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HomeMy WebLinkAbout19 North Hood Canal Chamber of Commerce 093026 LTAC RFP final.v22027 REQUEST FOR PROPOSAL PACKET LODGING TAX/TOURISM PROMOTION This packet is for the 2027 TOURISM PROMOTION SERVICE PROPOSALS to be funded by the Jefferson County Lodging Tax. Under Jefferson County guidelines, you must be a NON-PROFIT or GOVERNMENTAL AGENCY to be eligible to be funded by the Jefferson County Lodging Tax. The Jefferson County Lodging Tax Advisory Committee may only consider complete and signed proposals that include all of the requested information and documents, and that are submitted by the deadline: WEDNESDAY, SEPTEMBER 30, 2026 by 4:30 P.M. Technical Assistance Period will be available by submitting questions to afmcknight@co.jefferson.wa.us – Responses will be posted on LTAC webpage at: https://www.co.jefferson.wa.us/1394/Lodging-Tax-Advisory-Council-LTAC 2027 Proposal Guidelines: Tourism Promotion Activities The Jefferson County Lodging Tax Advisory Committee (LTAC) is accepting proposals from government agencies and non-profit organizations for tourism promotion to be provided during calendar year 2027 and paid for from the County’s lodging tax fund. The Committee will make recommendations to the Jefferson County Commissioners within one month following the proposal deadline. All decisions for use of the lodging tax will be made by the Jefferson County Commissioners. ● Proposals from government agencies or non-profit organizations are to be for tourism promotion during calendar year 2027. Please refer to Section 1 of this packet for examples of eligible tourism promotion activities for this funding round. ● At the time of implementation, tourism related activities within proposals must comply with federal, state, and county laws and requirements, including county Public Health direction. NOTE: Jefferson County may not use public funds in any way that can be construed as a gift to an individual or organization. ● Proposals must completely address the questions, and all requested supplemental information including letters of support must be provided. Incomplete or late proposals may not be considered by LTAC. ● To be considered, a fully completed and signed digital application (digital signatures acceptable) must be received at afmcknight@co.jefferson.wa.us by the deadline listed above. ● All applications must be submitted as a signal digital application in a one PDF file attached to an email. If you need assistance combining multiple documents into a single PDF document, please contact our office. ● All documents filed with the County are public records, potentially eligible for release. 2 | Page NHCCC 2027 LTAC PROPOSAL Jefferson County is committed to the non-discriminatory treatment of all Persons in the employment and delivery of services and resources. 2027 Proposal Checklist for Tourism Promotion Activities Organization Name: North Hood Canal Chamber of Commerce Event Name, if different: Proposed Contract Amount: $ 501(c)(3) ☐ (6) ☒ WA UBI Number: 601-509-470 EIN Number: 94-3206472 Proposals should completely address the questions, and all requested supplemental information should be provided. Incomplete or late proposals may not be considered by the Jefferson County LTAC. To be eligible for consideration, your application must be signed, dated, and include the following items in the listed order. Check each item submitted: ☐Signed and Dated Proposal Checklist for Tourism Promotion Activities. ☐Declaration of capital expenditures and operations, if applicable (Attachment A). ☐Proof of liability insurance (Attachment B) ☐Section 1 - Itemized list of proposed services and estimated costs. ☐Section 2 - Proposal Questions. ☐Section 3 - Proposed 2027 promotion, facility, event or activity budget. ☐Section 3 - 2026 organizational budget and year-to-date income and expense statement(s). ☐Section 3 - List of names and addresses of the organization’s current Board of Directors. Name and contact information for event chairperson, if applicable. ☐Section 3 - Optional work samples such as season brochures, promotional materials, reviews, news/magazine articles, etc. (maximum of 5 separate pieces) To be considered, a fully completed and signed original application with supporting documents and letters of support must be electronically received and date stamped at the Jefferson County Administrator’s Office, to Adiel McKnight @ afmcknight@co.jefferson.wa.us 240,885.40 3 | Page NHCCC 2027 LTAC PROPOSAL by WEDNESDAY, SEPTEMBER 30, 2026 by 4:30 p.m. (Secure and approved file transfer links are acceptable to accommodate large file sizes if needed.) Documents submitted to the County are public records, potentially eligible for release. 4 | Page NHCCC 2027 LTAC PROPOSAL 2027 Proposal Checklist for Tourism Promotion Activities Proposal Deadline: WEDNESDAY, SEPTEMBER 30, 2026 AT 4:30 P.M. Electronically to Email Address: afmcknight@co.jefferson.wa.us Please type (10 point or larger) or legibly print in ink. To be considered: all questions must be answered; all requested documents provided; this form must be signed and dated. Organization Name: North Hood Canal Chamber of Commerce Organization Address: PO BOX 774 Quilcene, WA 98376 Contact Name: Andrew Schwartz, Ex. Director Contact Address: PO BOX 774 Quilcene, WA 98376 Day Phone: (360) 726-3023 Evening or Cell Phone: (603) 305-8531 E-Mail Address:exdirector@nhccc.com Facility/Event: (if applicable) - Total Lodging Tax Request: $______________________ Estimated 2026 org. operating budget: (Incl. Lodging Tax funds) $______________________ If asking for funds for a specific event, list other cash funding sources and dollar amounts budgeted for this project. Note: This section is only due for specific event and festival funding requests. Dollar Amount $ $ $ $ $ $ Total Project Revenue Budget: $ Did your organization receive Lodging Tax Funds from the County in 2026? ☒ Yes ☐ No I understand that if my organization’s proposal for tourism promotion activities is approved by the County that my organization will enter into a contract with the County to provide the contracted services up to the maximum contract amount. I understand that the proposal herein is a public record potentially eligible for public release. Sign Name: Date: Print Name and Title: Andrew Schwartz, Executive Director 240,885.40 9/30/26 5 | Page NHCCC 2027 LTAC PROPOSAL 1. Itemized List of Proposed Tourism Promotion Services In the following space or on a separate sheet of paper, please specify each proposed tourism promotion, program, facility, event or activity, including quantities and costs (see examples at bottom of page). Please be advised that if you are awarded less than your request, you may be asked to provide an updated budget prior to finalizing your 2027 contract. *** PLEASE SEE ATTACHED NHCCC 2027 LTAC PROPOSAL *** 6 | Page NHCCC 2027 LTAC PROPOSAL 2027 Lodging Tax Advisory Committee Grant Proposal Applicant: North Hood Canal Chamber of Commerce (NHCCC) Contact Person: Dan Ventura, President Phone: 206-755-3371 Secondary Contact: Andrew Schwartz, Ex. Director Phone: 603-305-8531 Email: exdirector@nhccc.com This framework for the 2027 NHCCC Tourism and Economic Development Program focuses on the unique needs of South Jefferson County, specifically the Emerald Towns of Quilcene and Brinnon, while demonstrating the significant positive impact this region has on tourism and the economic health of Jefferson County. OPENING STATEMENT The Quilcene-Brinnon Chamber of Commerce (DBA North Hood Canal Chamber of Commerce - NHCCC) was incorporated as a 501(c)(6) organization in July 1994, and as it enters its fourth decade, it stands strong as the only active Chamber of Commerce in Jefferson County. While our organizational reach is county-wide and beyond, our primary focus is centered on South Jefferson County, serving as the vital gateway to Jefferson County for anyone traveling from the south. We recognize that a thriving South County is essential for the prosperity of all of Jefferson County; as a primary destination for outdoor recreation and tourism, our region is a major driver of lodging tax revenue and local sales tax dollars that support county services. NHCCC has integrated a professionalized, data-driven model using a licensed software platform to aid in meeting the specific challenges of our rural areas. By moving away from anecdotal decision - making, we utilize advanced analytics to help de-risk high-stakes economic decisions for our local businesses and landowners. Our 2027 program is an integrated umbrella initiative designed to ensure that South County remains rural, resilient, and thriving through a commitment to inclusiveness, collaboration, and the professional coordination of sustainable resources. NHCCC Mission The mission of the North Hood Canal Chamber of Commerce is to promote business and community by identifying and fostering economic development opportunities that provide long - term sustainable rural solutions and regional resilience. 2027 Program Goals & Objectives The 2027 NHCCC Tourism and Economic Development Program strengthens Jefferson County’s tourism infrastructure by increasing economic vitality in South County through five core pillars: ● Sustainable Regional Growth: Promote Quilcene and Brinnon and Jefferson County as a primary stop for multi-day destinations for out-of-county visitors (>50 miles) while protecting local rural character. 7 | Page NHCCC 2027 LTAC PROPOSAL ● Revenue & Tax Base Expansion: Convert Highway 101 travelers into multi-day overnight stays to increase lodging tax revenue and county -wide sales tax dollars across restaurants, retail, and outfitters. ● Data-Driven Business Empowerment: Provide small businesses with free traffic and location intelligence (visitor origins and spending habits) to help de-risk marketing and operational decisions. ● Modernized Digital Accessibility: Maintain a mobile-first, ADA-compliant Tourism Portal featuring a county wide calendar, continuous AI optimization and content, including direct booking click-throughs to local lodging providers. ● Professional Leadership & Collaboration: Utilize dedicated staff to coordinate resources among local businesses, non-profits, the U.S. Forest Service, the County's Tourism Coordinating Council and other government and NGO organizations, to try and eliminate duplicated services. 2027 Program Execution The program is executed across five integrated focus areas managed by professional staff to ensure a documented return on investment: Professional Leadership & Staffing: ● Executive Director: Serves as lead ambassador, manages General and LTAC funds, secures state/regional matching grants, and oversees overall economic strategy and agency engagements. Manages staff and works directly with the board of directors. ● Executive Assistant / Communications - Outreach - Administrative Specialist: Handles digital marketing implementation, generates business demographic reports, coordinates event logistics/permitting, and promptly converts visitor inquiries into stays. Provides additional operational support to ensure continuous program execution and oversight. Foundational Data Analytics (Placer.ai) - Maintain regional licenses to track visitor origins, dwell times, spending patterns and other critical data aiding planning. Digital Infrastructure Modernization: Operate an ADA-compliant, mobile-optimized site highlighting South County and Jefferson County lodging, dining, and outdoor recreation. Maintain an integrated county-wide calendar. Targeted Social Media campaigns focused on promoting local tourism. Host custom AI chat program “Jefferson” and continue its development and maintenance. Community & Regional Coordination: Serve as a liaison between South County entities, federal agencies, and county tourism boards to streamline messaging. Administrative Compliance & Reporting Audit Readiness: Maintain all financial records, proof of payments, and contracts for a minimum of six years 8 | Page NHCCC 2027 LTAC PROPOSAL PROJECT 1: EXECUTIVE STAFFING Itemized Costs • $65,000 - Executive Director: Annual Salary - Contract - Parttime 25 hrs./week (1099 Position) • $72,813.40 - Executive Assistant (Communications & Outreach Specialist): Annual Salary – Full- time 40 hrs./week (based on $32.50/hour + anticipated payroll and tax expenses) PROJECT DESCRIPTION: Executive Staffing transitions the Chamber to year -round professional management through an Executive Director and an Executive Assistant. The Executive Director guides regional economic strategy, fund oversight, grant development, and destination branding . The Executive Assistant manages administrative operations, digital marketing, grant compliance, event logistics, and free Placer.ai analytics for local businesses. Together, they convert visitor inquiries into documented overnight stays to boost tax reve nues while ensuring long-term operational continuity and accountability. EXECUTIVE DIRECTOR (ED) • $65,000 - Executive Director: Annual Rate - Part-time 25 hrs./week (1099 Position) ROLE DESCRIPTION The Executive Director serves as the professional lead for the NHCCC, moving the organization away from a volunteer-only model to provide continuous, year-round oversight of the region's tourism and economic development focus. Executive Director: Core Responsibilities ● Central Leadership & Advocacy: Serves as the primary lead ambassador and central economic and tourism director for South County and North Hood Canal business development. ● Fund Oversight & Accountability: Manages General and LTAC funds strategically to ensure transparent oversight, professional accountability, and a measurable return on investment. ● Grant & Partnership Development: Leverages LTAC and General funds as "seed money" with state and regional partners to secure matching grants and cooperative advertising dollars, effectively multiplying funding impact and extending marketing reach. ● Marketing, Events & Tourism Services: Directs marketing campaigns, coordinates community events, and provides direct tourism support services to enhance the overall travel experience. Key Benefits & Strategic Impact ● Drives Economic Growth: Directly drives local economic activity by increasing overnight stays, website traffic, and visitor spending at lodging, dining, and retail establishments. 9 | Page NHCCC 2027 LTAC PROPOSAL ● Ensures Operational Continuity: Provides year-round professional leadership and unified project coordination that is not dependent on volunteer availability. ● Strengthens Regional Branding: Builds the region's identity as a premier travel destination, elevating visitor satisfaction and encouraging repeat visits. ● Continue to build membership and good will with the community, businesses and organizations thru support and assisting with finding resources EXECUTIVE ASSISTANT (EA) COMMUNICATION, OUTREACH & ADMINISTRATIVE SPECIALIST Base Annual Salary ● Full Time - Hourly Rate: $32.50 / hr. ● Annual Hours: 2,080 hours (40 hours/week) ● Base Salary: $67,600.00 Base Salary + Direct Payroll Taxes ● Employer FICA Tax (7.65%): $5,171.40 ● FUTA Tax: $42.00 ● Total Base + Direct Federal Taxes: $72,813.40 ROLE DESCRIPTION The Executive Assistant – Communication, Outreach & Administrative Specialist provides unified administrative, technical, marketing, and operational implementation for the North Hood Canal Chamber of Commerce, replacing volunteer-dependent models to support the Executive Director and Board of Directors Core Responsibilities (Combined Role) ● Tourism Marketing & Media Creation: Develop and execute year-round digital marketing campaigns, manage social media, write search-engine-optimized content for the Tourism Portal, and maintain a media asset library (photos, videos, graphics). ● Analytics & Placer.ai Management: Administer the Placer.ai platform to generate standard and custom visitor demographic and spending reports, delivering actionable insights to local businesses and event organizers. ● Core Executive & Administrative Operations: Provide operational support to the Executive Director and Board, including meeting coordination, scheduling, correspondence, database management, recordkeeping, and maintaining audit -ready files for six years. ● Grant Writing & Compliance Reporting: Research, write, and administer grant applications while preparing mandatory quarterly LTAC reports, financial statements, and annual impact summaries required by the County. 10 | Page NHCCC 2027 LTAC PROPOSAL ● Event Logistics & Community Outreach: Oversee festival and community event logistics, vendor/volunteer coordination, permitting, sponsorship packaging, member onboarding, and rapid responses to visitor inquiries across all channels. Key Benefits & Strategic Impact ● Empowers Small Local Businesses: Functions as a shared regional resource, supplying small retail, dining, and lodging operators with sophisticated Placer.ai analytics and promotional reach at no cost. ● Maximizes Executive Leadership Capacity: Taking ownership of daily administrative management, technical marketing, and event logistics enables the Executive Director to focus on high-level strategic partnerships, grant funding, and regional advocacy. ● Ensures Rigorous Accountability & ROI: Data tracking, financial recordkeeping, and clear impact reporting maintain full compliance with county standards and demonstrate clear ROI to the LTAC committee. ● Provides Long-Term Stability & Scalability: Establishes year-round operational continuity and backend administrative capacity. TOTAL REQUEST: $137,813.40 PROJECT 2: ECONOMIC AND TOURISM DATA ANALYTICS PROJECT PROJECT CONCEPT: ● Renew Placer ai licensee for 2027 (annual subscription) ○ Purchase new “Pi” AI add-on tool to expedite querying data and executing reports ● Continue to workshop and improve implementation and execution of Chamber mission: Collaborate, support, share and compare data in the pursuit of economic and tourism development for South County and others. ● Continue growing networking and engagement efforts by collaborating with technology to support tourism and economic development. ITEMIZED COSTS ● Placer.ai Software Platform License: $17,222 ($15,800 + $1422.00 taxes) ● New “Pi” Placer ai add-on: $16350 ($15,000 + $1350 taxes) ● Supporting Member and Non-Member Businesses and Organizations cost: $10,000 ○ Identify Members and non-members with needs and provide workshopping solutions and assistance finding needed services and marketing and logistics data. PROJECT DESCRIPTION: Economic and Tourism Data Analytics Project maintains and expands the Chamber's location- intelligence program by renewing the Placer.ai software platform license and acquiring the new "Pi" AI querying tool to expedite data analysis and custom reporting. The project directly supports both member and non-member businesses and organizations by identifying their needs and 11 | Page NHCCC 2027 LTAC PROPOSAL delivering actionable visitor demographic, foot-traffic, and trade-area insights. Through hands-on workshopping and collaborative resource sharing, this data-driven initiative helps local operators de-risk marketing and operational decisions to foster sust ainable economic and tourism development across South Jefferson County. Key Benefits & Strategic Impact ●Replaces Guesswork with "Ground Truth" Data: Provides validated, real-time location analytics on visitor origins, foot traffic, dwell times, and spending habits across South Jefferson County. ●De-Risks Small Business Decisions: Delivers custom foot-traffic and demographic reports to local businesses, lodging operators, and non -profits at no cost to guide their operational and marketing strategies. ●Accelerates Reporting via AI Technology: Integrates the "Pi" AI add-on tool to expedite data queries and streamline custom report generation for local stakeholders. ●Drives Overnight Stays and Tax Base Growth: Guides targeted digital marketing campaigns that convert Highway 101 travelers into multi-day stays, increasing lodging tax and county-wide sales tax revenues. ●Strengthens Grants and Civic Planning: Supplies objective traffic and demographic evidence to reinforce grant applications, county planning initiatives, and regional development projects. TOTAL REQUEST: $43,572 PROJECT 3: NHCCC INTERNET MARKETING via WEBSITE, MOBILE APP, AI MODERNIZATION & INTEGRATION PROJECT CONCEPT: ●Build, launch and maintain new 2027 Website ○Continue to build the Chamber calendar as a tourism resource and tool, providing a calendar others can link with through technology ○Basis of website design is to target AI search optimization as bleeding -edge technology to boost Jefferson County visibility on the national stage. ●Build, launch and maintain new 2027 Mobile App “Visit Hood Canal” ●Build & integrate AI into all the chambers internet, marketing, technical and data projects ○Add an interactive AI Agent to the Chamber’s (consistent with the ongoing project “Jefferson”) web and mobile platforms ●Continue and increase targeted Social Media campaigns promoting tourism in South County and Jefferson County 12 | Page NHCCC 2027 LTAC PROPOSAL ITEMIZED COSTS ● Website & Mobile app design and development: $0 (currently these services are provided as in-kind services by Chamber Board Members and others: value exceeds $20,000 to date) ● Content development, administration and maintenance: $0 (Provided as managed services internally by Chamber leadership and staff) ● Hosting, security, analytics, etc.: $2000.00 ● Social Media and other marketing expenses: $25,000 PROJECT DESCRIPTION: NHCCC Internet Marketing via Website, Mobile App, AI Modernization & Integration modernizes the Chamber's digital presence by building, launching, and maintaining a redesigned 2027 website, a dedicated mobile app, and an interactive community tourism calendar. The project embeds artificial intelligence, including an interactive AI Agent across web and mobile platforms, into the Chamber's marketing and data operations while expanding targeted social media campaigns to promote South County and Jefferson County tourism. This strategy brings a strong base of AI search optimization to Jefferson County. Currently some of the design, development, content, and administration costs are provided as in -kind services by Chamber board members and partners, representing over $20,000 in donated professional value. Key Benefits & Strategic Impact ● Modernized Digital & Mobile Accessibility: Provides a mobile-first website and dedicated "Visit Hood Canal" app serving as primary entry points for travelers to research and book local lodging, dining, and outdoor recreation. ● 24/7 Interactive AI Visitor Assistance: Integrates interactive AI Agents across web and mobile platforms to answer visitor inquiries instantly and guide trip itineraries. ● Centralized Community & Event Coordination: Establishes a shared digital tourism calendar that local businesses and partners can link to directly, promoting collaboration and eliminating duplicated services. ● Targeted Out-of-County Reach: Drives multi-channel social media campaigns aimed at out-of-county travelers (>50 miles) to convert pass-through traffic on Highway 101 into multi-day stays and broader local spending. ● Maximized Public Fund Efficiency: Leverages over $20,000 in professional in-kind design, development, and administrative services to maximize the impact of public funding. TOTAL REQUEST: $ 27,000 13 | Page NHCCC 2027 LTAC PROPOSAL PROJECT 4: SOUTH COUNTY DESTINATION DEVELOPMENT PROJECT CONCEPT: ● Long-Term Destination Infrastructure Planning: Utilize visitor analytics and community engagement to evaluate improvements, expansion, or creation of County-owned destination assets such as campgrounds, parks, viewpoints, attractions, and trail connections, delivering an actionable 2028–2029 investment recommendation in 2027. ● Local Event Support & Marketing: Provide direct marketing, promotion, and operational assistance for established local South County Heritage events, including the Peninsula Logging Show, Shrimp Fest, and the Quilcene Fair & Parade, while introducing new attractions like a Vintage & Classic Motorcycle Rally to drive weekend lodging and local spending. ● Future Signature Event Development: Research, conceptualize, and develop a larger, season-long signature festival, (working title: Mt. Walker Fest) designed to attract sustained tourist visitation throughout the entire season. ● Assist with Streamlined Permitting & Operational Coordination: Deliver event permit- package preparation and agency application coordination utilizing regular Project 1 staffing at no additional cost. ITEMIZED COSTS: ● Destination Infrastructure Planning & Feasibility: $15,000.00 (Outside planning expertise, asset evaluation, cost estimation, and County decision package development for campgrounds, parks, and trails) ● Visitor Research & Community Engagement: $5,000.00 (Surveys, resident/business feedback, and service-gap analysis for infrastructure and event growth) ● Local Events Marketing & Promotional Campaigns: $7,500.00 (Targeted digital advertising, creative design, and collateral for the Peninsula Logging Show, Shrimp Fest, Quilcene Fair & Parade, and Vintage & Classic Motorcycle Rally) ● Future Signature Event R&D (Mt. Walker Fest): $5,000.00 (Research, season-long operational planning, and initial branding for a major future festival) ● Permit Preparation & Event Coordination: $0.00 (Covered as operational support under Project 1 regular staffing) PROJECT DESCRIPTION: The South County Destination Development project establishes a unified strategy to expand recreation infrastructure, support local events, and drive visitor retention across South Jefferson County through three core tracks: 14 | Page NHCCC 2027 LTAC PROPOSAL ● Destination Infrastructure Planning: Utilizing Placer.ai analytics and public input to evaluate improvements and investments for County-owned campgrounds, parks, and trails, delivering a 2028–2029 investment package in 2027. ● Local Event Marketing & Support: Providing marketing and operational aid for key local Heritage events (Peninsula Logging Show, Shrimp Fest, Quilcene Fair & Parade as examples) and introducing new draws like a Vintage & Classic Motorcycle Rally. ● Future Signature Event Development: Researching and conceptualizing Mt. Walker Fest, a season-long festival designed to attract sustained visitation. KEY BENEFITS & STRATEGIC IMPACT ● Captures Gateway Traffic: Retains travelers in South County to convert pass -through visitors into multi-day stays. ● Delivers Evidence-Based Infrastructure Plans: Provides an actionable County decision package for parks and trails backed by data analytics. ● Elevates Community Events & Local Economy: Boosts lodging and retail revenue by promoting established festivals, new rallies, and multi-week signature events. ● Maximizes Administrative Capacity: Utilizes existing Project 1 staffing for event permitting without duplicating overhead charges. TOTAL REQUEST: $32,500.00 RFP Proposal Questions & Answers Project 1: Executive Staffing Core RFP Narrative Question Answers (Project 1 Focus) ● Question 1: Destination Marketing Allocation ○ Marketing Capacity & Execution: Project 1 provides the human infrastructure necessary to execute marketing campaigns. The Executive Assistant handles digital marketing, social media management, SEO content creation for the Tourism Portal, media asset library maintenance, and rapid response to incoming traveler inquiries. ● Question 2: Program Impact, Purpose & Description ○ Purpose & Description: Transitions the Chamber away from a volunteer - dependent model to continuous, year-round executive management. ○ Strategic Impact: The Executive Director leads central economic strategy, grant writing, and fund oversight, while the Executive Assistant manages daily operations, marketing implementation, data analytics distribution, and rapid visitor conversion. Professionalizing staffing directly converts travel inquiries into documented overnight stays. This strengthens the entire Jefferson County tourism infrastructure by positioning south county as an initial destination which will decrease visitor leakage to neighboring counties throughout their multi -day stay on the Olympic Peninsula. 15 | Page NHCCC 2027 LTAC PROPOSAL ● Question 3: Prior Activities & Systemic Enhancement ○ Operational Enhancement: Replaces volunteer-dependent gaps with year-round operational stability. Building on 2026 achievements (such as candidate forums, newsletter reinstatements, and digital marketing campaigns), Project 1 ensures permanent administrative oversight to scale tourism initiatives consistently without relying on volunteer availability. ● Question 4: Strategic Alignment ○ Priority Focus: Aligns directly with county goals by supporting Tourism Workforce Development & Capacity, establishing full-time operational support, providing transparent LTAC fund oversight, maintaining six -year audit-ready records, and empowering small local businesses. ● Question 5: Targeted Marketing Strategy ○ Timeline: Year-round continuous program execution across calendar year 2027. ○ Target Audience: Out-of-county travelers (>50 miles) and prospective visitors seeking regional travel guidance. ○ Promotion Methods: Direct digital portal publishing, SEO content development, social media management, and rapid direct phone/email travel responses. ○ Promoting Overnight Stays: The Executive Assistant provides rapid, professional responses to travel inquiries across all channels, converting initial visitor interest into documented overnight lodging stays. ○ Agency Collaboration: The Executive Director actively coordinates regional messaging with EDC Team Jefferson, the Olympic Peninsula Tourism Commission (OPTC), the North Olympic Development Council (NODC), the U.S. Forest Service, and local event committees. ● Question 6: Effectiveness & Impact Reporting ○ Measurement & Compliance: The Executive Assistant tracks data, prepares mandatory quarterly LTAC performance reports, financial statements, and annual impact summaries, and maintains audit-ready financial files for a minimum of six years as required by state law. ● Question 7: Expected Economic Impact ○ Economic Benefit: Converts pass-through highway travelers into multi-day stays, boosting retail, dining, and outfitter revenue. Offloading daily operations to the Executive Assistant frees the Executive Director to focus on strategic partnerships and securing state/regional grant funding. ● Question 8: Other Funding Sources ○ Leveraging Capabilities: LTAC funding serves as vital "seed money" that the Executive Director leverages with state and regional partners to secure matching grants and cooperative advertising dollars. ● Question 9: Organization Expertise ○ Unique Service: As the county's only active Chamber of Commerce entering its fourth decade of service, NHCCC brings leadership with over 40 years of operational, software, and financial management experience, combined with specialized staff expertise in rural economic development and tourism analytics. 16 | Page NHCCC 2027 LTAC PROPOSAL Project 2: Economic and Tourism Data Analytics Project Core RFP Narrative Question Answers (Project 2 Focus) ● Question 1: Destination Marketing Allocation ○ Analytics-Driven Marketing Optimization: Project 2 provides the underlying location intelligence that drives and optimizes regional destination marketing. $10,000.00 is dedicated directly to business workshopping and custom data reporting. The Placer.ai analytics platform tracks out-of-county visitor origins, dwell times, and spending patterns, enabling the Chamber and local operators to deploy targeted, high-ROI marketing campaigns rather than relying on guesswork. ● Question 2: Program Impact, Purpose & Description ○ Purpose & Description: Renews the Chamber's Placer.ai location-intelligence license and integrates the new "Pi" AI querying tool to accelerate data analysis and custom report generation. ○ Strategic Impact: Directly supports member and non-member businesses, lodging operators, and non-profits by identifying their specific needs and delivering actionable foot-traffic, demographic, and trade-area insights at zero cost. Replaces anecdotal guesswork with "ground truth" visitor mobility data to help local operators de-risk marketing and operational decisions while converting Highway 101 travelers into multi-day stays. ● Question 3: Prior Activities & Systemic Enhancements ○ Prior Activities: In 2026, the Chamber successfully purchased and deployed Placer.ai location analytics, conducting market data workshops and producing customized business analysis reports to help members understand customer acquisition costs. The Chamber stands as the most experienced organization in the county with the use of these tools, and multiple staff and board members have received direct training and attended classes specific to the place.ai platform. ○ 2027 Systemic Enhancements: Acquires the new "Pi" AI querying add-on tool, which uses natural language processing to dramatically speed up complex data queries and report generation for local stakeholders and county partners. ● Question 4: Strategic Alignment ○ Priority Focus: Aligns directly with county priorities including Economic Impact (de-risking small business decisions and driving lodging/sales tax base growth), Destination Infrastructure (supplying objective traffic evidence to reinforce county planning and grant applications), and Coordination (sharing data with regional partners). ● Question 5: Targeted Marketing Strategy ○ Timeline: Continuous year-round platform access, data analysis, and report distribution throughout calendar year 2027. ○ Target Audience: Out-of-county tourists (>50 miles) whose travel patterns and demographics are analyzed to refine marketing reach. 17 | Page NHCCC 2027 LTAC PROPOSAL ○Promotion Methods: Direct delivery of custom foot-traffic and trade-area reports to local operators, guiding digital ad placements and seasonal marketing strategies. ○Promoting Overnight Stays: Tracks visitor dwell times and origin zip codes to assist lodging providers in targeting multi-day stays and capturing pass-through travelers. ○Agency Collaboration: Shares data insights and demonstrates platform capabilities with EDC Team Jefferson, the Olympic Peninsula Tourism Commission (OPTC), the North Olympic Development Council (NODC), and local business alliances. ●Question 6: Effectiveness & Impact Reporting ○Measurement & Compliance: Evaluated by tracking platform user queries, the number of custom reports generated for local businesses, participation in data workshopping sessions, and verified mobility trends. All data deliverables and economic summaries are compiled for mandatory quarterly LTAC reporting and state compliance. ●Question 7: Expected Economic Impact ○Economic Benefit: Empowers small rural businesses to optimize inventory, staffing, and advertising spend based on validated visitor mobility data. Converts pass-through highway traffic into documented multi -day stays, directly expanding lodging tax revenue and county -wide sales tax dollars. Provides a source of knowledge and data to other county and non-profit organizations to assist in making rapid data-driven decisions. ●Question 8: Other Funding Sources ○Leveraged Value: No other LTAC funds are requested for this platform. Objective Placer.ai data serves as key supporting evidence in securing regional and state planning grants (such as the $250,000 NODC/Ecology grant secured for Brinnon). ●Question 9: Organization Expertise ○Unique Regional Service: NHCCC is the only entity in Jefferson County providing enterprise-grade location intelligence (Placer.ai) and custom data workshopping free of charge to rural small businesses and local non-profits. Project 3: NHCCC Internet Marketing via Website, Mobile App, AI Modernization & Integration Core RFP Narrative Question Answers (Project 3 Focus) ●Question 1: Destination Marketing Allocation ○Direct Destination Marketing Investment: The full $27,000.00 requested for Project 3 is classified as direct destination marketing for Jefferson County. This includes $25,000.00 dedicated strictly to targeted multi-channel social media and digital advertising campaigns, alongside $2,000.00 for hosting, security, and web/mobile platform analytics. ●Question 2: Program Impact, Purpose & Description 18 | Page NHCCC 2027 LTAC PROPOSAL ○ Purpose & Description: Modernizes the region's digital infrastructure by building, launching, and maintaining a redesigned 2027 website, a dedicated "Visit Hood Canal" mobile app, an interactive 24/7 AI Agent, and a shared community tourism calendar. ○ Strategic Impact: Connects potential visitors directly to South County and Jefferson County lodging, dining, and outdoor recreation assets. By embedding interactive AI Agents and direct click-through booking features for local lodging providers, Project 3 funnels travel research into confirmed overnight stays. ● Question 3: Prior Activities & Systemic Enhancements ○ Prior Activities: In 2026, the Chamber initiated plans to rebuild its website using AI tools, executed the multi-week "Stop.Shop.Dine" summer digital marketing campaign targeting the Seattle and Peninsula markets, and introduced weekly member features on social media. The chamber has already completed the first draft of the full ADA compliant and AI-search optimized site. ○ 2027 Systemic Enhancements: Expands digital reach by deploying the new "Visit Hood Canal" mobile app, embedding 24/7 interactive AI Agents across web and mobile platforms, integrating a shared calendar that regional partners can link to, and scaling targeted social media ad campaigns. ● Question 4: Strategic Alignment ○ Priority Focus: Strongly aligns with LTAC priorities including Destination Marketing & Visitor Attraction (executing digital campaigns aimed at out-of- county travelers), Overnight Visitor Potential (providing direct click-through referrals to lodging establishments), and Coordination (establishing a shared digital calendar to eliminate service duplication across local organizations). ● Question 5: Targeted Marketing Strategy ○ Timeline: Continuous year-round digital and social media promotion across 2027, with targeted seasonal advertising pushes surrounding key local tourism periods. ○ Target Audience: Out-of-county travelers residing more than 50 miles away, outdoor recreationists, and Highway 101 travelers from Puget Sound and the broader Pacific Northwest. ○ Promotion Methods: Multi-channel social media ad campaigns, mobile app push features, search-engine-optimized Tourism Portal content, and 24/7 interactive AI Agent trip assistance. ○ Promoting Overnight Stays: Web and mobile platforms integrate direct click - through booking referrals for local lodging providers, converting online research into documented overnight stays. ○ Agency Collaboration: Enables local businesses, non-profits, and regional entities (such as the Jefferson Economic Alliance and OPTC) to link directly to the centralized tourism calendar and cross-promote regional events. ● Question 6: Effectiveness & Impact Reporting ○ Measurement & Compliance: Evaluated using web/app traffic analytics, user engagement metrics from the AI Agent, click-through rates on lodging booking links, social media impression rates, and local lodging tax growth. Performance 19 | Page NHCCC 2027 LTAC PROPOSAL metrics are compiled for mandatory quarterly LTAC reporting and state compliance. ● Question 7: Expected Economic Impact ○ Economic Benefit: Captures digital travel research from out-of-county visitors (>50 miles) and directs pass -through travelers on Highway 101 into multi-day stays. This generates direct economic growth by increasing lodging receipts and visitor spending across retail, dining, and outdoor recreation. ● Question 8: Other Funding Sources ○ Leveraged In-Kind Value: No other LTAC applications have been submitted for this scope. Project 3 leverages over $20,000.00 in donated in-kind technical labor from Chamber board members and partners for website, mobile app, and AI development, maximizing public fund efficiency. ● Question 9: Organization Expertise ○ Unique Regional Service: NHCCC is the only active Chamber in Jefferson County deploying a unified mobile app ("Visit Hood Canal"), interactive AI Agents, and a shared regional digital calendar to drive rural tourism growth. Project 4: South County Destination Development Core RFP Narrative Question Answers (Project 4 Focus) ● Question 1: Destination Marketing Allocation ○ Destination Marketing Breakdown: $12,500.00 of Project 4 is directly allocated to destination marketing and event R&D. This includes $7,500.00 dedicated to targeted digital advertising campaigns, creative design, and print collateral for local heritage events and new rallies, as well as $5,000.00 for future signature event (Mt. Walker Fest) marketing research and initial branding. The remaining $20,000.00 is dedicated to destination infrastructure planning, park/trail feasibility studies, and community visitor surveys. ● Question 2: Program Impact, Purpose & Description ○ Purpose & Description: Project 4 establishes a unified strategy to expand recreation infrastructure, support local events, and drive visitor retention across South Jefferson County through three core tracks: (1) Destination Infrastructure Planning using Placer.ai analytics to deliver a 2028–2029 County park/campground investment package in 2027, (2) Local Event Marketing & Support for key heritage events (Peninsula Logging Show, Shrimp Fest, Quilcene Fair & Parade) and new draws like a Vintage & Classic Motorcycle Rally, and (3) Future Signature Event Development resear ching and conceptualizing Mt. Walker Fest. ○ Strategic Impact: Retains travelers in Quilcene and Brinnon to convert pass- through visitors on Highway 101 into multi-day stays within Jefferson County, elevating lodging tax revenues and local sales tax collections. Streamlined event permitting coordination is provided via Project 1 staff at no added cost. ● Question 3: Prior Activities & Systemic Enhancements 20 | Page NHCCC 2027 LTAC PROPOSAL ○ Prior Activities: In 2026, the Chamber provided event presence at the Quilcene Fair, hosted community candidate forums, and secured a $250,000 NODC/Ecology planning grant for Brinnon infrastructure . ○ 2027 Systemic Enhancements: Expands beyond reactive support into structured, data-driven destination infrastructure planning for County assets, introduces proactive marketing for local festivals and a new Vintage Motorcycle Rally, and initiates conceptual design for a multi-week, season-long signature event (Mt. Walker Fest). ● Question 4: Strategic Alignment ○ Priority Focus: Aligns directly with county priorities including Destination Infrastructure (evaluating County campgrounds, parks, and trails with planning experts), Destination Marketing & Visitor Attraction (targeted digital ad campaigns for heritage events and rallies), Community Character & Sense of Place (celebrating regional timber and maritime working history), and Overnight Visitor Potential & Economic Impact (generating multi-day stays along the southern gateway). ● Question 5: Targeted Marketing Strategy ○ Timeline & Event Dates: Year-round infrastructure planning and visitor surveying across 2027, with targeted marketing campaigns deployed leading up to specific local events (e.g., Shrimp Fest in May, Peninsula Logging Show, Quilcene Fair & Parade in September). ○ Target Audience: Out-of-county travelers (>50 miles), outdoor recreationists, heritage enthusiasts, motorcycle collectors, and Highway 101 travelers from Puget Sound and the Pacific Northwest. ○ Promotion Methods: Targeted digital advertising, creative graphic design, promotional print collateral, social media campaigns, and regional ad placements. ○ Promoting Overnight Stays: Promotional materials explicitly connect festival and event attendance with local lodging, dining, and outdoor outfitters to encourage multi-day stays. ○ Agency Collaboration: Collaborates with local event organizers, Jefferson County Parks and Planning, the U.S. Forest Service, OPTC, and the Quilcene Economic Council. ● Question 6: Effectiveness & Impact Reporting ○ Measurement & Compliance: Effectiveness will be evaluated through visitor survey responses, Placer.ai foot-traffic counts during event weekends, community feedback metrics, and local lodging tax receipts during festival periods. Performance metrics and economic impact data will be submitted in quarterly LTAC reports and annual summaries as required by state law. ● Question 7: Expected Economic Impact ○ a/b. Tourist Baselines & Projections: Leverages Placer.ai data to track baseline pass-through traffic and projects increased event attendance and overnight stay conversions in 2027. 21 | Page NHCCC 2027 LTAC PROPOSAL ○ c. Local Economic Benefit: Extends visitor dwell time in Quilcene and Brinnon, directly increasing retail, dining, and overnight lodging receipts across South Jefferson County. ● Question 8: Other Funding Sources ○ Leveraged Execution: No other LTAC funds have been requested for this scope. Project 4 leverages regular Project 1 staffing for event permit application coordination at $0 added cost and builds upon the Chamber's grant-writing track record (such as the $250,000 Ecology grant). ● Question 9: Organization Expertise ○ Unique Service: As the county's only active Chamber of Commerce with 30 years of continuous service, NHCCC is uniquely positioned to bridge destination infrastructure planning, rural event marketing, and multi-agency coordination across South County. 22 | Page NHCCC 2027 LTAC PROPOSAL Project Impact: Strengthening South County, the Gateway to Jefferson County The 2027 NHCCC Tourism and Economic Development Program is an integrated umbrella initiative designed to address the unique needs of South Jefferson County—specifically the Emerald Towns of Quilcene and Brinnon—while serving as a powerful economic engine for the entire region. Serving as the primary gateway to the Olympic Peninsula and Jefferson County for travelers arriving from the south, South County is a major driver of outdoor recreation , lodging tax revenues, and local sales tax dollars that support essential county services. By transitioning from a volunteer-dependent structure to dedicated executive leadership, incorporating advanced location analytics, modernizing digital tools, and leading proactive destination planning, the program captures and retains visitor spending whi le preserving the region's valued rural character. Key Strategic Impacts ● Evidence-Based Economic Strategy & Business Empowerment: Replaces anecdotal guesswork with "ground truth" visitor mobility data by renewing the Placer.ai platform and integrating the new "Pi" AI querying tool. Custom demographic, foot-traffic, and spending reports are provided at no cost to local businesses, lodging operators, and non-profits to de-risk marketing and operational decisions. ● Regional Sales and Lodging Tax Growth: Directly targets out-of-county travelers (>50 miles) traveling along Highway 101, converting pass-through traffic into documented multi-day overnight stays. This increased stay duration directly expands lodging tax collections and boosts retail, dining, and outfitter spending across Jefferson County. ● Modernized Digital Gateway & 24/7 AI Visitor Assistance: Deploys an ADA-compliant Tourism Portal, the dedicated "Visit Hood Canal" mobile app, an interactive 24/7 AI Agent, and a centralized community tourism calendar. This digital ecosystem funnels travel research directly into click-through bookings for local lodging and attractions. ● Professional Continuity & Public Fund Accountability: Establishes continuous, year- round operational stability through an Executive Director and a full -time Executive Assistant / Communications & Outreach Specialist. This professional capacity ensures rapid conversion of visitor inquiries into confirmed stays , maintains six-year audit-ready financial records, and leverages LTAC dollars as seed money to secure state and regional matching grants. ● Destination Infrastructure & Heritage Event Expansion: Combines long-term planning for County-owned assets such as campgrounds, parks, and trails with immediate promotional assistance for key heritage events (Peninsula Logging Show, Shrimp Fest, Quilcene Fair & Parade) and new draws like a Vintage & Classic Motorcycle Rally. It also funds research and development for a future season-long signature festival, Mt. Walker Fest. ● Sustainable Rural Resilience & Resource Efficiency: Steers visitor growth toward outcomes that preserve local rural character while maximizing public fund efficiency. 23 | Page NHCCC 2027 LTAC PROPOSAL Closing Statement By investing in the 2027 NHCCC Tourism and Economic Development Program, the Lodging Tax Advisory Committee supports a unified, professionalized strategy that strengthens South Jefferson County as the vital southern gateway to the entire region. Through de dicated year- round leadership, cutting-edge visitor analytics, modernized digital outreach, and proactive destination planning, this integrated effort converts Highway 101 pass -through traffic into documented overnight stays, directly expanding local sales and lodging tax revenues. The Chamber remains deeply committed to transparent fund management, audit -ready compliance, and collaborative partnerships that preserve our unique rural character while building sustainable economic resilience. We appreciate your consideration and partnership in fostering a thriving, vibrant future for South County, and all of Jefferson County. TOTAL FUNDING REQUEST Project Project Title Proposed RFP Request Project 1 Executive Staffing $137,813.40 Project 2 Economic & Tourism Data Analytics $43,572 Project 3 Internet Marketing, App & AI Modernization $27,000 Project 4 Destination Development $32,500 TOTAL Combined 2027 Program Request $240,885.40 24 | Page NHCCC 2027 LTAC PROPOSAL NHCCC 2026 Projects, Engagements & Deliverables List A COMPREHENSIVE VIEW OF THE CHAMBER’S IMPACT AND DELIVERABLES IN 2026, 1. Community Events & Public Forums ● General Election Candidate Forum & Community Social (Oct. 6, 2026): A significant event at the Brinnon Community Center featuring six confirmed candidates for state and county offices, with catering potentially provided by Hama Hama. ● South County Primary Candidate Forum (July 14, 2026): A highly successful public session with over 59 physical attendees and extensive online engagement. ● Trunk or Treat (Oct. 31, 2026): A seasonal community event scheduled for Worthington Park. ● Quilcene Fair & Parade (Sept. 19, 2026): The Chamber maintained a dedicated booth staffed by the Executive Director, Executive Assistant, and President to promote membership and student board positions. ● St. Patrick’s Day Dinner & Event (March 16, 2026): A community celebration in Brinnon with a budget for food, bagpipe entertainment, and decorations. ● Community Sparkle Campaign: An annual holiday initiative involving the decoration of community centers. In 2025, the Board approved $300 for wreaths, and "Sparkle Project 2.0" began planning in August 2026 to expand business participation. ● EPIC Events: The Chamber in partnership with 1st Security Bank has co-hosted and promoted a handful of Community focused EPIC events; including Fraud & Scam. ● Jefferson County Connectivity Fair: Participated in the 2026 Jefferson County Connectivity Fair with a booth representing South Jefferson County. 2. Communications & Member Outreach ● Reinstated Monthly Newsletter: Reintroduced in early 2026, the monthly newsletter became a standard deliverable, with the April 2026 edition confirmed for distribution. ● "Stop.Shop.Dine" Marketing Campaign: A multi-week summer digital and social media campaign targeting the Seattle and Peninsula markets, highlighting 24 different businesses over 12 weeks. ● Member Spotlights & Visibility: Continuous weekly features on social media highlighting specific paid members to increase their digital reach. ● Board and Member of the Month: A social media initiative approved in June 2026 to introduce individual Chamber leaders to the community. 3. Economic Development & Business Support ● Placer AI Implementation & Workshops: The purchase and implementation of location analytics software allowed the Chamber to provide detailed market data workshops for specific member businesses to help them understand customer acquisition costs. 25 | Page NHCCC 2027 LTAC PROPOSAL ● Business Market Analysis Reports: Customized data reports created for local businesses and organizations to support economic growth and planning. ● WEDA Membership: The Chamber officially joined the Washington Economic Development Association (WEDA) in 2026 to enhance its professional economic network. ● Membership Deliverables: The design and distribution of new physical membership certificates and 3D-printed plaques for local businesses. 4. Education & Youth Initiatives ● Student Scholarship Fund: Established in September 2026 with $500 in seed money from general funds to support student interns, with scholarship funds to be administered via a 529 plan. ● Student Board Member Recruitment: An active initiative to bring high school juniors or seniors onto the Chamber Board for the 2026/2027 term. ● Connectivity Summit Support: Participation in the summit included a youth-focused booth and support for financial literacy initiatives for students. 5. Agency Engagement, Advocacy & Networking ● NODC (North Olympic Peninsula Development Council): The Chamber joined as a regular member and participated in summits, successfully securing a $250,000 planning grant for Brinnon through the Department of Ecology. ● Jefferson Community Foundation (JCF): Hosted foundation representatives in Brinnon to facilitate dialogue on local community needs and potential support. ● EDC Team Jefferson: Secured an organizational seat for the Chamber on the EDC board, provided Placer AI demonstrations for EDC staff, and actively monitored the effectiveness of the federal ReCompete program. ● Local Chambers & Alliances: Helped spearhead the Jefferson County Business Alliance and the Jefferson Economic Alliance to coordinate a countywide activity calendar and partnered with the Quilcene Economic Council (QEC) for reciprocal member benefits. ● OPTC (Olympic Peninsula Tourism Commission): Represented South County at monthly meetings and tourism summits, while pursuing official voting status to influence regional tourism funding and decisions. ● Hood Canal & Brinnon Flood Plain Project: Coordinated closely with the South County Task Force (SCTF) and state agencies on infrastructure mitigation and the regional recreation survey regarding the Dosewallips Road reopening. ● State & Federal Govt. Engagement: Partnered with the Dept. of Revenue for tax credit outreach and met with the Dept. of Commerce regarding rural infrastructure funding for housing and septic systems. The Chamber also briefed U.S. Senator Patty Murray’s representative on regional priorities. ● NGO Partnerships: Collaborated with the Housing Solutions Network on leadership for regional housing and worked with the Production Alliance for community engagement at the Connectivity Summit. 26 | Page NHCCC 2027 LTAC PROPOSAL 6. Organizational Governance ● Website Modernization: Initiated plans to rebuild the Chamber’s website using AI tools to improve calendar features and content automation. ● 501(c)3 Status Investigation: Exploring the formation of a separate non-profit entity to facilitate grant applications and manage long -term community projects. ● Membership Proration Policy: Approval of a new tiered system to prorate dues on a quarterly basis for members joining mid-year. ● Strategic Planning & Meeting Cadence: Shifted to a more efficient monthly schedule alternating between Board and Member meetings and held dedicated retreats to transition the organization from reactive to proactive planning. Distribution account Income 5 Earned Income (Revenue) 5040 Local government contracts $105,408.00 2025 LTAC GRANT 5042 LTAX Visitor Center Grant 5045 LTAX Returned Grant 5210 Dues, Member $3,000.00 Member Dues Anticipated 5310 Interest on checking/savings 5440 Gross sales, Park Passes Total for 5440 Gross sales, Park Passes 5450 Advertising revenue 5490 Other revenue $12,000.00 Grants & Fundraising (2026 goal) Total for Income $120,408.00 Expenses 7 Program Services 7000 Grant & program expense $250.00 7060 Meeting Expense $1,000.00 7061 Chamber Mixer 7062 Chamber Picnic 7064 Meeting Expense-Other 7200 Salaries & related expenses 7520 Accounting fees $1,000.00 7540 Professional fees $50,000.00 ED Position 8 Adminstrative Expense 8100 Nonpersonnel expenses 8104 Office expenses $100.00 Misc 8106 Dues & Subscriptions $18,260.00 Placer ai / MS O365 / Quickbooks / 8110 Supplies $100.00 misc office supplies NHCCC 2026 Budget 2026 Budget 8130 Telephone, Telecom & Internet $750.00 GoDaddy/Site ground 8140 Postage, shipping, delivery $150.00 misc postage fees / yearly chamber member mailing 8170 Printing & copying 8200 Facility & equipment expenses 8210 Facility Rental $500.00 8300 Travel & meetings expenses 8310 Travel 8500 Other expenses 8510 Interest expense 8520 Insurance $500.00 8570 Advertising and promotion $1,500.00 8579 Sponsorships 8591 Bank charges & credit card disc 8600 Business expenses 8650 Taxes & licenses - other 8660 Fines, penalties, judgments Total for 8600 Business expenses $74,110.00 Payroll Expenses $6,000.00 Taxes Wages $40,000.00 $20K CS + $20K VIC Total for Payroll Expenses $46,000.00 Uncategorized Expense ( 329 ) Total for Expenses $120,110.00 Other Income Other Expenses Net Other Income Net Income $298.00 27 | Page NHCCC 2027 LTAC PROPOSAL 2027 NHCCC Program Budget PROGRAM REVENUE (INCOME) Revenue Category / Source Proposed LTAC Cash Request Leveraged In-Kind Value Total Program Revenue Value Project 1 Grant Revenue $137,813.40 $0.00 $137,813.40 Project 2 Grant Revenue $43,572.00 $0.00 $43,572.00 Project 3 Grant Revenue $27,000.00 $20,000.00+ $47,000.00+ Project 4 Grant Revenue $32,500.00 Proj. 1 Staff Support $32,500.00 TOTAL PROGRAM REVENUE $240,885.40 $20,000.00+ $260,885.40+ PROGRAM OPERATING EXPENSES Line-Item Expense Category Proposed LTAC Cash Expense Leveraged In-Kind Value Total Itemized Expense Value Project 1: Executive Staffing • Executive Director $65,000.00 $0.00 $65,000.00 • Executive Assistant $67,600.00 $0.00 $67,600.00 • Direct Employer Payroll Taxes $5,213.40 $0.00 $5,213.40 Project 1 Subtotal $137,813.40 $0.00 $137,813.40 Project 2: Data Analytics • Placer.ai Software License $17,222.00 $0.00 $17,222.00 • "Pi" Placer.ai AI Add- on Tool $16,350.00 $0.00 $16,350.00 • Member & Non- Member Support $10,000.00 $0.00 $10,000.00 Project 2 Subtotal $43,572.00 $0.00 $43,572.00 Project 3: Internet Marketing • Web & "Visit Hood Canal" App $0.00 $20,000.00+ $20,000.00+ 28 | Page NHCCC 2027 LTAC PROPOSAL • Hosting, Security & Analytics $2,000.00 $0.00 $2,000.00 • Social Media & Digital Ads $25,000.00 $0.00 $25,000.00 Project 3 Subtotal $27,000.00 $20,000.00+ $47,000.00+ Project 4: Destination Dev. • Destination Planning $15,000.00 $0.00 $15,000.00 • Visitor Surveys & Research $5,000.00 $0.00 $5,000.00 • Heritage Events Marketing $7,500.00 $0.00 $7,500.00 • Future Signature Event R&D $5,000.00 $0.00 $5,000.00 • Event Permit Coordination $0.00 Covered via Proj. 1 $0.00 Project 4 Subtotal $32,500.00 Covered via Proj. 1 $32,500.00 TOTAL PROGRAM EXPENSES $240,885.40 $20,000.00+ $260,885.40+ BUDGET SUMMARY & FINANCIAL STATEMENT Financial Summary Metric Amount ($) Account Status / Notes Gross Grant Revenue Request $240,885.40 Total LTAC Grant Monies Requested Total Program Operating Expenses $240,885.40 Total Allocated Project Expenditures NET PROGRAM OPERATING INCOME $0.00 Fully Balanced Non-Profit Grant Budget Donated Professional In-Kind Value $20,000.00+ Board & Partner Technical Web/App Development Internal Overhead Absorption $0.00 Event Permitting Delivered via Project 1 Staffing North Hood Canal Chamber of Commerce Profit Loss January - September, 2026 Accrual Basis Wednesday, September 30, 2026 03:31 PM GMT-07:00 1/1 TOTAL Revenue 5 Earned Income (Revenue)0.00 5040 Local government contracts 105,408.00 5210 Dues, Member 1,200.00 Total 5 Earned Income (Revenue)106,608.00 Services 245.00 Total Revenue $106,853.00 GROSS PROFIT $106,853.00 Expenditures 7 Program Services 0.00 7000 Grant & program expense 579.16 7500 Outside services 0.00 7520 Accounting fees 550.00 7540 Professional fees 34,192.36 Total 7500 Outside services 34,742.36 Total 7 Program Services 35,321.52 8 Adminstrative Expense 0.00 8100 Nonpersonnel expenses 0.00 8104 Office expenses 247.97 8106 Dues & Subscriptions 1,848.70 Total 8100 Nonpersonnel expenses 2,096.67 8300 Travel & meetings expenses 0.00 8310 Travel 67.87 8320 Conferences, meetings 179.00 Total 8300 Travel & meetings expenses 246.87 8500 Other expenses 0.00 8520 Insurance 858.10 8560 Outside computer services 16,205.28 8570 Advertising and promotion 245.76 8591 Bank charges & credit card disc 36.00 8594 QuickBooks Payments Fees 30.08 Total 8500 Other expenses 17,375.22 Total 8 Adminstrative Expense 19,718.76 Payroll Expenses 17,989.54 Uncategorized Expense 134.55 Total Expenditures $73,164.37 NET OPERATING REVENUE $33,688.63 NET REVENUE $33,688.63 31 | Page NHCCC 2027 LTAC PROPOSAL NHCCC BOARD BIOS & SKILLS Dan Ventura – NHCCC President / Brinnon, WA Resident Dan is an entrepreneur and community leader with decades of experience in environmental services, tourism, and public service. He owns Hawk Environmental Services, specializing in testing and inspections, and Hawk Equipment Services, a national provider of gas detection solutions. He also operates the Cove RV Park and Country Store in Brinnon, supporting local producers and tourism. Dan serves as President of the North Hood Canal Chamber of Commerce, Fire Commissioner for the Brinnon Fire District, and sits on Jefferson County’s Tourism and Infrastructure boards. He has led technology upgrades, strengthened rural resilience through wr iting and advocacy, and built collaborations among businesses, nonprofits, and government partners. Shellie Yarnell – NHCCC Treasurer / Brinnon, WA Resident Shellie Yarnell has over a decade of experience in community engagement and business leadership. A Brinnon resident for six years, she has served on the Brinnon Community Center Advisory Board, the Citizens Advisory Committee for the Sheriff’s Department, and the Lazy C Club HOA Board. She co-owns a successful 16-year international e-commerce business and has helped organize community events, including the Brinnon Town Hall series. As Treasurer of the Chamber of Commerce, Shellie brings strong organizationa l, advisory, and business skills to her work supporting local communities and small businesses. Jean Ball – NHCCC Vice-President / Quilcene, WA Resident Jean Ball has been a resident of Jefferson County since 2002 and is an experienced business owner with a strong record of community involvement. She has served on numerous boards and committees, where she has led fundraising efforts, organized public engag ement campaigns, and supported outreach initiatives that connect residents, businesses, and local government. Her work has strengthened community networks and advanced projects that benefit both residents and visitors. Jean also brings valuable insight int o tourism and economic development, with a focus on supporting small businesses, encouraging travelers to stop in Jefferson County as a destination, and enhancing the visitor experience to generate return tourism in south county. Robert Gash – NHCCC Board Director / Brinnon, WA Resident Robert Gash is a technology leader with extensive experience in e-commerce, logistics, and supply chain innovation. He has held senior roles including Chief Marketplace Officer at Hearst Magazines and leadership positions at Grove Collaborative, Symphony C ommerce, Amazon, and General Electric, in addition to running his own consulting firm. Active in community development, Robert was a founding member of the West Canal Community Broadband group, helping bring both microwave broadband and new fiber grants to Jefferson and Mason counties. He also contributes his expertise to the Jefferson Broad band 32 | Page NHCCC 2027 LTAC PROPOSAL Action Team and has worked with the Anti-Defamation League to detect and monitor online hate speech. Patty Schmucker – NHCCC Board Director / Port Townsend, WA Resident Patty Schmucker is President of PNW Business Resource Collective, driving strategic business growth and economic vitality in Jefferson County. She brings extensive experience in business strategy, organizational development, and foresight leadership, with deep expertise in the wellness, health, and beauty sectors. Since 2024, she has supported over 200 local enterprises through strategic advising and training initiatives in Jefferson County, while also serving as Professor of Global Beauty Business and Regulatory Affairs at FIDM, preparing emerging leaders for market and international success. Previously, as President and CEO of Performance Branding Services, Patty guided global companies—including Aveda, Intelligent Nutrients, and the Chopra Center—in brand development and business strategy. She holds a BS in Management from Pepperdine University and is a certified Foresight Facilitator. Patty is active in the Jefferson County community as a Rotary, Local 2020, The North Hood Canal Chamber of Commerce and Port Townsend AAUW.CURRENT STAFF: Andrew Schwartz – NHCCC Executive Director / Brinnon, WA Resident Andrew is a seasoned professional with over 40 years of experience in management, operations and financial management, and sales and marketing, and software and business skills training. His leadership and management background includes roles as General Manager and Director of Operations & Training at New Horizons Computer Learning Centers and General Manager of FontHaus, Inc. He currently serves as President of the Lazy C Club HOA and was a board member of the North Hood Canal Chamber of Commerce prior to his role as Executive Director. His other roles include Jefferson County District 3 Planning Commissioner, member of the 2025 Growth Management Act Steering Committee, and Board of Director Emeritus for the New Hampshire Theater Project, along with past involvement in several other community, arts and cultural organizations. A dedicated business and community leader committed to advancing tourism, economic development, and regional collaboration throughout the Hood Canal region, he works closely with local businesses, government agencies, nonprofit organizations, and community stakeholders to promote sustainable tourism, strengthen economic opportunities, secure grant funding, and support initiatives that enhance the quality of life for residents and visitors alike. His experience in organizational leadership, destination marke ting, strategic planning, and community engagement has contributed to the growth and visibility of the region while fostering long-term partnerships that support local prosperity. 33 | Page NHCCC 2027 LTAC PROPOSAL Liz Anderson (EA) – NHCCC Executive Assistant – Communications & Outreach / Chimicum, WA Resident Liz Anderson is a communications and marketing professional with more than a decade of experience in public service, community engagement, nonprofit communications, and regional marketing. She serves part time as Executive Assistant for the North Hood Cana l Chamber of Commerce, where she plays an active role in marketing and promoting the North Hood Canal region as a tourism destination. Her work includes developing promotional messaging and content, supporting tourism and business marketing efforts, promot ing local events and attractions, strengthening the region’s public presence, and building relationships with local businesses and community partners. She also supports public relations, outreach, grants, and day-to-day Chamber operations. Liz brings extensive public-sector communications experience to her work, currently serving as a Communications Specialist for Jefferson County, Washington, where she develops strategic messaging and public information for county leadership and departments . Previously, she led communications for Jefferson County Public Health for six years, including during the COVID -19 pandemic. Her background spans marketing, public relations, crisis and emergency communications, public health campaigns, stakeholder engagement, and community outreach. Liz is completing a Master of Arts in Strategic Communications at Washington State University in December 2026 and holds a bachelor’s degree in English from Arizona State University. Her professional interests include destination marketing, strategic communications, community engagement, public relations, and developing audience-centered campaigns that connect communities, organizations, and visitors. 34 | Page NHCCC 2027 LTAC PROPOSAL ATTACHMENTS • Declaration of Capital Expenditures and Operations • Certificate Of Liability Insurance • Sample NHCCC/Placer ai Business Market Analysis Report • Placer ai vs Zardeco Information • NHCCC_Website_LTAC_Supporting_Attachment ATTACHMENT A Declaration of Capital Expenditures and Operations 1. The total amount of my request for LTAC funding is: $______________________ 2. Of the total listed in Paragraph 1, above: a. The amount requested for capital expenditures is: $___________________ b. The requested capital expenditures are for: 3. Of the total amount listed in Paragraph 1, above: a. The total amount requested for operations is: $________________________________ b. The requested operations expenditures are for: I declare under penalty of perjury under the law of Washington that the foregoing representation about the capital expenditures and operations is true and correct. Signed on this day of (date) (month) (year) at (city or other location, and state or country) (Printed Name) (Signature) 09/08/2025 Wycoff Insurance Agency Inc. 501 South 2nd Street P. O. Box 1010 Mount Vernon WA 98273 Cletha Sala (360) 336-2112 (360) 336-5241 clethas@wycoffinsurance.com North Hood Canal Chamber of Commerce P.O. Box 774 Quilcene WA 98376-0774 Philadelphia Indemnity Insurance Company 25-26 A PHPK2660765 04/17/2025 04/17/2026 1,000,000 100,000 5,000 1,000,000 2,000,000 2,000,000 FOR INFORMATION ONLY SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE THE EXPIRATION DATE THEREOF, NOTICE WILL BE DELIVERED IN ACCORDANCE WITH THE POLICY PROVISIONS. INSURER(S) AFFORDING COVERAGE INSURER F : INSURER E : INSURER D : INSURER C : INSURER B : INSURER A : NAIC # NAME:CONTACT (A/C, No):FAX E-MAILADDRESS: PRODUCER (A/C, No, Ext):PHONE INSURED REVISION NUMBER:CERTIFICATE NUMBER:COVERAGES IMPORTANT: If the certificate holder is an ADDITIONAL INSURED, the policy(ies) must have ADDITIONAL INSURED provisions or be endorsed. If SUBROGATION IS WAIVED, subject to the terms and conditions of the policy, certain policies may require an endorsement. A statement on this certificate does not confer rights to the certificate holder in lieu of such endorsement(s). THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THIS CERTIFICATE DOES NOT AFFIRMATIVELY OR NEGATIVELY AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIES BELOW. THIS CERTIFICATE OF INSURANCE DOES NOT CONSTITUTE A CONTRACT BETWEEN THE ISSUING INSURER(S), AUTHORIZED REPRESENTATIVE OR PRODUCER, AND THE CERTIFICATE HOLDER. OTHER: (Per accident) (Ea accident) $ $ N / A SUBR WVD ADDL INSD THIS IS TO CERTIFY THAT THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIOD INDICATED. NOTWITHSTANDING ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THIS CERTIFICATE MAY BE ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS, EXCLUSIONS AND CONDITIONS OF SUCH POLICIES. 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CERTIFICATE HOLDER The ACORD name and logo are registered marks of ACORD HIRED AUTOS ONLY Business Analysis: Quilbilly'S Restaurant And Taproom PLACER.AI MARKET INSIGHTS REPORT Date: Sun May 24 2026 NHCCC Analysis Pipeline A Simple Guide to Growing Your Business Without Breaking It How to Use Market Data and Cash Flow Wisely The Big Picture Market reports are valuable tools because they reveal exactly where your potential customers live and who they are. However, throwing money at new advertising before your business is ready is a trap. Cash flow management—the process of tracking how much money is coming in and going out—is the lifeblood of your operation. If you experience a sudden flood of new customers but your business cannot handle the rush, or if you aren't making a clean profit on each sale, you risk a “growth failure” where you run out of money and burn out your team. Real, lasting growth only happens when your marketing plan and your bank account work together. Are You Ready? (The 4 Questions) Before you spend a single dollar on new advertising campaigns, you must ensure your financial foundation is stable by answering these four questions: What is your break-even point? Do you know the exact amount of money you need to make every month just to “keep the lights on” and stay sustainable? Are your financial records clean? Do you have an accurate, up-to-date Profit & Loss (P&L) statement so you can make decisions based on true numbers rather than guesses? What is your average sale? How much money does a normal customer spend every single time they buy from you? Can you handle the rush? Do you have enough staff, inventory, and space to take care of extra customers without ruining your service quality and depleting your cash reserves? If your answer to these questions is “No,” you must fix your inside operations and cash flow stability before trying to pull more people through the front door. NHCCC Placer.ai Analysis – Business Analysis: Quilbilly'S Restaurant And Taproom 16 / 20 Everyday Numbers You Must Watch To ensure your growth is actually generating cash rather than just “busyness,” you need to track these simple signs: Gross Profit Margin: How much cash is left over from a sale after you pay for the cost of the product or service itself? This “leftover” cash is what pays for your overhead and future growth. Average Transaction Value: Are your new customers spending more money per visit than your old ones? Customer Acquisition Cost (CAC): Exactly how much advertising cash does it take to “buy” you one single new customer? Repeat Visit Rate: Are these new people coming back, or are you spending money to acquire people who show up once and leave forever? Making the Market Report Work For You A market report gives you outside facts, but you must match them with your own inside data to protect your cash flow: Supply and Demand: If your business is already fully booked, do not offer discounts. Use that high demand to raise your prices and increase your profit margins instead. Targeting the Best Spenders: Figure out which specific group of customers makes you the highest profit, and focus your advertising budget on them to ensure a better return on your investment. Beating the Slow Months: Use visitor data to build special offers during your slow season. This keeps cash moving all year and prevents seasonal dips from draining your bank account. The Golden Rule: Take Care of Your Home Base First Take care of your home base first. Before you try to “build a bigger roof” (expand), focus on quick fixes like updating your online profile and cleaning up your profit margins. Make sure your financial foundation is strong so that your growth is sustainable and profitable. • • • • • • • NHCCC Placer.ai Analysis – Business Analysis: Quilbilly'S Restaurant And Taproom 17 / 20 Business Analysis: Quilbilly'S Restaurant And Taproom Executive Summary Persona Description: Who they are: Most of Quilbilly's customers are older, settled-in locals — Blue Sky Boomers (21.8% of trade area, 9.8x the national rate) and Golden Year Guardians (21.9%, 3.7x the national rate) — rural retirees and near-retirees who like comfort food and a familiar spot. After them comes a second wave of countryside families and outdoor types: Pastoral Pride (11.6%, 19x the national rate), Booming with Confidence (10%, 7.4x the national rate), and Autumn Years (9.5%, 4.7x the national rate). These are people who value local sourcing, a kid- friendly vibe, and a relaxed room over fast-casual speed. Where they come from: Half of all visits come from within 30 miles — mostly Quilcene itself, plus Port Townsend, Brinnon, and Chimacum down US-101. The next biggest share (about 12%) comes from the Seattle-Tacoma-Bellevue metro, especially Eastside ZIPs like 98008 (Bellevue) and 98155 (Lake Forest Park), which are up sharply year-over- year. Smaller but real streams come from Olympia, Kitsap, and Portland. What this means for the business: The easy win is protecting the local base — your Boomers and retiree households already love you, and they're the most loyal. The growth option is chasing more Seattle-Eastside day- trippers and weekend drivers: that ZIP-level traffic is already rising fast (+609% from 98008 alone), which means word is moving east on I-90 and SR-520. Worth doing if weekday lunch and weekend breakfast traffic matters to you; skip if you're already full on weekends. Competitive Positioning: Quilbilly's is the only farm-to-taproom restaurant on the Quilcene-to-Brinnon stretch of US-101, with a 4.6-star rating on nearly 1,000 Google reviews and a rotating tap list that gives it real beer credibility. The closest comparable dining is 30+ minutes away in Port Townsend or Port Angeles, and nothing else in between ties together grass-fed Painted Hills burgers, Olympic Peninsula cider, and a kid-welcome room in the same place. Customers believe the claim because the ingredients and the relaxed, community-first feel show up in nearly every review. Evidence - 4.6 stars on 932 Google reviews — far above the typical rural highway restaurant, and reviews consistently praise the burgers and the staff's friendliness to visitors. - 5,661 visits from the local Quilcene ZIP (98376) at 3.84x the national rate show the place is a true community anchor, not just a tourist stop. - Seattle-Tacoma-Bellevue metro visits are indexed at 4.86x — over twice the local rate — proving the draw reaches well beyond the county for day-trippers willing to drive 60–90 minutes. Tactical Marketing Plan This tactical plan outlines structured actions prioritized by volume-weighted segment opportunity. NHCCC Placer.ai Analysis – Business Analysis: Quilbilly'S Restaurant And Taproom 2 / 20 Tactic 1: Weekend breakfast postcards to Eastside day-trippers Target Segment: L - Blue Sky Boomers (CORE) and C - Booming with Confidence (NICHE STRONG) — Seattle-Eastside retirees (CORE) Data Justification: Blue Sky Boomers make up 21.8% of your trade area at 9.8x the national rate, and the Bellevue ZIP 98008 just grew +609% year-over-year — so Seattle-Eastside retirees are already driving in, you just need a reason for them to come back. Action: Mail a 4x6 postcard the first week of each month to the top 20 Eastside ZIPs (98008, 98005, 98074, 98052, 98155, 98177, 98033, 98034) advertising your weekend breakfast menu (Farmer's Hash, biscuits and gravy, waffles) and a free drip coffee with any breakfast entree on Saturdays in October. Include a hand-drawn map showing the 75-minute drive from Bellevue via the Tacoma Narrows and a photo of the Olympic foothills from your parking lot. Channel Fit Rationale: Blue Sky Boomers are rural, modest-income retirees who respond well to direct mail and respond less to social media — postcards land in the hands of people already planning weekend drives. Execution Details: Executor: Owner with help from front-of-house staff to fold and label | Cost: $150–$300 for printing and postage (under $100 if you print in-house) | Timeline: Mailings start this week; repeat monthly through fall KPI: 10 breakfast table visits per Saturday from non-local license plates, asked at the register Kill Criteria: Stop after the second mailing if fewer than 5 breakfast tables per Saturday report driving in from Eastside ZIPs Tactic 2: Co-host a 'Hood Canal Harvest' lunch with a Quilcene farm Target Segment: N - Pastoral Pride (NICHE STRONG) and Q - Golden Year Guardians (CORE) — local working-class and retiree families (CORE) Data Justification: Pastoral Pride is 11.6% of your trade area at a 19x index — the most concentrated group you have — and they are working-class rural families who value local farms and value-add events. Golden Year Guardians add another 21.9% and they show up for community-rooted gatherings. Action: Partner with Midori Farms or Spring Rain Farms for a one-Saturday 'Harvest Lunch' in October: a fixed-price $18 plate (burger + farm side + cider), 20% of proceeds to the farm, promoted only on the farm's email list and a flyer stapled to every Quilcene/Brinnon/Port Townsend takeout bag for two weeks before. Serve from 11 AM to 2 PM; cap at 60 plates so it feels like an event, not a buffet. Channel Fit Rationale: Pastoral Pride and Golden Year Guardians are rural, community-rooted, and respond to local partnerships and print — not Instagram. Partnering with a farm they already buy from puts you in their trusted circle. Execution Details: Executor: Owner coordinates with farm owner; staff runs the line | Cost: Under $100 (printing flyers + a small co-promotion fee) | Timeline: Plan this week; event in 3–4 weeks KPI: 55 of 60 plates sold and at least 12 new email addresses collected at the door Kill Criteria: Skip if fewer than 25 plates are pre-sold by the Tuesday before • • • • • • • • • • • • • • NHCCC Placer.ai Analysis – Business Analysis: Quilbilly'S Restaurant And Taproom 3 / 20 Tactic 3: Post a 'Bring the Kids, Burn Nothing' Friday flyer at trailheads Target Segment: M - Families in Motion (NICHE STRONG) — young working-class families with kids (GROWTH) Data Justification: Families in Motion are only 3.7% of your trade area today at a 4.3x index, but they are young families who hike and recreate on the Olympic Peninsula and need a kid-friendly post-hike stop — exactly the gap your baked-not-fried menu and 4.6-star family-friendly reviews fill. Winning even a small slice of them fills weekday lunch and shoulder-season tables. Action: Print 100 half-page flyers and place them in a clear bag at the trailhead kiosks for Mount Walker, Lena Lakes, and the Hood Canal trailheads (with [member to identify specific trail-host partner] permission). The flyer should read: '15 minutes east — kid menu, no deep fryer, grass-fed burgers, 12 taps. Open Friday–Sunday.' Include a QR code to your Google Maps listing so you also collect a fresh review from each new visitor. Channel Fit Rationale: Families in Motion are rural, outdoor-recreation-focused households who plan trips around trail lists and bulletin boards, not Instagram — physical flyers at the trailhead reach them where they actually look. Execution Details: Executor: Owner or one staff member, one morning | Cost: Under $50 for printing | Timeline: Post this week; restock every 2 weeks through November KPI: 3 new Google reviews per month that mention 'kids' or 'hike' Kill Criteria: Pull flyers after 6 weeks if no new reviews mention families or hiking Tactic 4: 'Taproom Club' punch card for repeat Seattle-Tacoma visitors Target Segment: C - Booming with Confidence (NICHE STRONG) and Seattle-Tacoma-Bellevue metro day- trippers (GROWTH) Data Justification: The Seattle-Tacoma-Bellevue region sends you 2,799 visits at a 4.86x index — meaning Seattle-area visitors are 5x more likely to come to you than the average restaurant — and 98008 (Bellevue) is up 609% year-over-year. Turning one-time visitors into twice-a-year regulars is the cheapest way to grow shoulder-season revenue without spending on ads. Action: Hand out a paper punch card at the register (also stack them at the host stand): 'Buy 5 entree+beer combos, get the 6th free.' On the back, list the 12 rotating taps and a simple invite: 'Tag us on Facebook to enter the monthly drawing for a free pie.' Track which ZIPs the cards come back from by asking once at redemption. Channel Fit Rationale: Booming with Confidence are suburban, tech-comfortable retirees who respond to Facebook and to simple, tangible loyalty cards — not apps — and they tend to be the visitors already coming from Bellevue. Execution Details: Executor: Front-of-house staff; owner prints the cards | Cost: Under $50 for card printing | Timeline: Start this week KPI: 25 cards returned (each card = 5 paid visits + 1 free), with at least 10 from Eastside/Seattle ZIPs Kill Criteria: Stop the program after 3 months if fewer than 15 cards are returned • • • • • • • • • • • • • • NHCCC Placer.ai Analysis – Business Analysis: Quilbilly'S Restaurant And Taproom 4 / 20 Tactic 5: Thursday 'Locals Night' — direct-mail flyer to lapsed Jefferson County households Target Segment: J - Autumn Years (NICHE STRONG) and lapsed Quilcene/Port Townsend visitors (CORE) Data Justification: Quilcene itself is down 25% year-over-year and Port Townsend ZIPs are down 35% — your local base is shrinking fast and your Thursday is currently your quietest day. Autumn Years are 9.5% of trade area at 4.7x the index, so older local couples are still out there, they just need a reason to come back on a weeknight. Action: Send a single-page flyer to 500 Quilcene, Brinnon, and Port Townsend households (use the USPS Every Door Direct Mail route) inviting them to a 'Locals Night' every Thursday in October: $14 burger + draft combo, plus a free slice of homemade pie for any table that mentions the flyer. Staff greet by name where possible and log which ZIPs show up so you can measure response. Channel Fit Rationale: Autumn Years are older rural residents with limited digital habits — a paper flyer in their own mailbox is the highest-trust way to reach them and is far cheaper than digital ads for this group. Execution Details: Executor: Owner or manager | Cost: $300–$450 for printing and USPS drop | Timeline: Mail drops next Monday for a Thursday start KPI: 30 Locals Night covers on Thursdays in October (about 7–8 per Thursday) Kill Criteria: Cancel the third Thursday if average covers are below 5 Tactic 6: Ship a case of your frozen pies to Seattle-Eastside regulars for the holidays Target Segment: L - Blue Sky Boomers (CORE) and C - Booming with Confidence (NICHE STRONG) (CORE) Data Justification: Your pies get mentioned in nearly every positive review and Blue Sky Boomers are 21.8% of trade area at a 9.8x index — but right now you only see them when they drive to Quilcene. Mailing frozen pies to known Eastside visitors turns one trip into a year of brand reminders and gives them a reason to plan a return trip. Action: Build a 'Pie-of-the-Month Club' for past visitors who give you their email: a $45 monthly shipment of two seasonal pies, with free shipping for any 3-month prepay. Start by emailing the 50 most recent Seattle- Eastside visitors from your reservation or comment-card list and offering 10 founder spots. Ship on the first Monday of each month from November through January. Channel Fit Rationale: Blue Sky Boomers are rural retirees who love homemade food and value direct relationships — a recurring pie shipment to their door builds the kind of loyalty a Facebook ad never can. Execution Details: Executor: Owner coordinates shipping; staff packs orders | Cost: $200–$500 to start (shipping supplies + packaging) | Timeline: Email list built this week; first shipment early November KPI: 15 active pie club members by year-end with at least 6 from Eastside ZIPs Kill Criteria: Cancel the club after 3 months if active members stay under 8 Visitor Origins Market Baseline: quilcene Draws Broader than Market: Yes • • • • • • • • • • • • • • • • NHCCC Placer.ai Analysis – Business Analysis: Quilbilly'S Restaurant And Taproom 5 / 20 Average Driving Distance: 160 miles (method: mixed) Median Driving Distance: 30 miles 50% of visits within: 30 miles (~44 min drive) 80% of visits within: 72 miles (~92 min drive) Average Driving Time: 181 minutes How to Read the Affinity Index: An Affinity Index compares how heavily your business draws from an area relative to the overall market average (which is set at 100). - 100 is the baseline market average. - Above 100 (e.g., 250) means you are over-indexing (drawing 2.5x more visitors than average). These are your current strongholds! - Below 100 (e.g., 50) means you are under-indexing (drawing only half as many visitors as expected). These represent excellent untapped opportunities where targeted marketing can yield high growth. Over-Indexed Metro Areas Metro areas sending disproportionately more visitors than the market baseline Under-Indexed Metro Areas (Growth Opportunities) Metro areas with high market presence but low business draw — potential targets • • • • • METRO AREA ACTIVE ZIP CODES YOUR VISITS AFFINITY INDEX Port Townsend, WA 1 5,661 384 Shelton, WA 6 618 310 Aberdeen, WA 10 448 373 Centralia, WA 5 143 769 Astoria, OR 2 21 1,167 Brevard, NC 1 16 2,267 Hermiston-Pendleton, OR 1 11 2,200 Moscow, ID 1 11 150 Ontario, OR-ID 1 11 1,125 Lufkin, TX 1 9 3,800 Pullman, WA 1 1 400 NHCCC Placer.ai Analysis – Business Analysis: Quilbilly'S Restaurant And Taproom 6 / 20 Over-Indexed Regions Regions sending disproportionately more visitors than the market baseline METRO AREA ACTIVE ZIP CODES YOUR VISITS AFFINITY INDEX Port Townsend, WA 6 5,422 44 Port Angeles, WA 4 1,252 56 Shelton, WA 3 156 65 NHCCC Placer.ai Analysis – Business Analysis: Quilbilly'S Restaurant And Taproom 7 / 20 Under-Indexed Regions (Growth Opportunities) Regions with high market presence but low business draw — potential targets REGION ACTIVE ZIP CODES YOUR VISITS AFFINITY INDEX Local Jefferson 1 5,661 384 Seattle-Tacoma-Bellevue, WA 55 2,799 486 Local Kitsap 12 2,299 234 Olympia-Lacey-Tumwater, WA 10 971 740 Portland-Vancouver-Hillsboro, OR-WA 22 481 1,474 Local Mason 4 464 375 Aberdeen, WA 9 299 342 Bellingham, WA 3 177 1,525 Centralia, WA 5 143 769 Phoenix-Mesa-Chandler, AZ 3 67 1,810 Rural Washington 4 63 478 Longview-Kelso, WA 2 62 401 Spokane-Spokane Valley, WA 4 57 1,446 Los Angeles-Long Beach-Anaheim, CA 2 38 1,378 Mount Vernon-Anacortes, WA 1 38 826 Kennewick-Richland, WA 3 36 679 Sacramento-Roseville-Folsom, CA 1 30 893 Washington-Arlington-Alexandria, DC-VA-MD-WV 1 28 1,967 Wenatchee-East Wenatchee, WA 1 28 1,657 Buffalo-Cheektowaga, NY 1 23 2,325 NHCCC Placer.ai Analysis – Business Analysis: Quilbilly'S Restaurant And Taproom 8 / 20 Similar Metro Opportunities Metro areas at comparable driving distance with similar demographics to your strong markets REGION ACTIVE ZIP CODES YOUR VISITS AFFINITY INDEX Local Jefferson 6 5,422 44 Local Clallam 4 1,252 56 Local Kitsap 4 1,008 64 Seattle-Tacoma-Bellevue, WA 15 208 61 Local Mason 2 22 67 Longview-Kelso, WA 1 17 71 Mount Vernon-Anacortes, WA 1 16 75 Bellingham, WA 1 7 49 METRO AREA YOUR STRONGHOLD METRO TRAVEL DISTANCE TARGET TIME MINUTES STRONGHOLD DISTANCE SIMILAR TIME MINUTES STRONGHOLD DRAW STRENGTH OPPORTUNITY RATIONALE Port Angeles, WA Shelton, WA 47 mi 61 53 mi 77 310 Port Angeles, WA is ~47 driving mi (~61 min) away, similar to Shelton, WA (~53 mi, ~77 min) which already over- indexes at 310. Demographic overlap likely. NHCCC Placer.ai Analysis – Business Analysis: Quilbilly'S Restaurant And Taproom 9 / 20 Over-Indexed ZIP5s ZIP CODE CITY STATE % OF YOUR VISITS YOUR VISITS % OF MARKET VISITS MARKET VISITS AFFINITY INDEX 97140 Sherwood OR 0.13%31 0.002%13 6,400 97080 Gresham OR 0.10%24 0.002%13 5,000 98505 Olympia WA 0.04%10 0.001%8 4,200 98247 Everson WA 0.11%28 0.003%15 3,800 75904 Lufkin TX 0.04%9 0.001%6 3,800 29009 Bethune SC 0.04%8 0.001%8 3,500 28904 Hayesville NC 0.03%7 0.001%8 2,900 62265 New Baden IL 0.03%7 0.001%7 2,900 97132 Newberg OR 0.06%14 0.002%14 2,850 98136 Seattle WA 0.23%54 0.008%43 2,812 85212 Mesa AZ 0.08%20 0.003%19 2,800 97051 St. Helens OR 0.05%12 0.002%13 2,550 43055 Newark OH 0.03%6 0.001%7 2,500 89431 Sparks NV 0.02%6 0.001%6 2,400 97113 Cornelius OR 0.05%12 0.002%14 2,400 14120 North Tonawanda NY 0.09%23 0.004%21 2,325 80013 Aurora CO 0.05%11 0.002%11 2,300 85253 Paradise Valley AZ 0.16%38 0.007%40 2,271 28712 Brevard NC 0.07%16 0.003%17 2,267 98564 Mossyrock WA 0.07%16 0.003%17 2,267 NHCCC Placer.ai Analysis – Business Analysis: Quilbilly'S Restaurant And Taproom 10 / 20 Under-Indexed ZIP5s ZIP CODE CITY STATE % OF YOUR VISITS YOUR VISITS % OF MARKET VISITS MARKET VISITS AFFINITY INDEX 98358 Nordland WA 0.04%11 0.31%1,763 14 98382 Carlsborg WA 2.3%562 8.7%49,176 27 98074 Sammamish WA 0.09%22 0.30%1,720 30 98402 Tacoma WA 0.08%19 0.25%1,410 32 98325 Chimacum WA 1.6%387 4.5%25,788 35 98320 Brinnon WA 4.6%1,103 12.2%69,344 37 98373 South Hill WA 0.03%6 0.05%302 47 98166 Burien WA 0.03%6 0.05%303 49 98329 Gig Harbor WA 0.03%7 0.06%345 49 98229 Bellingham WA 0.03%7 0.06%346 49 98363 Joyce WA 0.58%139 1.1%6,161 53 98368 Port Townsend WA 7.0%1,697 13.2%75,032 53 98346 Kingston WA 0.98%236 1.8%10,336 54 98524 Allyn WA 0.05%11 0.08%437 60 98312 Bremerton WA 0.55%134 0.89%5,076 62 98133 Shoreline WA 0.09%21 0.14%772 62 98339 Port Hadlock WA 5.5%1,334 8.8%49,936 63 98365 Port Ludlow WA 3.7%890 5.8%32,967 63 98580 Roy WA 0.04%10 0.06%360 65 98342 Indianola WA 0.07%18 0.11%641 65 NHCCC Placer.ai Analysis – Business Analysis: Quilbilly'S Restaurant And Taproom 11 / 20 Visitor Origin Trends (Year-over-Year) Fastest-Growing Source ZIP Codes ZIP codes sending the most additional visitors compared to last year Fastest-Declining Source ZIP Codes ZIP codes sending fewer visitors than last year — potential re-engagement targets ZIP CODE CITY STATE VISITS YOY CHANGE (VISITS) YOY CHANGE (%) 98008 Bellevue WA 227 195 609.4% 98548 Hoodsport WA 125 125 98102 Seattle WA 117 117 98155 Lake Forest Park WA 187 108 136.7% 98501 Tumwater WA 176 99 128.6% 98272 Woods Creek WA 97 97 98225 Bellingham WA 135 82 154.7% 98115 Seattle WA 111 79 246.9% 98422 Tacoma WA 75 75 98026 Edmonds WA 67 67 NHCCC Placer.ai Analysis – Business Analysis: Quilbilly'S Restaurant And Taproom 12 / 20 Visitor Origin by State Share of visits by visitor home state ZIP CODE CITY STATE VISITS YOY CHANGE (VISITS) YOY CHANGE (%) 98376 Quilcene WA 5,661 -1896 -25.1% 98382 Carlsborg WA 562 -1180 -67.7% 98368 Port Townsend WA 1,697 -938 -35.6% 98365 Port Ludlow WA 890 -465 -34.3% 98320 Brinnon WA 1,103 -349 -24.0% 98110 Bainbridge Island WA 476 -307 -39.2% 98312 Bremerton WA 134 -292 -68.5% 98367 Port Orchard WA 170 -261 -60.6% 97405 Eugene OR -221 -100.0% 98363 Joyce WA 139 -208 -59.9% STATE VISITS PCT VISITS WA 22,168 91.7% OR 482 2.0% CA 221 0.90% IL 190 0.80% TX 174 0.70% MI 85 0.40% AZ 75 0.30% MO 74 0.30% FL 70 0.30% NY 70 0.30% NHCCC Placer.ai Analysis – Business Analysis: Quilbilly'S Restaurant And Taproom 13 / 20 Geographic Concentration Business HHI: 707 (market baseline: 602) Top-5 ZIP Share: 44.2% (market: 48.9%) Your visitor base is more geographically concentrated than the market average. Mosaic Profile (50% Trade Area) Segment Diversity: 8 segments with index > 100 Top Customer Lifestyle Groups Top Lifestyle Groups Data Gaps The following critical data points would materially improve the precision and viability of these marketing recommendations: Average ticket size per table would show whether your growth lever should be more covers or bigger checks — right now we only know visit counts. What day-part each customer segment visits (breakfast vs. dinner) would tell you whether to staff up Friday breakfast or push harder on Thursday dinner. • • • • GROUP LIFESTYLE GROUP TRADE AREA %AFFINITY INDEX N Pastoral Pride 11.6%1,915 L Blue Sky Boomers 21.8%983 C Booming with Confidence 10.0%740 J Autumn Years 9.5%469 M Families in Motion 3.7%432 GROUP PERCENTAGE Q - Golden Year Guardians 21.9% L - Blue Sky Boomers 21.8% N - Pastoral Pride 11.6% • • NHCCC Placer.ai Analysis – Business Analysis: Quilbilly'S Restaurant And Taproom 14 / 20 Whether Seattle-Eastside visitors come once or repeat would clarify if the pie club is a real opportunity or a one-time novelty. Customer email addresses or a reservation system would let you email past visitors directly instead of relying on flyers and walk-ins. Why local Quilcene and Port Townsend visits are down 25–35% year-over-year would tell you whether the decline is price, hours, competition, or just fewer locals — and whether it's fixable. • • • NHCCC Placer.ai Analysis – Business Analysis: Quilbilly'S Restaurant And Taproom 15 / 20 Integrated Glossary of Terms Reference Guide for Market Analytics & Business Growth This glossary combines the marketing, demographic, and financial terms found throughout the market intelligence reports and business growth playbooks. Marketing & Demographic Analytics Affinity Index A metric used to measure a specific consumer segment's likelihood to visit a business compared to the market average (represented as 100). Cohort A specific group of customers who share a common characteristic or experience within a defined period, such as tracking a group of new visitors from a specific campaign. Core / Niche / Growth Segments Classifications used to group target customers based on volume and affinity. Core segments are your largest, most important groups, while Niche segments are smaller groups that visit at unusually high rates. Customer Base Concentration (HHI / Herfindahl-Hirschman Index) A metric used to measure how diversified or concentrated a business’s customer base is across different geographic zip codes or demographic segments. Demographic Segmentation The process of dividing a broad market into sub-groups based on shared characteristics like age, household income, or geographic location. Geofencing Serving ads to people specifically when they enter a high-intent location, such as ferry terminals or competitor locations. Geographic Targeting (Geo-Targeting) Focusing marketing spend and digital advertisements on specific regions or zip codes identified as high-yield traffic sources. HHI (Household Income Index) A baseline metric that measures the economic and purchasing power of an area or customer segment relative to a standard market benchmark. NHCCC Placer.ai Analysis – Business Analysis: Quilbilly'S Restaurant And Taproom 18 / 20 Market Intelligence External data (such as Placer.ai) that analyzes mobile location tracking, foot traffic patterns, and visitor demographics. Over-Indexed Market An area sending significantly more customers than expected, indicating where a brand already resonates. Revenue Proxy An analytical estimation of a customer segment's purchasing power based on data like visitor volume and demographics when exact sales data is unavailable. Strategic Market Development A growth strategy focused on identifying and developing new market segments or geographic areas for existing products or services. Trade Area The primary geographic zone from which a business draws the majority of its customers. Under-Indexed Market An area with many potential customers but relatively few visits, representing a potential growth opportunity. YoY (Year-over-Year) Growth A comparison that tracks a specific metric (like sales or foot traffic) in a given period against the same period from the previous year. Operational & Financial Readiness Average Transaction Value (Average Check/Sales) A Key Performance Indicator calculated by dividing total sales revenue by the total number of transactions. Break-Even Point The precise volume of sales revenue at which total revenue exactly equals total costs (fixed plus variable). Capacity Constraints The physical or operational limits (such as staffing or inventory) that restrict a business's ability to handle higher volume without a decline in quality. Cash Flow The movement of money into and out of your business. Managing cash flow involves tracking these movements to ensure you have enough money to “keep the lights on” and support growth without running out of funds. COGS (Cost of Goods Sold) The direct costs attributable to the production of goods or services (e.g., fuel, materials), excluding indirect overhead. NHCCC Placer.ai Analysis – Business Analysis: Quilbilly'S Restaurant And Taproom 19 / 20 Customer Acquisition Cost (CAC) A financial efficiency metric calculated by dividing total marketing spend by the number of new customers acquired. Gross Profit Margin A percentage measuring revenue remaining after subtracting COGS. It determines how efficiently a business manages its direct service costs. KPI (Key Performance Indicator) A quantifiable, trackable measurement used to evaluate the success of an organization or specific activity. Net Profit Margin Total net profit (revenue minus all costs, labor, taxes, and overhead) expressed as a percentage of total revenue. Profit & Loss (P&L) Statement A standard financial statement summarizing revenues, costs, and expenses to show if a business is tracking toward a profit or loss. Repeat Visit / Customer Retention Rate The percentage of customers who return to a business after their initial visit. ROI (Return on Investment) A performance measure used to evaluate the efficiency or profitability of an investment. Service Mix / Product Mix (Menu Mix) The proportion of various products or services a business offers, used to focus marketing on high-margin offerings. Shoulder Season The operational period between a business’s peak and off-peak seasons, often characterized by underutilized capacity. Yield Management / Dynamic Pricing An operational strategy involving adjusting prices flexibly based on real-time supply and demand. NHCCC Placer.ai Analysis – Business Analysis: Quilbilly'S Restaurant And Taproom 20 / 20 CIVIC & TOURISM COMPARISON Placer.ai vs. Zartico Destinations and cities choose Placer.ai for fresher data from exclusive, direct partnerships, deeper reporting on leakage and the customer journey, and a support team built to help every department get value. 3 days Data turnaround, compared with Zartico's 7-day update cycle 1M+ POIs ready for immediate use, with no POI cap or request queue Dozens Demographic, psychographic, and segmentation datasets CAPABILITY Placer.ai Zartico Data freshness 3-day data turnaround Updates every 7 days POI coverage Unlimited POIs; 1M+ available immediately POIs added by request, with a free POI limit Custom POIs Draw a new park, district, or venue and analyze it on the spot No on-the-fly custom POI drawing Visitation metrics Estimated visit counts plus trends Percent change, without visit count estimates Leakage & customer journey Favorite Places, cross-shopping, and leakage: see where residents go when they leave the city Self-serve cross-visitation via the new Z5 Visitor Journey App Area analysis Vehicle traffic, planned development, crime, and events data Vehicle traffic, development, and crime data not offered Audience profile Dozens of demographic, psychographic, and resident/visitor segmentation datasets One demographic data provider Support Dedicated Customer Success resource, backed by Solutions Engineers and data scientists New POIs and data pulls go through request Packaging & value One platform tourism, planning, and economic development teams can share ~$40K annually; Z5 package at $25K, excluding competitive lodging data IN THEIR WORDS "We just didn't get the level of reporting we need[ed] from Zartico. We're guessing on demographics." Visit Stockton QUESTIONS TO ASK ANY PROVIDER How many departments can use it, and what is the cost per team? Can I analyze a new park, district, or event venue the same day? Where do my residents go when they shop and dine outside the city? Market Intelligence for the Physical World placer.ai NORTH HOOD CANAL CHAMBER OF COMMERCE 2027 LTAC APPLICATION / WEBSITE SUPPORTING ATTACHMENT LIVE, POPULATED AND READY TO SUPPORT THE PROPOSAL A digital gateway to North Hood Canal An existing visitor resource that can help LTAC-supported promotion become trips, overnight stays and local spending. NHCCC | September 30, 2026 1 / 5 The North Hood Canal Chamber of Commerce has brought its new website online and populated it with a substantial base of local information. The September 26 walkthrough demonstrates an interactive map, current event listings, a business and organization directory, lodging content and tools for ongoing updates. Website: https://chamber-beta.6e6o.net/ Walkthrough, approximately 03:22: the Brinnon-area map connects campgrounds, trails and local services with location details and website links. Screenshots throughout are cropped video stills. 99 directory entries shown 3 calendar view options 4 configured event feeds LTAC support can build on this completed foundation by keeping information accurate, bringing visitors to it through coordinated campaigns, and connecting events and recreation with Jefferson County lodging and businesses. NORTH HOOD CANAL CHAMBER OF COMMERCE 2027 LTAC APPLICATION / WEBSITE SUPPORTING ATTACHMENT SUBSTANTIAL CONTENT IS ALREADY IN PLACE Reasons to visit. Places to connect. The walkthrough shows populated visitor tools, with named events, venues, businesses and organizations. NHCCC | September 30, 2026 2 / 5 01 | Visitor calendar, approximately 03:50. Weekend, week and month options; event categories; RSS and iCal links; and dated, source-attributed listings are visible. A visitor can compare activities across a weekend and identify reasons to extend a stay. The calendar includes Jefferson County examples such as the Port Ludlow car show, Chimacum Farmers Market and Brinnon Community Choir. 02 | Member directory, approximately 06:10. The page identifies 99 businesses and organizations along the canal, with individual entries and links. The directory provides a base for business referrals and coordinated outreach. The walkthrough includes lodging, retail, services and community organizations; 99 is the displayed directory total, not a tourism-business count. NORTH HOOD CANAL CHAMBER OF COMMERCE 2027 LTAC APPLICATION / WEBSITE SUPPORTING ATTACHMENT CONNECT DISCOVERY WITH OVERNIGHT STAYS Help visitors plan more than a stop The site already brings lodging and local experiences into the same visitor-information environment. NHCCC | September 30, 2026 3 / 5 03 | Lodging page detail, 07:40. Lodging names, photographs and a Brinnon location are visible. An existing route to lodging The walkthrough shows a dedicated lodging page with properties including Cabin on the Canal and Dabob Bay Cottage in Brinnon. The broader site also exposes recreation topics such as scenic walks and waterfalls, shellfish and SCUBA diving. These resources can help visitors find a place to stay and identify additional experiences nearby. The map adds the geographic context needed to understand how an overnight base connects to trails, parks, services and events. LTAC-supported use Link event campaigns to lodging choices and suggested multi-day itineraries. Emphasize accommodations and activities in unincorporated Jefferson County, where the award is intended to generate tourism benefit. Illustrative visitor journey An out-of-area traveler discovers a Brinnon event, finds nearby lodging, and adds a trail, shoreline visit or local meal. The site can connect those decisions so an event becomes the anchor for a weekend in Jefferson County. The website covers a broader Hood Canal region. Award-funded campaigns and reporting should identify the Jefferson County destinations, lodging referrals and benefits they support. The journey above is an intended outcome, not a measured booking or an existing packaged itinerary. NORTH HOOD CANAL CHAMBER OF COMMERCE 2027 LTAC APPLICATION / WEBSITE SUPPORTING ATTACHMENT TOOLS FOR KEEPING INFORMATION USEFUL A resource the Chamber can maintain Public submissions, editorial review and configured source feeds provide a practical foundation for ongoing visitor service. NHCCC | September 30, 2026 4 / 5 04 | Public event-submission form, approximately 08:30. The form requests audience and event details and states that a Chamber editor reviews submissions before publication. Organizers have a defined route for contributing event information. The walkthrough also shows administrative review and content-editing screens, supporting a staff-led process for keeping visitor information relevant. 05 | Configured feeds, approximately 14:10. Sources shown: Brinnon Community Center, Jefferson County Government, Port Ludlow Events and Quilcene Community Center. The demonstrated feed configuration can reduce repeated manual entry and support a shared regional calendar. Staff oversight remains important for accurate dates, appropriate categorization and resolving changes or duplicate listings. NORTH HOOD CANAL CHAMBER OF COMMERCE 2027 LTAC APPLICATION / WEBSITE SUPPORTING ATTACHMENT TURN EXISTING CAPACITY INTO PUBLIC BENEFIT How the website supports the award Recommended uses connect demonstrated website capabilities with the Chamber's proposed tourism and destination-development work. NHCCC | September 30, 2026 5 / 5 Tourism promotion Direct out-of-area campaigns to relevant event, lodging and recreation information. Give visitors useful next steps after an advertisement or partner referral. Festivals and local spending Use the calendar and event pages to support confirmed programs such as the proposed 2027 Peninsula Logging Show campaign; connect attendance with lodging, dining and other local activities. Longer stays and seasonal visits Develop multi-day and seasonal trip ideas using existing lodging, map and event content. Encourage overnight visits and broader exploration of Jefferson County. Destination development Combine visitor inquiries, content interest and voluntary feedback with outreach and visitor analytics to inform the proposed South County recommendation for a 2028-2029 County project. Measure engagement and visitor outcomes separately Delivery: Record content updates, campaign pages, organizer coordination and project expenses. Engagement: Establish a baseline and track campaign referrals, relevant page visits and lodging-link clicks where measurement is configured. Visitor outcomes: Use event surveys and available partner reports to assess visitor origin, overnight stays and the influence of promotion on trip decisions. Report quarterly. Website traffic and referral clicks indicate interest; confirmed room nights, attendance and spending require additional evidence. Keep shared website, staffing, event and planning costs distinct to avoid duplicate charges. Evidence and sources Website status: Chamber President Dan Ventura confirmed live access on September 30, 2026. Features and counts: supplied September 26 walkthrough, Snapzy_Recording_2026-09-26_10-25-51.mp4; screenshots reflect that recording. Source video folder. Proposal alignment: Jefferson County 2027 LTAC Request for Proposal, pp. 7-10; NHCCC 2027 LTAC Additional Project Proposals, September 28, 2026. Intended benefits are prospective. This attachment does not establish achieved tourism results, analytics deployment, or completion of proposed mobile-app or AI enhancements.