Economic Vit alit y
Strateg y and
Implementati on Plan
for Mariposa County
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Acknowledgments
This Economic Vitality Strategy and Implementation Plan for Mariposa County was written by
Allison Larsen and Fawn McLaughlin of Chabin Concepts, Inc., and by volunteers from the
Mariposa County Economic Development Office, the Economic Development Corporation of
Mariposa County, the Yosemite/Mariposa County Tourism Bureau, the Mariposa County
Chamber of Commerce, and the Northside Community Coalition.
Mariposa County Economic Vitality Strategy & Implementation Plan | November 2007 Table of Contents
Table of Contents
Executive Summary................................................................................................................. 1
Introduction ............................................................................................................................. 5
Background.......................................................................................................................... 5
Mariposa County’s Key Assets .......................................................................................... 6
Goals and Strategies ............................................................................................................ 9
Team: Key Stakeholders...................................................................................................... 9
Context for This Strategy ...................................................................................................11
How to Use This Document ..............................................................................................11
Destination Mariposa County Action Plan...........................................................................13
Strategy 1A: Increase Occupancy in the “Off Season” to Make Tourism
a Year-Round Industry in Mariposa County ...................................................................14
Strategy 1B: Expand, Link, Network, Communicate
the Mariposa County Experience......................................................................................18
Strategy 1C: Destination Mariposa County, Organize to Compete................................36
Business Development Action Plan ......................................................................................58
Strategy 2A: Diversify to Grow Quality Jobs and Investment........................................59
Strategy 2B: Business Development Opportunities, Organize to Compete...................74
Getting Into Action.................................................................................................................90
Communications ....................................................................................................................90
Mariposa County Economic Vitality Strategy & Implementation Plan | November 2007 Table of Contents
Appendices
Tab 1:
Mariposa County Key Assets Report
Volunteers from March Worksessions
Tab 2:
Mariposa County Experience Form
Event Schedule Planner
Search Engine Optimization Checklist
Website Examples
E-newsletter Tips
Writing and Distributing News Releases
Tab 3:
NavTeq
TeleAtlas
Sustainability News
Tab 4:
Business Case Outline
Outdoor Industry Report
Competitive Advantage of Destination Businesses
6 Steps to Improve Customer First Impressions
Tab 5:
Mariposa County Building/Site Date Form
Mariposa County Land Data Form
Sample Development Process Flowchart
Sample Development Fee Template
PROACTIVE Brochure
Mariposa County Business Resource Director Data Collection Form
Mariposa County Market Profile
Mariposa County Socioeconomic Profile
Mariposa County Economic Vitality Strategy & Implementation Plan | November 2007 Table of Contents
Executive Summary
While Mariposa County is host to businesses in different industries and sectors, a single industry
dominates our collective economic vitality: tourism. Virtually all local businesses are
dependent—directly or indirectly via “trickle down”—on the money tourists spend here. Such
dependency might be acceptable if the tourism industry remained vibrant throughout the year.
But that is not the case.
This Economic Vitality Strategy, therefore, has two goals:
Goal #1: Strengthen the Tourism Industry by Making Mariposa County a Year-round
Destination
Goal #2: Diversify Mariposa County’s Economy with Suitable Business Development
Opportunities
The combination of strengthening our primary industry and diversifying into other suitable
industries holds the promise of improving the economic prosperity of all Mariposans.
The action plan for achieving these goals is divided into two sections: Destination Mariposa
County for strengthening the tourism industry; and Business Development for diversifying the local
economy beyond its dependence on tourism. The strategies in both sections fully leverage
Mariposa County’s five key assets:
Yosemite National Park
Mariposa County's Heritage Economy
University of California, Merced
Home Enterprise and Rural Home Industry
Rural Quality of Life
It is important to note that the strategies in both sections require a mix of economic development
and community development. Such a situation should be expected in a community-wide
Economic Vitality Strategy, and it underscores the importance of public-private partnerships in
achieving this strategy’s twin goals. The General Plan Update also recognizes the importance of
such partnerships: “Economic development requires investment, both public and private.
Economic development requires adequate infrastructure, [and]… Providing public infrastructure
is an important role of County government. The public-private partnership functions by the
County priming the pump with infrastructure investment and the private sector reinvesting in
the County.… Only if the County government, private business, and public join together can the
County actually diversify the economy.”
Mariposa County Economic Vitality Strategy & Implementation Plan | November 2007
Page 1
Destination Mariposa County
Achieving the goal to strengthen the tourism industry by making Mariposa County a year-round
destination involves three related strategies:
1A: Increase Occupancy in the “Off Season” to Make Tourism a Year-Round Industry in
Mariposa County
1B: Expand, Link, Network and Communicate the Mariposa County Experience
1C: Organize to Compete Effectively to Capture More Visitor and Resident Spending
Strategy 1A to increase occupancy in the “off season” to make tourism a year-round industry in
Mariposa County has two elements:
Hosting Business Conferences and SMERF Events (Social, Military, Educational, Religious,
and Fraternal), which requires:
– Marketing Outreach
– Enhancing/Upgrading Existing Facilities
– Creating a “Meeting Planner”
– Offering Grants to Expand “Off Season” Venues & Events and
– Hiring an “Event Concierge”
Expanding & Adding Conference Facilities, which will enable Mariposa County to host
additional conferences and events that are currently beyond our capabilities. This effort
involves an initial feasibility study, followed (if feasible) by more detailed planning and
an effort to secure funding.
Strategy 1B to expand, link, network and communicate the Mariposa County experience has
three elements:
Cultural/Historic/Artistic Venues & Events to inventory existing and create new visitor
experiences in these three areas
Natural Resources Venues & Events to inventory existing and create new visitor experiences
involving the County’s outstanding natural environment
Marketing the Experience to promote Yosemite and Mariposa County as destinations to
prospective tourists around the world with an increased emphasis on Web-based
marketing strategies
Strategy 1C to organize to compete effectively to capture more visitor and resident spending has
five elements:
Authentic, Vibrant Towns to preserve and enhance historic/cultural buildings, monuments
and sites
Natural & Rural Assets, such as agri-nature tourism, ranching and farming, along with
new venues and events
The Experience Center for providing a world-class, interactive visitor experience
Mariposa County Economic Vitality Strategy & Implementation Plan | November 2007
Page 2
Transportation & Parking to improve the flow of vehicles throughout the county and
provide ample, inviting parking (for shopping, eating or staging public transportation)
Exceptional Mariposa County Service to foster a trained and knowledgeable “front line”
staff capable of cross-selling visitor experiences
The lead organization for implementing these strategies will be the Yosemite/Mariposa County
Tourism Bureau, formed in 2007 as a private, non-profit corporation with funding from the
County. To secure the funding necessary to grow tourism throughout the year, the Tourism
Bureau is in the process of establishing a Tourism Business Improvement District that will
impose an additional one percent fee on the lodging industry. The one percent rate was chosen
assuming continued County funding from the Transit Occupancy Tax (TOT) at the same level.
The significance of businesses willingly initiating a self-imposed fee cannot be understated: A
substantial investment is required to enable Mariposa County to compete effectively with other
year-round destinations.
It is also significant to note that this investment—by both the lodging industry and the County—
is expected to yield an extraordinary return. By raising average annual occupancy from its
current low-50 percentile range to the national average in the mid-60 percentile range will
increase TOT by 20-25 percent (taking into account the likelihood for reduced room rates during
the winter months). Raising average annual occupancy above the national average, to 75 percent
for example, could increase TOT by 40-50 percent. Based on an estimated 2007-2008 TOT of $10
million, the additional $4-5 million would help County government satisfy more of the
community’s needs, while fully funding all liabilities—past, present and future.
Business Development
Achieving the goal to diversify Mariposa County’s economy with suitable business development
opportunities involves two related strategies:
2A: Diversify to Grow Quality Jobs and Investment
2B: Organize to Compete more effectively for new business startups and expansions
Strategy 2A to diversify the local economy to grow quality jobs and investment identifies three
target industries:
The Arts, which involves recruiting new artists and artisans—both visual and
performing—and supporting the expanded “artist cluster” in various ways
Technology, which is itself diversified into three separate opportunities or clusters:
– those related to UC Merced;
– those involving Sustainable Living Projects and Alternative Energy Sources; and
– Recreational Product Research, Development & Testing
Local/Visitor Serving with an emphasis on “destination businesses” capable of attracting
visitors and enhancing the visitor experience
Mariposa County Economic Vitality Strategy & Implementation Plan | November 2007
Page 3
Strategy 2B to organize to compete more effectively for new business startups and expansions has
five elements:
Competitive Requirements – Site Readiness with a ground/building inventory and
recommendations for site improvements
Competitive Requirements – Regulatory Policies and Processes that address town planning
areas and zoning ordinances, along with communication to businesses
Competitive Requirements – Business Base to identify and inventory existing businesses
Competitive Requirements – Workforce Readiness with a skills assessment, creation of a
training infrastructure, and a youth development & workforce experience program
Business Climate – Business Resources to assess and improve existing business services and
create a business resource center
Efforts to diversify Mariposa County’s economy will come both from within (existing residents)
and from beyond Mariposa County boundaries (by recruiting new businesses and
entrepreneurs). It will be particularly important to recruit new residents in the technology
clusters where Mariposa County currently lacks any critical mass of home-grown expertise. Our
Rural Quality of Life and support for Home Enterprise and Rural Home Industry are powerful
competitive assets in this endeavor. Just as importantly, this “Smart Growth” approach to
channeling growth in desirable directions will, in turn, help protect our cherished Rural Quality
of Life as we diversify our economy.
Success Through Synergies
Although this Economic Vitality Strategy is divided into two sections, it is important to note that
profound synergies exist. Among the more notable synergies are:
The advantage Authentic, Vibrant Towns, and Natural & Rural Assets (both in
Destination Mariposa) provide for attracting new businesses.
The ability of The Arts as an industry to increase visitation and enhance the visitor
experience through various venues and events.
The positive impact Cultural/Historic/Artistic Venues & Events (in Destination
Mariposa) will have on increasing the artist cluster.
The emphasis in Business Targets: Local/Visitor Serving (in Business Development) on
“destination businesses” that support the tourism industry.
How Competitive Requirements – Workforce Readiness (in Business Development) can
benefit the tourism industry as it expands to be become year-round.
Such synergies are the hallmark of a comprehensive strategy. The challenge for Mariposa
County will be in the implementation of this comprehensive strategy. Resources are limited and
volunteers can only accomplish so much. But by working together as a community, we can
achieve real progress toward fulfilling the goals of making our most important industry
successful year-round and diversifying our economy with new businesses—both of which will
benefit all Mariposans for generations to come.
Mariposa County Economic Vitality Strategy & Implementation Plan | November 2007
Page 4
Introduction
The Mariposa County Board of Supervisors recently adopted an update of the Mariposa County
General Plan. A goal of the General Plan is the development and implementation of an ongoing
Economic Development Strategy. With a grant from the Community Development Block Grant
Planning and Technical Assistance Program, Chabin Concepts, Inc., an economic development
consultant firm and stakeholders throughout Mariposa County collaborated to produce this
Mariposa County Economic Vitality Strategy and Implementation Plan intended to guide future
activities for public-private partnerships to enhance and diversify Mariposa County’s economy
while preserving the values, assets and quality of life cherished by Mariposans.
This document is a living and dynamic plan, which will evolve through the implementation
process as community agencies, organizations and volunteers become involved and move the
strategic actions forward.
Background
Beginning with the discovery process that answered the questions, "Where are we now?" and
"What are our opportunities?” Chabin Concepts, Inc. analyzed existing planning studies and
documents, along with detailed input from 49 Mariposa County residents, business
owners/operators, community leaders, etc. to determine Mariposa County's highest and most
valuable assets. Three community workshops were held during this period.
The Mariposa County Key Asset Report (located in Appendix Tab 1) fully captures the results of the
interview/workshop component of the strategic planning process. The next step was to assess
each of the stated assets and test them using the following seven evaluative questions.
Does the asset have value?
Is the asset rare?
Is the asset hard to imitate?
Is there potential to enhance the asset for Mariposa's benefit?
Are there competitive implications associated with the asset?
Is there potential for economic effect?
Does the asset support/contribute to Mariposa County values?
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Mariposa County’s Key Assets
Using the above evaluative analysis, Mariposa County was found to have five key assets:
Yosemite National Park
Mariposa County's Heritage Economy
University of California, Merced
Home Enterprise and Rural Home Industry
Rural Quality of Life
The purpose of this plan is to leverage these assets in order to expand and diversify business
development activities resulting in higher paying jobs for local residents and a healthier county
economy.
Yosemite National Park
Mariposa County is one of the unique Yosemite Gateway communities serving national and
international guests. Yosemite represents Mariposa County’s highest competitive advantage in terms of
economic opportunity. As an economic generator — it provides direct employment for hundreds of
Mariposa County residents, and indirectly supports thousands of other residents who work
directly or indirectly in the visitor industry (accommodations, service and retail industries).
Tourism in Yosemite is also the County’s primary revenue generator through the Transient
Occupancy Tax.
Most of Mariposa County’s businesses are highly dependent on Yosemite visitors. Whether the
business is a primary server (hotel, restaurant) or a secondary server (auto repair, hardware store,
etc.), the economic impacts on local business when there is a Yosemite problem (flood, politics,
rock slide, etc.) are widespread and deep.
Heritage Economy
Heritage Economies seek to expand economic development opportunities in a manner consistent
with historic town patterns and activities, but in tune with the changing demographic trends and
interests of a growing population.1
The heritage economy can be defined as natural, cultural, historic, and recreational resources that
combine for a cohesive, nationally distinctive landscape arising from patterns of human activity
shaped by geography (Pillifant, 2002). 2
1
Sierra Business Council
Mariposa County Economic Vitality Strategy & Implementation Plan | November 2007
Page 6
The common themes that encompass the heritage economy include:
Supporting the arts;
Cultivating local agriculture;
Preserving and enhancing historic assets;
Promoting sustainable tourism opportunities;
Celebrating cultural diversity; and
Enjoying and preserving natural landscapes.
Mariposa County has strong heritage assets to build upon and link into to achieve economic
growth and enhanced quality of life for locals. The expansion and diversification of businesses
that directly (historic restoration, theaters, local artisan products, reenactments, tour companies
etc.) and indirectly (B&B’s, restaurants, motels, gift shops, etc.) create new investment, jobs and a
higher quality of life for local residents, and a heightened Mariposa County experience for
visitors. Efforts to leverage these assets further should be focused on:
Yosemite – an International destination;
Other destinations, including Bower Cave, Lakes McClure and McSwain, and the Lake
Don Pedro area
Sierra Foothill living – lifestyle, people;
A rich history in the development of the State of California and its native people, gold
rush, discovery of Yosemite;
Compact, vibrant towns full of diversity and excitement; and
Ranching and farming, open space.
University of California, Merced
In addition to Yosemite and Mariposa County’s historic assets, new business development
opportunities present themselves with the recent opening of the University of California, Merced.
The campus is not actually located in Mariposa County, but as this new UC campus grows,
Mariposa County will have the opportunity to capture entrepreneurial growth and investment
generated by the university. UC Merced can be a proximate asset to leverage for shaping and
growing Mariposa County’s economy. Mariposa County is already home to a burgeoning rural
home-based business network. Rural home-based businesses and the opportunities presented by
UC Merced are addressed in the Business Development Opportunities section of the strategic
plan.
2
Sierra Business Council
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Home Enterprise and Rural Home Industry
Most counties in California impose strict requirements on businesses operated from homes.
Mariposa County, by contrast, has traditionally welcomed home-based businesses to encourage
the entrepreneurial spirit. The recently adopted General Plan Update perhaps best summarizes
this competitive asset: “Home-based businesses have long been a significant factor in Mariposa
County for their contribution to both the County economy and character. Therefore, the County
has encouraged home businesses with relatively few restrictions through its long-standing
‘Home Enterprise’ and ‘Rural Home Industry’ regulations.” In fact, Mariposa County does not
require a business license.
While some home-based businesses may not be suitable or desirable, advances in technology
have now made it possible for knowledge workers to tele-work or tele-commute from home.
Two such industries are, however, well-suited for Mariposa County’s need to diversify the local
economy: the arts and technology. A studio is all most artists require to work from home, and
an office (with broadband access) is all most knowledge workers need. The combination of
business-friendly regulations and rural quality of life should make Mariposa County quite
competitive attracting both target industries. In the technology segment, the strategy should
leverage another asset: UC Merced.
Rural Quality of Life
Quality of life and work/life balance have become increasingly important considerations in
American culture. Mariposa County’s exceptional quality of life is, therefore, a major competitive
asset for both promoting tourism and diversifying the local economy. Such efforts must be
directed, however, at preserving Mariposa County’s cherished rural quality of life as explained in
the General Plan Update: “Quality of life, or the way of rural life, in Mariposa County is a major
component of ‘character’ in the General Plan. The entire General Plan—its policies, processes,
and implementation programs—is designed to define, nurture, and enhance the quality of life in
the County.”
Because growth is inevitable, the real challenge becomes one of channeling growth in desirable
directions. This Economic Vitality Strategy endeavors to do just that through “Smart Growth”
initiatives that preserve the natural/historical/cultural character of the tourism industry, and
diversify the local economy with “clean and green” businesses.
Mariposa County Economic Vitality Strategy & Implementation Plan | November 2007
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Goals and Strategies
This strategic plan contains two goals and five strategies that when implemented will revitalize
the economy with greater diversity, increased number of businesses and jobs, including more
quality jobs, while enhancing the quality of life enjoyed by residents and experienced by visitors.
The plan also embraces Mariposa County values and the sustainability of local assets for future
generations.
Goal #1: Destination Mariposa County — Strengthen the Tourism Industry by
Making Mariposa County a Year-round Destination
Destination Mariposa County Strategies:
♦ 1A: Increase Occupancy in the “Off Season” to Make Tourism a Year-Round Industry in
Mariposa County
♦ 1B: Expand, Link, Network and Communicate the Mariposa County Experience
♦ 1C: Organize to Compete effectively to capture more visitor and resident spending
Goal #2: Diversify Mariposa County’s Economy with Suitable Business Development
Opportunities
Business Development Strategies:
♦ 2A: Diversify to Grow Quality Jobs and Investment
♦ 2B: Organize to Compete more effectively for new business startups and expansions
Team: Key Stakeholders
Implementing the strategies to achieve the goals of this Economic Vitality Strategy will require
the coordinated effort numerous individuals and organizations in both the public and private
sectors. Identified here is an alphabetical list of the key stakeholders that should be interested in
partnering on these strategic actions. The groups listed may not be “top-of-mind” as potential
partners or currently involved in economic development in Mariposa County; the diversity they
contribute, however, will be invaluable to successful community support. This list is not meant
to be not all-inclusive; it is intended as a starting point with additions highly encouraged.
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Audubon Society
Boy and Girl Scouts
Bureau of the Interior, and other Federal or state land managers
Business owners & operators (including Downtown Merchants Association)
California Rangeland Trust
California State Mining & Mineral Museum Association
CalTRANS
Cathey’s Valley Historical Society
Coulterville Community Club
Coulterville Coyote Howl Committee
Mariposa County Economic Vitality Strategy & Implementation Plan | November 2007
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Coulterville Fire Brigade
CSU Fresno faculty and researchers
Customer service education and training providers
Delaware North Corporation
Economic Development Corporation of Mariposa County
Farm/Ranch owners/operators
Gold Chain Lions Club (Don Pedro)
Greeley Hill Community Club
High School Student Groups, such as FFA, 4-H
Job Connection of the Mother Lode
K-12 Administration, Faculty and Students
Land and building owners
Local media and writers
Lodging and accommodations businesses
Mariposa Agri-Nature Trail
Mariposa County Agricultural Commissioner
Mariposa County Arts Council
Mariposa County Board of Supervisors
Mariposa County Chamber of Commerce
Mariposa County Farm Bureau
Mariposa County Planning and Economic Development staff
Mariposa Gem & Mineral Club
Mariposa Museum & History Center
Mariposa Symphony Orchestra
Mariposans for the Environment and Responsible Government
Merchants/retail business owners
Mountain Riders
National Park Service
Nature Conservancy
Northern California History Center
Northern Mariposa County History Center
Northside Community Coalition
Private Foundations (Conservation)
Real Estate Brokers and Agents
Shin Dig Committee (Coulterville)
Sierra Artists
Sierra Club
Sierra Foothill Conservancy
Southern Sierra Miwok Nation
State agencies (CalTRANS)
UC Extension Service/Farm Advisor
UC Merced Faculty and Researchers
Veterans of Foreign Wars
Yosemite Area Regional Transit (YARTS)
Yosemite Historical Club
Yosemite Institute
Yosemite/Mariposa County Tourism Bureau
Yosemite-Mariposa Bed & Breakfast Association
Yosemite-Mariposa Forum
Youth (local internships, job shadowing, work experience, etc.)
Mariposa County Economic Vitality Strategy & Implementation Plan | November 2007
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Context for This Strategy
This strategy is sensitive to Mariposa County values as illuminated through the numerous
interviews, community workshops, and the recently adopted General Plan. This strategy focuses
on the retention and expansion of:
Economic diversity and sustainability;
Responsible stewardship of the natural environment;
Sensitivity for historic and cultural resources;
Independent and pioneering spirit; and
Preservation of Mariposa County’s cherished rural quality of life.
As you review this plan, keep in mind that quality economic growth requires the following
essential elements:
Consensus on direction and desired outcomes;
Political will and leadership; and
Public, private, and non-profit investment (people and resources).
While economic development is a collaborative effort among public/private entities, economic
development projects will be driven by the private sector and community development will be
driven by the public sector.
Threats to quality growth include:
Lack of committed, dedicated leadership.
Lack of a clearly articulated strategy.
Inconsistency and lack of trust.
How to Use This Document
This document is not only a results-driven plan, but also an action guide for implementation. The
following sections of the plan offer specific steps for implementing each strategy.
The initial step for each strategy is to organize key stakeholders and partners into action teams
for executing the steps of the plan. It is of critical importance to engage a diverse group of
community participants. Think beyond the same people who are involved in every effort, invite
new participants from uncommon groups. This approach will energize participants and build
sustainable working teams.
Each strategic action addresses five separate items that encompass:
Strategic Vision ~ what can be realized if the actions are carried out
Mariposa County Economic Vitality Strategy & Implementation Plan | November 2007
Page 11
Goal for the Initiative ~ purpose and aspiration of the work
Action Steps ~ resources and examples are cited where appropriate
Suggested Timelines ~ to provide an idea of anticipated time commitment
Budget Estimate, as applicable and available
Reference materials, such as sample worksheets, templates and supporting information, are
presented in the corresponding appendices.
At the end of the document you will find recommendations for initiating the plan (Getting into
Action) and developing communications for teams and the community at-large.
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Destination Mariposa County Action Plan
Yosemite National Park has enabled Mariposa County, the Home of Yosemite, to benefit from a
vibrant tourism industry—for about half of every year. For the remainder of the year—the socalled “Off Season”—the local tourism industry hosts far fewer visitors, particularly outside of
the Park itself. During this extended period from November through April, occupancy in local
lodging facilities drops dramatically, which adversely affects revenues for other local/visitor
serving businesses, and results in employee layoffs. The County’s budget also suffers from a
profound reduction in Transit Occupancy Tax. The fundamental goal, therefore, is to make
tourism a vibrant year-round industry in Mariposa County.
Fulfilling Goal #1 to Strengthen the Tourism Industry by Making Mariposa County a Year-round
Destination involves three key strategies:
Increase Occupancy in the “Off Season” to Make Tourism a Year-Round Industry in
Mariposa County
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Host Business Conferences and SMERF Events
Expand & Add Conference Facilities
Expand, Link, Network and Communicate the Mariposa County Experience to help
create a year-round destination
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Cultural/Historic/Artistic Venues & Events
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Natural Resources Venues & Events
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Marketing the Experience
Organize to Compete effectively in order to capture more resident and visitor spending
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Authentic, Vibrant Towns
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Natural & Rural Assets
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The Experience Center
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Transportation & Parking
Exceptional Mariposa County Service
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Strategy 1A: Increase Occupancy in the “Off Season” to
Make Tourism a Year-Round Industry in Mariposa County
Tourism is Mariposa County’s dominant industry. During a typical vacation season, which
begins in May and ends in October, the industry thrives with occupancy rates approaching 100
percent during most of this period. Yosemite is such a powerful draw that this pattern has
remained consistent despite some recent and extraordinary disruptions to tourist travel, such as
closing the Park during the shut-down of the Federal Government (1995) and the 100-year flood
(1997), as well as the September 11TH terrorist attack (2001) and the Ferguson Rockslide (2006).
From November through April, however, occupancy rates drop dramatically, creating an “Off
Season” for the County’s #1 industry. Low occupancy rates reduce revenues for local businesses
(both lodging and visitor-serving, directly, and most others, indirectly), County Government (the
Transit Occupancy Tax or “Bed Tax”), and local residents (many of whom become unemployed
or underemployed during this prolonged period).
The lodging industry nationwide experiences an average annual occupancy rate in the mid-60
percentile range. In Mariposa County, average annual occupancy is in the low-50 percentile
range. Merely raising the County’s occupancy to the national average would increase TOT by 2025 percent (taking into account the likelihood for reduced room rates during the winter months).
Revenues to local businesses and residents would increase by a commensurate amount, and
layoffs may no longer be necessary or desirable (given the cost to businesses for Unemployment
Insurance premiums, for example).
Of course, Mariposa County—the Home of Yosemite—may well be able to surpass the national
average for occupancy. An average annual occupancy rate of 75 percent, for example, could
increase TOT by 40-50 percent. Based on an estimated 2007-2008 TOT of $10 million, the
additional $4-5 million would help pay off the County’s current unfunded liabilities (CalPERS
and OPEB), while better enabling County government to satisfy more of the community’s needs.
Significantly, these gains can be achieved—in whole or in part—without a proportionate increase
in the “footprint” of the tourism industry infrastructure. With the right approach, no
development effort at all should be required to raise average occupancy rates to the mid-60
percentile range. Some development may be needed to surpass this national average, but the
enhancements required should be relatively minor in scope compared to the existing facilities.
After all, occupancy rates increase by filling vacant (existing) rooms.
Two actions are outlined below for implementing the strategy to Increase Occupancy in the “Off
Season” to Make Tourism a Year-Round Industry in Mariposa County, including:
Host Business Conferences and SMERF Events
Expand & Add Conference Facilities
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Host Business Conferences and SMERF Events
Vision
Existing lodging facilities will be used to their fullest extent during what has
traditionally been the “Off Season” in Mariposa County’s tourism industry.
Goal
Increase average annual occupancy rates for existing facilities from the
current low-50 percentile range to the nationwide average in the mid-60
percentile range.
Overview
Some 3.5 million people visit Mariposa County every year to experience
Yosemite.
A substantial percentage of these visitors also work in
companies and/or are members of organizations that sponsor their own
conferences and events. All of these people have demonstrated an affinity
for the area, and can become “ambassadors” or advocates within their own
sphere(s) of influence to promote Mariposa County as a venue for a future
conference or event. Some may even have primarily responsibility for
planning such activities as an employee or active volunteer.
Businesses regularly host “off-site” meetings to conduct planning sessions,
provide training, reward exceptional performance, entertain customers and
prospects, and other reasons. Businesses in the San Joaquin Valley, for
example, may wish to hold meetings in Mariposa County for no other reason
than to escape the persistent and depressing Tule fog. And companies as
far away as Silicon Valley may also be willing to travel a bit further than
needed to reach their usual off-site destinations (e.g. Napa Valley and
Monterey), especially for longer and/or more distinctive meetings or events.
SMERF is an acronym for Social, Military, Educational, Religious and
Fraternal organizations, all of which sponsor their own events. According to
the SMERF Meetings Journal: “SMERF events have special needs and
requirements based on attendee demographics and the causes their
organizations represent. These needs are distinct, in many ways, from
those of corporate meeting or national association planners.” These
differences may well make Mariposa County—the Home of Yosemite—even
more attractive to certain organizations in the SMERF market segment.
By hosting these “off-site” gatherings for businesses and organizations,
Mariposa County can shorten and ultimately eliminate the “Off Season.”
Actions
1. Marketing
Outreach
Initial marketing efforts should target the 3.5 million people visiting Mariposa
County every year, who can all be reached cost-effectively with a special
section on the www.homeofyosemite.com Website and a companion rack
card or flier distributed at lodging facilities and visitors centers.
2. Enhance/Upgrade
Existing Facilities
The existing infrastructure throughout Mariposa County is suitable for a
variety of events. Nevertheless, some relatively minor enhancements
and/or upgrades would expand the number and types of opportunities
available. Examples of such changes include:
Mariposa County Economic Vitality Strategy & Implementation Plan | November 2007
Page 15
Host Business Conferences and SMERF Events
•
Simply converting a bedroom (temporarily) to a small conference room
•
Making improvements to Fairgrounds buildings, such as sound panels
and better HVAC
•
Adding HVAC to the amphitheater to make it usable year-round—with or
without the audience
•
Providing an inventory of “outdoor” facilities, including tents, chairs,
tables, portable stages and heaters, sound system, lighting, etc.
3. Create a “Meeting
Planner”
In the absence of dedicated staff resources available to assist prospective
conference and event sponsors, some guidance is needed to help
individuals at these organizations make their own plans. Such a “Meeting
Planner” guide can be as simple as a list of facilities and resources (i.e. the
accommodations and whom to contact at each). The Planner should also
outline the many amenities available, and tout the benefits and advantages
of holding events in Mariposa County.
4. Offer Grants to
Expand “Off
Season” Venues &
Events
Sufficient funding of the Yosemite/Mariposa County Tourism Bureau will
make it possible to offer small grants to other organizations that are
pursuing initiatives to expand “Off Season” venues and events. Rather than
merely “extending a stay for another day” during the Summer months (when
occupancy hovers around 100%), these initiatives will encourage tourist
visitation when occupancy is low.
5. Hire an “Event
Concierge”
“Event Concierge” is a euphemism for a sales representative whose
responsibility would be to sell conference- and event-related services. The
idea is to provide “one-stop-shopping” for everything needed to host a
gathering: rooms, restaurants, entertainment, refreshments, travel, etc.
The Event Concierge would supplement the do-it-yourself Meeting Planner,
potentially allowing for much larger and/or more elaborate events.
Resources
•
Marketing Destinations and Venues for Conferences, Conventions and
Business Events by Tony Rogers
•
Event Marketing: How to Successfully Promote Events, Festivals
Conventions, and Expositions by Leonard H. Hoyle
•
SMERF Meetings Journal (www.sellingcommunications.com)
Timeline
Create the marketing materials and Meeting Planner in FY 2007-2008.
Budget
$15,000 for Marketing Outreach and the Meeting Planner
$40,000/year for an Event Concierge
Mariposa County Economic Vitality Strategy & Implementation Plan | November 2007
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Expand & Add Conference Facilities
Vision
Be able to host larger and/or more sophisticated events by providing firstclass facilities, complete with amenities that do not exist currently in
Mariposa County.
Goal
Expand the type and/or size of events Mariposa County can host by building
community-owned or commercial Conference and Performing Arts facilities.
Overview
Existing facilities are limited in their capacity and capabilities. Such
restrictions make Mariposa County ineligible to compete for certain,
potentially lucrative conferences and events. These same facilities could
also be used for locally-sponsored events, such as concerts (attended by
area residents) and the Storytelling Festival (attended by visitors who fill
local rooms and dine at local restaurants).
Additional conference facilities should be considered throughout the County,
especially along Highway 41 (Fish Camp), Highway 140 (Mariposa and El
Portal), Highway 49 (Coulterville) and in the “Lakes Area” of Lake McClure,
Lake McSwain and Lake Don Pedro, where the Golf Course and Country
Club will make an excellent setting for lodging and meeting facilities.
Actions
1. Feasibility Study
Fund an independent study of the feasibility of constructing such a facility in
the town of Mariposa or elsewhere in Mariposa County. The study should
be fairly comprehensive, including scope and scale, costs and funding
sources (both public and private), the impact on and ability to leverage
existing infrastructure, and any related needs (such as public
transportation).
2. Planning &
Funding
Contingent on the feasibility of a Conference and Performing Arts Facility,
more detailed planning will be required. The plan will need to include, at a
minimum, a basic (and potentially phased) design with a realistic cost
estimate, an assessment of available sites, and identification of likely
funding sources (including commercial developers). The County’s Planning
Department should also become involved at this stage to ensure that the
proposed site and design conform to the General Plan and Zoning
regulations.
Timeline
Conduct the Feasibility Study in 2008, with the ultimate timeline (if feasible)
dependent on the results.
Budget
$30,000 for the Feasibility Study
$30± million for a first-class Conference & Performing Arts facility
Mariposa County Economic Vitality Strategy & Implementation Plan | November 2007
Page 17
Strategy 1B: Expand, Link, Network, Communicate the
Mariposa County Experience
Mariposa County has a diverse offering of experiences available to locals and visitors. However,
these experiences are currently not well linked, networked or communicated to these audiences.
There is a tremendous opportunity to drive business and economic growth to existing Mariposa
County businesses and support new business ventures (increasing business and job diversity) by
effectively linking and packaging these assets.
Assets to be linked, networked, and articulated to locals and visitors
include both those defined by their cultural, historical, or artistic
characteristics and assets that are defined by nature. This strategy calls for
the effective linking, packaging and delivery of all of these assets to create
enough “critical experience mass” to extend the average visitor day into
two to three days worth of experiences. Particular emphasis should be
given to venues and events that satisfy the need to make tourism a yearround industry. Locals also benefit from this strategy through expanded
local venues that add “quality” and “diversity” to Mariposa County living.
Articulating and
selling the
experience
instead of the
place is critically
important to a
compelling
strategy.
This strategy also makes the case for why visitors should want to access Yosemite National Park
through Mariposa County and stay several days over alternative park entry counties in the
region — because the experiences in Mariposa County are the most exciting and memorable of
the region. These venues and events also enrich the lives of local Mariposans. Well coordinated
and marketed packages of activities will leverage the income potential from Yosemite visitors,
extend the "season", diversify attractions, and provide much needed income support for desired
businesses, events and experiences.
The goal is to attract visitors to stay, not just pass through Mariposa County on the way to
Yosemite, and to expose them to “Off Season” venues and events. Expand the Mariposa County
experience has Yosemite clearly as the “entrée”. Work toward branding Mariposa County as THE
place to begin and end the Yosemite experience. Add to this a FULLY developed and articulated
menu of non-Yosemite “side dish” activities (that may actually be the “entrée” for many visitors
and locals). Expand and effectively market “Off Season” activities and venues. Roger Brooks,
President of Destination Development, recommends at least eight hours of visitor activities in
order to lure visitors to stay overnight. Overnight visitors spend three times the money of day
visitors, so packaging experiences and activities is worth the effort.
Three actions are outlined below for implementing the strategy to Expand, Link, Network,
Communicate Strategy for Destination Mariposa County, including:
Cultural/Historic/Artistic Venues & Events
Natural Resource Venues & Events
Marketing the Experience
Mariposa County Economic Vitality Strategy & Implementation Plan | November 2007
Page 18
Cultural/Historic/Ar tistic Venues & Events
Vision
Mariposa County is a destination where networked cultural, historical and
artisan experiences provide opportunity for visitors to enjoy Mariposa County
longer, while supporting locals diverse interests and quality lifestyle.
Goal
Increase awareness of all venues, activities and events in Mariposa County so
that locals and visitors have a bigger menu of attractions, complimentary to
Yosemite National Park, which results in more hotel stays and increased
revenues for local businesses, especially during the “Off Season” and
enriched quality of life for locals.
Actions
1. Inventory
Venues &
Events
Step 1: Research and document every experience related to cultural,
historical, heritage and artisan venues offered in Mariposa County.
Examples:
•
Special Events
© Storytelling Festival and Symphonies
© Town Center Experiences
© Wagon Trains and Civil War Reenactments
© Agri-tourism Weekends
© Art Shows
© Fairs, Parades, Rodeos, Exhibits, etc.
•
On-going Venues
© Cinema
© Farm/Ranch Tours
© Winetasting
© Open Artist Studios
© Museums, Historic Buildings/Districts, Art Galleries, etc.
•
Research Websites for base list of venues (special events, local events i.e.
symphony, cinema, places, facilities).
© Community Websites
© Yosemite Websites
© See Report: “Mariposa County Key Assets” (Appendix Tab 1)
•
Brainstorm with this Team.
© What is missing from the list?
© Be sure to include community facilities, such as local parks and historic
sites, etc.
Step 2: Complete “Mariposa County Experience” form in Appendix (Tab
2) for each experience.
•
Tips: Write the descriptions to differentiate Mariposa County from other
Mariposa County Economic Vitality Strategy & Implementation Plan | November 2007
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Cultural/Historic/Ar tistic Venues & Events
Counties in the Sierras. Why is this museum or historic landmark more
special and worthy of a trip or time to see? Be sure to include little known
facts and “aha’s” which will add to the interest. Remember to describe the
experience not just the place ~ sell the rapids not just the river.
2. Make
Connections
and Linkages
•
Make assignments for who will complete the form for each venue. Engage
youth to be involved and take responsibility for gathering information.
•
Set deadlines – Divide the list of venues and events and set completion
targets (so many per week) so that the task is not overwhelming to the
group or any one person.
Step 1: Calendar all events to see where overlap and connections may
present themselves.
•
Work with Mariposa County Chamber of Commerce and Visitors Center
since they have calendars already in place, until a comprehensive
“Community Calendar” serving both tourists and residents is established.
•
If desired, use the Event Schedule Planner (template) in Appendix (Tab 2)
•
Especially look for opportunities to start new events/venues or move
existing venues to the “Off Season”. Link compatible venues to create a
weekend offering.
•
Compare to Natural Resources Venues & Events calendar for more
connections ~ at this point in the process you may even want to merge the
two working subgroups.
Step 2: Brainstorm how you can link any and all of these venues into
“Off Season” weekend excursions, how they connect for marketing
packages, and seasonality. Keep in mind…
•
If you identify 8 hours of activity, you increase the probability for visitors to
stay overnight. Look for opportunities to coordinate events and especially
to move “blocks of events” to the ”Off Season”.
•
The Four Times Rule: Based on the amount of time it takes to travel to
your community, you need to provide four-times the travel time of activity.
So if it takes one hour to drive to Mariposa County, you need four hours of
activity to attract the visitor.
Step 3: Brainstorm and evaluate anything you would like to add to
enhance the packaging of experiences. For example:
•
Develop a storytelling clinic program where students of all ages come for
several days to a week to learn how to be expert storytellers. For example,
http://www.storyfest.com/school-index.html. Focus the storytelling content
on local lore (Native American history, Gold Rush) that includes site visits
to historic places and monuments, and sites of specific events.
•
Link seasonal offerings, with particular attention to clustering
events/venues in the “Off Season” (e.g. attract conferences of city and
regional planners, and combine with a tour of Mariposa County’s historic
and natural assets and what the county/community is doing to protect them
through public policy and planning). Invite wedding planners in the fall or
Mariposa County Economic Vitality Strategy & Implementation Plan | November 2007
Page 20
Cultural/Historic/Ar tistic Venues & Events
spring to highlight wedding venues with foliage colors and wild flowers.
•
Host a writers’ conference in the winter, with a snowmobile tour to scenic,
historical, or inspirational spots.
•
Conduct guided tours of historic districts in Mariposa, Coulterville and
Hornitos.
Step 4: Create maps noting these experiences and transportation routes.
•
Suggest the following levels (there could be additional maps depending on
the locations of experiences):
© County
© Cathey’s Valley/Hwy 140 to Mariposa area
© Mariposa/Hwy 140 to Yosemite area
© Coulterville/Hwy 132 area
© Lake Don Pedro area
© Fish Camp area
•
3. Update, Update,
Update
Eventually create interactive maps for the Website that allow visitors to
plan trip routes oriented around their particular interests (e.g. birdwatching,
biking, fishing, etc.)
See Action 2 in Marketing the Experience section (below)
To support credibility, current information is critical.
Step 1: Designate a champion (or two) to manage updates to the
calendar.
•
Review calendar at least monthly.
•
If new events are being scheduled, complete Mariposa County Experience
Form and update database.
•
At the conclusion of an event, gather updates for future events so that the
calendars and databases are always up-to-date.
Step 2: Review meetings.
Timeline
Budget
•
Merge Cultural/Historic/Artistic Venues & Events sub team with Natural
Resources Venues & Events sub team into one group (if not already done)
and meet at least every four to six months to review updates, additions.
•
Review new venues, updates, and constantly look for creative connections,
linkages and packaging to create the longer experience and what’s unique.
Actions 1 & 2:
3 months
Action 3:
Ongoing
Most of the work on this strategy involves volunteer and staff time for
gathering and organizing information on Mariposa County Experiences. The
main hard costs will be the design and printing of maps.
Maps = $5,000 - $20,000
Mariposa County Economic Vitality Strategy & Implementation Plan | November 2007
Page 21
Natural Resource Venues & Events
Vision
Mariposa County, including Lake McClure, Lake McSwain, Lake Don Pedro,
the Merced River, Bower Cave and Yosemite National Park, provides some of
the world’s best recreational venues and natural resource features. Envision
truly leveraging these world-class opportunities to attract attention and
investment from visitors while connecting locals to these resources for a
higher quality of life.
Goal
Increase awareness of all the natural resource assets and experiences in
Mariposa County so that visitors have a bigger menu of attractions, beyond
Yosemite National Park, which results in more hotel stays and increased
revenues for local businesses, especially during the “Off Season”, as well as
an enriched quality of life for locals.
Actions
1. Inventory
Venues &
Events
Step 1: Research and document every experience related to the
environment, natural resources and related recreational opportunities in
Mariposa County. Examples:
•
Trails and Nature Walks, including Organized Hikes
•
Horse and Mule Riding
•
Bicycling
•
Flora/Fauna and/or Geology Interpretations/Tours
•
Rock Climbing
•
Snow Skiing (Cross-Country and Downhill)
•
Spelunking (Cave Tours)
•
Water Sports (Boating, Fishing, Kayaking, Houseboating, etc.)
•
Research Websites for base list of experiences (hiking trails, boating
venues, special events related to outdoor activities and the environment).
© Community Websites
© Yosemite Websites
© See Report: “Mariposa County Key Assets” (Tab 1)
•
Brainstorm with the Team.
© What is missing from the list?
© Take into consideration all of the experiences associated with Mariposa
County’s natural resources and the audiences attracted to these
experiences. For instance, those seeking rock-climbing adventures on
El Capitan seek a different experience than boaters at Lake McClure.
You have the opportunity to appeal to diverse audiences.
© Be sure to include the names, locations, etc., of Mariposa County
businesses that rent bikes, skis, and other recreational equipment and
accessories (cameras, gloves, sunglasses, etc.), tour and excursion
Mariposa County Economic Vitality Strategy & Implementation Plan | November 2007
Page 22
Natural Resource Venues & Events
companies, and where to buy supplies for a picnic lunch, power bars,
water and other items.
Step 2: Complete “Mariposa County Experience” form in Appendix (Tab
2) for each experience.
•
Tips: Write the descriptions to differentiate Mariposa County from other
Counties in the Sierras.
© Why is the trail, river or lake more special and worthy of a trip or time to
see? Be sure to include little known facts and “aha’s” which will add to
the interest. Remember to describe the experience not just the place ~
sell the rapids not just the river.
© Is there a special time of year to visit? I.e. Horse Tail Falls sometimes
appear red during the time of year when the sunlight hits the fall from a
certain direction ~ specify the time of year, month, etc. What are the
months when Hite Cove is in full bloom?
2. Make
Connections
and Linkages
•
Make assignments for who will complete the form for each venue. Engage
youth to be involved and take on responsibility for gathering information.
•
Set deadlines – Divide the list of venues and set completion targets (so
many per week) so that the task is not overwhelming to the group or any
one person.
Step 1: Calendar all events to see where overlap and connections may
present themselves.
•
The Yosemite/Mariposa County Tourism Bureau, with assistance from the
Mariposa County Chamber of Commerce and Visitors Center (since they
have calendars already in place), will coordinate the effort to provide a
comprehensive “Community Calendar” serving both tourists and residents..
•
If desired, use the Event Schedule Planner (template) in Appendix (Tab 2).
•
Especially look for opportunities to start new events/venues or move
existing venues to the “Off Season”. Link compatible venues to create a
weekend offering.
•
Compare to Cultural/Historic/Artistic Venues & Events calendar for more
connections ~ at this point in the process you may even want to merge the
two working groups.
Step 2: Brainstorm how you can link any and all of these venues into
weekend excursions or how they connect for marketing packages. Keep
in mind…
•
If you identify 8 hours of activity, you increase the probability for visitors to
stay overnight.
•
The Four Times Rule: Based on the amount of time it takes to travel to
your community, you need to provide four-times the travel time of activity.
So if it takes one hour to drive to Mariposa County, you need four hours of
activity to attract the visitor.
Mariposa County Economic Vitality Strategy & Implementation Plan | November 2007
Page 23
Natural Resource Venues & Events
Step 3: Brainstorm and evaluate anything you would like to add to
enhance the packaging of experiences. For example:
•
House boat packages or tours
•
House boat and golf packages with transportation to Coulterville for
spouse.
•
Link seasonal offering, with particular attention to clustering events/venues
in the “Off Season” (i.e. Guide tours to special sites with nature
photographers in the Fall or Winter with B&B package)
•
Research fall, winter, spring venues of neighboring communities/counties
and collaborate to expand offerings and create critical mass of
events/venues to the region.
Step 4: Secure support in terms of policy, regulations and services from
the county government. Past impediments that have prevented investors
and developers from creating new businesses should be eliminated, and
welcomed developments should be actively encouraged.
Step 5: Create maps noting these experiences and transportation routes.
•
Suggest the following levels, (there could be additional maps depending on
the locations of experiences):
© County
© Cathey’s Valley/Hwy 140 to Mariposa area
© Mariposa/Hwy 140 to Yosemite area
© Coulterville/Hwy 132 area
© Lake Don Pedro area
© Fish Camp area
•
3. Update, Update,
Update
Eventually create interactive maps for Website that allow visitors to plan
trip routes oriented around their particular interests (e.g. birdwatching,
biking, fishing, etc.
See Action 2 in Marketing the Experience section.
To support credibility, current information is critical.
Step 1: Designate a champion (or two) to manage updates to the
calendar. Review at least monthly.
•
If new events are being scheduled, complete Mariposa County Experience
Form and update database.
•
At the conclusion of any event, gather updates for future events so that the
calendars and databases are always presenting opportunities (and not old
material)
Step 2: Review meetings.
•
Merge Natural Resources Venues & Events subcommittee with
Cultural/Historic/Artistic Venues & Events subcommittee into one group (if
not already done) and meet at least every four to six months to review
Mariposa County Economic Vitality Strategy & Implementation Plan | November 2007
Page 24
Natural Resource Venues & Events
updates, additions.
•
Timeline
Budget
Review new venues, updates, and constantly look for creative connections,
linkages and packaging to create the longer experience and what’s unique.
Actions 1 & 2:
3 months
Action 3:
Ongoing
Most of the work on this strategy involves volunteer and staff time for
gathering and organizing information on Mariposa County Experiences. The
main hard costs will be the design of maps.
Maps = $5,000 – $20,000
Mariposa County Economic Vitality Strategy & Implementation Plan | November 2007
Page 25
Marketing the Experience
Note
The Yosemite/Mariposa County Tourism Bureau was forming while work on
this strategy was occurring, and the Tourism Bureau created a more
comprehensive Marketing Plan. The desired action at this point, therefore,
may be to incorporate useful suggestions in this section into the Tourism
Bureau’s Marketing Plan.
Vision
Mariposa County is known as THE place to begin and end a trip to Yosemite.
There is also an increased awareness and use of other year-round unique and
diverse quality experiences in Mariposa County by locals and visitors.
Goal
Create and implement a marketing program with consistent messaging that
effectively promotes all of Mariposa County’s experiences.
Actions
1. Develop and
Agree on One
Consistent
Brand for
Mariposa
County
Mariposa County needs a consistent brand for the EXPERIENCE that all
communities, businesses and organizations can leverage for maximum
impact.
Step 1: Develop a list of target audiences focused on each market
segment’s relative ability to optimize revenue for Mariposa businesses.
•
Be specific – demographics, interests, geographic locations
© What are the characteristics of this audience? How do they spend their
time? How do they spend their money and how much of it do they
spend per trip?
© What are their gender, ethnicity and income level?
© How have they been educated?
© What are the language considerations?
•
Identify important issues, wants and needs for each target audience
© Determine how and why visitors who do come to Mariposa make their
decision based on the resources and criteria they use.
© Better understand why people now seem less inclined to visit National
Parks, in general, and Yosemite, in particular.
© What or who are they influenced by?
© What makes new information credible for them?
© What or who could motivate change or action?
© What infrastructure issues (e.g. lack of suitable roads or lack of
broadband Internet access ) are impacting their trip or relocation
decisions?
Step 2: Develop key messages for Mariposa County’s experiences.
•
Based on the needs and wants of the target audiences, brainstorm
matching ideas for key messages that represents the strengths of
Mariposa County. Consider inviting community leaders and business
Mariposa County Economic Vitality Strategy & Implementation Plan | November 2007
Page 26
Marketing the Experience
owners to help with this process.
© What are the main things you want people to know, to think, to consider
about Mariposa County?
© Key messages should:
− Connect Mariposa County’s assets to target audiences in a
meaningful way;
− Present a positive and unique image;
− Be provable;
− Easily understood; and be
− Consistently communicated.
•
Determine only 3 to 4 key messages. Too many will create a loss of
identity.
Step 3: Proof points.
•
Since key messages must be provable, develop a list of proof points for
each key message. Proof points are specific supporting information and
facts that illustrates your key messages. For example,
© Key message: Mariposa County is THE place to begin and end the
Yosemite experience and a spectacular place to live year-round.
© Proof points:
− Experience Center (Visitor Center for now) connects you to
complimentary experiences for a lifetime of memories.
− Everything you need to prepare for visit to Yosemite – groceries,
equipment, and tips for best places to visit, guides, and
transportation.
− Resources to learn and experience the history of the region, how
Yosemite was discovered, the Gold Rush, Native American
presence and lore.
− Ample quality lodging and packaged tours for your convenience
− Open space to experience nature’s beauty and mystique at specific
sites throughout the county, including Yosemite.
− A unique enjoyment all age groups experience when visiting
Mariposa County’s natural beauty and eco-friendly communities
where the increasingly popular aspects of ecological sustainability
and minimal environment impacts are historically an integral part of
the our cherished rural quality of life.
© Remember to sell the experience not the place, i.e. sell the rapids not
just the river. Provide unique details about the place, history, etc. but
put emphasis on creating an experience in the mind of the prospective
visitor or participant that supports your brand promise.
© See Mariposa Key Asset Report for proof point ideas (Tab 1)
Mariposa County Economic Vitality Strategy & Implementation Plan | November 2007
Page 27
Marketing the Experience
Step 4: Roll-up into brand icon/logo.
•
Hire design firm or secure in-kind professional services
•
Present key messages and corresponding proof points
•
Designs – agree on one simple brand image that will summarize the
essence of the key messages. Keep it simple. Don’t try to show everything
in the brand image.
•
Develop specific style guide for colors, fonts and approved uses of logo
Step 5: Communicate the brand and get local buy-in.
•
Present brand and corresponding key messages at Chamber of
Commerce, local service clubs, etc. meetings.
•
Encourage all businesses and organizations in the county to utilize this
brand consistently:
© In marketing materials
© With everyday communications — using elevator pitch based on key
messages
− Usually 25 words or less that is possible to deliver in 30 seconds, or
the time it takes someone to ride in an elevator
− Highlight all key messages
− Make intriguing for person to ask questions
− Every person will have a slightly different style in delivering the
elevator pitch but the content should be consistently based on the
key messages
− Have fun with it
Resource Websites and Example Programs
•
Article, “Why Branding your Community is so Important”:
http://Web.mac.com/rbrooks007/iWeb/Site/WhyBranding.html
•
Brand Oregon: http://www.oregon.gov/BRANDOREGON/
© Pay particular attention to the brand manifesto, brand plan and style
guide.
2. Promote and
Connect
Experiences on
Community
Websites
•
Kansas City’s Think KC: http://www.thinkonekc.com/index.htm
•
Moses Lake, WA Case History for Branding Program:
http://Web.mac.com/rbrooks007/iWeb/Site/MosesLake.html
The objective of this action is to take all of the information researched in the
tasks for Cultural/Historic/Artistic Venues & Events, and Natural Resource
Venus & Events and communicate it in a clear and connected way to locals
and prospective visitors.
Step 1: Enhance www.homeofyosemite.com Website to be the complete
portal to all experiences.
•
List experiences by category as well as in packages
•
Keep calendar updated
Mariposa County Economic Vitality Strategy & Implementation Plan | November 2007
Page 28
Marketing the Experience
•
Online ticket sales and reservations on this Website or via links to partner
websites
•
Online lodging reservations via links to partner websites
•
Highlight upcoming events (by month). Immediately remove past events
from high profile promotion on the Website and update information for next
year, etc.
•
Utilize a content-management Website database for the experiences that
is linked or part of content management tool for this Website. The calendar
on this Website may already operate in this way. It is recommended to
enhance the calendar into a relational database so that if someone is
looking for similar activities all related experiences would appear on the
calendar and Website.
•
Optimize the appeal and navigation of the Website for international visitors
by enhanced use of visual cues, multimedia and additional language
options for the Website (e.g. Spanish, Japanese, Chinese, etc. )
Step 2: Create partners section of Website.
•
Show:
© How to get involved or volunteer for event, activity
© How to add an experience to the Website. Someone at the Mariposa
County Chamber of Commerce and Visitors Center will monitor and
manage the additions
© How to set up reciprocal links to/from this Website
•
All partners should be linked to this Website and have links from this
Website to their Website to specific pages related to the experience for
which they are responsible. This step is not to establish a “links” page or
Web page for “Community Groups”. Instead the links to other community
websites are:
© Organic to the site – throughout and embedded
© Relevant to specific events, venues
© Must provide additional, valuable information. If the linked page just
shows the same information, don’t do it.
Step 3: Optimize search engines to grab attention for these experiences.
•
Search engines gobble up frequent updates and stay away from less
active sites. Maintain frequent updates.
•
See Appendix in Tab 2 for recommendations to enhance Search Engine
Optimization (SEO) on your websites.
Step 4: Updates − To support credibility, current information is critical.
•
Designate a champion (or two) to manage updates to the Mariposa County
Chamber of Commerce and Visitors Center. Review at least monthly.
© If new events are being scheduled, complete Mariposa County
Experience Form and update database.
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Marketing the Experience
© At the conclusion of any event, gather updates for future events so that
the calendars and databases are always presenting opportunities (and
not old material)
•
Review new venues, updates, and constantly look for creative connections,
linkages and packaging to create the longer experience and what’s unique.
Resources:
•
3. Develop
Promotional
Calendar of
Experiences
Website Examples – screen shots of good Website (see Appendix Tab 2).
In addition to the calendar on the Website, bring the events to the forefront of
visitors’ minds.
Step 1: Develop a one-page calendar of events.
•
Proposed content and design approach:
© Front page: Current month of activities, including ongoing venues and
activities. Be sure to provide:
− Brief description
− Phone number (if applicable) for more information or reservations
− Directions
− Cost, if any
© Back page: major events of the year ~ i.e. “When you plan your next trip
to Mariposa County, be sure to experience…”
Step 2: Distribute at check-in for hotel visitors, at local businesses,
Mariposa County Experience Center (currently the Visitor Center), etc.
4. Destination
Mariposa
County enewsletter
•
Ask hotel management to brief staff monthly about events so they are
knowledgeable and actively promoting.
•
Option: Also provide to residents via insert in local paper or utility bill.
In addition to welcoming visitors with the Calendar of Experiences, raise
awareness of current and upcoming experiences in the minds of past and
prospective visitors through an electronic newsletter. (“E” news could refer
to “Experience” news)
Step 1: Procure and install electronic messaging software.
•
Research and evaluate software tools for ease of use and competitive
pricing
© Constant Contact: http://search.constantcontact.com/index.jsp
© Rainmaker Online-Email Marketing by Alpine Internet Solutions:
http://www.alpineinternet.com/software/products/email_marketing/
© Benchmark Email: http://www.benchmarkemail.com/
© Vertical Response: http://www.verticalresponse.com/
© Campaigner: http://www.campaigner.com/
© Emma: http://www.myemma.com/
Mariposa County Economic Vitality Strategy & Implementation Plan | November 2007
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Marketing the Experience
© Jango Mail: http://www.jangomail.com/?s=g&w=emailnewsletter
© iMakeNews: http://www.imninc.com/
Step 2: Establish opt-in/out procedures.
•
Sign-up on community websites
•
Sign-up at Mariposa County Experience Center
•
Be sure that opt-out link is available at bottom of each electronic message
Step 3: Determine schedule and frequency.
•
Recommend year-round communication, in order to promote activities
during off-and shoulder-seasons
•
Recommend quarterly distribution
Step 4: Develop content.
•
Highlight current and upcoming “experiences”
•
Reinforce key messages (remember every communication is an extension
of the Destination Mariposa County Brand.)
•
Tease reader with information that will entice them to link to Website for
more detail
•
Keep short and simple
•
See tips in Appendix (Tab 2)
•
Involve volunteers and students in writing
Step 5: Send and Track Responses.
•
5. Leverage Media
to Tell Mariposa
County Stories
Measure “click throughs” over time – Are they increasing? What are most
compelling topics on newsletter? What gets the most attention?
Published articles carry a lot of impact because they tell the story of your area.
Most often, your target audiences will be more receptive to reading about your
community when it is written by a third-party. Published articles also referred
to as “earned media”, can enhance your efforts to deliver your key messages
to target audiences. It takes a prepared community to shape your own
messages instead of letting the media position you.
Step 1: Target Media List.
•
Gather media list from all organizations, including Yosemite National Park
•
Consider also pitching to non-traditional venues, such as the Discover
Channel, Food Network, The History Channel and the Travel Channel to
feature historical sites and event anniversaries, natural resource assets,
local agricultural products, festivals, specialty stores. For example:
© Food Network Program: $40 a day
© Travel Channel: Made in America
© These unique avenues enable businesses and tourism marketing to say
“as seen on the ______ Channel”
Mariposa County Economic Vitality Strategy & Implementation Plan | November 2007
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Marketing the Experience
•
TV and Radio Stations (Outside of our County)
•
Merge all media contacts into one list and maintain in database so
everyone has access to more extensive database and ability to maintain in
one place instead of multiple lists. Suggest maintaining at
Yosemite/Mariposa County Tourism Bureau or Mariposa County Chamber
of Commerce.
Step 2: Create Press Kit (electronic preferred, make section on
www.homeofyosemite.com Website).
•
Brand materials
•
Calendar of events
•
Article archives
•
Frequently Asked Questions
•
Photo library
•
Media Contact
Step 3: Write Effective News Releases.
•
Develop news-worthy content, which is:
© Timely
© Relevant to national news – consider what stories you have that could
dove-tail into national news topics
© Unique
•
Tell stories that illustrate experiences in support of key messages
•
See tips for ‘Writing and distributing news releases” in Appendix (Tab 2)
Step 4: Be prepared for interviews.
6. Develop and
Implement a
Consistent
Advertising
Campaign
•
Identify articulate and willing spokespersons
•
Reinforce key messages in answers
•
See tips for Media Interviews in Appendix (Tab 2)
Since it takes 17 to 18 impressions (how many times a target audience sees
an advertisement) to get recognition, it is advised to invest priority time into
leveraging the media (Action 5). One advertisement here and there will not
yield enough impact to translate into a measurable return on investment. If
advertising is considered a priority to the team, $300,000 at a minimum should
be budgeted for an effective advertising campaign.
Step 1: Identify target publications.
•
What is the readership?
•
Are the readers aligned to the target audiences detailed in Action 1 for
brand development? Consider audience-specific channels:
© RV owners magazine
© Sunset Magazine (all editions)
Mariposa County Economic Vitality Strategy & Implementation Plan | November 2007
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Marketing the Experience
© Airline magazines
© Bon Appétit/food magazines
© Wine magazines
© Fine Living
© Hiking, mountaineering magazines
© Boating, fishing, water craft magazines
•
Consider non-traditional channels, such as National Public Radio
•
Prioritize publications to cover priority targets
Step 2: Develop advertisements that consistently support brand and key
messages.
•
Since you will likely not be able to afford the frequency of advertisement of
mass marketers, such as PepsiCo and Coca Cola, it is extremely important
to develop advertisements that are memorable and have staying power.
The Book of Oregon is an excellent example:
http://www.traveloregon.com/Book-Of-Oregon.aspx. In fact, the
advertisements were so popular that the Smithsonian Magazine offered
free space to Brand Oregon for subsequent publications.
•
Focus on one key message with relevant proof points to illustrate and
highlight your message instead of trying to be everything to everyone.
Perhaps an example “package” of what you can do in a weekend, i.e.
“What to do in 3 days in Mariposa County…”
•
If any businesses place advertisements, ask them to include Mariposa
County brand image.
Step 3: Develop advertisement schedule.
•
List publications by months for advertisement run
Step 4: Submit advertisements prior to publication deadlines.
Step 5: Measure results.
7. Build and
Maintain a Kiosk
with a Wi-Fi
HotSpot in Each
Community
•
Set up unique toll-free number to only use on advertisement and track
number of calls
•
Have local retail and accommodations businesses ask customers what
brought them to town/how they heard of Mariposa County — report to
Yosemite/Mariposa County Tourism Bureau
•
Track Website activity when advertisements are in current issues to
identify if Website traffic increases
Kiosks are typically a small structure that stays open 365 days out of the year,
marketing 24 hours a day, seven days a week. They can promote events and
attractions — Mariposa County Experiences.
Step 1: Identify location - ideally have one in each community.
•
Should be easily accessible from highway — be sure to check California
Mariposa County Economic Vitality Strategy & Implementation Plan | November 2007
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Marketing the Experience
Department of Transportation guidelines
•
Outside Mariposa County Experience Center (since the center won’t likely
be open 24/7)
•
Add more around the county
•
Popular locations are:
© Proximate to public restrooms
© Near gateways and entrances to communities
© In shopping districts, such as historic downtown centers
© Near major attractions — which are excellent locations to cross-
promote and connect visitors to more attractions and venues
•
As you identify locations, you may want to prioritize and add one per year.
Step 2: Develop content.
•
“You are here” and “you can get there from here” shown on map
•
Things to Do in Mariposa County; How to Experience Mariposa County.
Consider the kiosks as more than a source of information but a marketing
tool to get visitors to stay longer in the community.
•
Annual calendar of events
•
Pictures always enhance content
•
Leverage design graphics from advertising campaign for continuity (See
Action 6 above)
•
Stock flyers with monthly calendar of events (See Action 3)
Step 3: Build kiosk.
•
Does not need to be huge
•
Should be able to withstand all weather conditions
•
Fit the character of the town – recommend that they coordinate with
signage theme (See “Destination Mariposa County, Organize to Compete”
section)
Step 4: Maintain.
Timeline
•
Keep kiosk in tip top shape since it reflects the community’s image
•
Update content with current events; take down information on events that
have already occurred. Could be an excellent student project for
developing leadership and responsibility.
Action 1:
Action 2:
Action 3:
Action 4:
Action 5:
Action 6:
Action 7:
3–4 months
3–6 months and ongoing
1–2 months and ongoing
1–2 months and ongoing
1–2 months and ongoing
2–3 months development and ongoing advertisement placements
based on budget
3–6 months and ongoing maintenance
Mariposa County Economic Vitality Strategy & Implementation Plan | November 2007
Page 34
Marketing the Experience
Budget
Brand (logo and design guidelines) = $2,500 – 4,500
Website upgrade for relational calendar = $3,000 – 6,500
Website upgrade for interactive map and activities = $6,000 -$10,000
Calendar of events flyer = $2,500 – 10,000
E-newsletter = $0 – 5,000
Advertisement design (3 concepts) = $1,500 – 2,000
Advertisement placement = $300,000 – 1,000,000
Kiosks = $1,000 – 3,000
Ag product labels = $1,000 – 5,000
Mariposa County Economic Vitality Strategy & Implementation Plan | November 2007
Page 35
Strategy 1C: Destination Mariposa County, Organize to
Compete
To achieve Destination Mariposa success, local infrastructure must be built and maintained to
support the strategies and preserve Mariposa County’s assets. Organizing to compete entails an
understanding and appreciation of the assets that drive Mariposa County’s economy and make it
a wonderful place to live and visit. It is these assets that will be expanded, linked, networked and
communicated to enhance local and visitor experiences and economic vitality. Assets like, small
vibrant downtowns, open spaces and oak woodlands that provide a livelihood for some, and an
expansive visual experience for all.
Destination Mariposa County refers to the county as a destination for both locals and visitors.
The actions identified in this section speak to how the community can get organized around these
assets to better serve locals and to more successfully compete for visitor expenditures throughout
the year.
Five actions are outlined below for implementing the strategy to Organize to Compete Strategy
for Destination Mariposa County, including:
Authentic, Vibrant Towns
Natural & Rural Assets
The Experience Center
Transportation & Parking Solutions
Exceptional Mariposa County Service
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Authentic, Vibrant Towns
Vision
The towns in Mariposa County are economically vibrant, historic, cultural places
that attract and support both locals and visitors.
Goal
Enhance Mariposa County’s authentic Gold Rush towns through preservation,
restoration, and expansion of historic and cultural assets while at the same time
creating a more robust economic base.
Overview
Success hinges on historic town centers with clearly defined design guidelines,
effective signage, "walk-ability", and higher-density, mixed-uses that appeal (in
terms of goods and services) to locals and visitors. Higher density downtowns
provide diversified and affordable housing opportunities and a built-in consumer
base for local businesses.
This strategy goes right to the core of Mariposa County's heritage. During the
Gold Rush period, historic urban centers like Mariposa, Hornitos and Coulterville
were very dense, highly-populated communities with a mix of commercial,
residential and industrial uses all in central core, surrounded by farms and large
acreage ranch land.
Actions
1. Preserve &
Enhance
Historic/
Cultural
Buildings,
Monuments,
Sites
Mariposa, through its Town Planning Area Specific Plan has architectural theme
and development guidelines for the designated Historic District. The other towns
in the County do not have designated districts or guidelines. Such guidelines
serve to protect and enhance unique buildings, monuments and sites. It is these
vary assets that locals and visitors strongly identify with as a reason they chose
to visit, live or invest in the community.
Step 1: Inventory all historic buildings, monuments and sites.
•
Document historic assets (recommend using an electronic database):
© Location
© Historic use
© Approximate year built
© Existing use
© Construction materials
© Condition
© Current owner(s)
•
For Mariposa, which has a recorded inventory of 57 buildings and sites in the
TPA, this inventory should be reviewed and updated.
Step 2: Update TPAs and County Zoning Ordinance to support the
preservation and enhancement of the County’s historic buildings,
monuments and sites.
•
Form a subgroup from members of the following Teams to work with the
county and its consultants as they update the TPA’s and the Zoning
Ordinance.
© Diversify to Grow Quality Jobs and Investment Team
© Business Development Opportunities, Organize to Compete Team
Mariposa County Economic Vitality Strategy & Implementation Plan | November 2007
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Authentic, Vibrant Towns
These Teams are responsible for identifying business targets and for
more clearly defining what policies and practices need to be in place to
ensure that Mariposa County achieves and maintains a competitive
business environment.
•
Town Planning Area Specific Plans need to be updated. The Mariposa TPA
was adopted in 1992 (15 years ago) and the Coulterville Plan in 1980 (27
years ago). With the recent adoption of the General Plan and imminent
updating of the County’s Zoning Ordinance, Mariposa County towns have the
opportunity to put in place the policies and codes that will support the
protection, enhancement and expansion of these assets. Particularly
important will be the discussion/decision-making around the types of
businesses (permitted and conditional) allowed in the historic district that will
either contribute to or detract from the historic feel and experience. Other key
issues involve parking, signage, pedestrian access, and building density,
design and materials.
•
Consider designating “historic districts” in Coulterville and Hornitos.
•
Ensure that the Planning Department becomes and remains adequately
staffed to make these and other improvements possible. Staff shortages
have created a chronic roadblock, and will continue to serve as an
impediment to progress until remedied.
Step 3: Research state certification options as a means to preserve
historic buildings and qualify for funding programs.
•
In some cases it may be advantageous to pursue state certification for
specific buildings in order to be eligible for grants. Balance these grant
opportunities with feedback from owners and developers on any limitations of
rehabilitation or use that may be required with certification.
Step 4: Visit and explore other communities that have preserved and
utilized their historic assets to stimulate economic development.
•
At this time it is unknown when the County will initiate the update of the
Zoning Ordinance and TPA’s. In the interim, the Team should, in preparation
for the updates, actively research, discuss, and document other communities
that have successfully restored and revitalized their historic downtown areas
(what tools are used, who is involved, how regulatory documents support,
etc.), such as:
© Murphy’s, CA: http://www.visitmurphys.com/
© Jerome, AZ: http://www.azjerome.com/
© Moab, UT: http://www.utah.com/moab/
•
Meet with leadership groups, businesses, and planning officials – explore
what worked, what they would have done differently after learning the hard
way, i.e...
© What planning and zoning controls are in place? Do these documents
support mixed-used (commercial/residential, R&D, office, etc.) and higher
density development?
Mariposa County Economic Vitality Strategy & Implementation Plan | November 2007
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Authentic, Vibrant Towns
© How were design standards developed?
© How were land use issues handled?
© Who was involved and who took the lead? What key partners were
essential to have at the table?
© How were parking, circulation, pedestrian access, etc., considered and
incorporated into the historic district?
•
Use this research to inform updates of Mariposa County’s historic districts,
TPAs and Zoning Ordinance.
Step 5: Share historic, sites, buildings, monuments inventory with Expand,
Link, Network, Communicate Mariposa County Experience Team for
marketing purposes, including:
•
Develop self-guided walking tour(s) of these historic assets.
•
Tour information should also be added to appropriate websites
(www.homeofyosemite.com) under, “Things to do” and “Tours.”
Resource Websites:
2. Provide
Adequate,
Affordable
Housing
•
Sierra Nevada Conservancy: http://www.sierranevada.ca.gov/
•
Sierra Business Council’s Publication: Building Vibrant Sierra Communities,
A Commercial and Mixed Use Handbook:
http://www.sbcouncil.org/wiki/Publications
•
National Trust Main Street Center: http://www.mainstreet.org/
•
California Main Street Program:
http://ohp.parks.ca.gov/default.asp?page_id=23484
•
California Office of Historic Preservation: http://ohp.parks.ca.gov/
•
California Preservation Foundation: http://www.californiapreservation.org/
•
Advisory Council for Historic Preservation – funding assistance:
http://www.achp.gov/funding.html
Implementation of a number of the suggestions contained in this plan will require
the full consideration of the Housing Element of the Mariposa County General
Plan. The lodging industry, based in part of entry-level personnel, will require
low cost housing for the employees and their families if Mariposa County can
build a consistent and stable base. If Mariposa County is successful in
extending the visitor season, employees will tend to be employed longer and will
require a variety of job activities, which will provide year around incomes. This
will insure, at least for a large part of the employee force, both a career track to
allow growth in personal income, and establish a quality, stable group that will
be reflected in the quality of service to our visitors. The El Portal, Midpines and
Mariposa area will be mostly impacted. In addition, transportation designed to
meet the needs of the industry will need to be improved to service a high
percentage of those living outside Yosemite National Park. Co-operation with
the various elements of the industry will have to assist in making this successful
by flexible scheduling of various employee units.
Mariposa County Economic Vitality Strategy & Implementation Plan | November 2007
Page 39
Authentic, Vibrant Towns
For employees of light industry and commuters to the San Joaquin Valley, the
Mariposa County General Plan provides adequate opportunity for individual
home development, however it may require further development of projects
within the residential zones.
The effort to diversify the local economy (covered in the Business Development
section) will also require housing for new artists, technology workers and owners
of local/visitor serving businesses.
Timeline
Action 1: Initial research 3-6 months.
Action 2: On-going
Budget
Mainly staff and volunteer time. Materials for signage estimated at $10,000 –
20,000, unless materials are donated.
Mariposa County Economic Vitality Strategy & Implementation Plan | November 2007
Page 40
Natural & Rural Assets
Vision
Mariposa County is identified by its open space and rural lifestyle rooted in
agriculture, ranching, and unique natural resources.
Goal
Preserve and enhance the natural and rural assets in Mariposa County.
Overview
Outside of the more populated centers of Mariposa, Coulterville/Greeley Hill,
etc., the county offers sweeping vistas, magnificent waterfalls, oak
woodlands, scenic rivers, lakes and reservoirs, and large acreage ranches,
vineyards, and farms.
The ranching industry in particular has influenced the look and feel of the
county’s rural areas. Despite a strong heritage in the West for farming and
ranching, family ranches and farms are becoming rare in California.
Struggles with financial stability and estate planning, combined with
opportunities from eager developers, can contribute to the demise of this
industry. Mariposa County values farming and ranching as key assets to
open space and the foothill lifestyle. New approaches that add-value to
farming and ranching will help secure the economic viability of this industry.
Actions
1. Agri-Tourism,
Ranching and
Farming
Conservation
Techniques to preserve and enhance the economic vitality of ranching and
farming operations are presented below:
•
Agri-Tourism: Not all ranches/farms will be suitable for diversified
uses/guest activities but for those that are, and are interested in pursuing
or expanding this type of activity, the county should have clearly
articulated policies and procedures in the Zoning Ordinance to support
these types of uses (especially which are permitted and which are
conditional based on the intensity and duration of the use, such as: fly
fishing, hiking, mountain biking, photography clinics,
environmental/education clinics on the study of rangeland habitats, bird
observation, natural horsemanship, cattle clinics, cooking classes, farm
chores, etc.).3 Guest uses could range from:
© Single day or weekend special tours and events (no special
permanent fixtures to accommodate guests) such as agri-tourism
events, farm tours, etc.
© Year-round venue with permanent fixtures (cabins, barns, etc.)
specifically designed to accommodate guests
•
3
Conservation Easements: A conservation easement (or conservation
restriction) is a legal agreement between a landowner and a land trust or
government agency that permanently limits uses of the land in order to
protect its conservation values. It allows for the continued ownership and
use of the land and to sell it or pass it on to heirs. When land is
encumbered as a conservation easement or land trust, some of the
Restrictions on the number of rooms for “rent” in a B&B need to be reviewed.
Mariposa County Economic Vitality Strategy & Implementation Plan | November 2007
Page 41
Natural & Rural Assets
rights associated with the land are given up. For example, the landowner
may give up the right to build additional structures, while retaining the
right to grow crops, or cattle.
•
Open Space Zoning: For those areas that are particularly important for
their conservation value (i.e. view sheds, habitat, etc.) and due to
location and other factors are very vulnerable to development, the county
should consider Open Space Zoning. In order to avoid disturbing the
equity held by existing landowners, open space zoning allows the same
overall amount of development that is already permitted. The key
difference is that this technique requires new construction to be located
on only a portion -- typically half -- of the parcel. The remaining open
space is permanently protected under a conservation easement cosigned by a local conservation commission or land trust, and recorded in
the registry of deeds.
Step 1: Inventory existing farm/ranch agri-tourism facilities and
venues. Meet with existing and potential farm/ranch owners/operators to
discuss their experiences, opportunities and constraints to grow this
industry.
Step 2: Research other areas that have an active/viable guest
ranch/farm program and areas that are successfully using regulatory
tools like Open Space Zoning and Conservation Easements.
Step 3: Review existing Mariposa County regulations (General Plan and
Zoning Ordinance) to identify changes needed to support these activities.
Work as a Team with the County to integrate regulatory support for these
uses in the updated Zoning Ordinance.
Resource Websites:
•
UC Davis, Small Farms Center, California Agri-Tourism Database:
http://www.calagtour.org/
•
California Rangeland Trust Joins With Others To Protect Largest Ranch
In Sierra Valley: http://www.lta.org/publicpolicy/ca_trust_story.htm
•
Planners Web: http://www.plannersweb.com/articles/are015.html
•
Center for Rural Massachusetts: http://www.umass.edu/ruralmass/
•
Focus Ranch, Slater, CO: http://www.focusranch.com/workshops.html,
•
Mary Jane’s Farm, Moscow, ID: www.maryjanesfarm.org/bb
•
Weatherbury Farm, Avella, PA: www.weatherburyfarm.com
•
Philo Apple Farm, Philo, CA: www.philoapplefarm.com
•
The Home Ranch, Clark, CO: http://local.homeranch.com/?p=144
•
River Ridge Ranch, a Recreation and Education Guest Ranch:
http://www.river-ridge.net/horse-riding.html
•
Great Valley Center: http://www.greatvalley.org/
Mariposa County Economic Vitality Strategy & Implementation Plan | November 2007
Page 42
Natural & Rural Assets
2. Create a Food and
Product Labeling
Program to Extend
the Mariposa
County Brand and
Experience
Step 1: Investigate successful food branding programs to model a
program in Mariposa County or leverage on other California
opportunities.
Examples:
•
Oregon Bounty Campaign and Oregon Seafood Campaign:
http://www.oregon.gov/BRANDOREGON/
•
CA Grown Program: http://www.californiagrown.org/
•
Real California Cheese: http://www.realcaliforniacheese.com/
•
Wild Alaskan Salmon:
http://www.dced.state.ak.us/pub/Salmon_Marketing_09272004.pdf
Step 2: Determine interest.
•
Farmers/ranchers who would like to be involved
•
Potential products to focus on
•
Identify critical mass to begin program
•
Prioritize if needed
Step 3: Procure resources to develop and promote program.
•
See Resource Websites below
Step 4: Approach local restaurants and grocery stores to use and
brand menu items for Mariposa County products.
•
Consider a recognition program for all local restaurants that promote
Mariposa County branded products.
Step 5: Develop a label sticker to denote Mariposa County goods.
•
Design
•
Copy write
•
If product is not processed or packaged locally, work with processors on
labeling.
Step 6: Promote Mariposa County products.
•
At special events, visitor center, etc
© See “Expand, Link, Network, Communicate” Strategy for these events
and opportunities.
•
At expanded farmer’s market so that visitor’s can pack their picnic basket
or buy gifts for friends back home.
Resource Websites:
•
Local Harvest: http://www.localharvest.org/
•
Food Routes: http://www.foodroutes.org/toolsforaction.jsp
•
USDA Ag Marketing Service: http://www.ams.usda.gov/farmersmarkets/
•
USDA Rural Business Opportunity Grants:
Mariposa County Economic Vitality Strategy & Implementation Plan | November 2007
Page 43
Natural & Rural Assets
http://www.rurdev.usda.gov/rbs/busp/rbog.htm
3. New Rural Venues
•
Sierra Nevada Conservancy:
http://www.sierranevadaconservancy.ca.gov/
•
Sustainable Ag Research and Education (SARE): http://www.sare.org
In addition to Yosemite, Mariposa County is host to many wonderful natural
resources (lakes, rivers, scenic trails, caves, etc.) Both locals and visitors
enjoy these natural resources.
Some of these resources are developed and accessible (Yosemite, Hite’s
Cove); many others are not (i.e. Bower Cave, the Coulterville Yosemite
Turnpike). The Turnpike, completed in 1874, was the first to convey
wheeled vehicles into the Park. Greater access and visibility of these assets
hold promise to expand the Mariposa County “experience” offering.
Step 1: Determine interest in development of natural resource venues
that are currently undeveloped or underdeveloped.
Step 2: Review existing research and planning documents (if any) on
these natural resource assets.
Step 3: Begin steps to secure and develop these resources through
easements, access rights, etc.
Step 4: Work with committee on “Expand, link, network, communicate”
to expose/market these new venues to locals and visitors.
Timeline
Depends on volunteer support and initiative
Budget
Volunteer time and materials
Mariposa County Economic Vitality Strategy & Implementation Plan | November 2007
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The Experience Center
Vision
Mariposa County’s assets are communicated through high-caliber venues
and events that inform, educate, entertain, capture the imagination, and
enrich the spirit.
Goal
Develop and sustain new venues and events that provide visitors and locals
the opportunity to “experience” Mariposa County through exhibits,
interpretive programs, knowledgeable and friendly staff, and through print
and electronic media.
Overview
Mariposa County has “world class” assets. The venues (buildings, sites,
interpretive centers) where these assets are showcased should be of the
same caliber as the asset.
Actions
1. Establish a WorldClass Interactive
Visitor Experience
Center
Establish a world-class Visitor Experience Center that is THE place for
Yosemite and Mariposa County information and connectivity to resources
and activities. For visitors going to Yosemite, the Experience Center should
set the stage for an enhanced visitor experience before and after the park
visit. Interactions via multi-media and informed, energetic personnel will
create a unique/memorable experience. Historical, cultural, recreational and
artisan offerings should be promoted at the Visitor Experience Center as
complimentary to the "Yosemite" experience. The Experience Center should
be the leading place to "tell the stories" of Mariposa County - its people, and
heritage. It is highly recommended that the proposed Visitor Experience
Center also encompass the three new venues currently being discussed in
the community: a Conference and Performing Arts Center, a relocated State
Mining and Mineral Museum, and the Native American Cultural Center.
The Conference and Performing Arts Center could become an activityoriented and year-round centerpiece for tourists and residents alike. As
such, it would serve as an ideal location for a Visitor Experience Center.
Because the planning for and construction of such a facility may take many
years to complete, consideration should be given to making the Visitor
Experience Center the first phase of a long-term Community Center project
that also includes conference and performing arts facilities.
The State Mineral and Mining Museum is currently located at the Mariposa
County Fairgrounds. This location is not ideal, and for several years a local
effort has been underway to relocate this facility adjacent to the Visitors
Center off Highway 49. This is a very valuable asset and could be a
substantial contributor to “Destination Mariposa County”.
A key strength of Mariposa County's history and culture is the Southern
Sierra Miwok Nation. Development of a facility or venue to depict this
important part of our history would be a substantial contributor to
“Destination Mariposa County”, and would provide an educational venue for
local Mariposans to learn more about local native peoples.
Mariposa County Economic Vitality Strategy & Implementation Plan | November 2007
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The Experience Center
Step 1: Identify prime location(s) for the Visitor Experience Center.
•
Determine status of existing relocation site for the State Mineral and
Mining Museum (adjacent to the current Visitors Center)
•
Identify alternative sites, if appropriate
© Who are owners?
© Are landowners willing to donate or participate in some way?
© Identify potential sources of funding (private and public).
© What infrastructure is available at the site?
Step 2: Develop conceptual plans and cost estimates.
Step 3: Capital Campaign.
•
Pursue funding (private and public)
•
Seek out professional fundraiser (possibly someone retired in community
who wants to get involved)
•
Establish goals
•
Create fundraising plan
•
Publicity and announcement of plan after 50% of needed funds has been
raised
Step 4: Finalize development and construction plans.
Step 5: Begin construction.
Step 6: Develop quality displays, videos – utilize interactive displays
wherever possible.
•
Develop an advisory committee to manage and update content.
•
Engage volunteers to participate in the experiential displays, such as:
© Local artists
© Miwok tribe members
© Nature guides
© Partner with Yosemite National Park to begin the experience prior to
going through the park entrances
•
Provide constant updates based on seasonal offerings and special
events.
•
See Expand, Link, Network, and Communicate Strategy for content on
networked experiences.
© Provide front-line customer “experience” training to all staff and
volunteers. See “Exceptional Mariposa County Service” (below).
© Make it an interesting time for visitors and residents to see what is
current and exciting. This Experience Center becomes literally THE
hub of activities for Mariposa County. For instance,
Mariposa County Economic Vitality Strategy & Implementation Plan | November 2007
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The Experience Center
− If it is within a month or so of the Storytelling Festival, have a
storyteller on site.
− If the flowers are in bloom at Hite’s Cove, promote with current
pictures.
Step 7: Enhance services.
•
Provide concierge service for tickets, etc. of packaged experiences
•
Provide Wi-Fi – free or at minimal charge
•
Meeting place for tours, etc.
Website Resources/Examples:
•
County Kerry Ireland:
http://www.skelligexperience.com/skellig_experience.html
•
Pennsylvania Dutch County:
http://www.padutchcountry.com/member_pages/pennsylvania_dutch_co
nvention___visitors_bureau.asp
Timeline
Long-term (3 to 7 years)
Budget
Millions based on cost of land, construction and development costs.
Mariposa County Economic Vitality Strategy & Implementation Plan | November 2007
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Transportation & Parking
Vision
A very positive and non-stressful travel experience and lifestyle in Mariposa
County as a result of well-orchestrated transportation and parking options.
Goal
Expand and fix transportation and parking issues for better access to
Mariposa County experiences.
Actions
1. Alleviate
Restricted Travel
on Hwy 140
Highway 140 is the “all weather” route into Yosemite. Since the rockslide on
May 1, 2006, Highway 140 has been closed or has vehicle length
restrictions, which prohibit any vehicle longer than 28 feet (effectively
eliminates most tour busses) from using 140 to access YNP.
Step 1: Board of Supervisors agrees to make this issue a priority.
Step 2: Board takes a leadership position in resolution.
•
Create ad hoc committee to work on problem until resolved.
•
In partnership with Yosemite National Park, create a plan to approach
and work with CalTRANS and elected officials (state and federal) to seek
emergency funding.
•
Document economic impacts of extended timeline for challenges as a
result of the vehicle length restrictions.
Step 3: Provide updates for community and partners to support
efforts.
2. Address Accuracy
of Hwy 132 on
Internet Mapping
Programs
•
Create a section on the Mariposa County Website to update on progress
made, where help and support is needed, etc.
•
Maintain up-to-date information
A part of the original John Muir Trail and legitimate route to Yosemite, State
Hwy 132 to Coulterville continues on County road J132 to State Hwy 120E
(J132 intersects with State Hwy 120) and continues east to Yosemite. .
Mapping software like Yahoo, Map Quest, etc. needs to recognize both
State Hwy 132 and J132 as a legitimate route to Yosemite.
Step 1: Determine specific locational errors on each of the mapping
services for Highway 132 (i.e. MapQuest, Yahoo, etc.).
Step 2: Update data source for Internet mapping services such as
MapQuest, Yahoo, and Google. Navteq North America LLC ("NAVTEQ")
and/or Tele Atlas North America, Inc. ("TANA") provide Geocoding data for
map content.
•
Go to Navteq Map Reporter webpage (http://mapreporter.navteq.com/durWeb-external/) and enter changes. See printout of webpage in Appendix
(Tab 3).
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Transportation & Parking
•
Go to TeleAtlas Map Insight Web page
(http://www.teleatlas.com/ForConsumers/MapFeedback/index.htm ) and enter
changes. See printout of webpage in Appendix (Tab 3).
Step 3: Make other updates and changes as discovered.
3. Create Ample
Parking to
Encourage
Extended Visits
and Shopping in
all Communities
Inadequate parking and limited staging areas are a challenge. Ample
parking for recreational vehicles and trucks, along with parking options for
greater than 4-hour visits should be pursued. Good signage of these parking
options will encourage visitors to stop and locals to use due to the
convenience afforded by a well though-out approach to parking.
Step 1: Inventory parking options.
•
Locations
•
Private or public lot
•
Number of spots for:
© Automobiles
© RVs/Buses
•
Are spots marked for best space utilization and safety? If not, how could
it be improved?
Step 2: Pursue options for more concentrated parking with
improvements to parking space layout.
Step 3: Identify additional sites for parking.
•
Look for opportunities to tie into YARTS and/or Mariposa County
Experience Center
•
Consider opportunities and out-of-the box thinking for multiple-use sites,
such as:
© High school on weekends
© Example: Walla Walla, WA — The Downtown Walla Walla
Foundation and Valley Transit, in partnership with the Walla Walla
Valley Farmers Market Association and the City of Walla Walla
created a site where the bus transit uses the site during the week and
the Farmer’s Market is on the transit site on Saturday.
Step 4: Pursue development opportunities.
•
If privately owned, would owner work with local businesses and
attraction for lease arrangement (instead of fee to visitor)? You don’t
want a parking fee to the user.
•
If not an option, pursue grant funding to purchase or lease site.
© Community Development Block Grants
•
Connect into pedestrian plan
Step 5: Publicize parking areas via signage plan.
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Transportation & Parking
4. Encourage
Creation of Private
Tour Companies
Domiciled in
Mariposa County
Although many tour companies visit Mariposa County, few are located and
managed from Mariposa County. This missing link will help Mariposa
County diversify and provide a complete package of services locally.
In light of the restrictions on bus length for Hwy 140 access to Yosemite,
this presents a business opportunity. Additionally, the opportunity to utilize
smaller vehicles that operate with sustainable fuel/energy sources could be
an asset and differentiation in the market place for a quieter experience.
Zion National Park, working with the City of Moab, is an excellent case
study on this benefit.
Step 1: Communicate need to fill gap in services within Mariposa
County.
•
Publicize opportunity through The Mariposa County Economic
Development Office, as well as the Chamber of Commerce Website to
internal audience
•
Publicize opportunity through Destination Development, a tourism
marketing company:
http://Web.mac.com/rbrooks007/iWeb/Site/DevOpportunities.html
Step 2: Help interested entrepreneurs develop business plans.
Step 3: Connect to loan programs and other resources, such as:
•
Mariposa County Economic Development Office
•
USDA loan guarantee program
•
SBA loans
Note: Steps 2 & 3 relate to “Business Development Opportunities, Organize
to Compete” Strategies
Step 4: Create a shared space for multiple tour companies to leverage
resources for storage, repair, and fueling facility.
•
Pursue grant funding for incubator development
•
Encourage the use of green technologies for alternative fuels
Step 5: Package service with other Mariposa County venues and
activities.
•
5. Develop Staging
Area(s) for
Yosemite National
Park
See Expand, Link, Network, Communicate Strategy for Destination
Mariposa County.
Although this is a long-term strategy, it is important for Mariposa County to
be at the forefront of the discussion and willing to host a staging site.
Step 1: Create a vision for Mariposa County’s role/position for YNP
staging areas.
•
Visit/learn from other areas with similar situations as Mariposa County,
Mariposa County Economic Vitality Strategy & Implementation Plan | November 2007
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Transportation & Parking
for example:
© Zion National Park/Springdale Loop:
http://www.zionparkmotel.com/zion-national-park.html
© Article, “The Emerging Culture of Sustainability in the NPS”:
http://www.nps.gov/zion/historyculture/the-emerging-culture-ofsustainability.htm
© See “Sustainability News” (example newsletter) in Appendix (Tab 3)
and more editions at http://www.nature.nps.gov/sustainabilityNews/
•
Seek other model programs to learn from.
•
Understand what worked, what could have been handled differently for
more success.
•
Think creatively about opportunities for the bus/van center (storage,
repair, fueling)
© Integrate sustainable operations and renewable energy/alternative
fuel solutions.
© Involve UC Merced with opportunity for practical applications of new
technology.
Step 2: Foster dialogue with Yosemite National Park.
•
3. Enhance and
Upgrade Signage
Tie into work on Hwy 140-/Rockslide strategy.
Step 1: Review existing sign ordinance (Mariposa), and consider sign
guidelines in the other communities.
•
The County has a sign ordinance in place, which granted a grace period
until May 1, 2006 for compliance. The sign ordinance establishes
requirements for basic materials and size that apply throughout the
county. Once a Mariposa County Brand has been chosen, the sign
ordinance should be reviewed and revised as needed to support the
chosen Brand (see Marketing the Experience action of the Expand, Link,
Network, Communicate the Mariposa County Experience Strategy).4
Also, with the updates of the TPAs, additional signage guidelines and
requirements may be needed to support the county’s historic districts.
Step 2: Consider adding “gateway” and “wayfinding” signs.
4
•
Gateway Signs - introduce visitors to your community and provide a
sense of arrival. Communities should not skimp on welcome signs. The
signs should be considered an investment with tremendous return.
Quality entries state that you are a quality community thereby increasing
the perceived value of the area. The greater the perceived value, the
more visitors will spend and the longer they will stay.
•
Develop consistent look for signs to compliment and extend the
Mariposa County brand. A very nice gateway sign has been established
at the Merced-Mariposa County Line. To extend that welcoming feeling
This is particularly applicable for public “way finding” signs.
Mariposa County Economic Vitality Strategy & Implementation Plan | November 2007
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Transportation & Parking
and connect the communities of Mariposa County, create a sign for each
community.
© Does not need to be the County of Mariposa logo.
© See Marketing the Experience action of the Expand, Link, Network,
Communicate the Mariposa County Experience Strategy for brand
consistency.
© Personalize to feature historical or cultural icon of the community.
© Engage local artist for design. Could be developed into a fun contest
for artists in community.
© Signs need to be attractive and professionally produced.
•
Picking locations
© Place where they will make the best first impression. The signs and
entry landscapes should be large and create a grand entrance.
Consider enough space for more than a sign, but also an attractive
site with plants, historic or cultural memorabilia, etc to make a nice
presentation.
© Solicit land donation/free lease, if not owned by County.
•
Installation
© Engage student group to plant, organize and maintain.
© Hold a community workday(s) to do installation.
•
Publicize and celebrate installation. The community should feel good
about this accomplishment and make them proud to be a resident.
Wayfinding/Directional Signs - help visitors navigate through your area
while telling them what there is to do and see, where amenities are located
(public parking, restrooms, visitor information, and local services) and where
attractions are.
•
Work with committee on “Expand, link, network, communicate” to
identify all attractions (including historic, cultural, natural, commercial),
services, restaurants, and retail offerings.
© Locate attractions on map for reference
•
Identify critical intersections throughout county
© Identify on map for reference
•
Develop a Wayfinding Plan
© Location: Where will signs be located? Specific intersections and
from which direction.
© Content: What will be on each post/sign?
− Shopping
− Restaurants
− Restrooms
− Parking
− Name of specific attractions, such as natural resource or museum.
Mariposa County Economic Vitality Strategy & Implementation Plan | November 2007
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Transportation & Parking
•
Develop signage
© Design
− Consider individual wayfinding signs and arrows to attach to pole.
− Continuity is critical to success of Wayfinding Plan.
− Engage local artist for design creation
− Multi-lingual signage is recommended due to the high number of
international visitors who come to Mariposa County. Icons are also
effective to assist non-English speakers.
© Heritage Theme
− Design should be aligned to brand and overall theme or ambiance
of community/county. Marketing the Experience action of the
Expand, Link, Network, Communicate the Mariposa County
Experience Strategy for brand consistency.
© We encourage a countywide consistency approach to help define the
mass of Mariposa County and help you stand out in the Sierra
Nevada Region.
© Production
− Signs need to be attractive and professionally produced.
− Due to Mariposa’s heritage in wood products and forestry,
potential to have local company make signs.
•
Installation
© Engage student group, such as 4-H or FFA for installation.
© City planning should advise on exact location for driver safety (not to
obstruct view).
•
Maintenance
© Review signs for necessary updates at least annually
© Fix any broken signs as soon as possible
Step 3: Encourage businesses and venues to install/upgrade effective
signage throughout county to support the Mariposa County “brand”
and draw in customers. Establish ordinances to encourage perpendicular
signs (perpendicular to building instead of flat on building for better
readability by drivers and pedestrians), at least in the designated Historic
Town Centers. Require consistency with heritage/historic theme.
•
This strategic action deals with making it easier for locals and visitors to
find all that Mariposa County has to offer. Clear and branded signage
will:
© Entice visitors to stop, instead of passing through;
© Bring in new customers; and
© Provide a memorable experience for visitors and locals.
•
Good signage includes:
© Attractive entry signs
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Transportation & Parking
© Clear and useful way finding
© Inviting attractions
© Promotes available business goods and services (parking, food
stores, etc.)
Timeline
Budget
Action 1:
Long-term (3 to 10 years)
Action 2:
1 month
Actions 3-5:
Longer term
Actions 1,2,4 and 5 Unknown until projects receive more specific planning
Action 3: Volunteer time
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Page 54
Exceptional Mariposa County Service
Vision
Excellent, friendly, customer service that leaves a lasting impression and
entices return visits by locals and visitors.
Goal
Develop “front line” advocates of the Mariposa County Experience.
Overview
An excellent opportunity for expanding visitors' experiences in Mariposa
County exists at the "front line" connection these visitors make with local
workers in Mariposa County. Gas station attendants, wait staff, hotel clerks
and cashiers are more than "front line" employees; they are the "front line
hosts" for the community. The better a visitor's experience with a
community's "front line", the more meaningful and memorable the
"experience." This can translate into a higher visitor investment (dollars
spent), and more pleasant experience for both locals and visitors. Locals
also benefit from more highly trained and friendly staff.
Actions
1. Foster Highly
Trained and
Knowledgeable
"front line" Staff
From All Sectors
(retail, service) to
Cross-Sell
Businesses and
Experiences in
Mariposa County.
Step 1: Build a team with interested partners who will develop and
conduct training.
•
Program could be managed by Chamber of Commerce or the Tourism
Bureau, but encourage experienced business owners and managers to
actively play a part in the training.
Step 2: Develop customer service training program.
•
Program content:
© Explain purpose of program – to cross-sell and enhance visitor and
local experience, resulting in greater local sales.
© Mariposa County’s Brand Messages – see marketing strategy of the
“Expand, Link, Network, and Communicate” section of the plan. The
objective is to have everyone using the same terms and key
messages to provide for more brand awareness and promotion of the
Mariposa County Experience.
© Teach everyone to ask 5 key questions (and record the answers):
− Where are you from?
− How long will you be in town?
− Have you been to ___________ <insert Mariposa County
experience/attraction/store/event>?
− Based on response, ask if they need any supplies to support their
plans (i.e. bicycle rentals, picnic lunch, camera, tour guide, etc.)
− How did you hear of _________ <business, venue, Mariposa
County>?
© Keep up with what Mariposa County has to offer locals and visitors.
Refer to www.homeofyosemite.com Website.
Mariposa County Economic Vitality Strategy & Implementation Plan | November 2007
Page 55
Exceptional Mariposa County Service
Step 3: Recognize exceptional performance.
•
Create fun programs and incentives that reward "front line" personnel for
excellent service while contributing to growth of the local economy.
© Reference for employee recognition:
http://www.motivationshow.com/article36
•
Publicize names in the Mariposa Gazette and on the Chamber Website.
Agency Resources:
•
2. Create a
“Mariposa County
Experience Docent
Program” for the
Mariposa County
Experience Center
and Other Key
Venues (i.e.
museums, library,
court house, etc.)
Job Connection of the Mother Lode http://www.jobconnect.org/
A strong pipeline of volunteer docents is needed to promote and enhance a
positive and consistent Mariposa County Experience at venues such as the
Mariposa County Experience Center (even the current Visitor Center), the
Mariposa County History Museum, California Mining and Mineral Museum.
Step 1: Build a team with interested partners.
•
The Chamber of Commerce could manage program and Visitor Center
but encourage experienced docents from Yosemite National Park to
actively play a part in the training.
Step 2: Develop customer service training program.
•
Program content:
© Explain purpose of program – to cross-sell and enhance visitor and
local experience, resulting in lasting memories for our visitors and
greater local sales.
© Mariposa County’s Brand Messages – see marketing strategy of the
“Expand, Link, Network, and Communicate” section of the plan. The
objective is to have everyone using the same terms and key
messages to provide for more brand awareness and promotion of the
Mariposa County Experience.
© Teach everyone to ask 5 key questions (and record the answers):
− Where are you from?
− How long will you be in town?
− Have you been to ___________ <insert Mariposa County
experience/attraction/store/event>?
− Based on response, ask if they need any supplies to support their
plans (i.e. bicycle rentals, picnic lunch, camera, tour guide, etc.)
− How did you hear of _________ <business, venue, Mariposa
County>?
© Keep up with what Mariposa County has to offer locals and visitors.
Refer to www.homeofyosemite.com Website.
© Options for how “front line” staff at retail businesses, restaurants and
accommodations promote Mariposa County Experiences/Venues can
be a couple ways:
Mariposa County Economic Vitality Strategy & Implementation Plan | November 2007
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Exceptional Mariposa County Service
− Learn about all the experiences and as a result of the questions
(above) that spawn conversation, promote a local attraction or
business that matches the person’s interests.
− Create an adoption program where each store, hotel, etc adopts
one Mariposa County Experience (i.e. Mineral and Mining
Museum, Yosemite, Big Trees, etc.) to promote.
− Thank our visitors for coming to visit.
Example Programs:
© University of Nebraska Red Carpet Program:
http://ruralinitiative.nebraska.edu/development/tourism/red_carpet.ht
ml
© Merced College Customer Service Academy:
http://www.cccewd.net/newsletter_detail.cfm?t=28& (It may be
possible to have Merced College teach a customized program in
Mariposa County.)
•
Timing/Frequency of training: Due to high turnover in service and retail
businesses, as well as new hires for high season, suggest semi-annual
or quarterly training
© Brand the training program and recognize graduates with certificate
and lapel pin.
3. Create a
“Mariposa”
Experience Guide
Certificate for
Youth
Work with local historians (pre and post gold rush, Native American, etc.) to
develop a directed study and hands on experience curricula of the historic
sites, buildings and human resources of Mariposa County that allows for the
participating youth to gain a “certificate” as a Mariposa Experience Guide.
Curricula would also include basic knowledge of current “experience”
offerings in and around Mariposa. The community gains a knowledgeable
youth ambassador and the youth gains knowledge about the origins of the
community, how it grew and hopefully pride and respect for this heritage.
The certificate could also be used by the youth to leverage local and
regional job opportunities. Completion of the certificate program shows
initiative, an interest in the community, and valuable “customer oriented”
knowledge about community resources (what to do, where to shop, how to
get there, etc.).
Resource Websites:
•
Arkansas Youth Historic Preservation Program:
http://www.arkansaspreservation.org/preservation-services/youtheducation/
Timeline
3–6 months
Budget
Staff and volunteer time; $1,000 budget for recognition materials
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Page 57
Business Development Action Plan
Due to the benefits of Mariposa County’s leading asset, Yosemite, business diversification has not
occurred organically in the past. There simply was not a need because the local economy
benefited from strong tourism activity. Challenges, such as the Ferguson Rockslide and National
Park closures from the Federal Government budget crisis, painfully illuminate the pitfalls of this
single-source reliance. Strategies to expand and grow tourism, should not be abandoned but
instead need to be expanded by leveraging all of Mariposa County’s assets and by balancing this
effort through expanded/diversified non-visitor industry business development.
Mariposa County has the capacity to expand and diversify its economic base to include a broader
range of business types that:
Are less or not at all dependent on the visitor industry for economic viability, thereby
adding diversity to the economic base.
Provide higher wages and more career options; and
Are compatible with the County’s intrinsic values.
Fulfilling Goal #2 to Diversify Mariposa County’s Economy with Suitable Business Development
Opportunities involves two key strategies:
Diversify to Grow Quality Jobs and Investment
•
Business Targets (General)
•
Business Target: The Arts
•
Business Target: Technology
•
Business Target: Local/Visitor Serving
Organize to Compete more effectively for business startups and expansions
•
Competitive Requirements – Site Readiness
•
Competitive Requirements – Regulatory Policies and Processes
•
•
Competitive Requirements – Business Base
Competitive Requirements – Workforce Readiness
•
Business Climate – Business Resources
Mariposa County Economic Vitality Strategy & Implementation Plan | November 2007
Page 58
Strategy 2A: Diversify to Grow Quality Jobs and Investment
In order to grow quality jobs and attract investment, it is vital to identify business targets based
on Mariposa County’s strengths. When developing a list of preferred business sectors, it will be
important to understand the business needs of these sectors and Mariposa County's ability to
competitively meet their needs. Gathering industry intelligence and communicating the
requirements is critical to developing a competitive location. This information will contribute to
prioritizing the actions for Strategy 2B: Organize to Compete. It is also important to recognize the
weight Mariposa County places on home-based businesses as an economic development
diversification strategy. It is extremely likely that the business targets identified in this section
may begin their life in the county as a home-based business.
Identifying business targets and gathering corresponding industry intelligence is the key to this
section of the implementation plan. This action currently identifies three target industries:
The Arts
Technology
Local/Visitor Serving
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Page 59
Business Targets
Vision
Establish a diversified and sustainable economy that provides quality, living
wage jobs.
Goal
Identify and successfully grow, expand, and attract desirable businesses that
contribute to Mariposa County’s quality of life, community values and economic
vitality.
Overview
Communities that can substantiate a compelling business case for companies
to locate and grow understand the industry sectors and businesses they target.
As a result they are able to prepare infrastructure and resources to
competitively meet the needs of their targets. Competitive communities attract
investment and quality jobs with focused efforts to understand and
accommodate their targets.
The action items presented in this section can be summed up:
1. Learn about the existing targets
2. Become industry experts in all targets
3. Prepare information that is relevant to each industry and compelling to
each company
4. Identify additional targets, as necessary, to fully diversify the local
economy
In addition to the three target industries identified in this version of the
Economic Vitality Strategy, others may also be suitable or desirable. The effort
to identify additional target industries should continue as a parallel effort,
particularly given the tendency for industries to “cluster” to achieve synergy
around common needs or resources.
Site Selection: Site selection is a proven process for helping companies find
the best community for starting or relocating a business. Although Mariposa
County has not historically participated in the site selection process, the
identification of three new target industries now makes such participation
possible—and desirable.
In addition to more established site selection venues, such as CALED (the
California Assertion for Local Economic Development at www.caled.org) and
CalBIS
(the
California
Business
Investment
Service
at
www.labor.ca.gov/CalBIS), Mariposa County should conduct its own outreach
effort to the 3-4 million people who visit us every year. Many of these people,
who have already demonstrated an affinity for the area, may be artists,
technology workers or entrepreneurs interested in starting a local/visitor serving
business. This audience can be reached quite cost-effectively with a special
section on the www.homeofyosemite.com Website and a companion rack card
or flier distributed at lodging facilities and visitors centers.
Mariposa County Economic Vitality Strategy & Implementation Plan | November 2007
Page 60
Business Target: The Arts
Overview
Mariposa County has a growing cluster of artists and artisans. Artistic enclaves
can be a destination draw for more artists, as well as people who seek out
communities that offer an “artistic experience” by visiting galleries, studios, and
clusters of shops that offer artisan goods. Given the profound synergy between
the arts and the tourism industry, combined with its ability to diversify the local
economy, Mariposa County could/should expand this cluster.
The third edition of Arts & Economic Prosperity makes a compelling case for
why America’s arts and culture industry is a serious business generating in
excess of $160 billion in economic activity annually. Other studies show that
every dollar invested in the arts returns $27 in related expenditures.
Step 1: Catalogue (create electronic database for easy updating) all
artisan offerings by:
•
Name of artisan
•
Website, if available
•
Location
•
Type of art/craft (artisan gold, ceramics, wood, quilting products, painters,
Native American products, gold rush reproductions, leather goods,
restoration services for historic buildings, suppliers to historic restoration,
architects, design professionals, historians, storytellers, etc.)
•
Where it can be found (by appointment, in local retail stores, galleries,
studios etc.)
Step 2: Use this database for marketing on behalf of local artisan and to
attract external artisans. For example:
•
Organize openings and special events showcasing local arts and crafts,
especially during the “Off Season”.
•
Create a marketing brochure to inform visitors and external artisans about
the existing cluster.
Step 3: Enhance www.homeofyosemite.com Website with overview of
artisan cluster, including links to artisan Websites, directions to shops,
studios, galleries, etc.
This content may also be suitable for distribution through print media, including
newspapers and a dedicated publication mailed periodically to a distribution list
of interested parties, both within and outside the County. The dedicated
publication could be funded long-term, in whole or in part, with advertising.
Step 4: Recruit at artisan conferences and events.
•
Example conferences include:
© National Association of Artists’ Organizations: http://www.naao.net
© Theater Communications Group:
http://www.tcg.org/events/conference/2007/index.cfm
Mariposa County Economic Vitality Strategy & Implementation Plan | November 2007
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Business Target: The Arts
© National Institute of Doll Artists: http://www.niada.org
© Society of Decorative Painters:
http://www.decorativepainters.org/conference/index.php
© National Association of Artists and Crafters: http://www.nationalaac.org/
Step 5: Form or network with an existing artisan group to identify
opportunities to attract and expand artisan cluster. This should include
discussion about needed infrastructure, buildings, business resource,
networking and communication needs.
Step 6: Provide artists with assistance in business planning and
marketing. Artists know their craft, but many know (or care!) very little about
business planning and marketing. For this reason, some education is
warranted in two areas: 1) about the importance of these tasks; and 2) the
basics in business planning and marketing.
Step 7: Secure additional and enduring sources of funding to implement
these and other programs to expand the artist cluster in Mariposa County.
To supplement the existing support from the County’s General Fund, two
additional funding sources that are common in most artist communities seem
particularly suitable for Mariposa County:
•
“One percent for the arts” as a set-aside on commercial development
projects; these funds can be used to satisfy a wide variety of needs,
including artist stipends and public art displays.
•
A dedicated, full-time grant writer to pursue available grant funding for
projects that promote the arts. The same person (or staff as needed) may
also be able to administer a program for micro-grants to local organizations
and/or individual artists.
Step 8: Expand infrastructure supporting both visual and the performing
arts. To become a genuine “artist community” and a recognized destination for
the arts, the artistic “presence” in Mariposa County will need to be expanded.
Examples include:
•
A Performing Arts Center (potentially with other uses)
•
A Creative Arts Center with shared facilities that are not cost-justifiable by
most individual artists, such as a kiln (e.g. a cooperative funded and
operated by its members)
•
Additional galleries and studios where tourist can shop for local artwork
•
Related businesses that supply materials and services to artists and
artisans, including cooperatives for group medical insurance discounts
•
Gathering places, such as coffeeshops and bookstores
•
Homes with studios offering necessary amenities, such as adequate space
or natural lighting
The success of some of these facilities, especially during their start-up, may
require some special arrangements or incentives, including shared spaces,
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Business Target: The Arts
subsidized or buy-back rents, credits or stipends, and various discounts.
Resources
•
Arts & Economic Prosperity III ( www.artsusa.org)
•
The Role of the Arts in Economic Development
(NGA Center for Best Practices)
•
Strengthening Rural Economies through the Arts
(NGA Center for Best Practices)
Timeline
Undetermined
Budget
Undetermined
Mariposa County Economic Vitality Strategy & Implementation Plan | November 2007
Page 63
Business Target: Technology
Overview
All potential technology business targets must be fully investigated and qualified as
“legitimate.” A legitimate business target is one that considers Mariposa County’s
assets a competitive business opportunity due to such factors as:
•
An existing or emerging technology/research cluster that provides synergistic
and networking opportunities;
•
Presence of a skilled workforce;
•
Presence of desired/required technology (i.e. broadband);
•
Available land and buildings for lease or for sale at competitive prices;
•
Access to customers/clients; and/or
•
Highly values Mariposa County’s small town feel, quaintness and rural quality
of life.
Technology targets that Mariposa County should investigate are grouped into
three categories:
1. University Related (UC Merced, CSU Fresno, etc.)
2. Sustainable Living and Alternative Energy (including building materials,
transportation, etc.)
3. Recreation/sporting equipment and apparel
These three targets should be considered “starting points” based on “obvious”
locational assets such as:
•
Proximity to university locations and general knowledge of university research
•
National growth of sustainable businesses (especially alternative energy
solutions)
•
Proximity to general and extreme recreational venues (i.e. rock climbing,
mountain biking, etc.)
Further refinement of these targets will require work on the part of Mariposa
County volunteers and staff, and/or through contracted professional services (e.g.
Target Industry Study).
University
Related
UC Merced places Mariposa County in a competitive position to support the
creation, attraction, and expansion of technology-based businesses. UC Merced’s
faculty and fields of research present opportunities for business growth,
particularly in the areas of engineering and natural sciences. Mariposa County’s
competitive edge for UC related businesses comes not from its existing
infrastructure (i.e. available buildings, telecommunications, existing tech cluster,
skilled labor pool, etc.), but from its proximity to the campus and the county’s
foothill environment. Historically, new technology companies arising from a
university setting are attracted to communities, within or close to the research
university and that offer high quality of life features (personal safety, good schools,
diversity of people and cultures, etc.). In the early stages, most technology
companies have few employees and therefore company owners, given a
competitive business environment, choose a business location based on where
Mariposa County Economic Vitality Strategy & Implementation Plan | November 2007
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Business Target: Technology
they want to live. Some of UC Merced’s areas of research include:
•
Hydrology
•
Biology and Biomedical sciences
•
Transportation
•
Air Quality and Climate Change
•
Materials Engineering based on Natural Phenomena
•
Environment
•
Technology
•
Bioengineering
•
Applied Mathematics
Step 1: Establish a relationship with UC Merced faculty and researchers.
Include in this relationship faculty experts (Bioengineering, Applied Mathematics,
Environment, Technology, etc.) to learn about current and projected research and
development opportunities.
•
What specific technologies are likely to spin out of the university? Gather
industry intelligence and develop a comprehensive knowledge of industry
trends, leading companies and success factors.
•
What specific infrastructure and environmental attributes will be needed to
support the growth of these entrepreneurial businesses (technology
requirements, buildings size and features, worker skills, financing and business
support, etc.)? Gather specifics to share with the Business Development
Opportunities, Organize to Compete Team so they can prioritize infrastructure
projects to match the needs of priority target businesses.
•
Also use this opportunity to introduce Mariposa County’s interest in supporting
UC Merced’s entrepreneurial efforts. Information about Mariposa County’s
assets as a place to do business and as great place to live should be
presented.
Step 2: Coordinate with Business Development Opportunities, Organize to
Compete Team to understand what Mariposa has to offer in terms of
infrastructure (land, buildings, and infrastructure). This Team is responsible for
creating and maintaining an inventory of available sites and buildings. What
business targets are looking for in terms of land, buildings, environments, etc.,
should be shared with this Team.
Step 3: Identify existing and future sites appropriate for technology-based
businesses. Work with the county and with building and landowners to
prepare these sites (zoning, infrastructure).
Step 4: Identify the specific knowledge and skill needs of these companies
and work with local education and job training agencies to establish and maintain
programs. Also provide up-to-date information on the community (housing,
schools, and amenities) that can be shared with fellow researchers, students and
staff to attract them to live and work in Mariposa County.
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Business Target: Technology
Step 5: Continue to meet with UC Merced contacts to market Mariposa
County sites for UC spin-offs.
Step 6: Invite individual researchers and research teams to view Mariposa
County (rural lifestyle and amenities) and the identified sites suitable for
their operations (planned, zoned). Host community visits and tours to showcase
Mariposa County’s assets that are relevant to the interests and needs of individual
researchers and owners of spin-off companies.
Step 7: Expand university outreach to CSU Fresno. CSU Fresno is also
engaged in research and technology applications, such as the new Claude Laval
Water and Energy Technology (WET) incubator. The WET Incubator is a
partnership between Fresno State’s International Center for Water Technology and
the Central Valley Business Incubator. Already, it is home to five early-stage
businesses specializing in water or energy technology. The goal of the WET
Incubator is to establish the Central Valley as a world leader in water and energy
innovation, while supporting entrepreneurs and creating jobs in the regional
economy. It will be the hub that combines resources of business incubation,
applied higher education and an existing cluster of water technology businesses.
Resource Websites:
Sustainable
Living &
Alternative
Energy Cluster
•
UC Merced Research: http://www.ucmerced.edu/research/
•
CSU Fresno, Research Institutions:
http://academicaffairs.csufresno.edu/provost/centers_institutes/
•
CSU Fresno, International Center for Water Technology: http://www.icwt.net/
•
Claude Laval Water and Energy Technology: http://cvbi.org/wet_incubator/
Mariposa County has the opportunity to be a competitive location for businesses
engaged in developing new sustainable energy solutions, such as:
•
Solar power
•
Fuels cells
•
Biofuels
•
New lighting microchips
•
“Smart” power grids
•
Other innovative energy solutions, and
•
Specialized technologies for recycling and composting solutions.
This potential target is more likely a “locally-grown” business, with researchers and
entrepreneurs generated out of UC Merced and CSU Fresno as likely sources,
versus an imported business.
Examples of new companies that are engaged in these types of business ventures
include:
© Echelon, a developer of "smart" electric meters to measure energy
efficiencies http://www.echelon.com/metering/default.htm, San Jose, CA
Mariposa County Economic Vitality Strategy & Implementation Plan | November 2007
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Business Target: Technology
© NanoSolar, a company engaged in providing inexhaustible, clean,
affordable, and reliable energy http://www.nanosolar.com/about.htm, Palo
Alto, CA
© Mariah Power, (energy appliances). Energy turbine that provides a low cost
method for harnessing power from the wind. http://www.mariahpower.com/contact/contact_us.html, Reno, Nevada
•
Composting and recycling solutions such as compostable plastic.5
© Dirtworks (Biobag), located in New Haven, Vermont http://www.dirtworks.net
© Unikeep (bioplastics), located in Marysville Ohio, http://www.unikeep.com
Step 1: Research the infrastructure needs of these types of companies to
determine if Mariposa County is a competitive location or offers other attributes
(rural lifestyle, small community, scenic beauty, access to recreation, etc.) that
appeal to entrepreneurs. What are these companies’ locational requirements?
•
Ideal size of community (population base)
•
Community resources (education, worker skills, amenities, etc.)
•
Location requirements (i.e. proximity to an airport, transportation shipping,
customers, etc.)
•
Land and building requirements (size, configuration, etc.)
•
Cluster requirements (proximity to competitors, partners, suppliers, service
providers, research institutions)
Step 2: Business Case.
Based on industry intelligence gathered, develop business case to support why
Mariposa County is a prime location for this industry. An outline of recommended
content for the business case is shown in the Appendix (Tab 4). Prepare business
case in hard copy format and also augment EDC Website with this information.
Focus content on how Mariposa County can support small sustainable technology
entrepreneurial companies (land, buildings, infrastructure, labor force, community
amenities, etc.). Demonstrate how Mariposa County and the region’s strengths
and relevant assets meet the needs of what the industry requires for successful
operations.
Step 3: Communicate and establish relationships with regional technology
resource agencies (i.e. Central Valley Business Incubator, UC Merced, CSU
Fresno, SBDC Regional Network, etc.) to share the business case information
about Mariposa County.
Step 4: Continue to dialogue with these agencies and update them when new
properties or resources are developed that support their clients.
5
Compostable Plastic is plastic which is "capable of undergoing biological decomposition in a
compost site such that the plastic is not visually distinguishable and breaks down to carbon dioxide,
water, inorganic compounds, and biomass, at a rate consistent with known compostable materials
(e.g. cellulose). and leaves no toxic residue." American Society for Testing & Materials
Mariposa County Economic Vitality Strategy & Implementation Plan | November 2007
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Business Target: Technology
Resource Websites:
•
Business and Entrepreneurial Resources:
© Valley Small Business Development Corporation,
http://www.vsbdc.com/default.htm
© UC Merced, SBDC Regional Network,
http://sbdc.ucmerced.edu/2.asp?uc=1&lvl2=39&contentid=15
© Central Valley Business Incubator, http://www.cvbi.org/
© Great Valley Center, www.greatvalley.org
© UC Merced, faculty experts, http://facultyexperts.ucmerced.edu/
© Golden Capital Network Entrepreneurial Program,
www.goldencapital.net/Advisory_Services/Venture_Communiti
es.asp
© Center for Economic Development at CSU Chico
(http://www.csuchico.edu/cedp/)
•
Sustainable Technology Industry Resources:
© Industry News: http://www.alternative-energy-news.info/headlines/
© National Renewable Energy Laboratory: http://www.nrel.gov/
© First Research – industry intelligence data: http://www.firstresearch.com/
© Hoovers – alternative energy companies:
http://www.hoovers.com/industry/alternative-energy-sources/companies/-HICID__1259,Page__1--/free-ind-companies.xhtml
Immediate Opportunity in the Sustainable Technology Cluster
Expand Composting Operations/Bio-Plastics: Mariposa County has a new $7.5
million municipal composting facility. The Mariposa County Solid Waste
Composting Facility is the first of its kind in California with an in-vessel composting
system entirely enclosed within a building including an air and odor control system
and a water re-circulation system. In addition, the facility was designed with an
observation room where visitors, residents, and students can observe and learn
about this technology.
One of the current challenges to the efficient use of this facility is the large volume
of plastics in the waste stream that must be sorted out prior to diversion to the
composting facility. Much of the plastic entering the waste stream is in the form of
plastic glasses, plates, cups, containers and utensils. With advancing technology,
alternatives are available in the form of bio-plastics.
Bio-plastics are compostable food service containers and utensils made with sugar
cane residue, corn and potato starch, and soy oil. These environmentally friendly
food service products replace petroleum-based plastic and Styrofoam. One
complicating factor to composting bio-plastics is that they require higher
temperatures provided by a commercial/ municipal composting facility to fully
break down. Mariposa County operates such a facility.
Step 1: Determine interest and capabilities.
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Business Target: Technology
•
Team meets with key government and business leaders (management and
procurement personnel). What plastic items do they currently use and what are
bottom line considerations for switching to bio-plastics?
© NPS and DNC
© Local business, government, education
© Mariposa composting facility
© Bio-plastics vendors, availability, cost, distribution, etc.
Step 2: Host Bio-Plastics Industry Forum.
Based on findings from key stakeholders in Step 1, team determines feasibility,
and if appropriate hosts a bio-plastics industry forum (vendors and users) as a
catalyst to match vendors with users.
Step 3: Document and Monitor.
Develop a database (Contact Relationship Management system such as ACT!) of
entities (business, government, nonprofit, education, etc.) that convert to bioplastics. Use this as a management and marketing tool.
Step 4: Communications and Marketing.
•
Work with the “Expand, Link, Network, Communicate” Marketing Team to
communicate project success and progress though community websites and
marketing.
•
Schedule Compost Observation Room visits for local groups and schools. Have
appropriately trained youth conduct the tours.
Step 5: Expand and Brand.
•
Expand campaign to all Mariposa County businesses, government offices,
schools, etc., and brand the project, i.e. “We’re compostable — not plastic”.
•
Develop window placards for participating businesses, offices and government
agencies.
Resource Websites:
•
Going Green, One Container at a Time: http://jscms.jrn.columbia.edu/cns/200611-14/kargman-veggieplastic/
•
Cereplast is a manufacturer of compostable, renewable plastics:
http://www.cereplast1.com/ce/index.php
•
Biodegradable Products Institute Member Directory: http://bpiworld.org/BPIPublic/Members/Directory.html
•
Dirtworks (Biobag), located in New Haven, Vermont http://www.dirtworks.net
•
Unikeep (bioplastics), located in Marysville Ohio, http://www.unikeep.com
Agencies & Potential Funding Sources:
•
State Integrated Waste Management Board www.ciwmb.ca.gov/Grants
•
Environmental Protection Agency (EPA)
Mariposa County Economic Vitality Strategy & Implementation Plan | November 2007
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Business Target: Technology
http://www.grants.gov/applicants/get_registered.jsp
Recreational
Product
Research,
Development &
Testing Cluster
Mariposa County may be a competitive location for businesses engaged in
recreational product research, development, testing and training such as:
•
Sporting goods and equipment for rock climbing, fly-fishing, boats, kayaks, auto
accessories for hauling boats, etc.
•
Climbing gear manufacturers
•
Specialty apparel and footwear for sporting
•
Safety gear, such as rescue equipment, beacons, mirrors for hikers and
climbers
In 2006, the outdoor industry, which encompasses recreational products, was a
$33 billion dollar industry. In 2004, outdoor retail products outpaced the growth of
all retail products in the nation and the industry continues steady growth. More
industry trend information can be found in the Appendix (Tab 4).
Step 1: Research the infrastructure needs of these types of companies to
determine if Mariposa County is a competitive location, or offers other attributes
(rural lifestyle, small community, scenic beauty, access to recreation, etc.) that
appeal to entrepreneurs. What are these companies’ locational requirements?
•
Ideal size of community (population base)
•
Community resources (education, worker skills, amenities, etc.)
•
Location requirements (i.e. proximity to sport/recreation resources, such as
rocks, lakes, rivers, golf course, mountain)
•
Land and building requirements (size, configuration, etc.)
•
Cluster requirements (proximity to competitors, partners, suppliers, research
institutions)
Step 2: Develop a list of companies. Start with companies already located in the
region and California.
Sources for this list:
•
Work with existing (located in Mariposa County) outdoor adventure companies
from list generated in Business Development Opportunities, Organize to
Compete, action for Business Base.
•
Work with local sports/recreational enthusiasts in the region to generate a list
and to solicit their input.
•
Research company lists for purchase:
© Hoovers.com, sporting and recreational companies:
http://www.hoovers.com/industry/sporting-&-recreational-equipmentretail/companies/--HICID__1551,Page__1--/free-ind-companies.xhtml
© Dun & Bradstreet: http://www.zapdata.com/
© IdEXEC: http://www.idexec.com/
•
Exhibitors at the Outdoor Retailer Tradeshow held every year in Salt Lake City,
UT: http://www.outdoorretailer.com
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Business Target: Technology
Step 3: Develop Business Case.
Based on industry intelligence gathered in Step 1, develop business case to
support why Mariposa County is a prime location for this industry. An outline of
recommended content for the business case is shown in the Appendix (Tab 4).
Prepare business case in hard copy format and also augment EDC Website with
this information. Demonstrate how Mariposa County and the region’s strengths
and relevant assets meet the needs of what the industry requires for successful
operations.
Step 4: Contact and meet with the targeted companies.
•
Meeting objective is to learn:
© Where products are manufactured
© Where products are tested
© Do they offer training, and if so, where? (Could Mariposa County become a
training and development site?)
•
Research companies on the Internet to be better prepared for meeting. This
work will also help you to customize information about Mariposa County that
you share with them, for example, information about Mariposa County and its
access to recreational resources (rocks, hills, lakes, and rivers).
•
Additionally, attend the Outdoor Retailer Tradeshow
(http://www.outdoorretailer.com) to gather industry intelligence and meet with
companies.
Step 5: Continue to communicate with interested companies and provide
updated information (new venues, new companies that have located, etc.)
•
Revise and further customize the business case based on what is discovered in
Step 5. The business case will evolve as industry intelligence is gathered and
expanded upon.
•
Send industry articles of interest to target companies. The objective is to be in
front of these targets with information of interest and value.
•
Also, as work is competed for the Business Development Opportunities,
Organize to Compete Strategy, provide updates on progress that would
contribute to the success and opportunities for target companies. Show them
you are working to better accommodate their companies in Mariposa County.
Resource Websites:
•
Outdoor Industry Association: http://www.outdoorindustry.org/
•
Climbing gear manufacturers:
http://www.indoorclimbing.com/gearmanufacturers.html
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Business Target: Local/Visitor Serving
Overview
Retain, attract and support appropriate retail and service businesses needed to
meet the market demands of locals and visitors. Especially consider expanding
business opportunities that are lacking and desired in the county (e.g. galleries,
bookstores, gourmet ice cream shops, microbrewery, etc.), provide unique
gathering experiences, and contribute to the Mariposa County experience, such
as destination businesses.
A good example of destination business is the Lake Don Pedro Golf Course and
Country Club. The 7,000 yard course has been completely redesigned and
shaped into a very challenging yet rewarding par 72 golfing experience. The
14,000 square foot clubhouse, will serve as an anchor for the Lake Don Pedro
community with its fitness center, pro-shop, pool, covered patio and gourmet
Cellars restaurant. These facilities will be able to host community meetings,
weddings, tournaments, special events, dances, and more. Surrounding the
golf course will be 116 beautifully designed townhomes.
Create a critical mass of destination businesses: Destination businesses
are not tourist shops; they do not emphasize tourist trinkets. Destination
businesses are independently owned businesses that differentiate themselves
from the competition and attract shoppers beyond the traditional 15-mile radius.
They potentially attract shoppers worldwide, all times of the year, and serve
both locals and visitors to a region. Chocolate Soup is an example of a
destination business located in Mariposa County. See “The Competitive
Advantage of Destination Businesses” handout in the Appendix (Tab 4).
Step 1: Determine interest. Gather together or meet with independently
businesses that may be interested in becoming a destination business.
Step 2: Host expert in community on destination businesses. Jon Schallert
of The Schallert Group (http://www.jonschallert.com/) is an expert on this
subject and presents an energetic, entertaining and very educational program
on Destination Business Principles.
Step 3: Business counseling to support destination business
development.
Through the Mariposa County Economic Development Office, Chamber or
downtown business organizations, offer one-on-one business counseling on
how to create a destination business. This training could be offered through the
Central Valley Business Incubator, SBDC or Chamber staff members who could
be trained as trainers for working with local businesses. An excellent resource
for training on destination business is the Destination BootCamp
(http://www.destinationbootcamp.com).
Recommendation for training is one-on-one business counseling instead of a
workshop, unless the workshop is offered during non-business hours and
potential participants want a workshop otherwise, a low turn-out is likely to
occur.
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Business Target: Local/Visitor Serving
Step 4: Businesses work on 6 steps for improving customer first
impressions.
•
•
•
•
•
•
Clean up store windows
Revitalize the front 1/3 of the store
Refocus the checkout areas
Re-merchandise your D-Wall
Strengthen your D-Aisle
Eliminate the “Loop”
See handout in appendix “6 Steps to Improve Customer First Impressions”
Step 5: Working as a team, have businesses evaluate each other’s
businesses based on first impressions.
Step 6: Product spotlighting to attract destination shoppers.
•
Micro-niche product line (i.e. media likes to feature)
•
Signature items (i.e. “Branded” Mariposa commodities)
Create a monument – a monument is not for sale but it creates traffic because
everyone wants to see this item. Could be a piece of history on display in
middle of store. Attract bus tours.
Step 7: Assist businesses with marketing plans.
•
The Central Valley Business Incubator, Small Business Development Center
and/or the Chamber of Commerce contribute excellent support in creating
and strengthening destination businesses in Mariposa County by providing
extremely helpful one-on-one counseling with business owners on marketing
plans to increase and expand their customer base.
•
Keep it simple - can be as simple as post-it notes on calendar
•
Utilize unique positioning statement to create images
•
Collect customer information – it takes 10X the money to get a new
customer than it costs to bring an existing customer back (Based on a
quality experience in store)
Leverage media opportunities – pitch monuments, product niche, etc as related
to mainstream stories.
Resource Websites:
Timeline
The Schallert Group: http://www.jonschallert.com/
Small Business Trends: http://www.smallbiztrends.com/
US Small Business Administration: http://www.sba.gov/
Immediately and on-going
Budget
Mainly time for staff and volunteer to conduct research.
Speaker on Destination Businesses: $2,500 - 5,000
Destination BootCamp: $8,500 - 10,000
Mariposa County Economic Vitality Strategy & Implementation Plan | November 2007
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Strategy 2B: Business Development Opportunities,
Organize to Compete
In order to successfully grow and import businesses that will diversify and strengthen the local
economy, Mariposa will need to improve its infrastructure, resources and business climate to
strengthen the business case and thus compete more effectively. The action items in this section
should be prioritized over business recruitment marketing because you only get one opportunity
to make a first impression. If the community is not ready to competitively accommodate targets
or is not taking care of existing businesses then there is no reason to market. This strategy delves
into preparing for opportunities with well-planned solutions.
Five actions are outlined below for implementing the strategy to Organize to Compete Strategy
for Business Development Opportunities, including:
Site Readiness
Regulatory Policies and Process
Business Base
Workforce Readiness
Business Resources
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Competitive Requirements — Site Readiness
Vision
A “ready” county/community that clearly understands the type of investment
desired and has infrastructure and environmental attributes planned or in
place to support the needs of desired targets.
Goal
Ready-to-go sites and buildings with adequate infrastructure in place to
support quality investment that contributes to community values and
diversity of the economy.
Overview
To be successful in retaining, expanding and attracting target businesses
and investment, the county, working in partnership with land owners,
developers and business owners needs to clearly define where additional
business development is appropriate and desired, and then prepare for the
development of these designated areas through planning, zoning and
infrastructure improvements.
Actions
1. Ground/Building
Inventory
Mariposa County wants to attract business investment and support local
entrepreneurs. Sites within town planning areas must be ready with proper
zoning, adequate infrastructure (or at least a specific plan for timely
development of infrastructure). Competitive communities anticipate the
needs or target businesses and have gone as far as designing model
facilities, pre-permitting, and even construction.
It is also noteworthy to understand that under the new General Plan, any
home-based businesses that grow beyond a certain number of employees
will need to relocate. Existing "move up" space for these fledglings
businesses is very limited, or non-existent. Additionally, if the business
desires to move into a building or parcel not currently planned and zoned for
business/light industrial, the Conditional Use Permit process is formidable.
Under current circumstances, it is highly likely that many of these emerging
businesses will be forced to move out of Mariposa County to grow their
business (taking their jobs and investment with them).
This constraint on growth serves as a deterrent to businesses capable of
creating significant additional jobs from even considering any investment in
Mariposa County. We should, instead, welcome those businesses (in the
select targeted industries) that can be successful—and grow.
Step 1: Site Inventory.
•
Inventory commercial/light industrial planned and zoned land and
buildings, along with impediments to development (flood zone, no
infrastructure, slopes, etc.).
•
Sample forms in the Appendix (Tab 5) provide a template of key data
points frequently requested during the site search process. By preparing
this information prior to a request, Mariposa County will be able to
present a competitive package of information when requested.
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Competitive Requirements — Site Readiness
Step 2: Develop an online database of these properties and prioritize
based on availability:
•
Zoning on the ground and “for sale” with improvements (access, sewer,
water, communications, etc. without impediments)
•
Zoning without improvements
•
Commercial or industrial land use designation, but no zoning
•
Zoned something else, but may be appropriate for other use(s)
•
Recommended online database is EDsuite (www.edsuite.com),
customized to present sites and buildings on a Website for economic
development purposes. House the database on Chamber or County
Website with other business resources.
Step 3: Work with motivated land owners to prepare site development
packages/scenarios (currently planned and zoned, or considered
appropriate for commercial/industrial zoning). This step includes small
parcels (less than ½ acre) up to business parks (10-20 acres).
2. Site Improvements
Step 1: Identify on and off site requirements for business targets.
•
With the information researched through Business Targets in the
Business Development Opportunities, Diversify to Grow Quality Jobs
Strategy, evaluate inventory of sites for gaps.
•
Prioritize sites for improvements.
Step 2: Secure Funding.
•
Work with motivated land owners to locate and secure financing for on
and off site improvements (i.e. CDBG, EDA, USDA)
Resource Websites:
•
Sierra Nevada Conservancy: http://www.sierranevada.ca.gov/
•
Sierra Business Council: www.sbcouncil.org
Agencies and Potential Funding Sources:
•
State of California Housing and Community Development
http://www.hcd.ca.gov/fa/index.html#fac
•
US Department of Commerce, Economic Development Administration
http://www.eda.gov/InvestmentsGrants/Investments.xml
•
US Department of Agriculture http://www.rurdev.usda.gov/rbs/
•
US Department of Health and Human Services http://www.grants.gov/
Timeline
12 months and ongoing data updates and site improvements
Budget
Staff time of all Team Members
EDsuite Website content management program = $6,000 first year; $1,900
subsequent years for annual license
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Competitive Requirements — Regulatory Policies &
Processes
Vision
Clearly articulated regulatory processes (planning, permitting, and building)
with exceptional customer service.
Goal
Use the imminent updates of the town plans and zoning ordinance (to
conform to the recently adopted County General Plan) as an opportunity to
clearly identify appropriate (desired) uses and to establish efficient
procedures and practices that support these uses.
Overview
Clearly articulated and delivered regulatory processes protect Mariposans’
from inappropriate development and residents and businesses going
through the building and development process from unnecessary confusion,
untimely delays, and unnecessary expenditure of funds. The challenge will
be how best to update Title 17 (Zoning Ordinance) that results in the right
balance between flexibility and certainty in implementing the new County
General Plan. The dichotomy between these concepts (certainty and
flexibility) creates tension, not only for County officials and staff who use the
ordinance on a day-to-day basis, but also for homeowners, business
owners, and others who rarely come into contact with zoning. Everyone
wants to know what the rules and standards are by which new development
will be judged — how are decisions made to approve, conditionally approve
or reject applications? And, as “time is money”, knowing the timeframe as
well as the criteria for approval is also important - who has appeal rights,
and when is a decision final so a project can proceed?
Mariposa County is typical in its application of making distinctions between
permitted uses and conditional uses. Relying on a conditional use permit
process offers the potential for flexibility in administering use regulations,
but at a cost to applicants as well as to the County. Also, without clear
standards and criteria for evaluating conditional uses, there is some
potential for inconsistency in zoning administration and decisions. The risk
is also high for retaining companies operating under a CUP that want to
expand — inconsistent decisions, public scrutiny and simply the hassle may
be too much to ask of valued employers.
With the new General Plan, the county will be busy updating the Town
Plans and the Zoning Ordinance to conform to the General Plan. These
updates provide the perfect venue to reassess and update, for example, the
types of businesses that are “permitted” or “conditional” in each zone and to
investigate alternative approaches to zoning.
Actions
1. Town Planning
Areas and Zoning
Ordinance
Step 1: Form a subgroup from members of the following teams to work
with the county and its consultants as they update the TPA’s and the
Zoning Ordinance.
•
Business Development Opportunities, Diversify to Grow Quality Jobs
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Competitive Requirements — Regulatory Policies &
Processes
and Investment Team
•
Destination Mariposa County, Organized to Compete, Authentic, Vibrant
Towns Team
These Teams are responsible for identifying business targets and for more
clearly defining what policies and practices need to be in place to enhance
the economic vitality and sustainability of the county and its historic, cultural,
and recreational assets.
Involvement in the TPA updates is extremely important because it is within
the TPAs where most economic growth activity will occur. The County’s
General Plan clearly states that the siting of job-creating businesses will
occur in the town planning areas, where public services are available.
Clearly articulated and delivered regulatory policies and practices are the
foundation for supporting a more vibrant, diverse experience in town centers
that create quality job and career opportunities, and enhance the visitor and
local experience (visually, culturally, etc.) county-wide.
To support TPA updates, it is critical that the Planning Department becomes
and remains adequately staffed to make these and other improvements
possible. Staff shortages have created a chronic roadblock, and will
continue to serve as an impediment to progress until remedied.
Step 2: Work with the county to integrate policies and regulations into
the TPAs and Zoning Ordinance to support vibrant, mixed-use towns,
quality jobs and investment growth through the county’s regulatory policies
and practices.
Resource Websites:
2. Communication to
Businesses
•
Flexibility vs. Certainty Discussion Paper, 2001 Dyett & Bhatia,
http://www.city.palo-alto.ca.us/planning-community/zon-flexvscertdp.html
•
Sierra Business Council: http://www.sbcouncil.org/wiki/Publications
Step 1: Create a simple and clear explanation of the development
process for each type of development.
•
Identify the steps to the development process, including:
© Requirements – what the developer or business needs to provide
© What and where assistance is available for the development process
– Are pre-development planning meetings an option to pre-review all
plans and required documents?
© Timeline for approvals, pending all submissions are complete
© For business types that are not appropriate, or wanted, in Mariposa
County, develop a communication policy for the County's position and
discourage investment, or related hassles, early in the process.
•
Present in a flow chart format that is easy to follow. See Appendix (Tab
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Competitive Requirements — Regulatory Policies &
Processes
5) for sample development process flowchart.
•
Provide on County Website and in written form at front desk.
Step 2: Create a simple and clear listing of all development and impact
fees.
•
Identify all potential fees. Develop list of fees, including:
© Description of fee
© Administering agency
© Formula or average rate (if relevant)
© Basis for assessment
© Relevant incentives to mitigate
•
Present in a flow chart format that is easy to follow. See Appendix (Tab
5) for sample development fee template and sample regulatory
fees/impact fee schedule.
•
Provide on County Website and in written form at front desk.
Timeline
Dependent on when the County initiates the Zoning Ordinance and Town
Plan Area Updates
Budget
Staff time of all Team Members
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Competitive Requirements — Business Base
Vision
Detailed and accurate intelligence about Mariposa County’s business base.
Goal
Create an active database of businesses (including home-based) that will
provide key information about existing businesses (type, size, nature) and
intelligence for analyzing business growth and industry trends.
Overview
Mariposa County does not have a business license program, however the
County should develop a system to identify and catalogue businesses that
would provide business trend information. In addition to providing
information about the county’s business base, this information could be
used to inform businesses about new or expanding programs, or to solicit
their input on proposed issues or services. This information would also
provide a mechanism for the county to communicate with the business
base, which could be critical when considering offering new programs or
services, or identifying problems and challenges.
Actions
1. Business
Identification
Step 1: Business Information Sources.
•
Discuss possible business intelligence collection methods. Sources of
business information include:
•
Mariposa County Economic Development Office
© Chamber of Commerce Members
© Downtown Merchants Association
© EDC Members
© Service Club Members
© County’s Home-Based Occupation Application (currently only
applicable to Mariposa and Coulterville TPA’s). However, the new
General Plan calls for developing criteria for home-based businesses
throughout the county, which will require the collection of business
data on all home-based businesses operating within the county.
© Others sources as identified
Step 2: Set-up system for useful data analysis.
•
Identify what software will be used to maintain the database (ACT!
Microsoft Access, etc.), and who will input the initial data, who will
maintain, and who will have access to the database and for what uses.
© It is very important that business information be inputted into a
relational database, where queries and cross tabulations can be
obtained. Business intelligence is more than a list; it’s a tool for
economic developers to gain a better understanding of the existing
business mix and what drives the local economy, and perhaps more
important it is a tool that can be used to understand where the
economy is going.
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Competitive Requirements — Business Base
© PROACTIVE is a customized version of ACT! Software developed
specifically for economic developers to use in tracking local
businesses and business attraction leads. See information in
Appendix (Tab 5).
•
Develop intake forms that correspond with data fields of your database.
Use the North American Industry Classification System (NAICS) for
business identification.
Step 3: Data Gathering.
•
Designate team members for business intelligence data gathering
•
Research and submit the completed data sheets to the County database
manager for input.
Step 4: Run business intelligence queries and share with the Team.
For example:
•
Types of businesses by NAICS
•
Location of businesses by NAICS
•
Number of years at present location by NAICS
•
Number of businesses with 5 or more employees
•
Number of businesses by NAICS with 5 or more employees, etc.
Step 5: Use this business intelligence to track local economy and
provide services to business.
For example:
•
Understand what types of businesses are growing, and which are
shrinking
•
For business targeting (if desirable businesses are growing), share
information with the Diversify to Grow Quality Jobs and Investment Team
for targeting
•
If desirable businesses are shrinking, share information with the Diversify
to Grow Quality Jobs and Investment Team for retention
Step 6: Update.
•
Continually update database with new business entries and other
changes (out of business, moved, change of ownership, etc.).
•
The confidential database should be used solely for internal business
intelligence and to “officially” contact businesses for the purposes of
informing or soliciting their input as authorized by the Mariposa County
Economic Development Director.
Resources Websites:
•
Mariposa County Home Based Occupation Form,
http://www.mariposacounty.org/planning/Applications/HomeBasedOccup
InfoApp.pdf.
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Competitive Requirements — Business Base
•
North American Classification System,
http://www.census.gov/epcd/www/naics.html
Timeline
6 months and ongoing updates
Budget
Staff time of all Team Members
PROACTIVE software: $5,000 (4 users)
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Competitive Requirements — Workforce Readiness
Vision
A continually learning workforce ready and able to meet the growing and
challenging needs of local employers and entrepreneurs.
Goal
Collaborate with local employers to identify specific skill needs and with
education and training providers to fulfill these needs which will allow local
businesses to successfully compete in a global economy and local residents
to gain and retain challenging, economically rewarding jobs and careers.
Overview
The growing wage gap between low-skill and high-skill jobs bears testimony
that the development of skills by the workforce is central to the health of the
economy and individual workers. A manufacturing (or resource based)
economy that supported a relatively low-skilled workforce with high wages
has been replaced by an economy, including modern manufacturing, where
literacy and technical skills are essential.
Extending efforts to include educational and vocational programs for
Mariposa youth to pursue careers in growing industries (e.g. solar and
sustainable living technologies) should be a vital component of the
workforce readiness strategy. A cooperative program with UC Merced to
develop this area of economic development could be based on use of a
Mariposa County location for students to participate in a hands-on fashion
with initiatives guided by the appropriate technical leadership from UC
Merced faculty (and possibly the Sierra Nevada Research Institute). Santa
Clara University's School of Architecture, for example, has been successful
in emphasizing student competition in the Department of Energy’s Solar
Decathlon. (www.scu.edu/scm/summer2007/feature3.cfm)
Mariposa County’s success in industry diversity, and especially the growth
and retention of technology-based businesses will be highly dependent on
the community’s ability to grow and sustain a technically skilled workforce.
Actions
1. Skills Assessment
Step 1: Interview Local Business Owners.
•
Gather information on local workforce and employer issues.
© Interview business owners and human resource managers.
© Conduct Web-based survey for home-based businesses. Survey
tools, such as Goldmine, Survey Monkey, and Zoomerang will make
the analysis much easier.
Step 2: Review needs of Business Targets.
•
Collaborate with the Diversify to Grow Quality Jobs and Investment
Business Targets Team to identify the skill and educational needs of
business targets.
Step 3: Evaluate Results.
•
Compare needs of targets with interview results to identify workforce
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Competitive Requirements — Workforce Readiness
skills gaps.
•
2. Develop training
infrastructure
Work with existing business associations to identify workforce skill and
educational needs.
Step 1: Work with education and training providers to start building
the education and training infrastructure needed to support these
business targets.
•
When possible, it is important to identify career paths that local youth
and adults can track and clearly see how learning the skill, or gaining the
knowledge can lead to an expanding career, not just a dead-end job.
Where possible, identify and put in place “bridge” programs between
high school ROP and vocational and academic training and higher
education, so that the path to learning and skill building is presented in
manageable increments, and support networks are in place to support
progression through the educational/training component. Involve and get
commitment early on from industry/business groups for successful
graduates of training and education programs to secure employment.
•
Work with industry to identify opportunities to offer customized training
using employment and training suppliers (Mother Lode Job Training,
State Employment Training Panel, etc.) such as ETP.
Resource Websites:
3. Youth
Development &
Workforce
Experience
•
Merced College, Employer Focused Training,
http://www.mccd.edu/programs/etc.html
•
Fresno State University, http://www.csufresno.edu/
•
UC Merced, Yosemite Leadership Program, http://ylp.ucmerced.edu/
•
Mariposa County High School, http://www.mchs.mariposa.k12.ca.us/
•
Job Connection of the MotherLode, http://www.jobconnect.org/
Vision: Local youth that are fully engaged in their communities.
Goal: Partner with educational staff, administrators and students to
develop and sustain youth activities that provide life and work/career
building skills, team building and communication skills, and appreciation for
the local environment and its assets.
Overview: Mariposa County, like other rural communities are concerned
about the exodus of local youth for greener economic pastures. Youth
education, skills and commitment to the future of the region have to be built.
Many communities have begun this process through youth led projects.
Mariposa County’s many assets can be used to support youth development,
leadership, and entrepreneurship.
Job Shadowing: Job shadowing is an academically motivating activity
designed to give kids the unique opportunity of an up-close look at the world
of work and provide the answer to the commonly asked question, “Why do I
have to learn this?”
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Competitive Requirements — Workforce Readiness
Resource Websites: New Jersey Department of Education Job Shadowing
Handbook http://www.state.nj.us/education/voc/shadow.htm
Entrepreneurial Training: Work with the Mariposa County Economic
Development Office, SBDC and the local high school to engage youth who
are interested in starting their own business utilizing Mariposa County’s
natural and recreational resources (rock climbing, bicycling, rafting, hiking,
nature walks, etc.).
Regional Occupational Program: ROP is career technical education that
empowers students to make meaningful career choices by providing
opportunities to explore their interests, develop career skills, and reinforce
academics, ROP also offers a wide range of additional educational benefits,
including college credit for qualifying courses, industry certification, and
internships when appropriate. ROP is available to high school students (16
years of age or in 11th or 12th grade) and adults, preparing them for further
education at colleges and universities, employment, or advanced technical
training. Areas of study include agriculture, arts, media & entertainment,
business, engineering technology, health, home economics careers &
technology, industrial & technology, and public & human services.
Private Sector Partnerships: Public schools are increasingly working with
the private sector. For example, PG&E connects with communities through
an extensive shareholder- and employee-funded charitable contributions
program, which gives millions of dollars each year to non-profit
organizations, primarily in northern and central California. This program
benefits more than 3,000 schools and nonprofit agencies, such as the
Center for Advanced Research and Technology. The program has also
helped equip high school juniors and seniors from the Fresno and Clovis
unified school districts with the tools necessary to solve local environmental
problems. Students collaborate with research and regulatory organizations
to restore native habitat, research the effects of temperature and chemical
fluctuations on coral, and collect and analyze water quality samples to
assess the health of local water bodies.
Service Learning: The primary goal of the Community Connections
Program is to build an ongoing service-learning curriculum and instruction
program that are supported by district resources to enhance student
learning and foster direct community involvement in schools. Project topics
vary from conservation and environmental concerns to health issues,
citizens’ welfare, beautification projects, historical cultural research and
restoration, and local planning issues.
More than 20 community
partnerships support the district’s service-learning program, including the
University of California, Merced; Yosemite National Park; local and state
agencies; local businesses; and community groups. These partners provide
expertise and support to complete service-learning projects.
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Competitive Requirements — Workforce Readiness
Environmental Science & Restoration: The County has recently and
continues to invest in restoration of Mariposa Creek. This natural resource,
presents an opportunity to engage youth in the environmental stewardship
of this key community asset. With the leadership of Mariposa High School
science teachers, students could:
•
Conduct sediment studies and analyze water chemistry, vertebrate
census and conduct botanical surveys
•
Monitor stream health by studying benthic and littoral invertebrates,
asses the surrounding riparian (creek corridor) habitat, map the stream
for erosion, and engage in the restoration of native species and
eradication of invasive species.
This timing for this initiative is especially appropriate with the passage of AB
1548 (October 2003) which established the Education and the Environment
Initiative (EEI). AB 1548 requires:
•
Identification of environmental principles and concepts that complement
California’s academic content standards in science, history/social
sciences, English-language arts and mathematics;
•
The incorporation of these principles and concepts into textbook
adoption criteria for all of the aforementioned subjects. What this means
is that teaching about our environment will be embedded in core
curriculum.
There is a seven-year adoption cycle; however separate “stand-alone”
curriculum based on the state’s principles and concepts should be available
to teachers by 2009. Mariposa has the opportunity to put in the place the
infrastructure to support this initiative prior to its full implementation by the
state.
A major national study, the National Longitudinal Study of Adolescent
Health, found that youth who felt connected to their families and to their
schools engaged in fewer risk behaviors like substance use and violence
and do better in school. The actions offered presented here, offer
opportunities for local youth to connect more strongly to their school and
their community.
Step 1: Contact K-12 administration and staff to determine interest in a
youth-led creek restoration/monitoring project.
Step 2: Solicit interest by student body/special interest group (i.e.,
biology, environmental science classes).
Step 3: Solicit sponsorship (i.e. local environmental groups).
Step 4: Begin project.
Resource Websites/Example Programs:
•
Mira Loma High School (Sacramento) Arcade Creek Project.
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Competitive Requirements — Workforce Readiness
www.arcadecreekproject.org
Timeline
Skills Assessment: 3-6 months
Training Infrastructure: Ongoing
Youth Programs: Dependent on interest
Budget
Staff time of all Team Members
Survey tool = $150 - 600
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Business Climate — Business Resources
Vision
Convenient access to useful business resources.
Goal
To identify, network, and communicate all of the business assistance
resources available to entrepreneurs and businesses that will facilitate their
growth and investment in Mariposa County.
Overview
A healthy business climate has a well-organized group of service providers,
such as education and workforce training providers, business counseling,
financing institutions that are readily accessible, work in collaboration, and
deliver exceptional service to local businesses to help them grow their
business and profits.
Actions
1. Inventory
Business Services
Step 1: Identify and document all business assistance service
providers serving Mariposa County and the region (public, private,
nonprofit). See Mariposa County Business Resources Data Collection
Form in the Appendix (Tab 5). Organize business services inventory for
hard copy and electronic distribution. See Mariposa County Community
Profile in Appendix (Tab 5).
•
Who are the active service providers in Mariposa County?
•
What do they do? Roles, Responsibilities.
•
What has been accomplished? (i.e. testimonials and success stories)
•
Are there other service providers who could be doing more work in
Mariposa County?
•
Where are the gaps?
•
Who can fill the gaps?
•
How do these service providers collaborate?
•
Who and how is success monitored?
Step 2: Obtain a volunteer to bi-annually update the information on
service providers (hard and electronic versions).
•
Possible Resource for staffing: AmeriCorps Vista
http://www.americorps.org/about/programs/vista.asp.
•
Another option is to upgrade the Website for a content management
system (i.e. EDsuite, www.EDsuite.com) where partners would have
access to make there own updates.
Resource Website/Tool:
•
California Academy for Economic Development – Tools for Business:
http://www.toolsforbusiness.info/
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Business Climate — Business Resources
2. Business
Resource Center
Step 1: Research interest and feasibility of the development of a
Business Resource Center with (for example) the following business
services; (with actual services provided by public organizations and private
companies):
•
Conference room
•
High-speed Internet
•
Video conferencing
•
Voicemail
•
Reception support - answer telephone and receive visitors
•
Administrative support
•
AP/AR support staff
•
Copier
•
Fax machine
•
Parcel package pick-up
Timeline
Action 1:
Action 2:
4-6 months with ongoing updates
Longer term
Budget
Staff time of all Team Members
EDsuite Website content management program = $6,000 (no cost if already
purchased for Site Readiness)
CAED Tools for Business = $200 set-up plus $95/month
Mariposa County Economic Vitality Strategy & Implementation Plan | November 2007
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Getting Into Action
To initiate implementation, the first step will be to assemble and organize teams. In the
Appendices (Tab 1), you will find the list of volunteers who expressed interest during the March
community worksessions held in Mariposa and Coulterville. Invite their participation for
implementation of the strategy. Some people will be interested in working on certain aspects of
the strategy while others will be dedicated to seeing it through from start to finish.
All Action Teams should have a Lead as well as one Sub Team Lead for each strategy. Team
Leads will form the Economic Vitality Leadership Team working with the County Economic
Development Director. It is not advised to make the Mariposa County Economic Vitality
Leadership Team a formal board; instead it should be a working group that fosters
communication among all parts of the comprehensive strategic plan.
The next step is to distribute copies of the strategy and establish teams, asking each team to
review, discuss and prioritize action items based on interest and resource availability
(commitment level). Logical steps are laid out; however there exists a great deal of opportunity
for volunteers to make the strategy their own. Their ownership and expertise will propel action
and early successes.
Communications
The key to any community’s successful implementation is well-executed communications. Three
areas should be covered to maximize teamwork and community support:
Media announcement/launch Economic Vitality Strategy: The purpose of a formal
launch of the strategy through the local media provides a venue to demonstrate to the
community a private-public partnership working together for Mariposa County’s
economic future. We encourage you to recognize and invite volunteers to participate.
Team: Since many of the actions are inter-related, it is essential that the team share
updates on progress as well as what they have learned. As the Economic Vitality Strategy
moves forward on many different levels, communication among the Strategy Teams are
essential to continue momentum. Quarterly meetings of the Economic Vitality Leadership
Team will enable valuable dialogue to further connect resources and leverage
opportunities.
Community at-large: Sharing successes and progress made with the community will
foster long-term support and community pride. Develop a section on the County of
Mariposa Website for quarterly updates. Prepare press releases when major milestones
have been reached. Celebrate successes.
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