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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?

• Strategic planning is a systematic process by which an organization anticipates and plans for its future by undertaking an examination of the organization and its environment by those who have a stake in its future success. It results in a written document that serves as a blueprint to guide the organization towards its future goals.
• The planning process forces people involved in the organization to come together to discuss the strengths and weaknesses of the organization, to anticipate future problems and opportunities, to determine where they would like to go, and how best to get there. Done well it becomes a symbol of unity, reflecting a collectively supported vision of the organizations future and the most acceptable formula for allocating scarce resources.
• Order is important. Some things will generate more resources to enable doing additional things, whereas other choices will not leverage resources as effectively.
• Planning is dynamic, the world changes, technology changes, some initiatives will be more successful than others, planning has to be evaluated and refined over time.