR 2016 % ∆2016 % ∆2016 % ∆ Naples MSA 51.5%-2.0 $146.56 -0.5 $75.48 -2.5 Naples Upscale 54.5%-0.7 $188.93 +0.9 $102.99 +0.2 Miami-Hialeah 73.9%-2.6 $143.71 -2.0 $106.15 -4.5 Florida Keys 70.4%-4.6 $218.97 -1.7 $154.25 -6.2 Ft. Myers 57.8%-1.1 $112.82 +1.8 $65.17 +0.8 Sarasota-Bradenton 60.1%+7.4 $109.95 -0.1 $66.05 +7.3 Clearwater 67.1%-0.2 $120.29 +3.4 $80.71 +3.2 St. Petersburg 61.4%-2.4 $131.32 +4.4 $80.66 +1.9 Palm Beach County 63.0%-1.3 $116.05 +0.6 $73.09 -0.8 Ft. Lauderdale 73.0%-1.2 $106.05 +2.7 $77.46 +1.5 SOURCE: SMITH TRAVEL RESEARCH, INC. June 27, 2016 Marketing Partner Reports 10 A-H 20 of 111 Collier Comp Set –Occupancy (%) August 2016 Trans % ∆15-16 Grp % ∆15-16 Total Naples MSA 44.8%+5.1 6.0%-29.6 51.5% Miami-Hialeah 62.3%-4.5 7.7%+16.9 73.9% Florida Keys 65.9%-2.8 3.9%-25.0 70.4% Ft. Myers 50.2%+3.5 5.9%-30.3 57.8% Sarasota-Bradenton 50.2%+4.5 8.7%+17.4 60.1% Clearwater 59.9%+1.4 7.2%-11.6 67.1% St. Petersburg 46.7%+0.5 13.1%-6.8 61.4% Palm Beach County 51.1%-0.9 10.6%-4.5 63.0% Ft. Lauderdale 55.4%-1.4 13.7%+5.0 73.0% SOURCE: SMITH TRAVEL RESEARCH, INC. June 27, 2016 Marketing Partner Reports 10 A-H 21 of 111 Collier Comp Set –ADR ($) August 2016 Trans % ∆15-16 Grp % ∆15-16 Total Naples MSA $150.41 -2.9 $125.65 +2.3 $146.56 Miami-Hialeah $147.25 -2.9 $138.38 +5.5 $143.71 Florida Keys $219.82 -2.3 $210.98 +4.8 $218.97 Ft. Myers $116.70 +1.1 $91.00 +1.5 $112.82 Sarasota-Bradenton $114.60 -0.8 $89.42 +15.4 $109.95 Clearwater $123.67 +3.6 $92.08 -2.6 $120.29 St. Petersburg $137.35 +4.5 $115.48 +0.6 $131.32 Palm Beach County $117.90 +0.2 $114.70 +3.1 $116.05 Ft. Lauderdale $108.22 +1.5 $106.17 +4.4 $106.05 SOURCE: SMITH TRAVEL RESEARCH, INC. June 27, 2016 Marketing Partner Reports 10 A-H 22 of 111 First Time Visitors (% Yes) Collier August 2016 8.0 10.2 43.9 39.2 51.9%49.4% 0 10 20 30 40 50 60 2015 2016 % New Market Share Gain from FL June 27, 2016 Marketing Partner Reports 10 A-H 23 of 111 Visitor Origins Collier August 2016 # of Visitors 2016 ∆ % Florida 50,952 +0.5 Southeast 4,915 -18.2 Northeast 7,523 -18.9 Midwest 7,121 -9.9 Canada 802 -15.5 Europe 24,774 -3.7 US Opp. Mkts.4,213 -13.1 YTD 2016 100,300 -4.8 June 27, 2016 Marketing Partner Reports 10 A-H 24 of 111 Collier Top August 2016 DMA’s Collier August 2016 Market (% of Domestic Visitation) August 2016 1. Miami -Ft. Lauderdale 21.2% 2. Tampa -St. Petersburg 9.7 3. West Palm Beach 7.5 4. Greater Orlando 7.1 5. New York 6.5 6.Chicago 3.6 7.Washington, D.C.3.5 8. Atlanta 2.4 9. Baltimore 2.1 10. Indianapolis 2.0 June 27, 2016 Marketing Partner Reports 10 A-H 25 of 111 Airports of Deplanement (Top Four) Collier August 2016 50.8 24.9 7.3 9.3 52.4 23.0 9.5 8.2 0 10 20 30 40 50 60 RSW Miami Orlando Ft. Laud % 2015 2016 % of Visitors Who Fly 2015 57.3% 2016 55.4% June 27, 2016 Marketing Partner Reports 10 A-H 26 of 111 Visitor Perceptions Collier August 2016 •98.2%Satisfaction 95.8% •93.1%Would Recommend 92.2% •19.3%More Expensive 22.6% •94.5%Plan to Return 95.8% 2015 2016 June 27, 2016 Marketing Partner Reports 10 A-H 27 of 111 Average Age/Median Income Collier August 2016 •45.9 Average Age (years)46.6 •$149,835 Median HH Income $147,182 2015 2016 June 27, 2016 Marketing Partner Reports 10 A-H 28 of 111 Executive Summary Collier August 2016 June 27, 2016 Marketing Partner Reports 10 A-H 29 of 111 Visitor Metrics This August, 100,300 visitors stayed in Collier’s commercial lodgings (-4.8%). Their visits contributed an estimated $82,258,500 of economic impact to the County (+1.1%). Key performance metrics are as follows: Collier August 2016 August 2015 2016 %∆ Occupancy 60.3%59.2%-1.8 ADR $129.9 $137.7 +6.0 RevPAR $78.3 $81.5 +4.1 June 27, 2016 Marketing Partner Reports 10 A-H 30 of 111 Visitor Metrics Better than two in five (42.8%)lodging managers report their properties’ “three month forward reservations” as better than this time last year. Collier August 2016 % of Properties (August) Reporting Reservations 2015 2016 Up 43.8%42.8% The Same 37.5 28.2 Down 15.6 11.9 June 27, 2016 Marketing Partner Reports 10 A-H 31 of 111 Visitor Metrics Collier’s August visitation originates from the following primary market segments: Collier August 2016 August Visitation 2015 Visitor #2016 Visitor #% ∆ Florida 50,697 50,952 +0.5 Southeast 6,008 4,915 -18.2 Northeast 9,275 7,523 -18.9 Midwest 7,905 7,121 -9.9 Canada 949 802 -15.5 Europe 25,718 24,774 -3.7 Mkts. of Opp.4,848 4,213 -13.1 Total 105,400 100,300 -4.8 June 27, 2016 Marketing Partner Reports 10 A-H 32 of 111 Transportation Fully 55.4%of August patrons fly to reach the destination (2015: 57.3%). A majority of these (52.4%) deplane at RSW, while Miami captures some 23.0%of deplanements. Collier August 2016 June 27, 2016 Marketing Partner Reports 10 A-H 33 of 111 Party Size/LOS The typical visitor party includes an average of 2.7 travelers who stay for 3.8 nights in the Naples, Marco Island, Everglades area. Some 49.4% of Collier’s August visitors are in the destination for the first time (2015: 51.9%). Collier August 2016 June 27, 2016 Marketing Partner Reports 10 A-H 34 of 111 Information Fully 97.2% consult the web for trip information, and some 84.2% make bookings for their trip online. Collier August 2016 June 27, 2016 Marketing Partner Reports 10 A-H 35 of 111 Satisfaction/Demographics The vast majority (95.8%) are satisfied with their Collier stay, with 95.8% planning a future trip to the area (2015: 94.5%). This month, the typical visitor is slightly older (2015: 45.9 years of age; 2016: 46.6 years of age), and commands a median household income of $147,182 (2015: $149,835). Collier August 2016 June 27, 2016 Marketing Partner Reports 10 A-H 36 of 111 NO REPORT THIS MONTH Paradise Advertising & Marketing, Inc. June 27, 2016 Marketing Partner Reports 10 A-H 37 of 111 National Public Relations Update TDC Meeting Services conducted from August 9 –August 31, 2016 September 26, 2016 June 27, 2016 Marketing Partner Reports 10 A-H 38 of 111 Media Highlights LHG PR EFFORTS August 9 –September 1 Impressions: 61,860,545 August 9 –September 1 Media Value: $412,397 June 27, 2016 Marketing Partner Reports 10 A-H 39 of 111 Media Highlights FOX NEWS UMV: 26,045,609 Media Value: $173,637 Flight deals; Marco Island Marriott, Naples Grande June 27, 2016 Marketing Partner Reports 10 A-H 40 of 111 Media Highlights SMART MEETINGS UMV: 150,406 Media Value: $1,002 Naples Grande June 27, 2016 Marketing Partner Reports 10 A-H 41 of 111 Media Highlights USA TODAY x 2 UMV: 17,831,905 Media Value: $118,879 Keewaydin Island for shelling; Stone Crab Festival June 27, 2016 Marketing Partner Reports 10 A-H 42 of 111 Media Highlights NORTH PALM BEACH LIFE UMV: 720 Media Value: N/A Travel + Leisure Award Rankings June 27, 2016 Marketing Partner Reports 10 A-H 43 of 111 Activities Past Media Visits: SMART MEETINGS, HOLLY WOOLARD •Visited August 18 •Secured through Naples Grande press trip ORLANDO SIGNATURE MAGAZINE, NANCI THEORET •Visited August 19-21 POINTS NORTH MAGAZINE, HEATHER BROWN •Visited August 29-September 1 •Secured through Edgewater Resort June 27, 2016 Marketing Partner Reports 10 A-H 44 of 111 Activities Upcoming Media Visits: TRACEY TEO (Atlanta Journal-Constitution, The Tennessean) •Visiting September 6-10 •Staying at Hyatt House Naples, Marco Island Marriott RUTH VELAT (Viva Veltoro) •Interested in September/October Group FAM Trip •Targeting early December •Would secure 4-6 travel, lifestyle media June 27, 2016 Marketing Partner Reports 10 A-H 45 of 111 CVB PR Activities Zika in South Florida Web home page module & current info Attend Gov. Scott roundtable Communicate with Collier partners Artificial Reef System Fishing trip with Coastal Angler and reef team Continue additions, updates to website of fishing, diving operators, reef content 2 ESPN SWFL Radio reports Tip of the Week and Photo in News-Press Go Fishing report Tourism Awards -write nomination forms, tips for nominators Video shoot for new segments on How To…Play Pokemon GO, Find Craft Beer Finalize strategic plans June 27, 2016 Marketing Partner Reports 10 A-H 46 of 111 CVB Generated Publicity Florida Sportsman magazine 6-page feature “Mystery and Magic of Marco” Media Value $39,000 Result of CVB-sponsored Mangrove Madness outdoor writer event May 2016 ESPN SWFL “Reel Talk” –2 live detailed broadcast mentions of artificial reef fishing Rediscover America –new digital magazine feature on Taste of Naples Tours, result of CVB FAM by journalist in April 2016 Much more in back up materials. June 27, 2016 Marketing Partner Reports 10 A-H 47 of 111 Paradise Advertising Digital & Social Media June 27, 2016 Marketing Partner Reports 10 A-H 48 of 111 PARADISE PARADISEADV.COM CONSUMER EMAILS Monthly Performance Two consumer emails were sent out during the month of August. The video gif remains the most clicked link on both emails with the “Play”, “Dine” and “Stay” buttons and header images performing well on both emails. Open and Click-through rates remained steady going into the spring months. Highlighted stats represent the average of both earned consumer emails. 18.64% OPEN RATE 8.5% CTR GOAL JAN FEB MAR APR MAY JUN JUL AUG SEPT OCT NOV DEC TOTAL Quantity Distributed 14,213 29,241 29,789 30,819 32,718 33,833 33,834 41,305 245,752 Open Rate 26.07%23.65%24.6%24.08%22.38%21.05%20.63%18.64%21.12% Click-Thru-Rate 14.35%16.49%13.36%12.85%12.72%11.68%9.11%8.5%10.81% EARNED RESULTS GOAL JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC TOTAL Quantity Distributed 75,000 75,000 75,000 150,000 150,000 150,000 150,000 150,000 975,000 Open Rate 15.68%16.30%16.9%17.2%17.5%15.37%16.26%15.44%15.95% Click-Thru-Rate 1.78%1.45%2.2%2.2%2.45%2.04%2.01%1.77%1.96% PAID RESULTS June 27, 2016 Marketing Partner Reports 10 A-H 49 of 111 PARADISE PARADISEADV.COM MEETINGS E-MAILS Monthly Performance Both open rates and click throughs on paid and earned emails have remained steady. Our paid emails are performing as expected with the most frequent links to paradisecoast.com/meetings. Highlighted results are the earned meetings email. 12.12% OPEN RATE 5.18% CTR GOAL JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC TOTAL Quantity Distributed 3,764 3,715 3,665 3,626 3,850 3,862 5,148 5,136 32,766 Open Rate 16.07%15.97%16.16%14.78%14.07%16.35%15.66%12.12%14.89% Click-Thru-Rate 5.58%6.55%3.28%4.77%3.80%4.57%4.12%5.18%4.67% EARNED RESULTS GOAL JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC TOTAL Quantity Distributed 12,369 141,411 33,463 33,463 251,115 33,483 14,755 145,111 665,440 Open Rate 14.80%17.5%13.67%13.67%15.2%20.56%16.7%14.6%16.71% Click-Thru-Rate 1.70%%2.6%2.88%2.88%1.6%1.5%2.6%1.6%2.01% PAID RESULTS June 27, 2016 Marketing Partner Reports 10 A-H 50 of 111 PARADISE PARADISEADV.COM SOCIAL MEDIA: TWITTER Monthly Performance During the month of August, we participated in ten Twitter chats from the Paradise Coast Twitter account including two new travel Chats, #TravelTopics and #OneTravelChat. We also participated in Visit Florida Chat, Expedia Chat, Travel Skills Chat, Adventure Travel Chat, and many more. Topics ranged from Summer Travel, and Extending Summer, to South Florida, and Hotels, Resorts, and Rentals. The increased number of relevant Twitter chats is reflected in the increase in impressions, unique users, interactions, and engagements. TOTAL UNIQUE USERS TOTAL INTERACTIONS TOTAL IMPRESSIONS TOTAL FOLLOWERS RESULTS DELIVERED KPI JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC TOTAL Impressions 1,600,000 2,600,000 3,600,000 3,900,000 1,500,000 4,600,000 1,500,000 4,400,000 23,700,000 Unique Users 197 202 223 238 172 201 148 153 1,534 New Followers 338 384 405 469 482 444 450 396 3,268 Interactions 364 445 489 514 408 499 348 447 3,513 Website Visits 206 253 325 283 400 334 136 46 1,983 Retweets 124 174 194 261 199 246 176 237 1,611 Mentions 240 271 295 253 209 253 172 210 1,903 23.7M 1,534 3,513 9.5K *KPIs are cumulative for all Paradise Coast Twitter handles June 27, 2016 Marketing Partner Reports 10 A-H 51 of 111 PARADISE PARADISEADV.COM SOCIAL MEDIA: TWITTER The following tweet earned 1,144 impressions and 88 total engagements. This was a user photo from Eugenia Debayle, a beauty blogger, that visited Paradise Coast earlier this year. The following tweet was pinned to the top of the Paradise Coast Twitter page for the first few weeks of August. This tweet shared Paradise Coast’s most recent accolade, one of America’s Favorite Beach Towns, by Travel & Leisure. The tweet earned.2,786 impressions and 59 total engagements. June 27, 2016 Marketing Partner Reports 10 A-H 52 of 111 PARADISE PARADISEADV.COM SOCIAL MEDIA: PINTEREST KPI JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC TOTAL Impressions (daily avg) 188 302 514 591 441 580 719 935 935 Viewers (monthly avg) 3,325 4,592 5,698 8,157 8,160 7,664 9,762 13,901 61,259 Engaged (monthly) 92 143 179 195 146 153 200 230 1,338 Total Pins 250 349 599 717 810 957 1,079 1,206 1,206 Followers 251 270 319 331 358 383 428 463 463 *January is a benchmark month before we started engaging. Monthly Performance We are incredibly pleased with the steady growth of the Paradise Coast Pinterest page. The results delivered are proof that a little time spent on the platform can go a long way. This month, we saw an increase across all KPI measurements. During August, we focused on pinning content that highlighted wedding inspiration, things to do in Paradise Coast, as well as dining user photos. 935 61,259 1,206 463 DAILY IMPRESSIONS TOTAL VIEWERS TOTAL FOLLOWERSTOTAL PINS RESULTS DELIVERED June 27, 2016 Marketing Partner Reports 10 A-H 53 of 111 PARADISE PARADISEADV.COM SOCIAL MEDIA: PINTEREST The following pins had the highest impressions during the month of August. These were also the top performing pins for the months of June and July. The bottom pin is about shelling opportunities on Marco Island. The pin to the right is about Florida’s 10 Best Food Festivals and Fiestas which features the Stone Crab Festival. Monthly Impressions: 4,389 Monthly Engagements: 64 Monthly Impressions: 1,901 Monthly Engagements: 41 June 27, 2016 Marketing Partner Reports 10 A-H 54 of 111 PARADISE PARADISEADV.COM INSTAMEET: NAPLES PRINCESS Total Photos: 56 Reach: 22,016 Total Engagements: 5,991 *Total followers of Instagram attendees The Naples Princess Instameet was held on August 18, 2016 and was the third Instameet organized by Paradise Coast. 7 Instagrammers attended the Instameet. We had a total of 10 participants including CVB, Paradise Agency, and Naples Princess staff members. Instagrammers were treated with a VIP experience that included a glass of champagne upon boarding, private VIP seating area, meet & greet with the captain, steer the Princess, and a complimentary boarding photo. At the end of the event, two Instagrammers were selected for prizes which included a restaurant gift card to Pincher’s Crab Shack & Texas Tony’s and Paradise Coast Swag, along with 2 tickets to the Naples Princess Sightseeing cruise. June 27, 2016 Marketing Partner Reports 10 A-H 55 of 111 PARADISE PARADISEADV.COM CAMPAIGN TRAFFIC Monthly Performance Spring Summer 2016 was the number one source of campaign traffic for the month of August. *Starting in October numbers reflect total campaign traffic to ParadiseCoast.com, which includes all three landing pages as well as event promotions. 37,627 VISITS 32,021 NEW VISITORS GOAL JAN FEB MAR APR MAY JUN JUL AUG SEP OCT*NOV*DEC*TOTAL Visits 62,296 47,097 35,711 29,746 38,188 34.205 32,661 37,627 317,531 New Visitors 49,431 36,627 28,963 24,090 30,579 25,174 24,557 32,021 251,443 Bounce Rate 73.01%73.51%72.09%77.18%78.67%81.32%75.19%80.79%76.72% Average Page Views 1.37 1.52 1.56 1.44 1.4 1.34 1.37 1.35 1.42 RESULTS DELIVERED 80.79% BOUNCE RATE 1.35 AVERAGE PAGE VIEWS June 27, 2016 Marketing Partner Reports 10 A-H 56 of 111 PARADISE PARADISEADV.COM CAMPAIGN SUMMARY ANALYSIS Across all media, campaigns generated more than 15 million impressions and resulted in more than 40,000 clicks. Nearly 2,700 additional visits came from people who were exposed to our advertising and visited the site without clicking the ads. All display campaigns performed at or above the industry benchmark of .06% -.10% click-through rate*. RESULTS DELIVERED Row Labels Impressions Clicks CTR View- Throughs VTR Springsummer2016 15,319,542 40,831 0.27%2,654 0.02% Display 12,254,340 31,509 0.26%2,411 0.02% Video 2,331,277 7,302 0.31%190 0.01% Rich Media 733,925 2,020 0.28%53 0.01% Grand Total 15,319,542 40,831 0.27%2,654 0.02% * CTR benchmark according to Google’s measurement of US Tourist Destination campaigns. Campaign Reach Frequency Springsummer2016 8,948,377 1.71 June 27, 2016 Marketing Partner Reports 10 A-H 57 of 111 PARADISE PARADISEADV.COM CAMPAIGN DELIVERY –DISPLAY ANALYSIS All of display campaigns performed at or above the industry benchmark of .06% -.10% click-through rate*, with exception of Adara. Because Adara is optimizing against people who are booking hotel rooms, clicks are less important. The Maxpoint mobile interstitial placements performed exceptionally well. Display campaigns delivered over 12 million impressions and generated more than 30,000 clicks. RESULTS DELIVERED Row Labels Impressions Clicks CTR Display springsummer2016 12,254,340 31,509 0.26% Adara 1,798,740 894 0.05% Choozle 3,712,223 6,118 0.16% Expedia 718,633 555 0.08% foodandwine.com 1 0 0.00% maxpoint 789,121 9,636 1.22% MNI 1,594,680 2,257 0.14% orlandosentinel.com 1,459,589 3,006 0.21% sojern.com 1,081,163 4,711 0.44% travelandleisure.com 7 0 0.00% travelspike.com 481,978 1,372 0.28% weather.com 618,205 2,960 0.48% Grand Total 12,254,340 31,509 0.26% * CTR benchmark according to Google’s measurement of US Tourist Destination campaigns. June 27, 2016 Marketing Partner Reports 10 A-H 58 of 111 PARADISE PARADISEADV.COM CAMPAIGN DELIVERY –RICH MEDIA ANALYSIS Weather.com WeatherAdaptor unit generated over 700,000 impressions and more than 2,000 clicks. RESULTS DELIVERED Row Labels Impressions Clicks CTR Rich Media springsummer2016 733,925 2,020 0.28% foodandwine.com 2 0 0.00% weather.com 733,923 2,020 0.28% Grand Total 733,925 2,020 0.28% June 27, 2016 Marketing Partner Reports 10 A-H 59 of 111 PARADISE PARADISEADV.COM CAMPAIGN DELIVERY –VIDEO ANALYSIS Video ads achieved a completion rate of over 71%, with nearly 1.7 million completed views. Additionally, video advertising drove more than 7,000 clicks to campaign landing pages. RESULTS DELIVERED Row Labels Impressions Clicks Completions Completion Rate Video springsummer2016 2,331,277 7,302 1,665,586 71.45% Choozle 1,699,928 5,591 1,171,339 68.91% orlandosentinel.com 186,782 1,260 148,040 79.26% sojern.com 380,349 296 298,015 78.35% travelspike.com 61,715 153 45,978 74.50% foodandwine.com 1 0 1 100.00% travelandleisure.com 1 0 0 0.00% interfuse 2,501 2 2,213 88.48% Grand Total 2,331,277 7,302 1,665,586 71.45% June 27, 2016 Marketing Partner Reports 10 A-H 60 of 111 BRAZIL SOCIAL MEDIA MARKETING Zebra Social Media June 27, 2016 Marketing Partner Reports 10 A-H 61 of 111 REPORT SOCIAL MEDIA MANAGEMENT AUGUST 2016 June 27, 2016 Marketing Partner Reports 10 A-H 62 of 111 CONCLUSION / NEXT STEPS The month of August had good results in social networks. Facebook gained 332 fans and Instagram were 18 new followers. During the period we also started campaigns of Independence and Children's Day. We can see that what brings the best results on Facebook are the videos and promotions. Understanding this strategy, we will keep this type of content at least once a week. In the instagram, which brings more results are regrams. For the month of September we will look to increase the number of publications on the platform. We believe that the greater the number of publications increased the chance of page view. June 27, 2016 Marketing Partner Reports 10 A-H 63 of 111 DASHBOARD ZEBRA MANAGEMENT GENERATED CONTENT (&ITEMS PUBLISHED) TOTAL ACTIVATIONS PUBLISHED ITENS NEUTRALPOSITIVE NEGATIVE 42 64OVERALL 10 3 61 0 NEW FANS 332 TOTAL 4.159 POSITIVE NEUTRAL NEGATIVE June 27, 2016 Marketing Partner Reports 10 A-H 64 of 111 MONITORING DAILY EVOLUTION PUBLICATIONS VOLUME BY DAY BRANDING Tuesday was the day of the week with more interactions. Positive publications increased from 5.71% to 4.69%. We had no negative publications. COMMENTS The day with the highest number of entries was September 16, with 10 mentions. During this period we had the publication to the promotion of Ancoradouro. POSITIVE NEUTRAL NEGATIVE TOTAL June 27, 2016 Marketing Partner Reports 10 A-H 65 of 111 MONITORING QUOTES BY CHANNEL CLASSIFICATION / TAG * Firehouse are searches on Twitter that were not directed to the main profile. * On Facebook, due to the number of pages that are closed, we can not give exact numbers but those posted on facing pages. COMMENTS During the period,, 65.63% of the publications were from Zebra. The other 40% were divided between mentions and comments on Facebook. COMMENTS Facebook is the platform with the largest number of publications, with 44 items. Followed by Instagram with 15 items. PUBLICATIONS BY ZEBRA FACEBOOK- COMMENTS THIRD PARTY MENTIONS June 27, 2016 Marketing Partner Reports 10 A-H 66 of 111 WEBSITE June 27, 2016 Marketing Partner Reports 10 A-H 67 of 111 WEBSITE SESSIONS 334 PG/SESSIONS 2,26 AVG. SESSIONS DURATION00:01:50 BOUNCE RATE 70,96% COMMENTS The day with more sessions on the site was 10 August, with 24 hits. The largest number of access is via mobile, however most pg / session comes from desktop. We must pay attention to how is the user experience access via mobile. Most of the site's users are new, but still it has less rejection rate are still are recurring users. AGO 352 AGO 2,11 AGO 00:01:39 AGO 69.03% USERS 264 AGO 265 SESSIONS SESSIONSNEW RETURNING DAYS June 27, 2016 Marketing Partner Reports 10 A-H 68 of 111 LOCATION COMMENTS In access to the site, São Paulo was the city that had more hits during the month, we also had an increase in time on site considerably and a good bounce rate. Opposing it are the seaside cities of Recife and Niterói, which in addition to the low access had a high bounce rate. The surprise was in New Delhi, with only 66% bounce rate and had 12 hits. June 27, 2016 Marketing Partner Reports 10 A-H 69 of 111 SOCIAL MEDIA June 27, 2016 Marketing Partner Reports 10 A-H 70 of 111 FACEBOOK NET LIKES DAYSLIKES DAYSNUMBER OF PEOLE REACHEDPOST REACH ORGANIC PAID COMMENTS The biggest day with organic likes was August 28. On that date we had the publication of a video. This shows us the importance of this type of content to the platform; The biggest day with paid likes was August 21. During this period we had the independence campaign. The day with most organic range was also August 28, further reinforcing the usefulness of videos on the platform. August 22 was the day with may reach paid on the page. PAID LIKES ORGANIC LIKES UNLIKE June 27, 2016 Marketing Partner Reports 10 A-H 71 of 111 TIMES BEST TIME TO POST The chart shows that times with the most views is between 18h and 22h. June 27, 2016 Marketing Partner Reports 10 A-H 72 of 111 DEMOGRAPHIC FOLLOWERS PROFILE COMMENTS Most of our fans are women between 25 and 44 years. . With this information we can see that the persona of the brand page matches the public. We should direct more of our communication directed to women. June 27, 2016 Marketing Partner Reports 10 A-H 73 of 111 LOCALIZAÇÃO FOLLOWERS PROFILE COMMENTS Rio de Janeiro is the city with the highest number of fans, Followed by São Paulo and Curitiba. Besides Brazil, we have many users in the United States and Portugal. June 27, 2016 Marketing Partner Reports 10 A-H 74 of 111 VIRAL EFFECT It is the result when we look at the amount of people viewing the post versus the amount they interacted. VIRAL EFFECT PERIOD PUBLICATION 11,54%30/ago Já conhece Paradise Coast? Conheça o nosso paraíso com a CVC Viagens! #AmoParadiseCoast #ParaísoNaFlórida 8,97%09/ago Em ranking feito pela Travel + Leisure, Naples, em Paradise Coast, foi eleita a terceira melhor cidade praiana dos Estados Unidos! :) #AmoParadiseCoast #ParaísoNaFlórida 7,89%02/ago Crianças de todas as idades se divertem muito no Children's Museum of Naples ;) #AmoParadiseCoast #ParaísoNaFlórida 7,32%14/ago Por séculos, as pessoas enxergam os pântanos como obstáculos a serem evitados. Mas para o fotógrafo Mac Stone, que documentou a vida selvagem nos Everglades, as regiıes pantanosas são um verdadeiro tesouro nacional. Assista essa trajetória em sua apresentação no TED. #AmoParadiseCoast #ParaísoNaFlórida 6,90%17/ago O Hyatt House Naples/5th Avenue é uma das opçıes de acomodaçıes para quem pretende conhecer Paradise Coast. #AmoParadiseCoast #ParaísoNaFlórida 6,17%10/ago Confira esse pacote da Mmtgapnet Tours e conheça Paradise Coast! #AmoParadiseCoast #ParaísoNaFlórida 6,06%12/ago Isso é Paradise Coast! #AmoParadiseCoast #ParaísoNaFlórida 5,53%18/ago Paradise Coast é o destino perfeito para o feriado da Independência! #AmoParadiseCoast #ParaísoNaFlórida 5,08%23/ago Confira esse pacote da Mmtgapnet Tours e conheça o paraíso! #AmoParadiseCoast #ParaísoNaFlórida 4,88%16/ago Conheça Paradise Coast com esse pacote oferecido pela ANCORADOURO! #AmoParadiseCoast #ParaísoNaFlórida June 27, 2016 Marketing Partner Reports 10 A-H 75 of 111 POST HIGHLIGHT COMMENTS The publication with the highest return was a sponsored post and reached 5,662 people. We have achieved 24 clicks on publication and 75 reactions. June 27, 2016 Marketing Partner Reports 10 A-H 76 of 111 INSTAGRAM POSTS 8 LIKES 106 COMMENTS 4 GENERAL INFORMATION 193% ENGAGEMENT % COMMENTS During the month of August we made 8 posts and 18 new followers. . June 27, 2016 Marketing Partner Reports 10 A-H 77 of 111 POST HIGHLIGHT COMMENTS The publication with the highest return was a regram. This shows the importance of this kind of action on the platform. June 27, 2016 Marketing Partner Reports 10 A-H 78 of 111 CLOUD WORDS June 27, 2016 Marketing Partner Reports 10 A-H 79 of 111 TOURIST TAX COLLECTIONS Collier County Tax Collector June 27, 2016 Marketing Partner Reports 10 A-H 80 of 111 June 27, 2016 Marketing Partner Reports 10 A-H 81 of 111 June 27, 2016 Marketing Partner Reports 10 A-H 82 of 111 June 27, 2016 Marketing Partner Reports 10 A-H 83 of 111 June 27, 2016 Marketing Partner Reports 10 A-H 84 of 111 WEB SITE ANALYTICS Miles Partners, Inc. June 27, 2016 Marketing Partner Reports 10 A-H 85 of 111 Report Summary: August 2016 •ACTIVITY: Visits in August were down 9% month over month, but this largely follows seasonal trends: 2011-2014 saw decreases from July to August; 2015 remained static. Year-over-year traffic continues to vastly outpace last year’s totals: Visits were up 98% and unique visitors were up 117% over the previous August. Year-to-date visits were up 64% compared to the same period in 2015. •ENGAGEMENT: Month over month, time on site decreased 11% and the overall bounce rate increased 10%, but these changes were within the 1-12% insignificant range. The 88% jump in the homepage bounce rate is more dramatic than we typically see. Note, though, that homepage traffic makes up just 7% of all pageviews. Year over year, time on site is down 31% with small increases in the bounce rate. •TRAFFIC SOURCES: Campaigns were the largest traffic source in August, driving 37,627 visits (53% of all traffic). Organic traffic was the second largest source, contributing over 23,000 visits (33% of all traffic). Year over year, campaign traffic was up 148% and organic traffic was up 75%. Direct traffic and referral traffic saw significant gains as well. •MOBILE: In August, 55% of traffic came from mobile phones and 11% came from tablets, meaning that 66% of all site traffic came from mobile devices. This is down slightly from the previous month but up from the previous year. •SIGNALS OF INTENT TO TRAVEL: Month over month, goal completions were down slightly (7%) overall. Five of seven tracked goals saw moderate declines. Year over year, goal completions were down 20% overall. Guide orders (down 74%) and newsletter signups (down 94%) saw the biggest drops, while Deals Page views (up 19%), eBook views (up 48%) and BookDirect click-throughs (up 56%) were solid improvements. •MOST VIEWED PAGES: The top five pages were: (1) Discover Your Paradise campaign page, (2) Homepage, (3) Events grid landing page, (4) Paradise Reef article and (5) Attractions landing page. The Zika virus information article was the sixth most viewed page. •TOP MARKETS: The top state markets were Florida, New York, Texas, Georgia and Illinois. The Florida market saw decreasing visits while all other markets increased (a sign of seasonal shifts). The top metro area markets were: Miami-Ft. Lauderdale, Tampa-St. Pete, Orlando-Daytona, Naples-Ft. Myers and West Palm Beach-Ft. Pierce –and all five saw double and triple-digit growth year over year. •INTERNATIONAL SITES: Activity saw slight declines month over month, but year-over-year activity continues to be up substantially for all three microsites. •UK site visits fell 5% and pageviews fell 18% MoM and the bounce rate rose 20%. YoY visits were up 37% and pageviews up 15% while time on site dropped 33% and the bounce rate increased slightly. •German site visits fell 5% and pageviews fell 3% MoM, but pageviews increased almost 20% and the bounce rate held steady. YOY, visits rose 67% and pageviews rose 18% while engagement saw moderate declines. •Brazil site visits and pageviews fell slightly (each less than 5%), but time on site increased 12%. YOY, visits soared 134% and pageviews jumped 91% while engagement was saw moderate declines. June 27, 2016 Marketing Partner Reports 10 A-H 86 of 111 Website Measurement Dashboard August 2016Activity Current LM %ch LY %ch YTD %ch Engagement Current LM %ch LY %ch Visits 71,282 78,232 -9%36,066 98%636,257 64%Avg. Time on Site 01:10 01:18 -11%01:41 -31% PageViews 132,114 152,095 -13%85,197 55%1,309,681 35%Bounce Rate (Total )70.0%63.4%10%62.0%13% Unique Visitors 62,121 64,279 -3%28,682 117%511,915 58%Bounce Rate (Homepage )47.8%25.4%88%42.5%12% Activity Visualization YTD Activity 140,000 120,000 100,000 80,000 60,000 40,000 20,000 0 Visits Unique Visitors Pageviews August 2016 71,282 62,121 132,114 August 2015 36,066 28,682 85,197 1,400,0 00 1,200,0 00 1,000,0 00 800,000 600,000 400,000 200,000 0 Visits Unique Visitors Pageviews 2016 636,257 511,915 1,309,681 2015 388,017 323,020 972,639 June 27, 2016 Marketing Partner Reports 10 A-H 87 of 111 Website Measurement Dashboard August 2016 Sources of Traffic Source /Medium Visits Bounce Rate google /organic 21,708 57.0% maxpoint /Display 9,434 88.2% (direct) /(none)5,837 62.1% Choozle /Display 4,281 86.2% Choozle /Video 3,461 90.9% orlandosentinel.com /Video 3,088 84.0% interfuse-/email 2,518 48.6% sojern.com /Display 2,135 89.0% stackadapt /native 1,804 77.1% weather.com /Display 1,488 90.7% MNI /Display 1,410 66.8% directlists /email 1,341 67.6% Traffic byMedium 6%8%campaigns organic 33%53% ( n o n e ) r e f e r r a l Medium Visits Bounce Rate campaigns 37,627 81.0% organic 23,740 56.5% (none)5,837 62.1% referral 4,075 58.8% Visits over Time 120,000 100,000 80,000 60,000 40,000 20,000 0 Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec 2010 2011 2012 2013 2014 2015 2016 Traffic by Medium over Time 120000 100000 80000 60000 40000 20000 0 8/1/20149/1/201410/1/201411/1/201412/1/20141/1/20152/1/20153/1/20154/1/20155/1/20156/1/20157/1/20158/1/20159/1/201510/1/201511/1/201512/1/20151/1/20162/1/20163/1/20164/1/20165/1/20166/1/20167/1/20168/1/2016Direct/None Referral Organic Campaigns June 27, 2016 Marketing Partner Reports 10 A-H 88 of 111 Most-Viewed Pages Website Measurement Dashboard August 2016 Signals of Intent to Travel Goal Completion Rate (Total SITs/Pageviews) LM LY 7.41%6.95%14.43% Instances LM %ch LY %ch Guide Orders 285 339 -16%1,098 -74% Newsletter Signup 109 140 -22%1,699 -94% Deals Page Views 2,264 2,175 4%1,901 19% Hotels & Rentals Listings Views 3,908 4,081 -4%3,738 5% eBook Views 188 213 -12%127 48% BookDirect Widget Searches 1,554 2,162 -28%2,789 -44% BookDirect Click-Throughs 1,476 1,457 1%945 56% Total 9,784 10,567 -7%12,297 -20% Pageviews Bounce Rate /discoveryourparadise 33,848 84% /7,224 48% /listings/events 6,426 27% /articles/paradise_reef 3,975 81% /attractions 3,833 43% /articles/zika_virus_information 2,594 83% /articles/celebrities_find_their_own_paradise_in_2,574 89% /major_annual_events 2,089 36% /articles/paradise_coast_beach_conditions 1,784 61% /listings/hotels_and_rentals 1,504 55% /listings/events?view=results 1,453 55% /articles/paradise_coast_webcams 1,421 30% /guide 1,326 42% Traffic by Device Category 11%mobile desktop 34%55% tablet Visits Pgs./Visit Bounce Rate Time on Site mobile 39,086 1.48 78.0%00:42 desktop 24,284 2.37 58.8%01:48 tablet 7,903 2.12 65.0%01:32 2016-08-012016-08-022016-08-032016-08-042016-08-052016-08-062016-08-072016-08-082016-08-092016-08-102016-08-112016-08-122016-08-132016-08-142016-08-152016-08-162016-08-172016-08-182016-08-192016-08-202016-08-212016-08-222016-08-232016-08-242016-08-252016-08-262016-08-272016-08-282016-08-292016-08-302016-08-31Visits by Day 3000 2500 2000 1500 1000 500 0 June 27, 2016 Marketing Partner Reports 10 A-H 89 of 111 Website Measurement Dashboard August 2016 Referring Domains Visits Bounce Rate colliergov.net /referral 895 57.9% m.facebook.com /referral 389 74.0% usatoday.com /referral 239 66.5% floridatravellife.com /referral 164 41.5% innonfifth.com /referral 152 57.2% naplesgov.com /referral 148 25.7% cityofmarcoisland.com /referral 111 54.1% visitflorida.com /referral 111 49.6% facebook.com /referral 106 54.7% nhgcc.com /referral 95 75.8% search.xfinity.com /referral 86 38.4% l.facebook.com /referral 81 84.0% stonecrabfestival.org /referral 65 49.2% Visits By Geography State Visits LM %ch LY %ch Florida 43,109 53,061 -19%19,408 122% New York 2,338 1,905 23%1,174 99% Texas 2,141 1,486 44%782 174% Georgia 2,107 1,436 47%1,612 31% Illinois 1,610 1,588 1%769 109% New Jersey 1,182 1,028 15%556 113% Ohio 1,126 1,040 8%578 95% California 1,079 932 16%520 108% Pennsylvania 1,052 1,100 -4%524 101% Virginia 997 753 32%288 246% Massachusetts 942 736 28%410 130% Visits By Geography Metro Area Visits LM %ch LY %ch Miami-Ft. Lauderdale FL 11,825 12,593 -6%5,365 120% Tampa-St. Petersburg (Sarasota)FL 9,341 10,758 -13%3,870 141% Orlando-Daytona Beach-Melbourne FL 9,170 11,386 -19%3,155 191% Ft. Myers-Naples FL 8,505 14,507 -41%4,720 80% West Palm Beach-Ft. Pierce FL 3,341 3,053 9%1,128 196% New York NY 2,926 2,496 17%1,445 102% Atlanta GA 1,922 1,262 52%1,276 51% Chicago IL 1,443 1,413 2%692 109% Washington DC (Hagerstown MD)1,334 1,146 16%435 207% Dallas-Ft. Worth TX 1,015 665 53%277 266% Boston MA-Manchester NH 965 742 30%397 143% Philadelphia PA 891 867 3%374 138% Houston TX 654 346 89%193 239% Visits By Geography (Visits to U.S.Site) Country Visits LM %ch LY %ch UnitedStates 65,772 73,124 -10%32,212 104% United Kingdom 1,308 1,293 1%1,070 22% Canada 915 795 15%631 45% Germany 803 599 34%418 92% Brazil 425 421 1%293 45% Argentina 149 107 39%69 116% Italy 124 141 -12%65 91% Switzerland 100 75 33%55 82% India 99 140 -29%106 -7% Netherlands 96 87 10%50 92% Sweden 95 70 36%63 51% June 27, 2016 Marketing Partner Reports 10 A-H 90 of 111 Website Measurement Dashboard August 2016Browsers (all device types) Visits LM %chg LY %chg Chrome 28,235 30,450 -7%13,077 116% Safari 24,604 31,125 -21%10,157 142% Safari (in-app)6,678 6,096 10%3,818 75% Internet Explorer 5,798 5,112 13%4,439 31% Firefox 3,208 2,797 15%1,799 78% Edge 1,364 1,172 16%99 1278% Android Browser 891 977 -9%1,158 -23% Amazon Silk 255 286 -11%1,391 -82% Opera 80 78 3%38 111% BlackBerry 54 48 13%42 29% June 27, 2016 Marketing Partner Reports 10 A-H 91 of 111 Website Measurement Dashboard August 2016 Campaigns Name Visits LM %chg Pgs/Visit Bounce Rate Time on Site springsummer2016 32,408 28,795 13%1.23 84.3%00:19 discoveryourparadise 2,558 2,517 2%2.38 48.5%02:03 meetinparadise 1,356 358 279%1.67 67.4%01:12 meetings-fy16 613 0 100%1.12 91.5%00:13 things to do -general 157 128 23%3.4 51.6%02:08 discover your paradise 109 194 -44%3.72 57.8%03:40 discover your paradise -spring 2015 80 99 -19%2.93 50.0%03:16 things to do -shopping 52 92 -43%1.94 61.5%00:27 things to do -golf 44 50 -12%2.82 40.9%01:25 things to do -dining 40 60 -33%3.68 52.5%02:11 visit naples (general)39 70 -44%2.05 61.5%00:58 julho 35 108 -68%1.03 97.1%00:00 hotels & vacation rentals 31 59 -47%1.32 77.4%01:25 winter2016 17 22 -23%1.18 82.4%02:01 CAMPAIGN RESP 37,627 TOTAL RESPONSES ONSE 53% OF TOTALVISITS 32,661 10,991 LAST MONTH LAST YEAR 51%32% OF TOTALVISITS OF TOTALVISITS June 27, 2016 Marketing Partner Reports 10 A-H 92 of 111 International Microsite Activity UK LM %ch LY %ch Visits 951 1,006 -5%695 37% Pageviews 1,989 2,411 -18%1,733 15% Time on Site 01:16 01:43 -26%01:54 -33% Bounce Rate 61.0%50.8%20%58.7%4% German LM %ch LY %ch Visits 610 640 -5%366 67% Pageviews 1,515 1,555 -3%1,287 18% Time on Site 02:06 01:45 19%02:51 -26% Bounce Rate 62.0%61.9%0%50.3%23% Brazil LM %ch LY %ch Visits 334 352 -5%143 134% Pageviews 754 741 2%395 91% Time on Site 01:50 01:39 12%02:24 -23% Bounce Rate 71.0%69.0%3%51.8%37% Visitation to U.S. Site -Domestic vs.International LM %ch LY %ch Domestic 65,772 73,134 -10%32,212 104% International 5,510 5,098 8%3,854 43% Website Measurement Dashboard August 2016 International Traffic over Time to U.S.Site 6000 5000 4000 3000 2000 1000 0 Aug-14Sep-14 Oct-14 Nov-14 Dec-14 Jan-15 Feb-15 Mar-15 Apr-15 May-15 Jun-15 Jul-15 Aug-15 Sep-15 Oct-15 Nov-15 Dec-15 Jan-16 Feb-16 Mar-16 Apr-16 May-16 Jun-16 Jul-16 Aug-16Germany Canada UK Switzerland Denmark June 27, 2016 Marketing Partner Reports 10 A-H 93 of 111 Website Measurement Dashboard Metric Defintions Visit –This metric tracks the total number of visits to the website, both unique and repeat. Unique Visitor –The metric counts each visitor’s first visit to the site during a specified time period. Page View –A request to load a single page of a website. Bounce Rate –Percentage of visitors who view only one page on the site and exit immediately without interacting with the site in any way. Because of event tracking in Google Analytics, outbound links, video plays and other site interaction elements that would have been a bounce before are now not counted as bounces. Paradisecoast.com has anaytics event tracking set up for outbound links. There is no industry-wide standard for bounce rate, but the generally accepted goal is less than 50 percent for overall bounce rate. Bounce rate can be affected by campaigns and promotions, referrals --especially from social media, and many other factors. Signals of Intent to Travel (SITs) –A measurement that captures goal completion events that indicate a strong desire that the site visitor will travel to the destination. The SIT conversions are unique to each website. Some examples include ordering a visitor guide, signing up for email newsletter, visiting a deals page, clicking through to a booking vendor, visiting the detailed listing of a hotel, activity or event. Traffic Sources: Organic Traffic –Visitors referred by an unpaid search engine listing, i.e. a Google or Bing search. Campaign Traffic –Traffic from campaign-related media such as banner ads and campaign landing pages; relies on proper tracking code setup to be attributed correctly. Includes traffic from paid search. Direct/None Traffic –Traffic that either comes from a visitor typing the web address directly into their browser, or they have bookmarked/favorited the site and are entering by opening the bookmark on their device. It also includes untagged links within emails or campaign traffic missing tracking parameters. Referral Traffic –Visitors referred by links on other websites, such as city/county government sites, social networks, and more. Much of this traffic is not easy to control, although it can be affected by social media posting. June 27, 2016 Marketing Partner Reports 10 A-H 94 of 111 SEARCH ENGINE SERVICES Atilus, Inc. June 27, 2016 Marketing Partner Reports 10 A-H 95 of 111 Summary Traffic has increased significantly across the board –+97.64%compared to last year (2015) & a slight decrease (-8.88%) from July, 2016. AdWords –AdWords ARE running and we have recorded traffic to the website (366+ clicks). . Organically, we are still ranking well for the following: Naples Marco Island #1 Naples Marco Island Everglades CVB #1 Everglades Convention #1 Paradise Coast #1 June 27, 2016 Marketing Partner Reports 10 A-H 96 of 111 Traffic Website Overview: Visits: 71,282 New Visitors: 59,076 Returning Visitors: 12,206 Bounce Rate: 70.01% Average Time on Site: 01:10 (in minutes) Device Use: Mobile: 39,086 iPhone and iPad top devices Desktop: 24,293 Tablet: 7,903 June 27, 2016 Marketing Partner Reports 10 A-H 97 of 111 Traffic Cont’d. Locations United States Florida New York Texas Georgia Illinois New Jersey Ohio California Pennsylvania Virginia United Kingdom Canada Germany Brazil Argentina Italy Switzerland India Netherlands June 27, 2016 Marketing Partner Reports 10 A-H 98 of 111 Acquisitio n Cont’d. Organic search: 23,740 Campaigns (other): 32,411 Social: 1,505 Display: 37 Direct: 5,837 Email: 3,985 Referrals: 3,398 Paid: 369 June 27, 2016 Marketing Partner Reports 10 A-H 99 of 111 Acquisition: Organic Search #1 Ranking Nationally Everglades Convention Paradisecoast.com Naples Marco Island Everglades CVB Paradise Coast Naples Marco Island Paradisecoast #2 Ranking Nationally Map of Naples FL Things to do in Naples this Weekend Naples FL Map Naples Events Map of Naples Florida Free Places to go in Naples Florida Naples Florida Map Naples to Marco Island #3 Ranking Nationally Things to do in Marco Island Things to do in Naples Florida Things to do in Naples Naples Map Marco Island Florida Map Things to do in Naples FL Naples Florida Points of Interest Marco Island Map June 27, 2016 Marketing Partner Reports 10 A-H 100 of 111 Results Goal completions: 1,577 June 27, 2016 Marketing Partner Reports 10 A-H 101 of 111 Tasks Completed AdWords maintenance/management Continued assessment of website SEO assessment Monthly report for August June 27, 2016 Marketing Partner Reports 10 A-H 102 of 111 FULFILLMENT SERVICES Phase V June 27, 2016 Marketing Partner Reports 10 A-H 103 of 111 June 27, 2016 Marketing Partner Reports 10 A-H 104 of 111 June 27, 2016 Marketing Partner Reports 10 A-H 105 of 111 June 27, 2016 Marketing Partner Reports 10 A-H 106 of 111 June 27, 2016 Marketing Partner Reports 10 A-H 107 of 111 June 27, 2016 Marketing Partner Reports 10 A-H 108 of 111 Naples, Marco Island, Everglades CVB Request Summary by Guide Guide # of Requests Quantity Area Map 1 2 Golf Guide 2 17 Rack Brochure (Portuguese) 1 1 Rack Brochure (Spanish) 3 3 Visitor's Guide (English) 237 268 Grand Total: 244 291 Unique requests for guides: 241 For the month of August 2016 June 27, 2016 Marketing Partner Reports 10 A-H 109 of 111 Live Chat by Topic August 2016 June 27, 2016 Marketing Partner Reports 10 A-H 110 of 111 THANK YOU Questions? June 27, 2016 Marketing Partner Reports 10 A-H 111 of 111 DIRECTOR ACTIVITIES- Jack Wert August-September 2016 PERIOD AT A GLANCE Number of Advocacy Contacts 3 Number of Trade Show Contacts 10 Number of Tourism Industry Events 12 Number of PR Interviews 3 Advocacy  Meetings with TDC Chairman on TDC agenda  DMAI Advocacy Committee Meeting  DMAI Accreditation Board Meetings Tourism Industry  Naples Depot meeting with Naples Chamber on baggage car Information Center  Visit Florida International Tourism Committee meeting  Meeting with Green District partners on TDC presentation on the project  Visit Florida Medical Tourism Committee Meeting  Big Cypress Celebration of 100th Anniversary of National Parks  Gulf Coast Regional DMO meeting in Charlotte County  Tourism Star Award Luncheon  Presentation to the Florida Beach & Shore Preservation Association  Pro Watercross event at Sugden Park  Collier Sports Council Executive Committee meeting  SW Florida Attractions Assoc. Presentation  Leadership Marco Island Presentation Trade Shows/Tourism Industry Conferences  Florida’s Governor Conference on Tourism –Orlando  Florida Assoc of Destination Marketing Association (FADMO) Annual Meeting- Orlando Promotional Activities 2 September 26, 2016 Tourism Staff Reports 11 A-H 1 of 49 Director Activities Cont. Public Relations  Conference Call with Lou Hammond Group on PR Projects  Press interviews with Naples News, Fort Myers News Press, NBC-2 and Fox 4 TV  Bob Harden Radio Interview Promotional Activities  Meetings on Golf event promotions  Meetings on Stone Crab festival and golf event promotions September 26, 2016 Tourism Staff Reports 11 A-H 2 of 49 GROUP MEETING SALES REPORT Debi DeBenedetto – Group Sales Manager August 10, 2016 – Sept. 10, 2016 PERIOD AT A GLANCE Number of Meeting Planner Contacts From shows and requests/communication 222 Number of RFP’s Collected/Distributed 36 Rfp’s sent in 4 weeks Potential $14 million EOC Potential Room nights 18,172 Number of Groups booked 4 groups booked Total Room Nights/Econ. Impact for Period booked Room nights booked 203 $146,823.21 EOC Number of RFP Enhancement (RFPE) Requests new requests granted funds 1 Number of RFPE’s to Contract 1 booked 1 lost Number of FAM’s/Sites sites arranged and escorted 1 Number of Shows Attended 4 shows 2 Fams Sales Activities this Period  Follow up in progress for all shows  Registered for IMEX  Meetings Today lead generation program several leads followed up prospecting  Proof many ads, newsletters and agency media  Preparations for Chicago Luxury Summit Sept. 26-28 Fam Activities:  Chicago Preview Summit Aug. 10, 11  Connect Collaborate 3200 people 52 appointments -2 nights 3 days 8/25 – 27 Grapevine TX  XSITE Hosted in Naples at Naples Grande 25 planner connections 10 appointments  Post Fam to XSITE show 7 planners 2 days 2 nights Destination Florida – Clearwater 3 nights 3 days 22 appointments  Sept. 11-14 FAM in Naples 11 planners hosted 3 nights 3 days September 26, 2016 Tourism Staff Reports 11 A-H 3 of 49 TRAVEL INDUSTRY & LEISURE MARKET SALES REPORT- Claudia Cianfero Dates August 7, 2016 to September 7, 2016, 2016 PERIOD AT A GLANCE Number of Travel Agent Contacts 484 Number of Tour Operator Contacts 35 Number of FAM’s/Site Visits 0 Number Trade Shows Attended 2 EVENTS RECAP  Virtuoso Travel Week – August 6 – 11, 2016 o Location: Las Vegas, NV o Trends/Comments: This was the 28th annual Virtuoso Travel Week where there were 5257 travel professionals from 98 countries in attendance. This show gave me the opportunity to do 4 days of 4 minute appointments with travel advisors in the morning followed by 10 minute appointments in the afternoon. This was a great way to get our brand out to the Virtuoso travel advisors as we have just renewed this program after several years of being absent. Our destination was very familiar to my Northeast, Southeast and Midwest appointments but not so much in the western states. There was also a large Latin American delegation that also gave me the opportunity to connect and establish relationships with this emerging market.  La Cita de las Américas – August 30 – September 1, 2016 o Location: Doral, FL o Trends/Comments: La Cita is a "by invitation," only show that provides the opportunity for one on one appointments and networking with tour operators, travel agents and media in the Latin American market. I had 35 appointments at the show and I continue to hear from Argentina, Chile, Columbia and Mexico that clients are looking for something new to discover in Florida. Travelers are looking for something outside of Miami and Orlando and the West Coast of FL is slowly being discovered. St. Pete Beach has put Southwest FL on the map in Latin America by announcing that they will be hosting the 2017 conference and we will conduct pre or post FAM’s next year. I have also asked to be the host for 2019 and will continue to push for the opportunity. This show is key for the Latin American market as it brings them to Florida and is the perfect opportunity to showcase our destination. September 26, 2016 Tourism Staff Reports 11 A-H 4 of 49 SPORTS MARKETING REPORT- Michael Obyc August 2016 PERIOD AT A GLANCE # EVENTS (August 2016) # ATTENDEES # ROOM NIGHTS DIRECT VISITOR SPENDING 2 540 380 $487,500.00 Event Analytics Event Name Event Dates # Attendees # Room Nights Direct Spending FSSA 7v7 Soccer 8/5-8/7 320 280 $144,000.00 Naples Sports Festival 8/27-8/28 220 100 $51,000.00 Comparison Report August 2015 August 2016 Change Number of Events 2 2 N/A YTD Events 31 38 7 (19% Increase) Monthly Attendees 589 540 -49 (9% Decrease) YTD Attendees 30,841 41,401 10,560 (26% Increase) Monthly Room Nights 525 380 -145 (28% Decrease) YTD Room Nights 12,369 14,331 1,962 (14% Increase) Monthly Est. Direct Spending $196,500.00 $195,000.00 -$1,500.00 (1% Decrease) YTD Est. Direct Spending $10,205,475.00 $15,742,425.00 $5,536,950.00 (36% Increase) Development Activities this Period  Hosted a call with Football University to discuss upcoming event deliverables  Conducted interviews for the Sports Marketing Manager position  Attended a meeting at Sugden Park to discuss Watercross event  Attended County Development and Coaching education  Attended the monthly Sports Council meeting  Attended the monthly meeting with Parks and Recreation  Hosted a call with US Pickleball to discuss long term partnership  Attended the August TDC Meeting  Attended Connect Sports Conference September 26, 2016 Tourism Staff Reports 11 A-H 5 of 49 September 26, 2016 Tourism Staff Reports 11 A-H 6 of 49 PUBLIC RELATIONS & COMMUNICATIONS REPORT- JoNell Modys August 2016 PERIOD AT A GLANCE Number of Media Submissions from CVB August - 64 Number of Media Outlets/Journalists Hosted in Destination Four media visits Forbes.com Smart Meetings Orlando Signature magazine Points North magazine Number of News Releases Written by and/or Issued by CVB  News-Press bylined tourism columns-2  Zika Virus information Posted to Web Home Page – alert to partners Publicity Highlights  Florida Sportsman magazine 6-page feature “Mystery and Magic of Marco” - Media Value $39,000. Result of CVB-sponsored Mangrove Madness outdoor writer event May 2016  ESPN SWFL “Reel Talk” – 2 live detailed broadcast mentions of artificial reef fishing  Rediscover America – new digital magazine feature on Taste of Naples Tours, result of CVB FAM by journalist in April 2016  Much more in back up materials. Top Projects August  Artificial Reef fishing trip, website enhancements, publicity  Stone Crab Fest marketing meeting  Tourism Awards extensive writing of materials  Naples Princess Instameet  Video shoot for 2 “How To” segments: Play Pokemon GO; Find craft beer  VISIT FLORIDA Communications Committee September  Guy Harvey Outpost FAM – reef dive  Florida Gov. Conference on Tourism Adds to Website Events added- 30 Listings added, enhanced – 15 Zika Information Emergency Activation-Daily Updt Upcoming:  Florida Governor’s Conference on Tourism  Florida Outdoor Writers Association conference, media marketplace  China luxury magazine FAM focusing on nature, adventure plus luxury stay  Brazil group media FAM September 26, 2016 Tourism Staff Reports 11 A-H 7 of 49 DIGITAL & SOCIAL MEDIA REPORT- Buzzy Ford August 2016 PERIOD AT A GLANCE Twitter Accounts Posts 310 Post, 2,568 Total Engagements, and 152 Link Clicks Facebook New Likes 198 New Fans for a total of 32,674 Fans Instagram Posts 27 Posts with 91 followers gained E-Newsletter Open/Click Thru Rates September 26, 2016 Tourism Staff Reports 11 A-H 8 of 49 Future Project Highlights PARADISE COAST FILM OFFICE September 2016 PERIOD AT A GLANCE This Year Last Year Spending Estimate New or Repeat Productions 3 6 $30K+ 21 room nights 3 New Working Leads 4 10 Meetings Attended 4 1 Events/Trade Shows 1 0 Media Assisted 2 0 Location Scout 2 0 4 room nights Production/Lead Highlights  Jessica London Catalog and on-line retailer for professional women’s clothing will be filming their Fall Line at the end of the year  Brand USA The CVB will be partnering to produce “vignette’ videos for the U.K. market featuring the area’s dining, shopping and experiencing nature. A number of restaurants, shops, and attractions will be featured. The Florida Channel/produced by WFSU-TV in Tallahassee, has created an award-winning documentary series that looks at the people, places and events that have shaped Florida, entitled “Florida Crossroads.” This episode focused on Collier County’s early settlers and what their life was like. The crew filmed at the historic Pioneer Museum at Roberts Ranch in Immokalee. September 26, 2016 Tourism Staff Reports 11 A-H 9 of 49 MONTH/YEAR: AUGUST 2016 PREPARED BY: UK & IRELAND OFFICE- OMMAC, LTD. HIGHLIGHT OF THE MONTH: Marketing and PR Plan 2017 Following ongoing actively researching our market - OMMAC further lead to the creating, developing and submitting our marketing plans for 2017. We have proposed ideas which will further strengthen the position for Florida’s Paradise Coast amongst the UK and Ireland tour operators. With increased knowledge of our area’s offerings - as a result we’ll continue to see the region grow in visitor numbers. Next year we look to build even stronger partnerships and collaborations with Brand USA and Visit Florida in order to maximise our return in the marketplace. MARKET UPDATE: Holiday spending hits three-month August high Spending on experiences and holidays boosted growth in August, latest figures from Barclaycard show. Travel spend grew 3.2% to a three-month high, driven by outlay on hotels which rose 14.9%, recording its highest year-on-year increase in 24 months. “The growth was primarily due to the rising cost of overseas accommodation in line with the depreciation of the pound,” Barclaycard said. This came as overall consumer spending rose by 4.2% last month – the highest year-on-year increase since July 2015. This was thanks to a combination of good weather and holiday-goers “firmly committed to overseas travel plans made earlier in the year”. The data from Barclaycard, which processes nearly half of all the nation’s credit and debit card transactions, indicates consumers took a “business as usual” approach to spending as they saw little change to their disposable income following the outcome of the Brexit vote. Barclaycard managing director Paul Lockstone said: “Consumer spending has continued to grow after the EU referendum, with August being a particular stand-out month considering confidence in household finances remains low compared to levels seen last year. “Spending peaks in travel and hotels indicate that most consumers were firmly committed to their summer plans, and spent on trips and excursions they booked months in advance. “Yet confidence continues to be shaky as the wider economic picture remains uncertain, suggesting it’s too soon to tell if this lift in spending will last once everyone’s holiday tans have faded.” Boss of Virgin Holidays says results justify direct-sell move The boss of Virgin Holidays has said the operator’s business performance, brand awareness and customer feedback has fully justified the “difficult decision” to go direct-sell last October. However, he did not rule out working with third parties in the future if there was a fundamental shift in travel agents’ business models. September 26, 2016 Tourism Staff Reports 11 A-H 10 of 49 Managing director Mark Anderson reiterated that Virgin Holidays took the decision to go direct- sell in October last year as it was not able to offer a consistent customer experience with third parties retaining clients’ data and remaining their points of contact. Speaking as the company prepared for the launch of a new marketing campaign, he said: “It was a difficult decision to make but it was the right decision. The decision was never about saying that people in the trade didn’t give great customer service or add value, it was about how we operate in a way that is totally consistent and with the consumer at the heart.” He added: “Customers booking through the trade were getting a totally different experience and those booking direct were getting benefits the others couldn’t, so it (switching off third- party distribution) was the right decision.” Anderson said discussions had been held with partners before the decision to explore ways of providing a consistent experience for customers, but they were unsuccessful as they invariably focused on commission payments. Asked if he would ever consider resuming third-party partnerships, he said: “If we were able to work in a true spirit of collaboration, where it wasn’t all about commission and it was completely customer-centric, then you would never say never.” He added: “It is theoretical if models change and we were convinced the customer was getting the same experience whichever way they booked, but that’s not the position we are in at the moment.” Anderson said the operator had “grown significantly” and was on track for a “phenomenal year” since adopting a direct-sell model. He also pointed to research carried out by Hall & Partners, which indicated 28% of consumers who travelled long-haul had a preference for Virgin Holidays, an 11 percentage point increase on the previous year, and a 12 percentage point lead on its nearest competitor. Airlines: Thomas Cook to launch new US route from Manchester Thomas Cook Airlines is to launch direct flights from Manchester to San Francisco next spring. The flights are available to book from September 2016 for flights beginning in May 2017. The airline said the new route represents 'further progress with Thomas Cook's strategy to expand its successful long-haul offering and create opportunities to profitably grow Thomas Cook Airline's seat-only business'. The airline launched flights from Manchester to Los Angeles and Boston this year and services to New York and Miami at the end of 2015. In addition to the new route, frequencies to Los Angeles will also increase from two to three flights per week, with Boston jumping from two to four flights per week. Customers can connect to around 90 North American and Caribbean cities with Thomas Cook's partner carriers. The airline said its passenger numbers to the US had more than trebled in the past two years and it will carry almost one million this year, up 40% on 2015. Thomas Cook's chief airlines officer Christoph Debus said: "With seven direct US routes from Manchester, five of which we have launched in the last 3 years, we're making good progress with our strategy to grow our long-haul network. September 26, 2016 Tourism Staff Reports 11 A-H 11 of 49 Ken O'Toole, CEO of Manchester Airport, said: "We are pleased that Thomas Cook Airlines continues to grow from Manchester Airport and look forward to working closely with them in future as they expand further. The addition of a new San Francisco service and increased frequency on the existing Los Angeles and Boston routes means there will be more than 2.2m seats on sale between Manchester and the States in the coming year. That represents growth of more than 25% over two years, with more seats added at Manchester than at any of the other top 25 airports in Europe, cementing our position as the global gateway for the North." Thomas Cook Airlines is also launching London Gatwick-Cape Town flights in December 2016, while sister airline, Condor, has also expanded its direct flight to the US from Germany in the last two years to include Austin, Portland, New Orleans and San Diego. Iceland’s Wow Air to introduce link from Gatwick to Miami via Reykjavik next spring. The year-round service will start on April 5 2017, offering three flights a week. Wow Air flies from Gatwick to Iceland using a narrow-body aircraft, but will use a 350-seat wide-body for the flight from Iceland to the US. The Miami service will be of great benefit to Florida’s Paradise Coast. Wow Air offers a daily flight to Iceland from Gatwick with an additional frequency on Sunday, Monday and Thursday. The airline’s chief executive Skuli Mogensen said: “Having lived in Miami myself, I understand the appeal for many UK and European travellers, so I am thrilled to add this global and energetic city to our ever growing list of North-American destinations. “With our New York service commencing in November and now Miami only a few months later, we are thrilled to continue our mission to offer the lowest fares across the Atlantic.” Delta reveals $150m impact of computer glitch Delta Air Lines cut its adjusted guidance for the third-quarter of the financial year following last month’s computer glitch that resulted in 2,300 flight cancellations. Chief financial officer Paul Jacobson told investors that the outage and subsequent operational recovery are expected to reduce September quarter pre-tax income by $150 million. The figure includes $100 million in “negative revenue impact” from the outage and $50 million in net costs of the IT problem. Jacobson said Delta was on track to produce a “solid” 18-19% operating profit margin - compared to a prior outlook of 19-21% - and nearly $1.5 billion of operating cash flow, despite operational disruption, volatile fuel prices and continued unit revenue weakness. He reiterated to investors Delta’s focus on being the first US network carrier to return to positive unit revenue growth – an important indicator that margins and cash flows are sustainable regardless of the direction of fuel prices. Meanwhile, the US carrier is to expand in Asia with a new service between Atlanta and Seoul in Korea from June 3, 2017 using a 291-seat Boeing 777-200 Delta and Korean Air are to expand a joint codeshare pact from the final quarter of the year. September 26, 2016 Tourism Staff Reports 11 A-H 12 of 49 UPCOMING EVENTS DATE SPECIAL EVENT LOCATION September 15 Brand USA, Insight travel industry networking event with private screening of ‘America Wild National Parks Adventure’ in honour of the centenary of the USA’s National Park Service. NB: The Everglades is the only Florida region featured in the movie. London September 29 Visit Florida VIP evening for key travel trade on Kissmet Superyacht - TBC London September 30 Visit Florida Training Day – Up to date news from Florida Partners, competitions and the launch of the Visit Florida e-learning program - TBC. London MARKETING/SALES/PROJECTS & ACTIVITIES: British Airways Route Planning Meeting Following up on additional information required after this very successful meeting. Worked closely with CVB to ensure all details require by RSW are fulfilled. The CVB were able to compile data on accommodation offerings within the destination. From the UK & Ireland side we reached out to our main tour operators and OTA’s to cross check the room night numbers – which are all up for 2016 and look even stronger for 2017. Visit Florida – London Takeover January 2016 Participated with an all-inclusive webinar which briefed us on the overall campaign for Jan 2016. Opportunities for the consumer campaign include: Social media/ OOH/ Promotions/Trip Advisor/Tour Operator, Expedia and PR. Further discussions with CVB and recommend participation – following up accordingly. Tour Operators THG Holidays – assisting with forthcoming trip for personal group of 12. Sourced accommodation and offered assistance with golf & activities. Will follow up with VCV for welcome bag etc. American Holidays – We were in contact with American Holidays who required images for their promotion of the Paradise Coast. We supplied information and links to our image gallery. September 26, 2016 Tourism Staff Reports 11 A-H 13 of 49 Kenwood Travel – We liaised with Kenwood Travel who are creating a mini brochure for Florida and were including a page specific to our region. We helped them with information and links to our images. Following up on all earlier Co-op Campaigns with various tour operators. Assisting Everglades Area Tours – to ensure they have the correct contact and are able to be sold via the online ticket agents in UK & Ireland. Events Ongoing follow up on the main trade events earlier participated with earlier this year: GTMC / IPW/ IAGTO – NAC/ summer events with Visit Florida/ Brand USA & Visit USA. Travel Agents Online Training: ‘USA Discovery Program’ Ongoing follow up on the completed programme. Ensuring all paperwork is correct for billing purposes. We will seek to introduce an incentive for the launch in order to encourage more agents to participate & complete our badge. Consumer requests OMMAC process all consumer requests coming through and liaise with the storage house in the UK to ensure that brochures and maps are distributed to consumers interested in visiting our region within a timely manner. We had a number of consumer requests this month. PUBLIC RELATIONS AND SOCIAL MEDIA ACTIVITIES: CONTACT ACTIVITY STATUS /RESULT Lauren Jarvis / James Draven Selling Travel – 14,925 readership Women’s magazine – 60,000 circulation DAD.info – 130,000 unique users OMMAC set up a day trip to the Everglades, on Thursday 30th June, as part of a wider Florida trip. Lauren and James visited the Everglades courtesy of Everglades Area Tours. Since their return to the UK OMMAC have followed up with the latest news from our area, as well as with images. September 26, 2016 Tourism Staff Reports 11 A-H 14 of 49 The Irish Independent Readership: .5m Circ: 200,000 Online – largest in Ireland Visit - TBC Confirmed Saturday double page spread – doing a piece for early next year based around Florida beyond the theme parks and perhaps using the Paradise Coast as an area of focus. On-going – Conor Power is interested to travel for his first visit to USA. Following up with Visit Florida on status. VIP Magazine – largest selling in Ireland Cir: Monthly sales 25,500 · Monthly readership: 152,000 Visit - TBC VIP Magazine has agreed to a 6-8 page feature with a contact we approached on family holiday in Florida! Plus cover feature On-going - Dates now moved – checking with partners to establish suitable dates. Visit Florida ‘Florida Friday’ e-newsletter OMMAC submitted comprehensive information for the VF enewsletter, which is distributed via Travelmole OMMAC submitted information on the Seafood Festivals in Paradise Coast for the Florida Friday newsletter. Coverage appeared the newsletter which is featured below. Social Media: Facebook and Twitter Weekly channel updates. OMMAC also followed key travel influencers on Twitter to expand our social network OMMAC continues to share posts across Facebook and Twitter in order to increase traffic to Paradise Coast UK Facebook and Twitter pages, as well as share partner information. Focus this month has included: summer holidays, spas, food and wine September 26, 2016 Tourism Staff Reports 11 A-H 15 of 49 Media Coverage A selection of Facebook and Twitter updates this month September 26, 2016 Tourism Staff Reports 11 A-H 16 of 49 September 26, 2016 Tourism Staff Reports 11 A-H 17 of 49 DIAMONDE- EUROPEAN REPRESENTATIVES TOUR OPERATOR ACCOUNTS  Key Accounts Tour Operator Achievement Cost TUI TUI will conduct their main annual TA event in Florida next year, named “Florida Live erleben”. We have achieved that NAP will be included into the fam trip itinerary. The 120 travel agents will visit NAP for a breakfast cruise. Further details tbd when Carmen Knieps and the organization team will be visiting NAP in September. CANUSA Touristik Secured and confirmed B2C marketing campaign: Campaign mainly focuses on attracting new customers and to raise awareness and deeper interest for NAP. The campaign includes: content recommendation ads and retargeting ads. Timing of the campaign will be January 2017 to push summer sales. USD 3.900  Secondary Accounts Tour Operator Achievement Cost Explorer Fernreisen We achieved a training at their Hamburg office. All in all, we trained 3 agents, including the Agency Manager. None of them have been to NAP personally. For this reason, the training was very much appreciated. Karawane Reisen We secured and accomplished a training. All in all, we trained the 3 people from North America product management. Except for one, all of them have been to NAP before, but were highly interested and appreciated the update a lot. September 26, 2016 Tourism Staff Reports 11 A-H 18 of 49 CRD We have successfully achieved a training to their marketing team and product manager. All in all, we trained 9 people, of whom 4 have been to NAP personally. The feedback was excellent and the training much appreciated. Boomerang Reisen We have secured and accomplished a training at their Hamburg office. Including the office manager, we have trained 3 agents, of whom 1 has been to NAP before. Tour Consult Continued with our Facebook campaign on Tour Consult fan page. Provided input for next post. Please find screenshot attached. Part of agreed marketing campaign Daimir Erlebnisreisen GmbH We have secured NAP to be in their brochure for the first time included in a group travel which combines South America and Florida. This small TO is specialized in adventure group travel all over the world. TRAVEL AGENTS  Sales calls: Total of 77 personal visits to travel agents in Switzerland, Dusseldorf, greater Stuttgart.  Booking Assistance: Assisted 1agency request on tours and accommodations.  Support: We have supported Explorer Reisen Hamburg with 30 brochures, after our training. EVENTS  USA TA Roadshow o Dates: 29. – 30. August o Cities: Cologne & Stuttgart o Visit USA booth members: SeaWorld, Orlando, Frt. Myers, Keys, Iceland Air, Hawaiian Airlines, Expedia TAAP, Oregon, Air Lingus, Tennessee, Los Angeles, Las Vegas o Profile /Number of attendees: Approx. 80 participants in Cologne, approx. 50 participants in Stuttgart, travel agents o Feedback: The afternoons started with a first introduction. September 26, 2016 Tourism Staff Reports 11 A-H 19 of 49 o The core part of the event was the 15-minute presentation of the partners to the TA audience. Between the presentations, there was a travel mart, where the agents educated themselves. We experienced high appreciation and a lot of interest in the destination by the agents. The feedback from the TAs was excellent. o They enjoyed the concept of the event as well as the presentations especially the tips, some of the agents took notes during the presentation and asked further questions during the travel mart and we could present NAP successfully. Followed by a presentation from Dirk Rohrbach and his adventures in the USA, the evening was closed with a joined dinner with great network opportunities.  DiaMonde Dinner Event o Date & Place: 31.08.2016 o Number of attendees: 29 o Profile of event/format: It was our first ever Business Dinner with the newly developped airtours team in Switzerland (in action since 2015). We chose Lucerne as a destination for various reasons: 1) nobody has ever organized an event in this city, because of its proximity to Zurich (1 hour by car). However, agents are seldom prepared to travel at night, hence only very rarely do agents from Lucerne attend events in Zurich. 2) Lucerne & sorrounding (Central Switzerland) are ranked as second highest income per household after Zurich. 3) to meet and speak to a new group of agents, who are not yet in our database, but handpicked by airtours CH to have the potential to sell upmarket properties. The event was planned and organized by airtours CH with a plenar presentation in a professional meeting room followed by an apero riche (not sit down dinner) on on of Lucerne’s most prominent roof top terrace bars, which was booked exclusively for the event. o Profile of attendees: The agents were sourced from the best travel agencies in the area, from Zug to Lucerne. A total of 4 agencies were stand-alone, non branded, the remainder of the attendees were from TUI own travel stores. o Feedback: Except for a handfull, most agents were not familiar with DiaMonde and NAP, hence we were able to give a detailed insight into our portfolio and properly train the agents. They were extremely attentive to the presentation and thankful that we came and educated them. There is still a lot of work to be done in this region of Switzerland and this event set a tone and a desire from agents to learn more about our portfolio, their interest was overwhelming.  Registrations / Preparations o Preparation for VUSA Roadshow (Sep 2016) o Registration for TUI Belgium Insight Summer 2017 Event (Oct 2016) September 26, 2016 Tourism Staff Reports 11 A-H 20 of 49 MARKETING Type of Activity Details Cost Naples newsletter B2C Prepared and sent out dedicated Naples newsletter featuring “Insider Tips in NAP” to 576 consumers in DACH on August 3, 2016. The opening rate 3 weeks after it was sent out was 37 % which is again very high compared to the industries average of 16.6 % and even higher than the last opening rate of 35,2%. 211 opened the newsletter and in total it was opened 444 times. All in all, this B2C newsletter was again very successful. Please find screenshot of newsletter attached. Naples newsletter B2B Prepared and sent out dedicated Naples newsletter featuring “Insider Tips in NAP” to 2.371 agents in DACH on August 3, 2016. The opening rate 3 weeks after it was sent out was 21.7 % which is higher than the industries average of 16.6 % and 1% higher than the last opening rate. 489 opened the newsletter and in total it was opened 924 times. The B2B newsletter was very successful. Please find screenshot of newsletter attached. Airberlin Spring Campaign Received the final results; this year’s spring campaign lasted appr. 10 weeks from end of April until end of June. It created appr. 13 Mio page impressions and 40,736 ad clicks. Compared to the same months in 2015 (where we also ran a campaign) the booking numbers have been down by 11% in April, up by 2% in May and up by 37% in June. We have to mention that communication during this campaign was again a bit difficult as our partners at the airberlin office have not been very responsive to our questions. At the same time, we have the feeling that the chosen media agencies have done a good September 26, 2016 Tourism Staff Reports 11 A-H 21 of 49 job. Also it becomes more and more difficult to compare the campaigns with each other as they all have different modules that are measured differently and also the reporting is different each year. Still we continued our excel sheet comparing all campaigns with each other and attached it to this report. Also we have to consider that airberlin is struggling some difficult times and is cutting down on personal and also on traffic. So we can be proud that RSW is still part of their network of routes. Facebook # posts: 14 #fans: 7584 #most successful post: Naples Pier on the 3rd of August, reached 7267 consumers, 393 reactions and 238 likes. Please find screenshot attached Social Media In order to promote our B2B Facebook group, we have created a print promotion in form of a card, which we will take to all events in 16/17. Please find layout attached. Touristik Aktuell e- learning We successfully sent out the first price (powerbank) of the e-learning raffle to an agency manager, who has successfully finished our NAP e-learning. MEDIA / PR  Inclusion in travel magazines o Visit Florida Facebook  We secured to be featured on their Facebook page with a NAP dedicated post, please find screenshot attached. September 26, 2016 Tourism Staff Reports 11 A-H 22 of 49 PROJECTS  Preparation of proposed budget FY 2016/17: Based on our proposed marketing strategy provided in July, we researched, evaluated, negotiated and secured marketing and promotion activities accordingly which we suggest to conduct in cooperation with tour operators, marketing agencies, online travel agencies or on our own. The negotiated cost and suggested timings of campaigns are outlined in detail in the proposed budget. CONSUMER  Brochure fulfillment: 16 in total  We supported 4 consumers via e-mail with their travel planning. HIGHLIGHTS IN SEPTEMBER  TUI Golf Tournament, September 9, 2016  Schauinsland Product Evening, September 22, 2016  TA Sales Calls in Luxembourg, September 26-28, 2016  TA Sales Calls in Austria, August 30 – September 2, 2016  TA Sales Calls in Hamburg, September 12–16  TA Sales Calls in Zurich, September 21-23  DiaMonde Dinner Event in Luxembourg, September 27 MARKET NEWS  Germany Economy Outlook The economic growth in Germany is still solid. The dynamics of the German economy has slightly slowed down. The foreign trade risks have increased which could be related to the Brexit vote in the UK. The industrial production increased in June, but develops relatively weak in the second quarter of the year. The construction industry is overlaid by extraordinary effects caused by weather conditions. The labour market still develops positively stable. (Source: BMWI) September 26, 2016 Tourism Staff Reports 11 A-H 23 of 49  Tourism Market Overview Germany Focus on long-haul destinations as demand grows Exotic destinations are in focus for winter 2016/17 as German tour operators try to profit from growing demand for long-haul holidays. Most leading tour operators, including DER Touristik, TUI and Thomas Cook, have increased long-haul capacity strongly for the forthcoming winter season. TUI has expanded its programme by a third to 15,000 hotels with the aim of overtaking DER Touristik as the largest long-haul tour operator on the German market. “We are expanding our programme continually and still have the aim of becoming number one,” declared Katharina Schirmbeck, TUI’s head of ‘sun & beach’ holidays. The German long-haul travel market has grown steadily in recent years, and accounted for 8.1% of all holidays in 2015, according to German Travel Association (DRV) figures. Demand has continued to increase this year, especially due to the drop in bookings for North Africa, according to DER Touristik managing director René Herzog. “These guests want guaranteed summertime air and water temperatures,” he said. Many of them thus switched to long-haul destinations such as Thailand, Mexico and Mauritius as a result. Demand has been particularly strong for the Caribbean, led by the Dominican Republic and Cuba. Expert Rolf Nieländer estimates German market growth in the first quarter of this year at 25% for Cuba, 12% for the Dominican Republic and 8% for the rest of the region. He expects a total of some 900,000 German visitors to the region this year. The Caribbean will benefit this winter from new nonstop flights by Condor and Air Berlin, especially to Cuba and smaller islands. However, the Dominican Republic remains the largest German destination in the Caribbean, with some 250,000 visitors a year, ahead of Cuba with 175,000. FTI has double-digit growth for the Dominican Republic this year, DER Touristik Cologne reports high single-digit growth and TUI has “another increase” after a strong previous year. In Asia, tour operators have added smaller destinations, more hotels and new tours to their programmes. FTI, for example, now offers Bhutan, Nepal and northern Thailand, Thomas Cook has added Myanmar, and TUI has more ‘concept hotels’ in various destinations. The Indian Ocean is also performing well. Mauritius is seeing strong demand, with 50% growth for TUI and a 22% rise for DER. “The island has developed from a pure luxury destination into a diverse travel destination, and is becoming more popular for families,” commented TUI’s Schirmbeck. September 26, 2016 Tourism Staff Reports 11 A-H 24 of 49 Meanwhile, Southern Africa, primarily South Africa and Namibia, has made a strong comeback from last year’s slump. German visitor numbers to South Africa increased by 20% to 120,000 in the first four months of this year, according to the tourism board, and tour operators have reported double-digit or high single-digit increases for bookings for the year as a whole. For winter 2016/17 tour operators have increased capacity significantly while prices for South Africa are lower thanks to the cheaper rand. TUI, for example, has increased capacity by 60%, Dertour has added 12 new tours in the region, and Thomas Cook Signature and Neckermann Reisen each have 34 new hotels in South Africa. FTI has even added 15 more countries to its Africa programme, including Uganda, Rwanda and Tanzania. (Source: Fvw August 25, 2016)  Destination USA 2016 is going to be a successful year The success from 2015 continues in 2016. The Swiss are about to overperform their travel number to the US from 2015. In 2015, 536.584 Swiss travelers visited the US, which is a plus of 7,4% and they continue with this plus in 2016. If they will continue with this increase, the number of Swiss visitors will be 575.000 for 2016. (Source: Travel Insight August 24, 2016) Operators revise T&Cs after Florida Zika outbreak Operators are offering free amendments to pregnant customers travelling to Florida after an outbreak of the Zika virus in the destination.  Florida's Zika outbreak impacts operators A total of four cases of the virus which are thought to have been transmitted by mosquitoes as opposed to sexually or as a result of travel to other infected areas have been confirmed in the US state. The news has meant UK government advice that pregnant women should not travel to the affected areas has been expanded to include Florida. Now Thomas Cook, Thomson, First Choice and Virgin Holidays are all offering pregnant customers who were travelling to the family destination the chance to go elsewhere to avoid the danger of contracting the virus which is believed to cause defects in unborn babies. A Thomas Cook spokesperson said: “We are closely monitoring the situation and would like to reassure any pregnant customers due to travel September 26, 2016 Tourism Staff Reports 11 A-H 25 of 49 up to and including October 31, 2016, with Thomas Cook to one of the affected areas that we are happy to offer free amendments to alternative destinations.” A Tui spokesperson added Florida has been added to an increasingly lengthy list of affected destinations, which includes Caribbean islands and parts of central America, following the latest news. He said: “Once we have been notified that a customer has a doctor’s note, they have a month to book an alternative holiday to any Thomson or First Choice destination currently on sale. “If the alternative holiday is cheaper than the original holiday, we will refund the difference – if it is more expensive the difference must be covered by the customer.(Source: TTG August 1, 2016)  German Booking Situation Sales slump in July despite wet weather German travel agents saw their hopes of strong last-minute summer holiday bookings fizzle out last month despite rainy weather as weak demand for Turkey depressed overall sales. Leisure travel sales by German travel agents were 5% lower in July than last year even though poor weather traditionally drives consumers into making last-minute bookings for sunny Mediterranean destinations. This left cumulated sales for the summer 2016 season 8% lower than last year, according to the monthly GfK representative survey of some 1,200 travel agencies. Above all, there was no surge of last-minute bookings, as many tour operators and travel agents had hoped for. The proportion of holiday bookings with departures in July or August was 27.1%, which was well behind last year’s figure of 31.3%. In terms of departure months, July closed with stable sales revenues compared to last year but August currently has a heavy decline of 18.7% in revenue terms, while September and October also have high single-digit declines compared to last year. The main factor, according to GfK, is the slump in bookings for Turkey. This is underlined by the latest figures from reservations provider Traveltainment for German package holiday bookings to leading destination airports. Bookings to Antalya plummeted by 46% in July compared to one year earlier, following on from heavy double-digit declines in recent months. September 26, 2016 Tourism Staff Reports 11 A-H 26 of 49 Moreover, Hurghada was down by 35%. In contrast, eight of the ten top airport destinations showed growth last month after varying trends in the last few months. Palma confirmed its position as the major destination airport with a 16% rise in bookings last month, Heraklion grew by 25% and Rhodes was up by 31%. There was single-digit growth for Fuerteventura, Las Palmas and Tenerife South, and double-digit growth for Varna (+17%) and Kos (+16%). (Source: Fvw August 17, 2016)  Flexible reactions to bomb attacks German tour operators responded flexibly to last week’s bomb attacks in Thai holiday resorts which killed four people and injured more than 30 others, including three Germans. The series of explosions went off in five different resorts, including Hua Hin and Phuket, last Thursday evening and early on Friday. Thai officials blamed “local elements” who wanted to disrupt the country and harm its image as a tourist destination for the attacks. In response, the German foreign ministry advised tourists to take extreme caution, avoid public places and groups of people, and follow the instructions of local officials. German tour operators, including DER Touristik, TUI and Thomas Cook, quickly offered customers with departures up to Monday August 15 the option of switching to an alternative destination or cancelling their holiday free of charge. DER Touristik, whose brand Meier’s Weltreisen is a major tour operator to Thailand, had a “high four-digit” number of customers in Thailand at the time of the attacks, TUI had about 2,000 customers and Cook some 1,500 customers in the country. However, the German Travel Association (DRV) pointed out that it is currently the low season for travel to Thailand, and only some 12,000 Germans were believed to be in the country. Thailand normally attracts some 700,000 German visitors a year. (Source: Fvw August 17, 2016) September 26, 2016 Tourism Staff Reports 11 A-H 27 of 49 AVIAREPS- Brazil Monthly Report August 2016 MARKET INFORMATION  Economy is slowly picking up. Dilma Rousseff was voted off the President’s chair, approved for the definite removal, and Michel Temer took over as President. So far the process shows positive results in the dollar rates, which are still going down. The market in general is improving little by little. TRADE Leisure Sales Calls / Meetings Name Market Company Objective and Outcome Follow Up Barbara Picolo barbara.picolo@flytour.com.br BR Flytour – TO Rua da Consolação, 222 – 19th floor – São Paulo/SP – 013012-901 – Phone: 5511 45032443 Reviewing coop actions. Coop in final stages. Ricardo Campos ricardo.campos@agaxtur.com.br BR Agaxtur – TO Av. Europa, 884 – Jardim Europa, São Paulo/SP – 01449- 000 Phone: 5511 3067.0900 All packages are developed. Remaining actions will start in September. Co-Op actions started. Alexandre Gomes Vaz alexandre.vaz@flytour.com.br BR Flytour – TO Rua da Consolação, Requested information on the destination. Sent digital info and September 26, 2016 Tourism Staff Reports 11 A-H 28 of 49 222 – 19th floor – São Paulo/SP – 013012-901 – Phone: 5511 45032443 links. Sheila Bertelli sheila@mdseguros.com.br SP MD Seguros e Turismo – TA Av. Bernardino de Campos, 54 – Vila Belmiro – Santos/SP – 11065- 001 – Phone: 5513 3225.9000 Asked for our help with suggestions on what to do in the area. Sent digital info and links. Bianca Pontes bianca@dmturviagens.com.br SP DM Tur – TA Praça Rebouças, 20 – Ponta da Praia – Santos/SP – 11030- 000 – Phone: 5513 3261.3300 Asked for suggestions on where to stay in the county. Sent digital info and links. Roberto Locatelli hmtur@uol.com.br SP HM Tur – TA Av. Pedro Lessa, 2287 – Cj. 95 – Aparecida, Santos/SP – Phone: 5513 3394.2838 Participated in Flytour’s training in Santos. Sent digital info and links. Danielle Anjos lopesturismo@uol.com.br SP Lopestur – TA Av. Mal. Floriano Peixoto, 103 – Santos/SP – Phone: 5513 32080044 Participated in Flytour’s training in Santos. Sent digital info and links. Simone Ribeiro lopesturismo@uol.com.br SP Lopestur – TA Av. Mal. Floriano Peixoto, 103 – Participated in Flytour’s training in Santos. Sent digital info and links. September 26, 2016 Tourism Staff Reports 11 A-H 29 of 49 Santos/SP – Phone: 5513 32080044 Carolina Levy carol@levytour.com.br SP Levytour – TA Rua Othon Feliciano, 02 – Cj. 42 Santos/SP – Phone: 5513 3284.9855 Participated in Flytour’s training in Santos. Sent digital info and links. Andrea Farias andreafarias@levytour.com.br SP Levytour – TA Rua Othon Feliciano, 02 – Cj. 42 Santos/SP – Phone: 5513 3284.9855 Participated in Flytour’s training in Santos. Sent digital info and links. Andrea e Cristiane Alberto svtur@kingnet.com.br SP São Vicente – TA Rua Martim Afonso, 220 – Loja 103 – São Vicente/SP – 11310-010 - Phone: 5513 3467.7744 Called to ask where to send a passenger in Paradise Coast, asked for a hotel with facilities for children. Sent digital info and links. Conceição Freire boqtur@terra.com.br SP Giramundo – TA Av. Epitácio Pessoa, 62 – Loja 40 Santos/SP – 11045- 300 - Phone: 5513 3288.2557 Asked for information on the destination. Sent digital info and links. Marineide Almeida Marineidealmeida51@terra.com. br SP Giramundo – TA Av. Epitácio Pessoa, 62 – Loja 40 Santos/SP – 11045- 300 - Phone: 5513 3288.2557 Asked about the website and the attractions on the region. Sent digital info and links. September 26, 2016 Tourism Staff Reports 11 A-H 30 of 49 Danielle Anjos lopesturismo@uol.com.br SP Lopestur – TA Av. Mal. Floriano Peixoto, 103 – Santos/SP – Phone: 5513 32080044 Participated in Flytour’s training in Santos. Sent digital info and links. Marcella Lima Stanfer.turismo@gmail.com SP Stanfer – TA Av. Pedro Lessa, 2287 – Sala 91 – Santos/SP – 11025- 003 Phone: 5513 3233.1182 Participated in Flytour’s training in Santos. Sent digital info and links. Simone Barbosa Venancio simonevenancio@topviagens.tur. br SP TOP Viagens – TA Av. Nove de Abril, 2068 – Sala 21 – Centro, Cubatão/SP – 11510-001 - Phone: 5513 3304.0011 Participated in Flytour’s training in Santos. Sent digital info and links. Hilda Barbosa hildabarbosa@topviagens.tur.br SP TOP Viagens – TA Av. Nove de Abril, 2068 – Sala 21 – Centro, Cubatão/SP – 11510-001 - Phone: 5513 99134.7454 Participated in Flytour’s training in Santos. Sent digital info and links. Mario Funzinato naubrasilis@uol.com.br SP NAU Brasilis – TA Rua Mario Ribeiro, 810 – 16 – Guarujá/SP – 11410-192 Phone: 5513 3355.6372 Participated in Flytour’s training in Santos. Sent digital info and links. September 26, 2016 Tourism Staff Reports 11 A-H 31 of 49 Atila Costa Ferreira doceilha@terra.com.br SP Doce Ilha – TA Av. Pedro Lessa, 2327 – Embaré, Santos/SP – 11025- 001 Phone: 5513 3236.1728 Asked for suggestions on where to stay in the county. Sent digital info and links. Adriana Yamamoto adriana@royaltrip.com.br SP Royal Trip – TA Av. Conselheiro Nébias, 754 – Cj. 2620 – Vila Rica, Santos/SP - Phone: 5513 3349.0002 Participated in Flytour’s training in Santos. Sent digital info and links. Clélio Júnior junior@royaltrip.com.br SP Royal Trip – TA Av. Conselheiro Nébias, 754 – Cj. 2620 – Vila Rica, Santos/SP - Phone: 5513 3349.0004 Participated in Flytour’s training in Santos. Sent digital info and links. Denise Melo denise@jpwtur@com.br SP JPW – TA Av. Ana Costa, 374 – 6º andar – Gonzaga, Santos/SP – 11060- 002 Phone: 5513 3222.2952 Participated in Flytour’s training in Santos. Sent digital info and links. Enio Inácio Bentes enio@graobrasil.com.br SP Grão Brasil – TA Rua do Comércio, 10 – Centro, Santos/SP 11010- 140 Asked for suggestions on where to stay in the county. Sent digital info and links. September 26, 2016 Tourism Staff Reports 11 A-H 32 of 49 Angela Lima angela@totalturismo.tur.br SP Total Turismo – TA Av. Antonio Emerick, 669 – Guassú, São Vicente/SP – 11370-001 - Phone: 5513 3356.0662 Participated in Flytour’s training in Santos. Sent digital info and links. Elisa Nunes elisa@totalturismo.tur.br SP Total Turismo – TA Av. Antonio Emerick, 669 – Guassú, São Vicente/SP – 11370-001 Participated in Flytour’s training in Santos. Sent digital info and links. Soraya Toledo soraya@globaltoursantos.com.br SP Globaltour – TA Av. Ana Costa, 482 – Salas 609/610/611 – Gonzaga, Santos/SP – 11060- 002 Phone: 5513 3289.7309 Participated in Flytour’s training in Santos. Sent digital info and links. Fábio comercial@f1turismo.com.br SP Fórmula 1 Turismo – TA Av. Santos Dumont, 247 – Loja 13 - Garujá/SP – Phone: 5513 3329.3949 Asked for suggestions on where to stay in the county and the distance to Miami and Orlando. Sent digital info and links. Ana Claudia Estevas reservas02@sspi.tzviagens.com.b r SP TZ – TA Av. Ana Costa, 465 – Loja 208 - Santos/SP – 11060- 002 - Phone: 5513 3385.5701 Participated in Flytour’s training in Santos. Sent digital info and links. September 26, 2016 Tourism Staff Reports 11 A-H 33 of 49 Andréia Ribeiro viva@vivaeventoseturismo.com.b r SP Viva – TA R. D. Pedro II, 58 – Centro, Santos/SP – Phone: 5513 3219.3321 Participated in Flytour’s training in Santos. Sent digital info and links. Carlos Alberto Camargo caltur@terra.com.br SP Caltur – TA Av. Ana Costa, 482 – Cj. 906 – Gonzaga, Santos/SP – 11060- 002 - Phone: 5513 3327.3721 Participated in Flytour’s training in Santos. Sent digital info and links. Training Name of Company Market Number of Staff Trained Training Follow Up Flytour BR Around 30 travel agents total. Promote Palm Beaches and Paradise Coast for their main travel agents in Santos. We had a draw and prized two beach bags with gifts. Sent digital info and links. September 26, 2016 Tourism Staff Reports 11 A-H 34 of 49 Promotions (Joint Marketing Activities – JMA’s) Tour Operator Name Market Description – Coop Actions Launch/Start Status AGAXTUR BR Packages are developed, we requested some minor adjustments. Hotsite being developed. Trainings are schedule to: São Paulo- date TBC 21/09 – São José dos Campos 22/09 - Jundiaí 04/10 – Sorocaba 06/10 – São Jose do Rio Preto Launched We will try to place several actions before deadline to send invoice. September 26, 2016 Tourism Staff Reports 11 A-H 35 of 49 September 26, 2016 Tourism Staff Reports 11 A-H 36 of 49 Promotion on own stores’ TV’s: Ancorado uro BR Only one training and the FAM Tour missing. Packages on website: Final stages Second training to be scheduled. FAMTour to be scheduled. September 26, 2016 Tourism Staff Reports 11 A-H 37 of 49 MMT Gapnet BR Actions are ongoing. Packages: Final stages Almost all actions were implemented. They will soon send the invoice for payment. September 26, 2016 Tourism Staff Reports 11 A-H 38 of 49 Banner on Panrotas: Flytour BR Coop was approved. Flytour is developing packages to start remaining actions. Hotsite is online at https://www.flytour.com.br/hotsite/paradisecoast Training Invitation: Final stages Flytour is not working with packages, but with products from the area on their portfolio. All packages are custom made client per client. Several products from The Paradise Coast are already available on their website. Online actions have started. All trainings were done. September 26, 2016 Tourism Staff Reports 11 A-H 39 of 49 MEDIA RESULTS Media Meetings Name Publication/Media Market Objective & Meeting Notes Follow Up Angelica Santa Cruz Angelica.SantaCruz@abril. com.br Viagem e Turismo BR Introduction and Press Trip invitation They couldn’t be part of the Press Trip, but the meeting was very productive September 26, 2016 Tourism Staff Reports 11 A-H 40 of 49 Ricardo Freire redacao@viajenaviagem.c om Viaje na Viagem BR Introduction and Press Trip invitation He didn’t have agenda for the Press Trip, but is now a great connection Samantha Chuva samantha.chuva@mercad oeeventos.com.br Mercado e Eventos BR Updates Information exchange from both parts Karina karina@panrotas.com.br Viagem Cultural BR Updates Information exchange from both parts Ana Paula Garrido anapaulagarrido@terra.co m.br Several outlets BR Press Trip invitation She accepted and will be part of our FAM Maurício Oliveira mauricio@trilhaseaventur as.com.br Trilhas e Aventuras BR Press Trip invitation He accepted and will be part of our FAM Márcio Nel Cimatti marciocimatti@gmail.com A Janela Laranja BR Introduction of new PR and Paradise Coast; possible influencer trips He is onboard for an individual Press Trip, especially focused on family Fred Marvila marvila@sundaycooks.co m Sunday Cooks BR Press Trip invitation He accepted and will be part of our FAM Patrícia Chemin qualviagempress@gmail.c om Qual Viagem BR Press Trip invitation She accepted and will be part of our FAM Cláudia Amorin claudia.amorim@oglobo.c om.br O Globo BR Press Trip invitation She accepted and will be part of our FAM September 26, 2016 Tourism Staff Reports 11 A-H 41 of 49 DIGITAL RESULTS UOL Guia da Semana September 26, 2016 Tourism Staff Reports 11 A-H 42 of 49 Viagem Digital PRINTED RESULTS Revista Viajar Pelo Mundo September 26, 2016 Tourism Staff Reports 11 A-H 43 of 49 ONLINE RESULTS  UOL http://viagem.uol.com.br/guia/estados-unidos/miami/roteiros/em-miami-bairro-cubano-tem-vida-capitalista-e- oposicao-a-fidel/imagens/index.htm#fotoNavId=pr10685442  Guia da Semana http://www.guiadasemana.com.br/turismo/galeria/8-ilhas-paradisiacas-para-conhecer-nos-eua  Viagem Digital https://www.viagemdigital.com.br/passeio-miami-everglades-national-park/ MEDIA VALUE MEDIA SUBJECT PUBL. DATE MEDIA VALUE CIRCULATION UOL Everglades August USD 6.300,00 11.000.000 Guia da Semana 8 Heavenly Islands in the US 8/20 USD 4.100,00 6.000.000 Viagem Digital Great tour beyond Miami: Everglades National Park 8/13 USD 700,00 2.000 Revista Viajar Pelo Mundo The other side of Florida August USD 51.290,00 30.000 Total USD 62.390,00 17.032.000 SOCIAL MEDIA Facebook Paradise Coast Facebook address is www.facebook.com/paradisecoastbr We have now over 4,200 likes on the page. September 26, 2016 Tourism Staff Reports 11 A-H 44 of 49 Post with video Post promoting tour packages from Co-Ops Instagram Institutional posts Video posts September 26, 2016 Tourism Staff Reports 11 A-H 45 of 49 VISITOR SERVICES REPORT- Lori Lou Waddell August 2016 Visitor Profiles Month Big Cypress Oasis Everglades Immokalee Marco Island Naples YTD Total Year 2015 52,473 107,564 85,941 1,103 6,810 20,419 274,310 Jan 2016 13,771 10,393 10,533 91 1014 1,451 37,253 Feb 2016 11,330 17,095 12,849 86 1175 1,135 43,670 Mar 2016 10,619 16,897 15,209 156 1067 829 44,777 Apr 2016 4,803 8,938 8,689 175 556 443 23,604 May 2016 3,028 6,744 2,625 102 361 376 13,236 Jun 2016 2,794 5,211 2,253 270 354 10,882 Jul 2016 3,087 7,183 2,500 60 263 307 13,400 Aug 2016 2,287 5,908 2,828 72 269 393 11,757 Naples Visitor Information Center Visitation France 29% Germany 57% Holland 14% International Origins September 26, 2016 Tourism Staff Reports 11 A-H 46 of 49 Delaware 7% District of Columbia 0% Florida 33% Georgia 0%Illinois 7%Indiana 7% Iowa 0% Kansas 0% Kentucky 0% Louisiana 0% Maine 7% Maryland 0% Massachusetts 7% Michigan 0% Minnesota 0% Missouri 0% Nebraska 0% New Hampshire 0% New Jersey 0% New York 13% North Carolina 7% Ohio 7% Oklahoma 0% Pennsylvania 0% Rhode Island 0% South Carolina 0% South Dakota 0% Tennessee 0% Texas 0% Vermont 0% Virginia 0% Washington 0% West Virginia 0% Wisonsin 7% Domestic Origins HOTEL/ MOTEL 40% Seasonal RENTAL 10% 2ND HOME 15% FAMILY/ FRIEND 35% Accommodation FLY 55%DRIVE 30% Both FLY & DRIVE 15% Transportation September 26, 2016 Tourism Staff Reports 11 A-H 47 of 49 Activities for the Period  Respond to all email inquiries relating to tourism  Distribute VIC rack cards to: Inn at Pelican Bay, Staybridge Inn & Suites, Residence Inn, Inn of Naples, Hampton Inn & Suites Naples, Courtyard Marriott, Hilton Naples and all members of Sports Council  Site Inspection FAM for Renegade-NT&T Transportation for the day. Sites begin at Ritz Carlton on Wednesday, Aug 31, 2016. Go to Inn on Fifth, Hyatt House, NGALA, Mercato, Southwest Florida Performing Arts & Cultural Center.  Restock rack card holder for tourist information area at Naples Depot Museum  Request updated signage from City of Naples for Naples Visitor Information Center  Update Visitor Counts for Collier County Visitor Information Centers  Update Statistics for Naples Visitor Information Center  Request all materials below par levels for Visitor Information Center from attractions, hotels, restaurants  Manage VIC Vol Schedule  Manage/update Calendar of Events for GNCC, Third Street South and Fifth Avenue South  Manage daily operation of Visitor Information Center Distribution  50 Paradise Coast Visitor Guides to Sandrift Club in old Naples  175 Downtown Guides to Naples Grande September 12th for Florida Shore & Beach Preservation Association  Distribute VIC Rack at Sports Council Meeting to all attending tourism partners present  2 Cases Paradise Coast Visitor Guides to Big Cypress National Park Attendance  Chamber of Commerce monthly events  Sports Council of Collier County meeting  CVB Sales Lunch Meeting  Concierge Event at Naples Hilton/Shula’s Steak House  TDC Meeting  Volunteers offered for Greater Naples Chamber of Commerce Trade Show August 24th  Governor’s Conference on Tourism-Orlando-September 7th, 8th, 9th 2016 o Attend - Chairman’s Reception and Dinner-September 7 o Flagler Awards Presentation o September 8th and 9th: o Keynote Sessions with: o Attend - Shahid Khan-owner of Jacksonville Jaguars NFL team sponsored by brightline o Attend - Alex Sheen founder of “because I said I would” sponsored by CrowdRiff. o Attend - Tourism Impact on the Florida Economy presented by Chris Pike, Director of Impact Studies at Tourism Economics. Discussing the results of the study that provides a view of tourism as an economic engine through tourism generated sales, employment, wages and taxes. o Attend - Wow! Experiences: featuring Jack and Jill Lake State Cancer Foundation Founder sponsored by HomeAway o Attend - A recap of the year and a look ahead by VISIT FLORIDA’s CMO Paul Phipps and VP of Global Brand, Susannah Costello. September 26, 2016 Tourism Staff Reports 11 A-H 48 of 49 o Attend - An Outlook on Florida’s Economy with Jerry Parrish o Attend - A Look at the Global economy and the State’s Top Industry-how Florida’s tourism industry is making an impact on the rest of the world with Cissy Proctor and Afshin Molavi sponsored by Florida Lottery. o Attend - Creativity in a Mobile World with Scott Drey from the Facebook Creative Shop on how to build creative campaigns for Facebook and Instagram sponsored John’s Pass . o Attend - Closing General Session with Dave Barry and closing remarks by William Seccombe, President and CEO, VISIT FLORIDA and William Talbert III, Chair, VISIT FLORIDA Board of Directors. Completed FAM Schedule to-date for 2016 – 2017 DATE TIME ADDRESS PURE NAPLES 10/25/2016 9:30AM 1200 5th Avenue So. Tin City EVERGLADES AREA TOURS 11/10/2016 1:30pm 238 Mamie Street, Chokoloskee BOTANIC GARDENS 11/16/2016 3:30pm 4820 Bayshore Drive NAPLES BAY RESORT 11/22/2016 10:30am 1500 5th Avenue South NAPLES PRINCESS 11/29/2016 12-1:30pm 550 Port of Call Way NT&T WOOTENS or FT. Myers trip 12/6/2016 planning REVS 12/16/2016 10am 2500 South Horseshoe Drive MARCO PRINCESS 12/20/2016 12-2pm 951 Bald Eagle Drive, Marco Island ESCALANTE February planning 290 5th Avenue South INN AT PELICAN BAY waiting 800 Vanderbilt Beach Road RESIDENCE INN 1/17/2017 5:00PM 4075 Tamiami Trail North SEMINOLE CASINO HOTEL 1/10/2017 11:00am 506 1st Street, Immokalee HOLOCAUST MUSUEM 1/25/2017 10:00am 4760 Tamiami Trail North September 26, 2016 Tourism Staff Reports 11 A-H 49 of 49