RSCVA Strategic Plan

Public Input Meeting

11.20.06

Notes:

Key Issues

• Reduce operational spending and increase budget for sales and marketing. More marketing = more travelers = more room tax.
• The RSCVA has no business being in the golf course business. Many competent businesses in our area are managing golf courses – now there are more than 50 in our area. RSCVA got into golf courses when there were not as many but times have changed.
• Set money aside for capital expenditures.
• Management is the biggest concern. RSCVA has not had a capable leader until Ellen Oppenheim joined the organization.
• When travelers see the room rates, they are concerned about the quality of the hotels.
• More budget for marketing and special events.
• More marketing dollars will help increase the awareness of America’s Adventure Place.
• RSCVA should do more to foster relationships with community individuals with passion for adventure such as Tim Helion with the Tour de Nez.
• RSCVA should market how much travelers can do in one day – for instance skiing in the morning and golfing in the afternoon.
• Improve airport concierge and include adventure desk at hotel.
• Use the Boise airport as an example of an airport that is aesthetically pleasing with constant reminders of what the Boise region has to offer visitors.
• Is it the convention business that we are after? How is the world changing and where do we get the biggest bang for our buck? Do we have competitive advantages?
• Our region is blessed with year-round recreation opportunities. But, recreation is not the only thing that makes us successful. We have wonderful facilities such as the Livestock Events Center which brings affluent customers and the convention center which brings people who support restaurants, hotels, etc…
• Our region has all of the assets we need – we just need to do a better job of executing.
• The convention business creates stability.
• Conventioneers bring spouses who shop and recreate.
• Need to have a stronger infrastructure for our recreation. When people get here they are on their own in many cases. Private industry needs to be encouraged to put together outfitting packages to make it easier for travelers to experience our outdoors.
• Our region needs shuttles to take travelers to the ski resorts.
• RSCVA needs to take the lead on creating collaborative relationships between the tourism industry players.
• Bring outdoor industry conventions to emphasize the America’s Adventure Place branding with outdoor enthusiasts.
• Trying to make all conventions conform to the gaming profile led to the loss of the Outdoor Retailers show in the 90s.
• The people who will be affected by the strategic plan into the future are not represented in the planning. How do we reach out to the younger demographic?
• The RSCVA board is gaming-centric. If the brand is going to diversify, RSCVA should consider diversifying the make up of its board.
• Better utilize the athletes and outdoor experts in our region as ambassadors.
• Package the America’s Adventure Place experience.
• Brand facilities to create a unity amongst them – even in the names. Make it clear who they are for and who can use them.
• No longer a good reason why RSCVA should be a golf provider. No reason to subsidize golf for locals.
• Provide more support for special events — not just with funding but also with the expertise that resides at the RSCVA and within the community.

Group Input Exercise on RSVCA Core Services and Budget Allocation Percentage

Non-Fixed Costs                                   Current %                                 Group Input %

Facility Operations                                 41.8%                                       18.3%

Golf Operations                                     11.9%                                       .6%

Special Events                                      1.9%                                         13.9%

Convention Sales                                  17%                                          25.6%

Tourism and Marketing                          15%                                          24.4%

Room Tax Collections                           1.7%                                         2.2%

General and Administration                    10%                                          10%

Visitor Centers/Services                                    0.7%                                         5%

• Reno’s image does not match up with the reality of what we have to offer.
• What’s the edge for Reno?
• The airport relies on conventions and special events to convince airlines to bring flights here.
• Partnership should be loud and clear in the strategic plan.
• Utilize young professionals for advisory board.
• Create more stability in convention business so that our region will be able to sustain a talented tradeshow workforce which will in turn lead to a better experience for convention planners and attendees.
• Invite capital market to invest in Reno’s tourism industry to build infrastructure such as the downtown kayak park.