Download the RSCVA '07 Strategic Plan

Download RSCVA '07 Strategic Plan

RSCVA Values

March 21st, 2007

RSCVA Value Statement:

In all our relationships we demonstrate a commitment to the following values:

Organizational Values:

Integrity 

·        We demand of ourselves and others the highest ethical standards by always taking the high road, by demonstrating personal responsibility to treat people with respect and trust, and by honoring our commitments.

Leadership

·        By living our mission and vision, we set high standards and goals, expect follow through and positive results by inspiring enthusiasm, belief, commitment and accountability throughout the organization.

People

·        Recognizing that people in all their diversity are the cornerstone of our success, we value and respect our individual team members and are committed to improving their knowledge, skills, and abilities. 

Teamwork 

·        We recognize that our strength and competitive advantage derives from the collaboration and cooperation of our team members, partners, community and customers. 

Customers 

·        We commit to exceeding the expectations of our customers and constantly focus on customer satisfaction.

 

Read More >>

RSCVA SWOT Analysis – Final

March 21st, 2007

Regional Attributes

 

 

STRENGTHS

  1. Low cost of living
  2. Favorable business environment
  3. Proximity to California
  4. Logistics and distribution capabilities
  5. Great air service for community our size
  6. I-80 corridor access
  7. Variety of casino action
  8. Recent city-wide redevelopment
  9. Quality lifestyle
  10. Unlimited outdoor recreation
  11. Facility management
  12. Lodging inventory (20,000 rooms)

 

 

OPPORTUNITIES

  1. Consensus building
  2. Pending redevelopment
  3. Increasing acceptance of gaming
  4. Build on business growth within community
  5. Capitalize on unique outdoor retailer opportunities
  6. Leverage University system

 

 

WEAKNESSES

  1. RSCVA dependence on tax revenue
  2. Proliferation of gaming world-wide
  3. Lack of convention brand hotels
  4. Heavily invested in facilities
  5. Limited air service vs. competitive cities
  6. Poor internal transportation opportunities

 

 

THREATS

  1. Decreasing availability of entry-level workers
  2. Heavily gaming driven economy
  3. Reinvestment needed
  4. Internet gaming
  5. Isolation of convention center
  6. Weather

 

 

 

 

 

 

 

 

 

 

                       

 

 

 

 

 

 

 

 

Sales & Marketing  

                                

 

 

STRENGTHS

  1. Value Destination
  2. Customer Service
  3. Excellent facilities
  4. Year-round unlimited outdoor recreation
  5. Proximity to Lake Tahoe
  6. Nevada-style gaming
  7. University within city limits
  8. Great air service for community our size
  9. Vibrant arts, culture, and heritage product
  10. Top-name entertainment
  11. Downtown redevelopment progress
  12. Property redevelopment
  13. Hungry for business

 

 

OPPORTUNITIES

  1. Increase ADR
  2. Improve destination image
  3. First tier cities becoming too expensive
  4. Increase hotel accommodations within walking distance of RSCC
  5. Refine special event funding process and expectations
  6. Continued citywide redevelopment and reinvestment
  7. Growing shopping and specialty retail opportunities
  8. Increase non-stop air service to and from top 30 markets
  9. Focus improvements on Truckee River
  10. Marketing and sales integration
  11. International markets opportunities
  12. Regional cooperation
  13. Variety of hotel options
  14. Improve the corridor and the access btw. Downtown and the RSCC

 

 

WEAKNESSES

  1. Destination perception
  2. Limited air service vs. competitive cities
  3. Limited number of hotel rooms near RSCC
  4. Limited sales and marketing budgets
  5. Small base of convention center business

 

 

THREATS

  1. Competition from cities to attract meeting, convention, tradeshow and special event business
  2. Not working together
  3. Volatile airline industry
  4. Dependence on gaming customers and proliferation of world-wide gaming
  5. Fluctuating gas prices/impact on travel
  6. Competition of river development (i.e. Spokane WA, Dayton OH, McHenry MD)
  7. Construction interruptions
  8. Limited pedestrian friendly area around RSCC
  9. Lack of high-end brand hotels and national sales force

 

 

                       

 

 

 

Facilities

(Reno Events Center (REC), National Bowling Stadium (NBS), Reno-Sparks Livestock Events Center (RSLEC), Reno-Sparks Convention Center (RSCC), Northgate and Wildcreek Golf Courses)

 

 

STRENGTHS

  1. All – Diverse facilities to host a myriad of events
  2. All – Own and/or operate facilities
  3. REC – Partner with best booking agencies
  4. NBS – World-class bowling stadium
  5. RSLEC – Central western location for regional horse shows
  6. RSCC – Available space inventory

 

 

OPPORTUNITIES

  1. All – Increase sign/advertising revenue
  2. All – Increase occupancy of facilities and/or improve targeted client base
  3. All – Improve financial performance to reduce subsidies
  4. REC – Expand booking opportunities
  5. NBS – Dedicated sales effort to drive group business
  6. RSLEC – Renovation of property
  7. RSCC – Increase hotel inventory within walking distance of facility
  8. RSCC – Evaluate future option to expand

 

 

WEAKNESSES

  1. Overall – Lack of capital reinvestment
  2. Overall – Requires subsidy from annual budget (except REC)
  3. NBS – Single-purpose facility
  4. RSLEC – Aging facility losing core business
  5. RSLEC and RSCC – Limited convention-quality hotels within walking distance
  6. Golf – Oversaturated golf market

 

 

THREATS

  1. All – No plan for capital reinvestment
  2. All – Limited air service vs. competitive cities
  3. All – Competition
  4. REC – Dependant on independent promoters and casino operators for booking entertainment
  5. RSLEC – New facilities on west coast being built
  6. Golf – Heavy competition, weak utilization, increasing subsidies

 

 

 

Read More >>

RSCVA Brand Statement – Final

March 21st, 2007

Brand Statement:

Reno-Tahoe, America’s Adventure Place

(We will continue to promote all the activities available and let the customer – YOU define the adventure)  

 

Read More >>

RSCVA Mission Statement – Final

March 21st, 2007

Mission of the RSCVA:

The mission of the RSCVA is to attract overnight visitors to Reno-Tahoe lodging properties through tourism marketing, convention sales and facility operations, featuring local amenities, attractions and events; thereby enhancing the economic benefit and quality of life for northern Nevada.

Read More >>

March 22 Board of Directors Meeting – Approve Planks, Initiatives and Key Measurements, Values

March 21st, 2007

Planks, Initiatives, Key Measurements, Values For Board of Directors Consideration/Approval

Executive Summary

In August, 2006 the RSCVA received Board authorization to embark upon developing a strategic plan for the organization. Recognizing the importance of involving the community and its leaders a series of public meetings were held from late fall into early winter to gather input. In December President & CEO Ellen Oppenheim introduced the six planks of the strategic plan. The “Planks” captured the key areas to be addressed and were formulated based on the input from the public meetings, discussion within the community, previous Board discussions and staff input. In January and February the RSCVA staff identified the initiatives that would accompany the planks. The mission statement was adopted in January. The vision, brand, values and SWOT analysis were adopted in February as well as the Special Events Plank. In March the remaining planks have been referred to the appropriate committee meetings for input prior to Board discussion and proposed adoption.

Background

Input from the community, stakeholders, the Board and RSCVA staff allowed for reoccurring themes to present themselves. As the process unfolded and the areas of concentration became evident the following six planks were developed. These will drive the overall direction of the organization for the next 3 – 5 years and provide the foundation for looking farther into the future. The next step will be to incorporate the tactics in the FY 07-08 budget.

Following are the agreed upon definitions for each topic:

Planks

Planks are the big-picture priorities that the organization will concentrate on for the next 3-5 years.

Initiatives

Initiatives are descriptions of how we will address the priority and reach the measures of success specified for each plank.

Tactics

Tactics are the detailed work programs that describe “how” we will accomplish the Initiative.

Key Measurements

How we intend to measure results.

Analysis

PLANK 1

Increase Convention Sales and Marketing – The top priority is to sell the destination as a place for conventions, tradeshows and meetings, while leveraging the group facility assets to book maximum lodging property room nights.

Background:

RSCVA owns and/or operates the Reno-Sparks Convention Center, Reno-Sparks Livestock Events Center, Reno Events Center and the National Bowling Stadium. Some of the visitor attraction assets are currently underutilized. RSCVA plans to increase utilization of these facilities and leverage them to better fill lodging property rooms in the region, bringing more visitors and ancillary revenue.

As Reno-Tahoe continues to evolve, one of the primary opportunities RSCVA will focus on is to bring meetings, conventions and tradeshows to the destination. This market provides the opportunity to bring a visitor here who would not have normally visited. Once someone experiences Reno-Tahoe they typically return. Using conventions and meetings to attract first-time visitors with the intent to get them to stay longer, come earlier or a schedule a visit later with family or friends will increase overnight visitation.

INITIATIVES:

  1. A. Increase convention citywide business (RSCC, REC) 
  2. B. Increase other business (Hotel, RSLEC, and NBS) 
  3. C. Extend your stay

KEY MEASUREMENTS:

  1. 1. Achieve or exceed our annual convention sales goals at the RSCC, REC, RSLEC and NBS.
  2. 2. Have at least one major citywide a month (or the equivalent) within five years
  3. 3. Build convention and tradeshow occupancy of the convention center to equal or exceed the national average of facilities of comparable size within seven years

PLANK 2

Increase Tourism Sales and Marketing – Increase individual traveler and group traveler business for Reno-Tahoe by marketing regionally, nationally and internationally.

Background:

According to the 2005 Visitor Profile results, an estimated 70% of Reno-Tahoe leisure visitation is from the Bay area. Recognizing that the Bay area is a core market, programs targeting the area will continue. In addition, southern California will be evaluated as a potential development market due to the new air service provided by Southwest Airlines and the expanded air service to the Los Angeles area. Another long-term consideration is the International market.

The Reno-Tahoe, America’s Adventure Place campaign will continue emphasizing that we are targeting the “young at heart” where YOU define the adventure allowing the campaign to capitalize on the many destination offerings.

INITIATIVES:

  1. A. Grow core products (i.e. Ski, Golf, Outdoor Adventure and Arts & Culture)
  2. B. Increase individual and group business
  3. C. Based on new air service in southern California, develop a consumer marketing program to support visitation from that area (San Diego and/or Los Angeles)
  4. D. Evaluate International Market for Reno-Tahoe and develop a sales and marketing plan for International tourism sales

KEY MEASUREMENTS:

  1. 1. Achieve or exceed annual Travel Industry Sales goals

PLANK 3

Special Events Philosophy & Funding (Adopted by the RSCVA Board of Directors February 15, 2007) – Develop and implement a reasonable special events philosophy and funding system that ties to increasing room nights, ADR and/or measurably increases brand awareness and propensity to visit Reno-Tahoe.

Background:

The RSCVA vision for special events is to utilize new and existing special events to help brand the destination as America’s Adventure Place (AAP) via marketing opportunities, to increase overnight visitation and to help book RSCVA-owned and operated facilities.

Special events in Reno-Tahoe help create a distinctive perception of the region and attract visitors to the area.  With the success of special events in Reno-Tahoe and the destination’s unique ability to host large events, it is a natural fit for the RSCVA to be involved in the growth and future of special events in our community.   The role that RSCVA plays with regards to special events is very unique in comparison with other Convention and Visitor Authorities in cities of like size and budgets.  The RSCVA’s mission is to market the destination with the ultimate goal to bring visitors to Reno-Tahoe, while the City of Reno’s special event program purpose is to showcase the renaissance in our destination, stimulate interest in downtown and enhance the quality of life for residents and visitors to the Truckee Meadows.  The RSCVA will work with the Cities of Reno and Sparks to ensure we have complimentary special event programs.

The RSCVA has a vested interest in special events and the organization is committed to special events in a number of ways. Above and beyond financial support, the RSCVA will develop a variety of tools that special event organizers can utilize to be successful, ultimately contributing to the America’s Adventure Place branding and driving new room nights.

INITIATIVES:

  1. A. Adoption and implementation of new RSCVA special event philosophy (Approved February 15, 2007)
  2. B. Implement new funding procedures including utilization of a panel of experts to help evaluate all funding applications
  3. C. Support networking to leverage knowledge and expertise
  4. D. Roll out support services program including housing bureau, education component, buying power

KEY MEASUREMENTS:

  1. 1. Achieve room night goals associated with special events 
  2. 2. Achieve satisfactory ROI for the RSCVA funded events 

PLANK 4

Efficiently Manage Assets – Another top priority is to manage the RSCVA assets (primarily the public assembly facilities and golf courses) maximally efficiently to free up additional funds to support RSCVA key priorities.

Background:

RSCVA owns and/or operates the Reno-Sparks Convention Center, Reno-Sparks Livestock Events Center, Reno Events Center, National Bowling Stadium, Northgate and Wildcreek golf courses; and owns and leases the Pioneer Center for the Performing Arts and the IVCBVB visitor center facility. RSCVA needs to maximize the use of these valuable assets by maximizing revenues and managing expenses to reduce operating deficits. The Reno Events Center currently has an annual operating surplus, while the RSCC, RSLEC, NBS and both golf courses, operate at a deficit, decreasing the available funds for other priorities.

INITIATIVES:

Reno-Sparks Convention Center 

  1. A. Increase RSCC occupancy and revenue produced
  2. B. Implement cost-saving measures

Reno-Sparks Livestock Events Center

  1. A. Continue and expand existing efforts to recruit business within equestrian market segment
  2. B. Evaluate capital projects that could expand core business, increase revenue or reduce expenses
  3. C. Increase revenue generated at the RSLEC

Reno Events Center 

A. Increase convention/tradeshow and other event occupancy and revenue to generate additional funds to offset NBS operating deficit

B. Evaluate and recommend capital projects to the City of Reno that could increase revenue or reduce expenses

National Bowling Stadium

  1. A. Increase use of the National Bowling Stadium to increase revenue generated
  2. B. Evaluate and recommend capital projects to City of Reno that could increase revenue or reduce expenses

Northgate Golf Course

  1. A. Re-analyze self operation potential by increasing use and/or prices, decreasing expenses and/or making an investment that would allow a change in the financial dynamics
  2. B. Examine alternative golf operations
  3. C. Evaluate alternative uses

Wildcreek Golf Course

  1. A. Increase rounds on executive course
  2. B. Evaluate improvements necessary to allow revenue improvements and greater competitiveness with newer public golf courses
  3. C. Fine-tune to ensure continued break-even status

KEY MEASUREMENTS:

    1. 1. Reduce the RSCC operating deficit percentage by half within five years
    2. 2. Unless major renovations can be done to improve the financial performance, maintain the RSLEC operating deficit percentage (keep it from growing)
    3. 3. Improve REC operating surplus by 10% within five years
    4. 4. Keep NBS operating deficit percentage from growing
    5. 5. Eliminate operating deficit for Northgate Golf Course within two years and Wildcreek Golf Course within three years
    6. 6. Achieve consistent positive customer satisfaction ratings for each facility

PLANK 5

Develop Capital Improvement Program – Create a reasonable phased capital improvement plan for the RSCVA owned facilities to ensure they remain safe and competitive with industry standards.

Background:

RSCVA assets are insured for approximately $250,000,000 a year. It is imperative that we develop and maintain a capital improvement program to ensure that the existing facilities are safe and competitive within industry standards.

An on-going capital improvement program should be developed and funded to address life safety and life cycle replacement needs. Parallel to other convention facilities, major improvements/expansions are likely to require large scale one-time or debt service funded financing tools.

INITIATIVES:

  1. A. Address all life safety issues promptly
  2. B. Examine potential cost-saving or revenue enhancement projects and implement if ROI warrants
  3. C. Identify ways to fund needed lifecycle investments
  4. D. Explore potential long-term funding strategies to address major improvements

KEY MEASUREMENTS:

  1. 1. Establish an annual capital budget allocation within five years of at least 1% of the insured value of the facilities that can be used each year for the highest priority capital expenditures  
  2. 2. Establish a capital reserve within five years of .5% of the insured value of the facilities that is available to address emergency and unforeseen but essential capital improvements  

PLANK 6

Address Average Daily Rate – Act as a catalyst and create and foster a destination-wide revenue management culture through providing our stakeholders with tools, education, and incentives that promote growth in Average Daily Rate (ADR), Revenue Per Available Room (RevPar) and RSCVA resources.

Background:

Over the last 10 years, the Reno-Tahoe hotel and casino market has grown Average Daily Rate (ADR) at a slow pace compared to the majority of the North American hotel market which has seen a more substantial growth in ADR. 

Per Smith Travel Research, the average ADR for the entire country will exceed $100.00 for the first time in 2007.  Hotel room demand growth is projected to outpace overall supply growth in North America and the resulting effect will most likely be an additional 2-3 year ADR growth period. 

Growth in ADR, and the maintenance or growth of occupancy would likewise have an extremely positive impact on the Reno-Tahoe lodging and casino market.  Not only would the Reno-Tahoe market be more attractive to new hotel, motel and casino investment, but existing facilities would have a much better opportunity to re-invest in their existing infrastructure. 

Focus on marketing to increase demand and help stimulate ADR growth by creating a growing customer base for Reno-Tahoe that has the discretionary income to spend money on adventure activities, high-end entertainment, world-class spas and celebrity chefs. An increased focus on revenue per available room (RevPAR) growth would also positively impact the funding available to market the destination and thus enhance the RSCVA’s ability to increase marketing and sales efforts to grow the demand for the Reno-Tahoe market.    

INITIATIVES:

  1. A. Develop a culture of revenue management with educational programs and associated policies
  2. B. Develop and provide tools to analyze Reno-Tahoe performance vs. competitive markets
  3. C. Increase use of conventions, groups and special events to drive predictability and effective revenue management

KEY MEASUREMENTS:

  1. 1. RSCVA to create market awareness and demand that will enable the lodging properties to make decisions to allow the Annual ADR to reach the current midpoint of the competitive set of convention cities (approximately $95) within five years

INTEGRATION OF PLANKS:

If the RSCVA implements all of the planks as previously described with support from the stakeholders, it will enable room tax revenues and group facility revenues to grow, increasing the RSCVA budget from its present level of $43.1 million a year to approximately $51.7 million a year within five years. These revenue increases, coupled with reduction or elimination of facility deficits will make it possible to substantially grow the sales and marketing budgets and to create funding for a capital improvement program.

RSCVA Values Statement: (Approved by RSCVA Board of Directors February 15, 2007)

In all our relationships we demonstrate a commitment to the following values:

RSCVA Values:

Integrity 

·        We demand of ourselves and others the highest ethical standards by always taking the high road, by a demonstrating personal responsibility to treat people with respect and trust, and by honoring our commitments.

Leadership

·        By living our mission and vision, we set high standards and goals, expect follow through and positive results by inspiring enthusiasm, belief, commitment and accountability throughout the organization.

People

·        Recognizing that people in all their diversity are the cornerstone of our success, we value and respect our individual team members and are committed to improving their knowledge, skills, and abilities.

Teamwork 

·        We recognize that our strength and competitive advantage derives from the collaboration and cooperation of our team members, partners, community and customers. 

Customers 

·        We commit to exceeding the expectations of our customers and constantly focus on customer satisfaction.

INITIATIVES:

  1. A. Communicate new RSCVA Values Statement to all staff
  2. B. Drive RSCVA Values into the organization
  3. C. Continually refresh RSCVA Values to all employees

KEY MEASUREMENTS:

  1. 1. Completion and analysis of a baseline employee opinion survey and periodic updates that reflect progress

Recommendation

RSCVA staff recommends that the Board of Directors,

  1. 1. Approve the Strategic Plan Planks, Key Measurements and Value Measurements as presented above (including the minor wording simplifications that have been incorporated based on the committee input) to guide RSCVA efforts for the next three to five years

 

  1. 2. Request that staff provide an annual review and update on strategic plan accomplishments and performance relative to the key measures adopted.
Read More >>

December 22 Podcast

January 31st, 2007

 

Listen Now (MP3, 33.9 MB)

Read More >>

Draft Planks

December 15th, 2006

Draft Planks:

Based on public meetings following are the recognized key issues that the RSCVA Strategic Plan will focus on as well as some example measures of success.

 

Increase Convention Sales and Marketing – Top priority to sell destination as place to do business (i.e. conventions, tradeshows and meetings), while also leveraging the group facility assets to book maximum hotel room nights.

 

Sample Measures of Success:

 

Immediate

·        Achieve or exceed convention sales goals for the RSCC, REC, RSLEC and NBS

 

      Beginning 2009

·        Book one RSCC city-wide event per month

 

Increase Tourism Sales and Marketing – Increase individual traveler and group traveler business for Reno-Tahoe by marketing regionally, nationally and internationally.

 

Sample Measures of Success:

 

·        Achieve or exceed Travel Industry Sales goals

·        Develop a 10 year plan for International tourism marketing

 

 

 

 

Develop Capital Improvement Program – Create a reasonable phased capital improvement plan for the RSCVA owned facilities to ensure they remain safe and competitive with industry standards.

 

Sample Measures of Success:

 

By 2011

·        Establish an annual capital budget allocation of 1% of the insured value of the facilities that can be used each year for the highest priority capital expenditures

 

·        Establish a capital reserve of .5% of the insured value of the facilities that is available to address emergency and unforeseen but essential capital improvements

 

Efficiently Manage Assets – Increase facility occupancy levels at competitive rates, while simultaneously focusing on efficient operations, to reduce facility subsidies and maintain high quality operations and service, and ultimately increase bottom-line revenues.

 

Sample Measure of Success:

 

      Immediate

·        Strong customer satisfaction ratings for each facility

 

By 2009

·        Reduce subsidy percentage for RSCC

·        Eliminate subsidy for golf properties

 

 

Develop Special Events Funding Philosophy – Develop and implement a reasonable special events philosophy and funding system that ties to increasing room nights and ADR and/or measurably increases brand awareness and propensity to visit Reno-Tahoe.

 

Sample Measures of Success:

 

      Immediate

·        Establish consistent funding levels with the RSCVA budget

 

            By 2008

·        Develop a special events network resource that will assist special events with technical advice/assistance and establish a special events community committee that will meet monthly to discuss issues.

 

 

Address Average Daily Rate – Hold educational activities and provide occupancy tools which will help area hotel properties make wise pricing decisions. An increased ADR will positively impact the RSCVA budget providing increased dollars to sell and market the destination and enhance the customer perception of Reno-Tahoe, as well as make it possible for area properties to continue to renovate/expand, and increase the likelihood of attracting traditional national convention business brand hotels to the marketplace.

 

Sample Measures of Success:

 

Immediate

·        Annual ADR increase for cash occupied rooms

 

By 2009

·        Annual ADR average at least mid range with competitive convention cities and  approaching the Federal Per Diem reimbursement rate for Reno-Tahoe

 

Read More >>

Dec. 14th Board of Directors Workshop

December 15th, 2006

RSCVA Strategic Plan

12.14.06

Board Workshop

Meeting Notes

 

Group Input Exercise on RSVCA Core Services and Budget Allocation Percentage

 

Non-Fixed Costs                            Current %       Group Input %

Facility Operations                          41.8%                     13.6%

Golf Operations                                11.9%                         0%

Special Events                                 1.9%                    15.5%

Convention Sales                             17%                    35.5%

Tourism and Marketing                    15%                   29.1%

Room Tax Collections                        1.7%                1.8%

General and Administration               0%                 1.8%

Visitor Centers/Services                  0.7%                2.7%

Draft Planks:

 

Based on public meetings following are the recognized key issues that the RSCVA Strategic Plan will focus on as well as some example measures of success.

Increase Convention Sales and Marketing – Top priority to sell destination as place to do business (i.e. conventions, tradeshows and meetings), while also leveraging the group facility assets to book maximum hotel room nights.

Sample Measures of Success:

Immediate

·        Achieve or exceed convention sales goals for the RSCC, REC, RSLEC and NBS

      Beginning 2009

·        Book one RSCC city-wide event per month

Increase Tourism Sales and Marketing – Increase individual traveler and group traveler business for Reno-Tahoe by marketing regionally, nationally and internationally.

Sample Measures of Success:

·        Achieve or exceed Travel Industry Sales goals

·        Develop a 10 year plan for International tourism marketing

Develop Capital Improvement Program – Create a reasonable phased capital improvement plan for the RSCVA owned facilities to ensure they remain safe and competitive with industry standards.

Sample Measures of Success:

By 2011

·        Establish an annual capital budget allocation of 1% of the insured value of the facilities that can be used each year for the highest priority capital expenditures

·        Establish a capital reserve of .5% of the insured value of the facilities that is available to address emergency and unforeseen but essential capital improvements

Efficiently Manage Assets – Increase facility occupancy levels at competitive rates, while simultaneously focusing on efficient operations, to reduce facility subsidies and maintain high quality operations and service, and ultimately increase bottom-line revenues.

Sample Measure of Success:

      Immediate

·        Strong customer satisfaction ratings for each facility

By 2009

·        Reduce subsidy percentage for RSCC

·        Eliminate subsidy for golf properties

Develop Special Events Funding Philosophy – Develop and implement a reasonable special events philosophy and funding system that ties to increasing room nights and ADR and/or measurably increases brand awareness and propensity to visit Reno-Tahoe.

Sample Measures of Success:

         Immediate

·        Establish consistent funding levels with the RSCVA budget

            By 2008

·        Develop a special events network resource that will assist special events with technical advice/assistance and establish a special events community committee that will meet monthly to discuss issues.

Address Average Daily Rate – Hold educational activities and provide occupancy tools which will help area hotel properties make wise pricing decisions. An increased ADR will positively impact the RSCVA budget providing increased dollars to sell and market the destination and enhance the customer perception of Reno-Tahoe, as well as make it possible for area properties to continue to renovate/expand, and increase the likelihood of attracting traditional national convention business brand hotels to the marketplace.

Sample Measures of Success:

Immediate

·        Annual ADR increase for cash occupied rooms

By 2009

·        Annual ADR average at least mid range with competitive convention cities and  approaching the Federal Per Diem reimbursement rate for Reno-Tahoe

Discussion:

            Group A

·        Golf – How do we get out of it? Political ramifications? Who owns them? RSCVA does not own the land at Northgate, but does at Wildcreek.

·        Convention Sales – Depends on how effective Ellie’s team and individual hotel sales teams are … must start showing results.

·        Do we have enough quality rooms?

·        ADR – stop giving it away. Reminder – it’s not our choice and not that easy to just raise the ADR.

·        Lift – need more options for flights.

·        Capital improvements – RSLEC must be renovated quickly. Must come up with a capital improvement program.

Group B

·        ADR – We must make it a top priority. Ellie being new must preach to the operators that we have got to change it. Can’t have collusion in pricing. If everyone went back and increased all rates by $5 – if we all did it – our competitive edge would not change against each other – our competitive advantage to other cities would still be lower, but an impact to the RSCVA bottom-line would be tremendous.

General Feedback:

·        Reno-Tahoe, America’s Adventure Place – Silver Legacy is going to open the Adventure Desk, a place where people can find out about other activities available in the market.

·        Research? Has there been any to validate that it is working? Men’s Journal indicated our destination was the #2 best adventure destination. Giving us an umbrella that is working and we are now evolving it to apply to the meetings & convention market. How do we make the connection between the adventure destination and meeting destination? Just starting to get traction. We should be sensitive to not changing the brand at this time.

·        NCOT – micro study of the city of Elko – the outdoor adventure is the competitive advantage. They have proven that there are positive impacts associated with the change in how they market the destination capitalizing on the outdoors.

Read More >>

December 5th, 2006 Read More >>

Dec 5th

November 20th, 2006
Tuesday, December 5th
5:30-7:30 pm
Hyatt Regency Lake Tahoe, Incline Village
Martis Peak Rooms A,B,C
 

RSCVA Strategic Plan

Public Input Meeting

12.05.06

 

 

Notes:

Key Issues

  • What is the reason that people come to Reno-Tahoe? Gaming is obvious….what about why does a convention come? Tahoe, recreation, cultural, history etc. Does RSCVA have the interest, budget and research needed to address? 
  • RSCVA should have the name Tahoe in it. 
  • People don’t know how close Tahoe is to Reno. 
  • Looking at financial chart – 42% of the budget is allocated towards facilities. What is the RSCVA doing as a facility manager? 
  • What do the Nevada Revised Statute regulations say RSCVA should be doing? 
  • The room rate represents the demographic that is coming here. How do we change the demographic? 
  • Before we can change the demographic, we must work with Reno-Tahoe hotel community to change the way they do business. 
  • Convention opportunities come and hotels don’t give the room allocation needed to book the business. Hotels need to help RSCVA book conventions. 
  • Don’t give away the rooms as comps. 
  • Get them here for anything at all and they will gamble. 
  • Non-gaming revenue has an impact on gaming revenue. 
  • Events drive the demand and the higher room rate. 
  • Opportunity: Thunder Valley has a 7.5 to 8 cent floor in Nevada the average is 5.2. You get more for your gambling money here. 
  • What is the perception of the perspective guests in Reno? People still think of Reno as a quickie divorce city.  
  • The demographic of people who come to Reno for outdoor attractions are looking for cheap? 
  • Go to convention planners and find out why they are not coming ….research. 
  • There is a lack of name brand hotels in Reno-Tahoe, which helps to book convention business. 
  • Pro sports or semi-pro sports could bring the demographic we are looking for…. 
  • Need better facilities to bring in sports franchises. 
  • Recreation: Nevada Passage and Exterra Games – how does Reno turn the Truckee River Whitewater Park into a facility that brings tourism dollars in? Both the prior events named bring in a quality visitor and national television exposure. 
  • Historic: Death Valley – 40% of tourists are German. How can we capitalize on our history tourism offerings? 17 mile railroad project in Virginia City has a European draw. 
  • Outdoor enthusiasts and event attendees change the Reno-Tahoe’s poor destination image to something that attracts younger, active people. 
  • RSCVA needs a long-term plan (15 – 20 years outlook). 
  • Tahoe Rim Trail visitors are coming b/c it’s the best not for a cheap room rate. 
  • Regionally: We need to think and promote regionally. 
  • When we lived in TX not as many people wanted to come visit us. Now that we live here we get lots of visitors. Reno is the best kept secret. 
  • Locals fight tourism. Does everyone who lives in Reno, Incline Village, and Tahoe want to increase tourism? We have an education job to do about how tourism makes this destination a better place to live. 
  • Reno has incredible potential. The stewards of the RSCVA have the responsibility to sell it. 

 

Group Input Exercise on RSVCA Core Services and Budget Allocation Percentage

 

Non-Fixed Costs                                   Current %                                 Group Input %

Facility Operations                                 41.8%                                       17.1%

Golf Operations                                     11.9%                                            0%

Special Events                                      1.9%                                         15.9%

Convention Sales                                   17%                                          23.5%

Tourism and Marketing                            15%                                          27.1%

Room Tax Collections                               1.7%                                         2.9%

General and Administration                        10%                                          6.5%

Visitor Centers/Services                           0.7%                                         7.1%

 

  • If you don’t have a capital replacement budget – how do you fund?
  • Most convention centers have public funding/bonds. You must plan for a capital budget within the monies allocated to build for long-term success. Right now the money comes out of the operations budget.
  • RSLEC has tremendous opportunities we need to sustain in the equestrian market, but we must improve the facility to compete with other destinations to keep the business.
  • How do we re-allocate or grow the income to help fund the capital budget?
  • Grow our seasons. Shorten the shoulder seasons. Reno-Tahoe is still a perfect place to visit in the shoulder seasons.
  • 300 days of sunshine is a great competitive advantage.
  • Baby boomer generation – what are they dong? Traveling #1 thing to do when they retire.
  • Ski week now 3 days. People taking shorter getaways instead of long vacation.
  • What do we want to be when we grow up? 15-20 year destination vision needed.
  • How do we deliver on what we want to be?
Read More >>

RSCVA Strategic Plan - Home