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.

Regional Attributes

Sales & Marketing  

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)

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)  

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.

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

The special events funding process has varied over the years and needs to be reexamined and solidfied to give the organization a policy that will be followed for the next 3 - 5 years. Staff initiated a workshop taking place on November 14th at 3 p.m. to solicit ideas and feedback from event producers to continue the development of the new and improved process.
 
The current vision for the special event funding is to utilize 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. In FY 2006-07 funding allocations were evaluated comparing each event’s marketign exposure and room nights (80% value toward marketing exposure and 20% value toward room nights).
 
Reno-Tahoe Special Event Producers who have worked with the RSCVA in the past, Special Event Producers who currently request RSCVA funding, hotel Directors of Marketing and representatives from the Cities of Reno and Sparks special events departments were invited to participate in the Special Event Funding Workshop. The discuss focused on questions that have surfaced regarding the funding process and address concerns and suggestions from all participants. Meeting attendees have been asked to make comments/suggestions and any written comments/suggestions or white paper presentations made at the meeting will be supplied to committee members for review and discussion. This blog is another way to get your opinions in for review. Staff recommendations based on all input will be made to the Marketing & Sales Committee in January.
 
The questions for consideration follow and I encourage your feedback:

1.  Should RSCVA Special Event Funding be used to seed new events?  If so, for what period of time?

2.  Should RSCVA Special Event Funding be used to fund legacy events?  What constitutes a legacy event (years of event, size of event budget)?  If so, under what terms?

3.  Should RSCVA Special Event Funding be used to fund a mix of both new and legacy events?  If so, how should the overall budget be divided for each category?

4. How can we appropriately weigh the benefits to the RSCVA?   What is the appropriate weight of marketing exposure vs. room nights?   What percentage of exposure should out -of-market media receive?  The FY 2006/07 criteria weighted the out-of-market exposure at 80% and the room nights at 20% compared to possible funding; is this appropriate?  If not, what would you recommend?

5.  In FY 2006/07 we valued network TV and Cable TV at different levels; where does satellite television come in?  What other mediums should be considered?  Podcasting, Videocasts?

6. Should RSCVA Special Event Funding be capped at a maximum percentage of the overall event budget?  If so, what should that amount be? 

7.  Should RSCVA Special Event Funding only be awarded if the funds are used to support/purchase out-of-area marketing?  If so, should this be limited to a certain type of marketing? 

8.  Could the RSCVA Special Event Funding process take place only once annually?  Twice?  What kind of impact would funding events once a year place on special events?

9.  In order to receive funding should “Reno-Tahoe” be required to be included in the event name? 

10.  Should the RSCVA grant funding to events that give money to charity from their event or their foundation?

11.  Should the RSCVA have a system of funding that offers specific funding amounts based on set amounts of exposure?  For example, if you want funding of $10,000 the RSCVA must receive X, for funding of $20,000 the RSCVA must receive Y.

12.  How can the RSCVA and Special Event Producers track room nights generated by each special event?     Should all special events that receive funding by the RSCVA be required to utilize an RSCVA approved housing bureau and established event rates at partner hotels?  How would mandated use of a housing organization effect events?

13.  How can the RSCVA and Special Event Producer obtain accurate and consistent attendance figures?   How do we distinguish local vs. out-of-town attendees?

14.  How does the RSCVA’s Special Event Policies compliment what the Cities of Reno and Sparks are doing for special events? 

15.  What type of materials/information should the Special Event Application require?  Do we need to receive budgets, financial statements, marketing plan, and PR plan from each requesting event?

16.  The RSCVA has adopted a policy of phased payments (25% prior to the  event,  50% at beginning of event and final 25% following the completion of the event)  how does this effect special events?

17.  Should the economic impact of a special event be taken into consideration?  If so, whose measurements should be used to ensure consistency?

18.  Should funding be considered only if more than one hotel is involved in the event?

19.  What is a reasonable expectation for visitor survey information to be gathered by special events?  Every 3 years?

20.  Are there circumstances that warrant multi-year funding to Special Events from the RSCVA?

21.  Are there circumstances that the RSCVA should fund events that occur outside of Washoe County?

22.  Should events that occur during our shoulder season (October – May) be eligible to receive more funding than events during prime season, to encourage development of more shoulder season events? 

23.  Should the RSCVA be producing events or just funding them?  If producing, what types of events?

In order to provide you many opportunities to stay involved regularly please refer to the strategic plan web site at www.visitrenotahoe.com/strategicplan. A strategic plan blog by Ellen Oppenheim, President & CEO will highlight important topics as we progress through the process and we encourage your feedback.