Attachment_B_-_2022-2026_Marketing_Plan.pdf

Five-Year Marketing Plan Sarasota County Transit

2022-2026

Attachment B - 2022-2026 Marketing Plan

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Contents Introduction

Background and Need

Objectives of Marketing Plan

Situational Analysis

Public Transit

Market Demographics

Community Sentiments

Situational Implications

Ultimate Marketing Objective

Factors Influencing Rider Status

Sample Audiences

Marketing Goals

Brand Awareness

Brand Perception

Consideration to Use Brand

Marketing Activities by Year

2021-2022

2024 – 2027

Marketing Benchmarks

Annual Benchmark Questions

Annual Evaluation of Goals

Monthly Evaluation of Goals

Real-time Evaluation of Campaigns

Conclusion

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Introduction Since 2018, Sarasota County Area Transit (SCAT) has been focused on improving efficiency within the communities it serves. In June 2021, the organization replaced low-performing fixed routes with a new Mobility On Demand service in four distinct zones. These changes present an opportunity to rebrand the system, and to develop and implement a five-year marketing plan. A successful plan will 1) raise awareness of, 2) increase public appreciation for, and 3) encourage consideration to use, public transportation in Sarasota County.

Background and Need The current SCAT name was established with the county’s public transit system in 1978. Over the past 40 years both the system and the community have experienced change, including recent impacts from the system redesign and the COVID pandemic. A consistent, strategic marketing and communications approach will be essential to re-establish confidence in the transit system’s long-term viability, welcome back pre-COVID riders, and recruit new riders who have not yet been introduced to the Mobility On Demand services.

In June 2022, the County Commission approved the name “Breeze” to replace “SCAT” as the County’s transit brand. The systemwide rebranding presents a critical window of time in which to capture the attention of target audiences and present the transit system in a fresh light.

Objectives of Marketing Plan This Five-Year Marketing Plan provides a framework for marketing goals, audiences, messages, and performance benchmarks. The Marketing Plan is a living document that should be adjusted annually to reflect new research findings and meet the needs of the Transit Department. The activities identified in the Marketing Plan will provide the foundation for an Annual Action Plan.

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Situational Analysis Sarasota County comprises 556 square miles in southwest Florida. It is bordered by Manatee County to the north, DeSoto County to the east, Charlotte County to the south, and the Gulf of Mexico to the west.

Four municipalities fall within its jurisdiction: City of North Port, City of Sarasota, City of Venice, and Town of Longboat Key.

The Situational Analysis seeks to define current Sarasota County public transit services and the characteristics of the Sarasota County community, which are essential factors for consideration in the development of a marketing approach.

Public Transit Departmental Vision, Mission, and Goals The Transit Department updated its vision, mission and goals in Summer 2022.

• Vision: moving people to live, work, and play.

• Mission: delivering exceptional experiences that show customers we value them and their choice to ride transit.

Departmental Goals

• Cultivate a high-performing, professional team

• Focus on the customer experience

• Deploy a management approach that maximizes eligibility for grant funding

• Embrace innovation and new technologies

• Establish the department as a valued expert and collaborator in the mobility field

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Services Sarasota County government provides public transit within unincorporated Sarasota County as well as its four municipalities. The county’s 2020 population was over 430,000. The City of Sarasota provides additional public transit options through scooter and bicycle rentals and the Bayrunner trolley. The Bayrunner is a free service travelling from downtown Sarasota through Bird Key and St. Armands Circle to Lido Beach (and back). Hours of operation are 8am to midnight, daily.

During its 40+ years of operation, the County’s transit services have included ebbs and flows of advanced reservation, trolley, specialty, paratransit and contracted services. Traditional fixed route services have been a mainstay.

In 2019, an Optimization Study was conducted to develop recommendations for increasing the efficiency of the transit system. As a result, in 2021 a number of fixed routes were discontinued and new Mobility On Demand zones were introduced. Contracted trolley and paratransit services were unchanged.

• Fixed route: The Transit Department currently operates 14 year-round fixed routes and one seasonal fixed route. These routes serve areas with the highest ridership propensity. Most routes operate Monday thru Saturday, with some in service on Sundays. Six holidays are observed. The earliest routes begin during the 5am hour and latest route ends during the 11pm hour. The base fare is $1.25. Discounts are available through daily, weekly, and monthly passes;

discounts are also provided to those who qualify by age, disability, income, student and government employee status.

There are five transfer stations within the system: Downtown Sarasota, Gulf Gate, Cattlemen, Venice Depot, and UTC. A ticket outlet is staffed at the Downtown Station. A mobile app is available to help riders plan trips, monitor news & service alerts, and track the bus.

• Mobility On Demand (MOD): A vendor (Via) is contracted to provide Mobility On Demand (MOD) services in four zones: North Port, Venice/Englewood, Siesta Key, and Downtown/St Armands/Lido Key/Longboat Key. The service operates 365 days per year, 5am to 10pm Monday thru Saturday and 6am to 9pm Sunday. The base fare is $1.25; passengers aged 5 and under, and 80 and over, ride free. A website, call number, and mobile app are available to help riders request, pay for, and track their ride. At the time of this writing, the North Port and Venice/Englewood MOD zones are most successful. The future of the other two zones is under question.

• Paratransit: A vendor (MTM Transit, Inc.) is contracted to provide paratransit services in three categories: Americans with Disabilities (ADA), Transportation Disadvantaged (TD), and veterans medical trips. Service areas and hours of operations vary by service category; holidays observed correlate to fixed route. The base fare is twice the cost of fixed route, currently $2.50. Rides are scheduled in advance through the vendor’s call center.

• Siesta Key Trolley: A vendor (CPR Medical, Inc.) is contracted to provide trolley service on Siesta Key. The service operates 365 days per year, 8am to 10pm. Everyone rides free. A mobile app is available to help riders track the trolley.

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Statistics The graphs below demonstrate an average total annual ridership between 2 to 2.5 million riders.

Ridership in 2020 was significantly impacted by the COVID-19 pandemic, and ridership in 2021 was in transition with the system redesign. Mobility On Demand (OnDemand) ridership has steadily increased in 2022.

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While not directly aligned with marketing efforts, cost efficiency statistics provide context for measuring the success of marketing campaigns as they tie into the ultimate goal of increasing ridership.

Average Cost 2021 Fixed route passenger $9.28 Mobility On Demand passenger $32.61 Paratransit passenger $38.18 Trolley passenger $3.96

Past Communications Efforts The marketing and communications responsibilities have been in a transitory and evolving state over the past decade. Departmental leadership at SCAT has changed multiple times in the same period. The fluctuating environment has led to inconsistent communication expectations, messaging, and results.

Communications have primarily been limited to service-related messages or major changes such as:

• Discussion of privatization/optimization

• COVID-19 impacts and protocols and

• The system redesign.

Recent and Future Initiatives The transit system has embraced several recent and forthcoming improvements that will increase the marketability of local public transit.

• Although the Mobility On Demand service was adopted more than a year ago, it has not yet been pro-actively marketed.

• In 2022 the Department transitioned to a technology platform that better coordinates between dispatch, driver, and customer-facing programs. The initiative included the launch of a new mobile phone app for riders in August 2022 and will deploy new electronic signs to the transfer stations.

• Transit staff has been evaluating the fare structure throughout 2022, and in Fall 2022 will take a simpler fare schedule to the County Commission for approval. A parallel/subsequent action is the research and selection of a fare payment mobile phone app.

• The County has recently completed several major segments of The Legacy Trail, making “biking + busing” multimodal transportation a more realistic alternative to driving.

• The SRQ Airport has recently finalized their Master Plan, which will include an improved bus loop for shared use between Sarasota and Manatee County transit systems.

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Market Demographics Sarasota County’s population growth is projected to continue in the coming decades, increasing 27% by 2045. Given that death rates exceed birth rates, the growth is attributed to migration. States contributing the highest numbers of new residents include Michigan, New York, New Jersey, and Ohio.

Part-time residents increase Sarasota County’s population by approximately 20% during the winter season.

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The population is predominantly older, with 40% above age 55 – and the percentage of older residents is anticipated to continue increasing through 2045. Conversely, the percentage of the younger population will likely continue to decline. The City of North Port and City of Sarasota have the youngest median ages (48.8 years and 48.9 years, respectively); the Town of Longboat Key and City of Venice have the oldest median ages (71.3 and 68.7 years, respectively).

The median household income in 2020 was $64,644, and the per capita personal income is more than $15,000 higher than the state average. Employment in Sarasota County is largely driven by the healthcare, retail, and food service industries. Less than half of residents aged 16 and older participate in the labor force. Almost half of Sarasota County families do not have enough income to be self-sufficient (either “Asset Limited, Income Constrained, Employed (ALICE)” or have an income below the poverty line).

Housing costs have been rising. Renters are more likely (53%) than homeowners (25%) to spend more than 1/3 of their income on housing costs. Affordable housing is a priority for local governments, agencies, and residents. More than 80% of households own two or more cars, and workplace commuters in Sarasota County are 5% more likely to drive to work than the statewide average (84.2% compared to 79.4%).

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Sarasota County’s veteran population is 12.1% of the total population, compared to the state average of 8.5%. Most veterans in Sarasota County served during or between the Korean War and Vietnam War (1950 – 1975).

Sarasota County is home to multiple colleges and universities, serving more than 15,000 students.

Suncoast Technical College (STC) offers vocational training and technical certifications. State College of Florida (SCF), Ringling College, New College, and University of South Florida (Sarasota-Manatee Campus is just north of the Sarasota County border) offer bachelor and graduate degree programs.

Each year the county welcomes more than 2.5 million visitors. The average visitor is over age 50 with an income of nearly $120,000. Around 25% arrive without a car, and transportation costs represent nearly $74 million in annual visitor expenditures.

Community Sentiments The 2021 Sarasota County Citizen Opinion Survey identified traffic as a key issue among residents. US 41 and I-75 were the primary locations identified for congestion, although congestion “all over” and at beaches were also common responses. When asked what the County’s priorities should be, “Roads/Traffic” was the third highest priority.

A questionnaire issued through the Transit Department in 2021 as part of the rebranding/market study revealed the following:

• In describing Sarasota County, words such as “congested” and “crowded” were cited by full- and part-time residents.

• “Limited parking” and “stressful travel time” were experienced when traveling to shopping and beach destinations.

• The top priorities for personal transportation were getting where an individual wants to go, when he/she wants to go.

• Seventy-five percent of respondents believe public transportation is for people who do not have a vehicle.

• Three of every 10 non-riders were uncertain whether their neighborhood is served by a bus route.

• Preferred communication methods are email, websites, and social media.

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Situational Implications

Ultimate Marketing Objective The new brand and marketing approach are part of a larger initiative to increase the efficiency of the transit system. Efficiency can be increased by growing ridership in areas where transit service is already provided. More riders per hour/mile yields more fares collected per hour/mile, offsetting operational costs.

Even in the absence of fares, higher ridership numbers increase prospects and opportunities for securing grant funds. Utilizing grant funds in lieu of General Funds alleviates budgetary stressors.

Factors Influencing Rider Status In a typical metropolitan area, key influencers for the placement and utilization of fixed route transit service are population density and concentrations of likely transit users. Likely transit users include aging, disabled, minority and disadvantaged, and low-income populations, and households with zero or one car.

These factors are less likely to influence transit in Sarasota County because the county is less densely populated and has a widely distributed older population, a small percentage of minority populations, and high vehicle ownership rates. Potential passengers are more likely to be swayed toward public transit by messaging that focuses on ease of travel to popular destinations and the flexibility/accessibility of MOD services.

Sample Audiences Seniors Seniors are the most populous age group in Sarasota County and are also the age group most likely to be thinking about transitioning away from driving. Most seniors are retired, allowing more flexibility in their travel schedules.

Anecdotally, seniors in Sarasota County are more active and independent than their counterparts in other areas of the country. They expect to arrive on time to their scheduled commitments. Given that many choose to migrate to the Sarasota area for their retirement years, and that Sarasota has a higher cost of living compared to other areas of Florida, the cost of transportation is less likely to influence their mode of daily travel. Marketing efforts should acknowledge the value this audience places on their independence and comfort.

All four transit services would be relevant to this group.

• Fixed route: can be ridden to Downtown Sarasota or UTC for shopping and dining (and on to St.

Armands/Lido Key via OnDemand or Bayrunner); to the Sarasota Memorial Hospital complex and ancillary medical services.

• MOD: can be utilized for daily activities, especially within the Venice/Englewood zone.

• Paratransit: the ADA (for disabilities associated with age), TD (Medicare-based), and veterans medical trip programs.

• Siesta Key trolley: facilitates shopping and dining on Siesta Key.

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Low-income Working Families Almost half of Sarasota County families do not earn enough income to be self-sufficient, and spend more than 1/3 of their income on housing expenses. Most of their travel is to and from work or errands, with limited travel for leisure or recreational purposes. They are more likely than other audience segments to prioritize overall travel time.

Their travel destinations and schedules often follow a routine. Transitioning from a two-car family that relies solely on personal vehicles, to a one-car family supplemented by public transit, could ease tension on the household budget. Marketing efforts should acknowledge the value this audience places on reliable, budget-conscious transportation that accommodates multiple users with differing destinations and schedules (potentially two adults and one or more minor children).

Fixed route service would be most relevant to this group.

• Fixed route: can be taken to employment and daycare centers in Downtown Sarasota and along the US 41 corridor, with children under age 5 riding free.

• MOD: the North Port MOD zone may work well for this audience, although the overall travel time will be less predictable than fixed route. Additionally, traveling with children will require the vehicle to have additional capacity (potentially increasing the wait time) and is less convenient for young children in car seats.

• Paratransit: this audience is less likely to qualify for paratransit programs. Although they could qualify for ADA based on disability, the eligible percentage would be minimal. Given the propensity for two-car households, it is unlikely that families would trade both cars for public transit – and a household with at least one car does not qualify for the TD program. The percentage of veterans from working families is small, making the veterans medical trips less relevant.

• Siesta Key trolley: beaches and other leisure destinations were not identified as common destinations for this group, making the Siesta Key trolley less relevant to their transportation needs.

College Students Ringling College, New College, and USF Sarasota-Manatee are all located within a 2.5 mile stretch of US

41. Over 70% of Ringling and New College students live on campus, where parking availability is limited.

In September 2022 USFSM announced plans to build its first student housing complex, to make attending the school more affordable. The complex is expected to open in Fall 2024. Additional student housing is anticipated to follow. Market research indicates college students are more receptive to riding public transit than other employment categories.

College students traditionally appreciate opportunities to explore life outside of campus, from the occasional change of dining options and recreational activities to cultural affairs and professional internships. Marketing efforts should acknowledge that students are often on a fixed income and should speak to the students’ desire to be involved in/embraced by the larger community.

Benefits of targeting this audience include helping root young people in the Sarasota community while grooming them to be lifelong transit users. Additionally, incoming students quickly learn from upper classmen – creating a sustainable annual cycle of new riders to replace graduating students.

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• Fixed route: this service will be most relevant to this audience. There are currently three transit routes (2, 8 and 99) operating near the colleges. All three connect the colleges to the “city life” of Downtown Sarasota when traveling southbound. When traveling northbound, students can access Downtown Bradenton on Route 99 or the UTC area on Route 2.

• MOD: the Downtown/Lido/Longboat MOD zone may be of interest to students who use fixed route to get Downtown, but the simpler option for getting to the Keys from Downtown is to use the City of Sarasota’s Bayrunner trolley. It should not be anticipated that students would take fixed route to access the other MOD zones (Siesta Key, Venice/Englewood, or North Port).

• Paratransit: most students are unlikely to qualify for ADA, TD, or veteran status.

• Siesta Key trolley: while beachgoing students could potentially ride fixed route to the Siesta Key

MOD zone and then transfer to the Siesta Key trolley, the easier option is for them to ride fixed route to Downtown and transfer to the Bayrunner. The return on investment for promoting the Siesta Key trolley to this audience would likely be low.

Tourists Sarasota County welcomes millions of tourists each year, and many arrive without a personal vehicle.

Their activities are purely recreational and generally confined to downtown and beach areas.

Vacationers are focused on simplicity. They are looking for a stress-free experience in an unfamiliar environment and are prepared to spend extra money to that end. Capturing them as transit riders can enhance their time in Sarasota while also keeping roads safer and less congested. A challenge of marketing to this audience is the high turnover of audience members and limited timeframe for message delivery.

• Fixed route: this service may be marketable to individuals who are seeking transportation from SRQ airport to their lodging in Downtown Sarasota. A two-step process to get to the beach on public transit (fixed route transferring to Lido Key or Siesta Key MOD) won’t readily compete with less complicated services like Uber or Lyft.

• MOD: once tourists have settled into their lodging on Lido Key, Longboat Key, Siesta Key, or the Island of Venice, the MOD service could likely accommodate their travels to beachfront recreation, dining, and shopping.

• Paratransit: although out-of-state certifications can be temporarily acknowledged in Florida, the process and service limitations make paratransit an unlikely choice for tourists.

• Siesta Key trolley: this service has been, and should continue to be, very popular with tourists staying on Siesta Key.

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Marketing Goals There are many mobility consumers (persons who use goods or services for the purpose of transportation) in Sarasota County. Likewise, there are many mobility products: personal vehicles, private demand-response vehicles (i.e. Uber/Lyft), carpools, rentals, bicycling/walking, public transit).

Marketing activities should advance the following three goals, which build upon one another to convert mobility consumers into public transit customers.

1. Increase awareness of the County’s public transit brand and services.

2. Increase positive perceptions related to the County’s public transit brand and services.

3. Increase consideration to use the County’s public transit service.

Brand Awareness Brand awareness is the probability that consumers recall or recognize a brand and its products or services. It includes building familiarity with the brand’s vision, mission, target market and services offered. Brand awareness is often the first step in a consumer’s purchasing path. It will position the public transit brand to be included in the consumer’s response to “How might I get there?”.

After forty-plus years as Sarasota County Area Transit (SCAT), accustoming residents to the new name of the transit system will require a dedicated effort. Bringing the four transit services (bus, MOD, paratransit, trolley) under a single brand will help to build brand awareness while also differentiating service features. Marketing activities focused on brand awareness will place the brand within sight, sound, and touch of the consumer.

Brand Perception While brand awareness reflects the packaged messaging presented by the brand owner, brand perception reflects the consumer’s thoughts and feelings about the brand. Brand perception is built through the consumer’s personal experiences, word-of-mouth accounts, and representation/reputation in the community. While brand awareness alone can recruit those who have no choice but to ride public transit, brand perception can sway discretionary riders. It will position the public transit brand to be included in the consumer’s response to “How do I want to get there?”.

Consumer sentiments about congested or stressful travel, direct or frequent service, cleanliness, and for whom public transportation is provided, all fall into brand perception. Rider biographies, driver stories, messaging that focuses on public service, industry accolades, and strategic partnerships could help overcome stigmas associated with public transit. Marketing activities focused on brand perception will align public transit with the community’s values.

• How might I get there?

• How do I want to get there?

• How will I get there?

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Consideration to Use Brand Once a consumer is aware and appreciative of the brand’s presence within the community, the final step is for him or her to consider public transit for personal use. This stage involves researching the feasibility of the public transit system for his or her unique situation and overcoming previously perceived barriers to using the system. It will position the public transit brand to be included in the consumer’s response to “How will I get there?”.

Consideration points might include clarity and cost of, or ease of access to, the service. Service features/enhancements such as multimodal connectivity, wheelchair access, or wireless internet may be critical during the decision-making process. Marketing activities focused on consideration of use will match public transit services to the individual’s needs or preferences.

Marketing Activities by Year

2021-2022 The baseline market research was performed, and brand and Marketing Plan developed, in 2021 and 2022.

Increase Awareness of the Breeze Brand

• Incorporate the brand into print and digital media

• Apply the brand to physical assets & promotional materials

• Execute a community outreach and event calendar

• Utilize strategic partnerships (internal and external) to increase brand presence in the community

Increase Positive Perception of the Breeze Brand

• Implement a vehicle cleanliness initiative

• Launch a “brand opening” campaign

• Execute a rider engagement plan

• Promote system awards and accolades

• Develop values-based collaborations (internal and external) to create positive associations with the brand

Increase Consideration to Use the Breeze Brand

• Launch an informational social media campaign

• Rewrite and restructure website content

• Distribute informational collateral

• Execute campaigns for audiences with high potential for use o Example 1: Seniors Objective: gain more ridership to shopping destinations Destination: shopping Messaging

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• Freedom to go where you want

• Take a friend with you Channels: Facebook, eBlast, local radio, on site o Example 2: Workforce Objective: increase commuter ridership in targeted neighborhoods Destination: work Messaging

• Buses run frequently and on time

• Stress-free commuting experience

• Use commuting time to read or play games

• Save money for things you really want to do

Channels: Instagram, Behavioral Digital Marketing (Commuters), Geotargeting (Top 20 employers), bus benches in targeted neighborhoods

Update Marketing Plan During the last months of the year, the Transit Department will issue a questionnaire that measures progress toward marketing goals. The Marketing Plan will subsequently be updated to document results and identify marketing priorities/activities for the coming year. An appendix will be added to document results from the monthly evaluation of goals and the real-time evaluation of campaigns.

2024 – 2027 Activities should be assigned based on the priorities and resources available each year. At a minimum, annual activities should include:

Increase Awareness of the Breeze Brand

• Execute a community outreach and event calendar

• Utilize strategic partnerships (internal and external) to increase brand presence in the community

Increase Positive Perception of the Breeze Brand

• Execute a rider engagement plan

• Promote system awards and accolades

• Develop values-based collaborations (internal and external) to create positive associations with the brand

Increase Consideration to Use Breeze Brand

• Update informational materials as needed

• Execute campaigns for audiences with high potential for use

Update Marketing Plan During the last months of the year, the Transit Department will issue a questionnaire that measures progress toward marketing goals. The Marketing Plan will subsequently be updated to document results and identify marketing priorities/activities for the coming year. Each year, an appendix will be added to document results from the monthly evaluation of goals and the real-time evaluation of campaigns.

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Marketing Benchmarks

Annual Benchmark Questions Each year, the Transit Department will conduct market research to affirm or guide the modification of strategies contained in this Plan. At a minimum, the market research will include baseline questions that measure progress on the awareness, perception, and consideration to use the brand. Demographic questions will also be included to a) ensure representative sampling and b) identify the success of present and potential targeted campaigns. Additional questions about consumer behaviors and values may further assist in the identification of potential campaign messages and audiences.

Awareness of the brand name will be measured by recall (aided awareness).

• What is the name of Sarasota County’s public transit system? (Single-select multiple-choice response with the correct brand intermixed among incorrect brand names.)

• Which of these services is/are available through Sarasota County’s public transit system? (Multi-select multiple choice response with the correct sub-brands intermixed among incorrect sub-brand names.)

• Is there access to a Breeze service other than BreezePlus within ½ mile of your residence? (Single-select multiple-choice response.) Awareness of geographic accessibility to services will be measured by cross referencing the respondent’s answer with their self-reported residential location. The cross reference will determine whether the perception of nearby service is accurate or inaccurate. BreezePlus paratransit travels throughout Sarasota County, so a response predicated on BreezePlus would not support the intent of the question.

Perception

• Is your opinion of Sarasota County’s public transit system (combination of all Breeze services) positive, neutral, or negative? (Single-select multiple-choice response.)

• (Use skip logic for positive & negative responses) Which three of these qualities most impacts your [positive/negative] perception? (Multi-select multiple-choice response.)

Consideration to Use

• Which of these audiences do you feel is most appropriate for Sarasota County’s public transit system (any/all Breeze services)? (Multi-select multiple-choice response.)

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• Have you used Sarasota County’s public transit system more than once in the past year (any/all Breeze services, before or under the Breeze name)? (Single-select multiple-choice response.)

• (Use skip logic for affirmative response) Which service(s) have you used more than once in the past year? (Multi-select multiple-choice response.)

Annual Evaluation of Goals Awareness Respondents in the Transit Department’s 2021 study were asked to write in the name of the public transportation system (unaided awareness). Responses included the correct name (SCAT), variations of the correct name (alternative meanings for the word SCAT), some service names, and incorrect/blank names. SCAT was the most common response.

Four in 10 respondents were “aware of bus service to my neighborhood.” Responses in the 2022 study did not define the neighborhood, reflect services other than bus, or measure whether the neighborhood is served by bus.

Perception Forty-nine percent of respondents in 2021 had a neutral opinion of public transportation in Sarasota County; 24% of opinions were positive and 27% were negative.

Respondents were invited to write in why they had a positive/neutral/negative opinion about public transportation in Sarasota County. Although not many respondents chose to provide an answer, positive responses included “convenience” and “seems fine.” Neutral respondents indicated not knowing much about the system or never having ridden it. Negative respondents “didn’t like the bus” (“dirty,” “sometimes it’s nice and sometimes it’s ghetto”) or didn’t feel it was “for” them.

Consideration to Use Three-quarters of respondents in 2021 felt public transportation is for people for who don’t have a personal vehicle, followed closely (72%) by people who do not drive. Almost 6/10 believe public transportation is for everyone, and just over half believe it is for those with low income. Four in 10 believe public transportation is for senior citizens and people with disabilities.

Fifty-two percent of respondents indicated they had ridden public transportation in Sarasota County.

24%

49%

27%

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Monthly Evaluation of Goals Progress toward awareness, perception, and consideration to use can be informally measured monthly using information collected by the Transit Department, its vendors and partners.

Awareness

• New website visitors

• Number of inbound links to website

• New mobile app/web accounts

• Number of community events attended, presentations delivered, or feature articles

• Hashtag postings on social media

Perception

• Customer service compliment-to-complaints ratio

• ZenCity analytics

Consideration to Use

• Ridership numbers

Real-time Evaluation of Campaigns Within and throughout the year, “real time” data can be collected to measure the success of individual campaigns. Key Performance Indicators (KPIs) should be defined and assigned a measurement frequency during the design phase of each campaign.

Website By assigning unique URLs to campaign materials, the number of webpage visits generated by a specific campaign can be measured.

Social Media Organic (unpaid) social media platforms available to the Transit Department are Facebook and Instagram, through Sarasota County’s accounts.

• Post impression

• Post engagement (comments, likes, shares)

• Post clicks

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Community Events In evaluating the return on investment for a community event, the following KPIs could be considered:

• Number of attendees

• Number of promotional items or collateral materials distributed

• Number of sign-ups (for raffle, newsletter, etc)

• Hashtags on social media

Digital Marketing Digital marketing includes paid platforms such as radio, display, broadcast/cable/Over-the-Top (OTT), social media and Adwords/PayPerClick (PPC). Targeting formulas might be behavioral, geographic, retargeted, or programmatic. Common KPIs for digital marketing include:

• Impressions & cost per impression

• Number of clicks, click through rate, & cost per click

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Conclusion This Five-Year Marketing Plan is a living document that sets the framework for marketing goals, identifies related marketing activities, and establishes evaluation measures for interpreting progress.

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Appendix A: Updates to Marketing Plan for 2024

Based on the results of the Breeze 2024 Marketing Benchmark Report and the 4-week test campaign run in 2023, following are the updates to the Marketing Plan:

• Awareness of the new Breeze brand is quite high for this early in its launch, with 75% of respondents to the benchmark survey being aware of the new brand. Based on this, the focus for the awareness campaigns will be primarily on the different Breeze services available and where they can be utilized, versus the Breeze brand itself.

• Due to the increase in positive perception of public transit in Sarasota County, and success of digital channels associated with well-known publications and news outlets, these will continue to be a strong recommendation as part of all media planning. Where budget allows, broadcast media will also be considered.

• During the 4-week test campaign, email campaigns had higher than expected engagement with the leisure senior target. This is a very viable and cost-effective channel for reaching this target audience and will have high consideration when planning 2024 campaigns.

• There are multiple transit vehicles in service with the new branding and it has been well-received. This visual element available for use in marketing and advertising materials allows for more visual media including video which increases consideration in the use of OTT, zone cable and broadcast channels.

• The overall audience to be targeted for consideration of use of public transit has broadened due to the increase in people who qualify as being housing burdened. Nearly 25% of current riders say they would not be able to get to and from work if the fixed route service they are using didn’t exist. They also state that they are comfortable with using apps and smartphones. This is a critical target that can be reached through digital channels including email, digital advertising and social media.

• There has been an increase in the Hispanic population in Sarasota County which will drive a higher consideration of providing marketing materials in both English and Spanish in order to reach this market.

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Appendix B – Updates to Marketing Plan for 2025

See separate spread sheet – Appendix B – 2025 Marketing Plan

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Appendix C – Updates to Marketing Plan for 2026

Based on the results of the Breeze 2025 Marketing Benchmark Report and the review of secondary research, there is an opportunity to provide greater focus on messaging by target audience to reposition Breeze in a way that reflects what is important to these groups. Following are the focus areas that can be utilized in marketing initiatives for 2026:

Older Adults / Leisure Seniors

• Position Breeze as a safe, reliable, and confidence-building alternative to driving, emphasizing independence and ease of use.

• Highlight access to healthcare, shopping, and daily needs as core use cases.

• Emphasize comfort, simplicity, clear instructions, and accessible vehicles.

• Reinforce Breeze as a stress-free, congestion-free option that supports aging in place.

Workers & ALICE Households

• Market Breeze as an affordable, reliable workforce enabler and a practical alternative to car ownership.

• Target ALICE-heavy occupations with messaging around cost savings, predictable fares, and job access.

• Promote Breeze OnDemand as flexible and compatible with non-traditional or variable work schedules.

• Use hyperlocal outreach in high-hardship ZIP codes and near employment centers.

New Residents & Growing Households

• Focus on awareness and education: where Breeze runs, how to ride, and how OnDemand works.

• Position transit as a growth-management solution that protects quality of life as the county grows.

• Use “New to Sarasota?” messaging to introduce Breeze as a smart, everyday mobility option.

Seasonal Residents, Visitors & Tourists

• Promote Breeze as a convenient alternative to driving and parking during peak winter months.

• Highlight tourism mobility solutions, key destinations, and simple trip planning.

• Emphasize Breeze as part of Sarasota’s quality-of-life and visitor experience infrastructure.

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Younger Adults & Students

• Emphasize flexibility, mobile tools, and OnDemand as modern, rideshare-style solutions.

• Focus on simplicity, real-time information, and ease of entry for first-time riders.

• Position Breeze as a practical, low-stress option for school, work, and social trips.

Non-Riders / General Public

• Reframe Breeze as a congestion-relief and growth-management tool, not just a transit alternative.

• Connect transit benefits directly to top community priorities: road congestion, safety, storm resilience, and quality of life.

• Use messaging that shows Breeze as critical infrastructure, not a niche service.

Cross-Audience Messaging Pillars (Use Everywhere)

• Affordability + Reliability + Clarity over abstract ridership growth goals.

• Breeze as essential infrastructure: supports health, jobs, safety, and resilience.

• Emphasize OnDemand + fixed route working together as one flexible system.

• Keep messaging practical, transparent, and rider-centric, aligned with how people actually use the service.

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