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2011 STRATEGIC MARKETING PLAN

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2011 Strategic Plan and Budget Table of Contents Strategic Plan Summary

3-5

Strategic Analysis

6-13

Administration Department Strategic Actions Revenue/Expense Budget

14-22 15-19 20-22

Advertising and Public Relations Dept Strategic Actions Revenue/Expense Budget

23-29 23-26 27-29

Tourism Department Strategic Actions Revenue/Expense Budget

30-36 31-33 34-36

Meetings and Conventions Department Strategic Actions Revenue/Expense Budget

37-44 38-41 42-44

Visitor Services and Membership Dept Strategic Actions Revenue/Expense Budget

45-56 45-50 51-56

2011 Revenue Budget 2011 Revenue Budget Summary 2007-2011 Revenue Budget Comparison 2011 FCVB Revenue Budget Graph 2011 FCVB Revenue Budget by Source

57-61 57 58 59 60-61

2011 Reserve Designation

62

2011 Expense Budget 63-67 2011 Expense Budget Summary 63 2011 Expense Budget Summary by Dept 64 2007-2011 FCVB Expense Budget Comparison 65 2011 FCVB Expense Budget Graph 66 2011 FCVB/DMAI Comparison Budget Graph 67 Addendums Fairbanks Community BrandPrint Research 2011 Organizational Chart 2010 Board of Directors

68-81 68-69 70-79 80 81

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Strategic Plan Summary Mission Statement The mission of the Fairbanks Convention and Visitors Bureau is to enhance the quality of the visitor experience and to contribute to the economic well-being of the Fairbanks region by marketing to potential visitors. Vision Statement We sell Fairbanks! In building a marketing machine that maximizes exposure of Fairbanks in existing markets and cultivates new markets, the FCVB is the number-one resource of visitor information for our destination. We bring people to Fairbanks with effective marketing based on reliable research data. We expand our marketing effectiveness and ensure the quality of our visitors’ experience by cooperating with the state, other convention and visitors bureaus and non-traditional partners. Because we simultaneously enjoy and enhance our natural resources, our destination provides authentic Alaska for everyone. In our vibrant community, we encourage new destination features and envision a convention center that is fully utilized year round. Our neighbors and community leaders value a thriving visitor industry and provide broad-based, consistent and reliable financial support. The quality of the services provided by the bureau is second to none. Located in a world-class visitor center, we enjoy long-term commitments from a generously compensated staff and members who are very active in our operations. As a result of our strategic focus and hard work, Fairbanks is widely recognized by travelers as the ultimate Alaskan experience and the destination that most characterizes Alaska. Everybody who travels to Alaska believes they must visit us, and because there are two Fairbanks, midnight sun and northern lights, everybody wants to see us at least twice. Since we serve as a base destination for an Alaska visit, we attract increasing numbers of visitors to Fairbanks all year round. Therefore, our members enjoy consistently high levels of occupancy and we measurably contribute to the economic prosperity of our community.

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Long-Range Strategies The FCVB has identified four overriding strategies it will implement in its efforts to fulfill its mission, achieve its vision and gain and sustain competitive advantage in its marketplace. Short- and long-term directions are delivered for the first two strategies. Fairbanks Convention and Visitors Bureau will position Fairbanks within its niche markets as a travel base that is the pure (genuine, authentic, real) Alaska. SHORT-TERM EMPHASIS

LONG-TERM CONSIDERATIONS

Branding efforts should be aimed at helping Fairbanks own key images north of Fairbanks in Alaska and Denali National Park, while positioning Fairbanks as the gateway to these experiences

Name and brand recognition should be created in key markets and market segments

Upgrade the FCVB website to accomplish positioning and to close the sale

Community-wide support of the visitor industry and FCVB priorities should be secured

The FCVB should take branding efforts to the next level regarding the Authentic Alaska theme

An ample supply of activities for meeting and convention attendees needs to be developed

The FCVB should work to advocate that efforts to brand Alaska (that utilize state funds) include Fairbanks’ key images

Adequate funding levels for FCVB marketing and development activities need to be secured The FCVB should ensure the community has significant influence relative to Alaska marketing efforts that utilize state funds Fairbanks should become the gateway or hub for both Denali and the interior

Fairbanks Convention and Visitors Bureau will focus its marketing efforts on the traveler to Alaska and the travelers from major metropolitan areas with proven track records and/or easy access to Fairbanks. SHORT-TERM EMPHASIS

LONG-TERM CONSIDERATIONS

FCVB staff should continue to refine the direction intended for this strategy by clarifying phrases such as “proven track record”

Partnerships with transportation providers, who guarantee key customer segments an ability to easily travel to Fairbanks with competitive fares, should be pursued Alliances with other distribution sources should also be pursued

The FCVB should work to increase strategic alliances in key access markets The approach to this strategy should include both selling what currently exists and developing new products or packages

Alliances with sources that can educate and motivate visitors to travel to Fairbanks should be developed

Efforts should be made to leverage or work to attract visitors that have indicated they will soon visit the state

Strategic research to make targeting efforts more effective should be conducted

Different approaches to marketing and developing (the winter and summer seasons) should be undertaken

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Fairbanks Convention and Visitors Bureau will focus its efforts on stimulating year round visitor spending. AREAS OF EMPHASIS The FCVB should focus on ways to expand the “opportunity� season (i.e. winter)

Opportunities and products to be featured in each individual season should be defined

The FCVB should strive for Fairbanks to become an established destination for meetings and conventions The FCVB should work to create niche advantages for Fairbanks

The FCVB should guarantee the community and region are featured in key group tour manuals

The FCVB should strive to encourage the development of competitive meetings facilities

The FCVB and local visitor industry should strive to make the region a destination for incentive and retreat business

The FCVB should strive to encourage the local visitor industry to explore opportunities to cross sell seasons

Collaborate with community partners to create a synergy among marketing and economic development messages

Alliances with cruise ships that can distribute summer and/or winter business should be developed

Fairbanks Convention and Visitors Bureau will provide leadership and serve as a catalyst for strategic product development and infrastructure improvement. AREAS OF EMPHASIS Winter packages should be developed and promoted

Products and/or packages for families should be developed and promoted

The FCVB should support the development of transportation improvements

The FCVB should be adequately staffed to support the mandates associated with this strategy

The strategic development of the Morris Thompson Cultural and Visitors Center should be encouraged Increased air access to Fairbanks should continue to be promoted

Local and regional receptive tour operations should be pursued

The FCVB should strive to ensure a consistent supply of activities exists for meetings and convention attendees FCVB should ensure that access should be optimized and promoted through scenic byways designations and other product development, such as Denali access

Productive alliances that sell Alaska and/or Fairbanks should continue to be developed The FCVB should encourage the development and marketing of strategic festivals and events The FCVB should strive to develop on-going business relationships with rural-based tourism products in the Interior, Arctic and Far North

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Strategic Analysis Strategic Analysis – Marketing and Budget Considerations

[DATED 10/23/10]

Please note: The following is an amalgam of thoughts from FCVB staff and the Fairbanks travel industry as we have contemplated the strategic direction for FCVB in 2011. Unlike past years, the department narratives that follow this analysis now focus on strategic direction for an external audience rather than the detailed projects that will be executed in the coming year. Staff has been working to create internal procedures manuals and guidelines that detail steps for project execution and timelines, such as production of visitors guide, ad placements, community and industry events, trade show participation, information center staffing, familiarization and press tours, et cetera. Overview Looking back at 2010 to date, a slight growth in the travel industry nationally and specifically in the Interior over the previous year was encouraging to see in spite of an uncertain economic climate. However, the Alaska travel industry and Fairbanks still have a long road to recovery to reach the peak in 2008. In 2010 and 2009, FCVB has attempted to maintain a presence in key target markets, the Internet and customer service despite the considerable less financial and human resources than in 2008. That challenge continues in 2011 as staffing and funding remains stagnant. A review of bed tax illustrates how devastating 2009 was for the Fairbanks travel industry. Bed tax is a reflection of decline of occupancy as well as room rates. After the tragic events of September 11, 2001, Fairbanks bed tax decreased by seven percent in 2002 from the previous year. At the time, this decline was dramatic. However, in 2009, Fairbanks bed tax decreased by 13 percent from the previous year. Looking just at the May through September summer months in 2009, bed tax was down 18 percent from the same period in 2008. Bed tax has increased for 2010 year-to-date but we await final numbers for the year before drawing conclusions. Historically, the cruise land tour guests account for about 50 percent of summer visitation in Fairbanks. Fewer cruise passengers traveled to Alaska in 2010 due to the deployment of ships outside of Alaskan waters to other cruise ports. Fairbanks is home to some large-volume successful businesses that are reporting to be flat or even further down in 2010 from 2009 due to the loss of capacity from the cruise land tours.

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Of note in 2010 was a perceived – and most likely real – increase in independent and international visitation to Alaska. A weak dollar certainly contributed to this trend along with some pent-up demand in consumers who had been waiting for the recession to turn the corner. 2011 is looking like it will continue along the same lines and FCVB is prepared to adjust strategy accordingly in order to take better advantage of developing opportunities. Fairbanks’ tourism businesses with a mix of guests – independent, highway, international, business travel, cruise, locals with visiting friends and family – in general are reporting slight increases over 2009. But, once again, they make it a point to clarify that they have not yet come near recovering from 2009 losses. Economic indicators are looking up and we appear to be at the beginning of a recovery. But the big question looms: are consumers more confident? The assessment of the state of consumer confidence seems to change daily. In general, reports indicate an improving but continuing pessimistic domestic outlook. For example, the Wall Street Journal reported on an ABC News index in which U.S. consumer confidence slid in the week ending October 17, 2010, tying its average for the year: The overall reading ticked down one point to -46 on its scale of -100 to +100. The average reading this year is two points above 2009, which was the worst full year since ABC began polling in 1985. In a separate monthly survey, 23% of respondents said the economy is improving, while 34% said it is getting worse. Economic pessimists have outnumbered optimists in all but one month this year and all but three months since President Barack Obama was elected two years ago. Still, the numbers have improved since October 2008, when a record 82% said the economy was getting worse. That was in the darkest days of the recent financial crisis and credit crunch. In the latest survey, 92% rated the national economy negative, compared with 91% last week, and 74% said now is a bad time to spend money, compared with 72% last week. The portion saying their finances are hurting was flat at 55%. The index is based on a random survey of 1,000 respondents nationwide. It measures typical Americans' confidence in three areas: the national economy, their finances and their willingness to spend money, according to the report. The poll has a margin of error of plus or minus three percentage points.

In the Lower 48, domestic consumers have long been characterized as taking frequent and short vacations closer to home. By comparison, visitors to Alaska were known historically to take more time for planning and had a decision-making timeframe that was more in advance of their trips. However, in the past few years, the Alaska travel industry has seen their guests having shorter and shorter lead time from their decision to come and arrival in Alaska. Tourism operators find it very difficult to plan staffing and logistics in Alaska with this lessened lead time in decision making. In this scenario, Internet and related technologies continue to become more and more important to the consumer as they use on-line sources to plan as well as to book at least some of their trip to Alaska. That said, FCVB Visitor Services staff reported that an unusual number of guests at our information centers in 2010 seemed “shockingly uninformed” about our destination. The one-on-one dissemination of information became paramount to insuring that the visitor had a rewarding stay in Fairbanks and good reason to return. Perhaps the shorter decision-making time left less time for research.

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Winter does matter. As seen in 2009 bed tax receipts, Fairbanks was down 13 percent for the year despite being down 18 percent for the summer months. There is still strong interest in winter programs but with other destinations in Alaska starting to market winter more actively, Fairbanks needs to continue to work to remain at the forefront. Ease of access remains a key element in making a trip to Fairbanks viable and there are some question marks in the future as regards both domestic and international air service. According to the 2006-2007 Alaska Visitors Statistics Program (AVSP), winter visitation to each region in Alaska revealed only slight changes between 1993-94 and 2006-07. Visitation to Anchorage fell slightly from 80 percent to 76 percent; visitation to the Interior increased slightly from 25 to 29 percent; and visitation to Southeast fell from 16 percent to 12 percent. The Interior was the only region in Alaska that saw an increase in market share in that period. In the meetings industry, polls and reports still show that the meetings industry is only cautiously optimistic about 2011. Meeting Planners International (MPI) Business Barometer poll from June 2010 indicates that 60 percent of planners report that this year is better than last year and they expect next year to be better than this year, but two out of every 10 respondents report no change yet and none expected in the next few months. Strengths Fairbanks continues to be positioned well as a gateway to Alaska, especially with the increased summer seasonal lift from Frontier Airlines. The successful Frontier inaugural season flying a non-stop route to Denver combined with Delta Airlines flying non-stop to Minneapolis and Salt Lake City. Indications are good that both airlines will continue to fly in summer of 2011 with Frontier in particular looking to increase frequency and helping to keep fares competitive. Most cruise company land programs originate or end in Fairbanks and anecdotal evidence suggests that a fair number of cruise passengers travel independently before or after their Alaska cruise. For the first time, this summer our Visitor Services staff noted that they saw a number of cruise passengers taking a land tour on their own without the benefit of a cruise land tour. The Interior is a good point of entry due to proximity to Denali National Park and Preserve and to the Arctic in addition to the wealth of attractions in and around Fairbanks. This is a point we need to continue to emphasize to consumer, travel service providers, media, meeting planners as well as to the general public. With most of the improvements finished in the expansion of Fairbanks International Airport we now compare quite favorably to Anchorage, especially their aging north terminal where international flights are processed (although there are rumors of a possible renovation in the works). Better flying weather here (less occurrence of strong winds, fog and rain, need for deicing) and less crowded airspace combined with the availability of motivated and professional ground service options continue to make Fairbanks an excellent option for air carriers. Going on two full years now at the Morris Thompson Cultural and Visitors Center, more guests and travel trade are including a stop here. The facility itself has garnered very positive reviews. But more can still be done to fully use the facility and develop our partnerships with Alaska Public Lands Information Center/National Park Service, Tanana Chiefs Cultural Programs, and Denakkanaaga. 8


Weaknesses No new cruise ships are scheduled to come to Alaska in summer of 2011 so the number of available berths is expected to remain the same as in 2010. Lack of year-round air service continues to hinder growth outside of the summer season. If at the very least we could attract another carrier for a limited winter seasonal service (for example twice a week service from the December holidays through March) it would facilitate winter visitation and help to reduce transportation costs. For now we will try to encourage Alaska Airlines to keep their fares within reason, though the trend is towards reducing overall capacity and charging a premium for scarcer seats. While our new airport facilities are much improved, it can be a challenge to fully staff the Customs and Border Patrol (CBP) and Immigration booths and equipment failures are frequent and ongoing. There is only one airline with scheduled passenger service to Alaska at the moment however (China Airlines) and more demand for personnel in Fairbanks could conceivably justify a shift in CBP assignments in the future. Lack of duty free shopping is sometimes raised as a minus in attracting international air service to Fairbanks. Alaskan destinations are noting increase in international visitors in the emerging travel markets of India and China. But due to limitations in resources, the FCVB will be unable to directly address these markets. National indicators for the meetings market are more positive than international indicators right now. The meetings market has not recovered in Europe to the same degree that it has in the U.S., and industry professionals are still indicating concern for their economic future. Most international meetings that occur in Fairbanks are a result of a University-sponsored event or the focus of a governmental trade campaign. Closely-monitored university budgets could negatively impact monies available for travel to Fairbanks-based meetings. Governmental spending, or lack thereof, will impact trade campaigns. During the darkest months of the economic downturn an estimated 400,000 jobs were lost in the meeting industry in this country (“Post AIG – Meeting and Exceeding the New Norm”, MPI – WEC2010). The meetings market is slowly recovering and most industry forecasters are “cautiously optimistic” about 2011. There are a number of trends in the national market that impact Fairbanks-based meetings: o

o

o o

The available budget per meeting is declining; competitive pricing will be one of the main factors in decision-making; and there will be a “back-to-basics” emphasis on value over frills. Meetings will be located closer to home and participants will not be traveling long distances, as proximity, practicality and return on investment (ROI) take precedence over a destination’s unique features. Technology will become a higher priority with planners using virtual and web-based technologies as an increasingly important part of their meetings. Planners are cognizant of a “resort” or “extravagant” connotation attached to a destination – the “AIG Effect.” As one planner put it “I'm having a hard time getting Fairbanks on the ballot for the regional meeting … mainly because of universities' funding being so tightly held, anything in Hawaii or Alaska is being deemed ‘a junket.’ "

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Challenges As previous mentioned, consumer confidence in 2011 is a big question mark and has the potential to affect visitation substantially. If economic recovery continues then consumer confidence should concurrently recover but any sign of a downturn could cause travelers to change or suspend their travel plans. Condor German Airlines will be consolidating their twice weekly partial flights to Whitehorse, Canada (that had continued on to Alaska) into a single weekly non-stop roundtrip flight for summer 2011. That means Fairbanks will be losing its combined flight with Whitehorse but we are still in the mix by way of a combined Anchorage flight. However, it is disappointing that Condor decided to operate the Thursday flight non-stop to Anchorage only stopping in Fairbanks on the way back to Frankfurt. If Fairbanks is unable to generate sufficient numbers of arriving and departing passengers in 2011 Condor could very well suspend service in 2012. Japan Airlines went bankrupt in 2010 and is currently undergoing a government-supervised restructuring that includes drastic cuts in workforce and the number of international and domestic routes flown, not to mention office closures worldwide. Part of the deal for debt waivers requires the airline to sell off all of its larger, less fuel-efficient Boeing 747 aircraft which they had been using primarily for charters. Fortunately route reductions have meant that there is still some availability with their 230-seat capacity 767 aircraft to operate charter flights. When it comes to charters, JAL has been successful and profitable operating to Alaska so they plan to continue flying charters here for as long as it works, and demand for seats is currently high. It is hard to forecast what the future holds though in such a volatile environment for airlines. Flat seems to accurately describe the meeting climate in Fairbanks and around the state for 2010. Throughout its history, this department has done an admirable job of identifying and quantifying the meeting business that is available in the state, as well as making sure that Fairbanks stays on the rotational schedule of those larger meetings that can be convinced to meet in areas outside of the Anchorage bowl. Smaller meetings have been identified and relationships have been maintained to ensure that Fairbanks remains an option. It is becoming more challenging to overcome the competition that Anchorage offers based on their growing infrastructure and the amenities available to meeting attendees. We rely on our ability to sell Fairbanks as the friendlier option. In the upcoming meetings market climate, it is going to become more difficult to overcome objections without a substantial change in what Fairbanks can offer. According to the Conventions Sport and Leisure Draft Convention Center and Performing Arts Feasibility Study commissioned by FCVB, the definition of a community/civic center offers “...multipurpose space that can accommodate a wide variety of events. The large majority of event activity represents events and attendees from the local area and, as such, adjacent/nearby hotel inventory does not tend to be a primary concern for most events. Communities tend to develop these types of facilities for the good and benefit of the local community rather than for economic impact generating purposes.�

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The Carlson Center is a community/civic center and a sports arena. While the Carlson Center and FCVB have been able to convince a few conference planners to utilize their non-traditional space for meetings, the planners of larger statewide, regional and national meetings do not choose to meet there because of the lack of connected hotel rooms and the inability to support multiple concurrent breakout sessions. Also other available properties with accommodations and meeting rooms under one roof are limited by their inability to host large general sessions and multiple concurrent breakout sessions without the hectic disruption of attempting to reset rooms in the middle of daily schedules. Occasionally, venues creatively use a pavilion (aka tent) to supplement space. Sometimes a planner agrees to use multiple properties or locations for general sessions and breakout space, even though this is often an impractical solution, especially in the middle of winter because there is reluctance to walk to an alternate location. Shuttling increases expense and decreases productivity. Currently - with few exceptions - winning a meeting for Fairbanks benefits only one property at a time. The FCVB can benefit the most businesses by winning city-wide events. In order to win city-wide events we must be able to provide the infrastructure that these planners expect and readily receive elsewhere. Opportunities In a very recent development, Swiss carrier Edelweiss Airlines will be operating a weekly flight from Zurich to Whitehorse, Canada and on to Anchorage in summer of 2011. The Swiss market has historically been an important component of visitation from German-speaking Europe to Alaska and favorable fares and possible good connections from other European cities would be welcomed. Considering changes in Condor German Airlines’ summer flight schedule for next year, we might allocate resources accordingly when it comes to GSE marketing. FCVB staff has been in discussion with Edelweiss to consider Fairbanks as a gateway destination in future year’s schedule. Korean Airlines has been expressing interest over the past year in a return to operating passenger flights to Alaska, most probably as charters. South Korea obtaining status as a Visa-waiver country has definitely boosted visitation to the US as a whole and Alaska numbers appear to be up as well. Korean groups have been coming to AK via Tokyo utilizing the Japan Airlines charters in recent years but it looks like that might change with JAL selling off their higher capacity aircraft. KAL is contemplating winter charters to Fairbanks to capitalize on the well-developed Japanese market in combination with tours from Korea. In the event that Japan Airlines stops or drastically reduces their Alaska charter program, other companies in Japan have expressed interest in operating charters to Fairbanks. The FCVB will continue to explore alternative possibilities so as to be ready to take swift action to support new flights. With the passage by Congress of the Travel Promotion Act this year, the US will become more active in promoting visitation from overseas. The FCVB will keep abreast of new developments and take advantage of any resulting programs that would help sell Fairbanks around the world. FCVB will continue to focus on Japan and German-speaking-Europe to support direct flights. Secondary emphasis is on the other higher-producing international markets for Alaska: Korea, Taiwan, United Kingdom, Australia and New Zealand.

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With the successful additional lift of Frontier Airlines based in Denver, FCVB will continue efforts to support the summer 2011 schedule. While Frontier has not yet announced its plans, we anticipate that it will be a minimum of four flights/week as this past summer with a possible increase to five or maybe even daily flights. In the cruise sector, the pro-active stance by Alaska Cruise Association, AlaskaACT, ATIA and others combined with the extraordinary strong support of Governor Parnell led to the Legislature’s reduction of the cruise head tax. Creating a business-friendly environment in Alaska is critical to the success of the travel – and other – industries in Alaska. Welcome news arrived from Princess Cruises in an October 14, 2010 press release that announced the return of a fourth vessel to the Gulf of Alaska route in summer 2012. The FCVB will continue to foster relationships with cruise companies and especially push the importance of continuing itineraries that allow for the addition of land packages. There is on-going interest in developing winter tourism in the Denali area which would help increase the attractiveness of winter visitation to Fairbanks as well. The FCVB can help by continuing to encourage specific Japanese groups to include a winter Denali component as a way to differentiate their itineraries. The ability to influence travelers to Alaska through an on-line presence is becoming more-andmore important. Even while cruisers continue to use travel agents, many are booking at least a portion of the trip – frequently air travel – on their own. In addition to the Internet as a planning resource and booking engine, social media can influence younger travelers by planting the seeds for an Alaskan vacation. But we keep in mind that older U.S. adults are the fastest growing segment of Facebook users. While the numbers are not known, Alaska is seeing more-and-more multi-generational travel. The Internet can be an information-sharing tool among family travelers gathering to a destination from different geographic locations. Convention and visitors bureaus (CVBs) have also been universally called “DMOs.” DMOs have traditionally been defined as “Destination Marketing Organizations.” But the state-of-theart in the field is that DMOs are evolving into “Destination Management Organizations.” With this role in mind, FCVB will continue to lead the discussion about what additional infrastructure Fairbanks will need in order to be competitive in the future. For example, a community decision must be made about our goals for Fairbanks as a meeting destination. Are we content to remain where we are, or do we intend to move forward in a way that will offer the facilities and services necessary to attract more statewide, regional and international business? Target Markets Fairbanks wishes to reach international, national, statewide and local geographic and demographic markets as well as meetings and conventions market and international visitors. Our primary target markets are as follows: • International – German-speaking Europe, Japan, Korea, Taiwan, United Kingdom, Australia/New Zealand; for meetings, the circumpolar north and industry sectors with an affinity for Fairbanks • National – easy access to Alaska via direct flights with an emphasis on western states • In-state – VFR; winter; regional drive-to; for meetings, Alaska-based trade and government entities • Local – local residents, visiting friends and relatives (VFR) 12


Branding Implementation Achieve consistent brand strategy messages of light, energy and warmth emanating from our destination in all media: print ads; online advertising; public relations; press trips; trade shows; website; broadcast media; cooperative marketing; collateral development; special promotions.

Fairbanks Brand Positioning Platform Target Audience:

For indomitable and adventurous spirits

Frame-of-Reference:

Fairbanks is Alaska’s Interior and Arctic hub

Point-of-Difference

Where extreme conditions create unmatched light, energy, and warmth

Benefit:

So your experience is vibrant, rewarding and profound

Performance Reporting According to performance reporting, recommended by DMAI, the departments are using metrics to accurately and systematically measure its activity, performance and productivity. For example, the Advertising and Public Relations Department‘s metric goals are below: Media Releases 1. Number of press releases produced 2. Number distributed (include download off CVB website) per press release Goal: Execute a minimum of one update weekly to Fairbanks and Anchorage Media Impact/media monitoring service 1. Number of consumer magazines 2. Number of travel trade magazines 3. Number of daily newspapers 4. Number of weekly newspapers (track by advertising equivalency, regions and circulation) Goal: 500 articles for combined circulation of 60 million Inquiries/Fulfillment 1. Total number of direct inquiries 2. Total number of indirect inquiries 3. Number of web referrals 4. Total number of inquiries 5. Cost/inquiry of consumer publications 6. Percent of budget spent Goal: Increase inquiries by 15% On-line/CVB Website 1. Number of unique visitors 2. Number of visits 3. Number of repeat visits 4. Number of individual page views 5. Number of RSS Subscribers 6. Number of myFairbanks Account Sign-ups 7. Average Bounce Rate 8. Search engine referrals a. Visits via search engine referral b. Percent of website traffic attributable to search engine referrals 13


Administration Department Highlights For 2011, the Administration Department will focus our marketing and operational strategies on the following: • • • • • •

• •

Actively participate in statewide tourism efforts. FCVB President & CEO will serve as the Chair of the Board of Directors of the Alaska Travel Industry Association (ATIA). Actively participate in national tourism efforts. FCVB President & CEO will continue to serve on the Board of Directors of the USTA’s National Council of Destination Organizations (NCDO). Together with partners in the lodging industry and the arts, community stakeholders and the community at large discuss the potential reality of a convention center and performing arts center using the recently-completed feasibility study as a launching off point. Investigate interest in/feasibility of a community wayfinding system. In cooperation with the Fairbanks International Airport, continue to work to lure, secure and sustain competitive domestic and international air passenger service to Fairbanks Participate in other long-term product development projects that help position Fairbanks as a tourist destination. o Mature Scenic Byways designations and corridor partnership plans for highways emanating from Fairbanks: North Richardson with FCVB as the umbrella organization; Parks in an advisory capacity with the possibility of FCVB as an umbrella organization; Dalton in an advisory capacity. o Mature winter tourism, including explore options for winter and/or northern access to Denali National Park and Preserve as well as other national parks accessible from Fairbanks o Maximize Morris Thompson Cultural and Visitors Center (MTCVC) as a selling tool for the Interior, Arctic, Far North and Western Alaska. Work with the Urban/Rural Committee to foster Fairbanks and rural synergies to develop tourism product and promotion. o With the FCVB Board of Directors and the Public Policy Advisory Committee establish public policy positions as appropriate in matters that affect the Interior visitor industry. Maintain the “unity” in community relations through “Operation Information.” Assure high and “best practices” standards in all aspects of fiscal reporting and accountability with thorough and timely recordkeeping, oversight, and reporting, including: checks-and-balances on accounts receivable and payable; monitoring cash flow, revenue and projections; and appropriately utilizing cash reserve. Maintain human resource benefits and policies that ensure a positive working environment . 14


Strategic Actions Objective One Actively participate in statewide and national tourism efforts. FCVB President & CEO will serve as the Chair of Alaska Travel Industry Association (ATIA) Board of Directors. Become a contributing voice to the United States Travel Association (USTA). FCVB President & CEO will serve on the Board of Directors of the USTA’s National Council of Destination Organizations (NCDO) Program 1: FCVB will engage in a lead role in ATIA Measurement: Monthly and/or quarterly reports to FCVB Board of Directors Implementation: On-going through 2011 Partnerships: ATIA members Staff Responsibility: President and CEO Program 2: FCVB will engage in a lead role in USTA NCDO Measurement: Monthly and/or quarterly reports to FCVB Board of Directors Implementation: On-going through 2011 Partnerships: USTA NCDO members Staff Responsibility: President and CEO Objective Two Together with partners in the lodging industry and the arts, community stakeholders and the community at large, discuss the potential reality of a convention center and performing arts center using the recently-completed feasibility study as a launching off point Program 1:

Create the tools to convey and post the results of the 2009/10 Conventions, Sports and Leisure (CSL) study that gathered information and made recommendations regarding the feasibility of a convention center and/or performing arts center. Measurement: Tools and posting completed Implementation: By May 1 Partnerships: Fairbanks Arts Association Staff Responsibility: President and CEO, Internet Marketing Associate Program 2:

Develop and execute an action plan to disseminate the feasibility study recommendations Measurement: Action plan based on recommendations Implementation: By May 1 Partnerships: Fairbanks Arts Association, FCVB Board of Directors Staff Responsibility: President and CEO, Meetings and Conventions Director

Program 3:

Summarize results of one-on-one and group stakeholder response/reactions to feasibility study Measurement: Action plan based on recommendations Implementation: By November 1 Partnerships: Fairbanks Arts Association, FCVB Board of Directors, Steering Committee, Community Stakeholders Staff Responsibility: President and CEO, Meetings and Conventions Director 15


Program 4:

Based on stakeholder feedback, if warranted and appropriate, develop an action plan to disseminate information to and gain consensus in the Fairbanks community at large. Measurement: Action plan based on recommendations (currently unfunded) Implementation: By November 1 Partnerships: Fairbanks Arts Association, FCVB Board of Directors, Steering Committee, Community Stakeholders Staff Responsibility: President and CEO, Meetings and Conventions Director

Objective Three Investigate interest in/feasibility of a community wayfinding system Program 1: Measurement: Implementation: Partnerships:

Write Request for Proposal (RFP) for a community wayfinding system Completed by July 1 On-going AkDOT & PF Northern Region, City of Fairbanks, University of Alaska Fairbanks, Downtown Association of Fairbanks Staff Responsibility: President and CEO Program 2: Measurement: Implementation: Partnerships:

Develop list of potential vendors to bid on the RFP Completed by July 1 On-going AkDOT & PF Northern Region, City of Fairbanks, University of Alaska Fairbanks, Downtown Association of Fairbanks Staff Responsibility: President and CEO, Executive and Tourism Coordinator Program 3:

Communicate funding needs to Interior Alaska State Legislative delegation and Alaska Department of Transportation & PF Northern Region Measurement: Competed by July 1 Implementation: On-going Partnerships: AkDOT & PF, City of Fairbanks, University of Alaska Fairbanks, Downtown Association of Fairbanks Staff Responsibility: President and CEO

Objective Four In cooperation with the Fairbanks International Airport, continue to work to lure, secure and sustain competitive domestic air passenger service to Fairbanks; and sustain and add international air passenger service to Fairbanks Program 1:

In cooperation with the Fairbanks International Airport, revise and implement strategy to lure, secure and sustain competitive domestic air passenger service to Fairbanks Measurement: Competitive airfares and schedules for Fairbanks Implementation: On-going Partnerships: FCVB Board of Directors, Fairbanks International Airport Staff Responsibility: President and CEO

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Program 2:

In cooperation with the Fairbanks International Airport, revise and implement strategy to lure, secure and sustain competitive international air passenger service to Fairbanks

Measurement: Competitive airfares and schedules for Fairbanks Implementation: On-going Partnerships: FCVB Board of Directors, Fairbanks International Airport Staff Responsibility: President and CEO, Director of Tourism Objective Five Oversee other product development projects that relate to the continued and increased success of the Fairbanks and Interior visitor industry, especially those projects that improve access to Fairbanks and Interior Alaska Program 1:

As the umbrella organization for the North Richardson Scenic Byways, actively participate in the development and implementation of the North Richardson Highway Corridor Partnership Plan Implementation: On-going Partnerships: Alaska Department of Transportation, stakeholders along the corridor and in Delta Junction Staff Responsibility: President and CEO, Manager of Visitor Services

Participate in the development and implementation of the Parks Highway Corridor Partnership Plan, including pursuing the establishment of a functional umbrella organization Implementation: On-going Partnerships: Alaska Department of Transportation, stakeholders along the corridor and in Delta Junction Staff Responsibility: President and CEO, Manager of Visitor Services Program 2:

Participate in the development and implementation of the Dalton Highway Corridor Partnership Plan Implementation: On-going Partnerships: Alaska Department of Transportation, stakeholders along the corridor and in Delta Junction Staff Responsibility: President and CEO, Manager of Visitor Services Program 3:

Program 4:

Analyze and determine Fairbanks objectives for the development of winter and/or north access to Denali National Park and Preserve Measurement: Clearly stated objectives for Fairbanks visitor industry Implementation: Accelerate path for development manifested in winter train excursions to Denali Partnerships: FNSB government and community partners, Interior legislators, National Park Service, Alaska Railroad, Denali Borough and stakeholders Staff Responsibility: President and CEO, Director of Tourism

17


Program 5:

Complete the MTCVC exhibits by taking the lead in the “Gateway” design and interpretive Implementation: Develop a timeline for completion with Andre and Associates Partnerships: Tanana Chiefs Conference Cultural Programs, APLIC/National Park Service, City of Fairbanks, Project Director for MTCVC, FCVB Urban/Rural Committee and stakeholders Staff Responsibility: President and CEO Program 6: Implementation: Partnerships:

Maximize the MTCVC as a selling tool for the Interior, Arctic, Far North Produce a strategic plan with partners Tanana Chiefs Conference Cultural Programs, APLIC/National Park Service, City of Fairbanks, Project Director for MTCVC, FCVB Urban/Rural Committee and stakeholders Staff Responsibility: President and CEO, Management Team Program 7:

Strive to analyze, coordinate/participate in discussions about and achieve consensus with the Fairbanks visitor industry and community partners regarding development projects that affect or enhance the industry; using Board-established guidelines to incorporate how the Board and Management Team may address the following: consider potential advocacy issues as they arise; conduct research and due diligence on the topic; positively relate the advocacy issue to FCVB mission and vision; consider the well being (economic and market) of membership; assess the potential political consequences on FCVB and membership Measurement: To be determined Implementation: Continuous Partnerships: FCVB Board of Directors, FCVB Public Policy Advisory Committee, visitor industry and the community at large Staff Responsibility: President and CEO Objective Six Ensure the success of the FCVB’s long- and short-range marketing objectives Program 1:

Continue progress in fine tuning the FCVB Performance Management Team Plan, a plan designed as a communication tool to foster the maximum effectiveness of staff in marketing Fairbanks; ensure that Team and Personal Performance Objectives are clearly defined and tracked . FCVB tracks and holds staff accountable to overall FCVB and departmental team and individual performance metrics and objectives Measurement: Monthly and/or quarterly reports to board and stakeholders Implementation: On-going Partnerships: Performance Management Team Review Committee and Board Staff Responsibility: Management Team and Staff; program overseen by Director of Marketing (lead), Director of Finance and Administration, President and CEO

18


Program 2:

Review, evaluate and finalize Performance Management Team Program for FCVB: review performance metrics and relationship to compensation plan Measurement: Finalized Performance Management Team Program document Implementation: On-going Partnerships: Performance Management Team Review Committee and Board of Directors Staff Responsibility: Management Team and Staff; program overseen by Director of Marketing (lead), Director of Finance and Administration, President and CEO Objective Seven Work to maintain the “unity” in commUnity relations through “Operation Information” Program 1:

Secure continued reinvestment of bed tax into FCVB’s destination marketing program from the City of Fairbanks and the Fairbanks North Star Borough Measurement: Stabilized funding Implementation: Continuous Partnerships: ATIA-Fairbanks, FCVB Board of Directors Staff Responsibility: President and CEO, Management Team Program 2:

Actively participate and/or maintain a presence in community organizations. Provide marketing advice and support as appropriate Measurement: Maintain a presence in committees Implementation: Monthly as appropriate Partnerships: FCVB Board of Directors Staff Responsibility: President and CEO, Management Team Objective Eight Serve as liaison between the FCVB’s Board of Directors and the FCVB Staff. Demonstrate high standards and best practices in fiscal responsibility and accountability Program 1:

Work with Finance and Planning Committee chair to conduct and facilitate meetings Measurement: Knowledgeable and informed Board members Implementation: 8 scheduled meetings annually, additional as called Staff Responsibility: Director of Finance and Administration Program 2:

Generate monthly reports of all FCVB fiscal activities for Finance & Planning Committee and Board of Directors meetings Measurement: Knowledgeable and informed Board members Implementation: Monthly Staff Responsibility: Director of Finance and Administration (lead), Finance and Administration Coordinator, Data Entry and Accounting Coordinator, Executive and Tourism Coordinator, Management Team, President and CEO

19


Fairbanks Convention and Visitors Bureau 2011 Revenue Summary Administration

Description HOTEL/MOTEL BED TAX 31000 City Bed Tax Funds 33000 Borough Grant/Bed Tax MISCELLANEOUS PRIVATE SOURCE INCOME 36000 FAI Marketing Grant 48100 Interest 48900 Other FUND BALANCE RESERVE 00000 From Fund Balance 00000 Morris Thompson Center 00000 Log Cabin Repair/Deferred Maintenance 00000 FAI Visitor Information Center 00000 Convention Center Feasibility TOTAL REVENUE

2007 Budget

2007 Actual

2008 Budget

2008 Actual

1,680,294 1,135,000

1,681,198 956,422

1,693,940 1,267,000

1,731,631 1,488,679

10,000 3,000 2,000

9,348 4,553 1,314

15,310 4,300 1,952

15,310 1,618

246,113

382,000

3,076,407

3,034,835

148,365 150,000 12,000 50,000 75,000 3,417,867

2009 Approved Budget 1,614,200 1,124,750

1,435,886 1,067,300

3,267,025

2009 Actual 1,444,150 780,522

2010 Amended Budget

2011 Proposed Budget

1,516,357 1,001,000

1,592,175 1,014,000

252,086

136,003

2,769,443

2,742,178

14,581 141

4,300 2,000 521,775

3,237,238

2009 Amended Budget

521,775

449,111

3,024,961

2,688,505

20


Fairbanks Convention and Visitors Bureau 2011 Expense Budget Administration

2007 Budget DIRECT MARKETING EXPENSES 60100 Production Production 60200 Media Placement Media Placement 61000 Collateral Material 2,500 Cooperative Marketing Initiatives Mat 200 Employee Handbook 150 Board Handbook 150 Strategic Plan 1,000 Miscellaneous 1,000 62000 Promo Merchandise 1,000 Fairbanks Promo Cordials (ATIA Board) 1,000 Promo Cordials for use by Administration 64000 Trade Shows Society of American Travel Writers 65000 Travel 17,200 ATIA Marketing Meetings 2,500 ATIA Board Meetings 3,000 ATIA Convention 2,200 Instate Tourism Meetings 1,000 Staff Training 3,500 USTA/ESTO USTA/Travel Outlook Forum Society of American Travel Writers Sales Calls 5,000 Board Meeting USTA NCDO 65500 Local Meetings 3,000 Misc/Mileage/Chamber Lunches/Local Mtgs 3,000 66000 Special Promotions 136,900 ATIA Community Partner Dues 113,000 Marketing Opportunities 2,000 Board Retreat 6,000 Staff Retreat 1,800 Special Promotions 10,000 Cultural Tourism 500 FAI sm community Airport/New Market Development Award Presentation 1,600 Scenic Byways Development 2,000 SupraTeam Retreat 66500 Research Convention Center Feasibility Study Community Wayfinding Alaska Travelers Statistics Survey 67000 Event Hosting 67500 Telephone 3,600 Phone Charges 3,600 FCVB Website & Email Hosting 68000 Dues/Subscriptions 1,315 DMAI dues 570 WACVB 135 Alaska Society of CVBs 360 HR/Accounting (SHRM) Alaska Journal of Commerce Alaska Cruise Association Sam's Annual Membership Fee 250 AWRTA 68500 (800) Inquiry Service 69000 Mail Fulfillment/Postage 3,000 Board Mailouts/AP/Miscellaneous 3,000 SUBTOTAL DIRECT MARKETING 337,030

2007 Actual

2008 Budget

2008 Actual

200 200

200

2,800 200 200 200 1,200 1,000

2,800

2009 Approved Budget

2009 Amended Budget

2009 Actual

2010 Amended Budget

2011 Proposed Budget

1,150

300

1,150

300

200

850 650 200 1,350 1,350 21,550 1,200 5,400 1,200 1,700 2,250 1,600 1,600 2,500 2,500 1,600 500 500 36,777 29,977

90

5,484 2,612

2,600

1,550

794

200 200 1,150

168

200

4,792

15,200 2,200 3,500 1,400

12,200

7,300

2,100

8,800

6,243

12,600

3,500

4,000 1,000

3,300

1,500 1,600 2,000

6,000 4,149 130,045

3,000 3,000 143,600 118,000

(3,000)

2,000

3,000 130,600

486 67,600

6,000 2,500 12,000 500

39,858 29,758

43,589

2,500 200 200 36,700 32,500

2,000

1,700

5,000

2,500

1,500 1,500 3,000

(13,000) 1,600

1,600

3,000 83,000 105,000

27,700

1,500 33,700 33,700

300 500 4,931

25,000 25,000

11,000 6,000 5,000

2,290 2,290

2,100 2,100

1,355 570 185

965

150 100 100 250

160 100 100 105 500

1,500 1,500 80,995

1,700 1,700 77,092

(22,000) 3,826

1,620

4,600 4,200 400 1,825 570 185 360 460

4,600

4,000

1,825

1,565

250

15,786 168,484

1,800 1,800 173,025

1,800

1,500

240,025

112,265

4,000 3,600 400 1,565 570 185 360 100 100 250

1,500 1,500 90,973

13 2,000

1,000

423 1,621 61,190

21


Fairbanks Convention and Visitors Bureau 2011 Expense Budget Administration

2007 Budget

2007 Actual

2008 Budget

2008 Actual

2009 Approved Budget

2009 Amended Budget

2009 Actual

2010 Amended Budget

2011 Proposed Budget

PERSONNEL EXPENSES

50000 Wages/Taxes/Benefits SUBTOTAL PERSONNEL INDIRECT MARKETING EXPENSES 76000 Computer Computer Maintenance Contract Software Purchase and Upgrades Cougar Mountain Support 78000 Education/Training ATIA Miscellaneous for Finance & Administration TIA/ESTO Performance Management 79000 Equipment Rental Copiers Postage Machines 80000 General Insurance General Liability/Dishonesty Bond/D & O 81500 Bank Fees Payroll Processing Fees & Other Charges 83000 Professional Fees Audit Fees Legal Fees Accounting Fees 84000 Rent/Storage Administration Office Rental/Storage Units MTCVC 85000 Repair and Maintenance Office Maintenance/Repair/Janitorial 86000 Supply/Office Expense Office Supplies Xerox excess printing charges 88000 Licenses and Taxes City of Fairbanks business license State of Alaska business license City & Borough property taxes 89000 Other (Miscellaneous) Expenses 90000 Capital Outlay Computer Purchase/Upgrades ***FAI Visitor Info Center ***Log Cabin - Tenant Ready ***Morris Thompson Cultural & Visitors Center Furniture and Shelving SUBTOTAL INDIRECT MARKETING GRAND TOTAL

281,650

325,227

325,450

339,700

479,605

479,605

301,918

335,320

300,409

281,650

325,227

325,450

339,700

479,605

479,605

301,918

335,320

300,409

5,600

2,811

6,900

7,930

6,934 5,115

6,551 4,732

10,887

5,150

2,100

7,930 6,480 1,000 450 3,150 700 1,050 1,400

9,229

4,200

6,900 4,950 1,500 450 5,150 750 1,800 1,400 1,200 6,900 4,550 2,350 4,100 4,100

1,819 1,325 350 500 475

1,819 835 350

6,950 4,550 2,400 3,500 3,500

4,686

4,538 2,760 1,778 3,660 3,660 2,160 2,160 4,920 3,670

4,520 2,740 1,780 3,300 3,300 3,900 3,900 5,148 3,370

1,250 29,732 484 29,248

1,778 31,948 484 31,464

4,000 3,610 390 32,172 500 75 31,597 500

5,200

5,216

2,500

4,249

2,500

4,249

3,900

22,150

10,150

13,956

1,000

245

1,700

4,181

3,000

2,566

6,900

6,950

4,100

3,500

4,363

3,673 3,027

43,000 8,000 20,000 15,000 18,000 6,750 11,250 130 130 3,000 2,500

500 65,000 3,000 50,000 12,000

43,000

11,300

8,300 3,300 5,000

4,667

18,000

27,300

27,300 440 26,860

27,874

2,500

2,500 2,500

5,545

4,000 4,000

28,822

33,149

500 14,300 1,000

182 329

27,910 1,000 75 26,835 500 2,850 2,850

.

485

130 2,500

500 225,000

500 12,000

50,000 12,000 160,000

37,250

70,511

152,180

534,180

74,080

13,300 103,252

96,724

88,529

92,874

487,415

564,221

650,655

1,113,905

665,950

673,830

459,832

504,844

470,375

22


Advertising and Public Relations Department Highlights For 2011, the Advertising and Public Relations Department will focus our marketing strategies on the following: • • • • • •

Target high-quality prospective visitors through new methods, especially through online and related technologies. Maximize messaging to consumer markets and support direct flights through media, advertising placement, direct marketing, on-line messages and tools. Strategically advertise to maximize visitation to the Morris Thompson Cultural and Visitors Center (MTCVC) as a first-stop for visitor information. Take branding to the next level in our major publications. Prepare for the 2012 Annual Convention of the Outdoor Writers Association of America to be held in Fairbanks Increase community and statewide awareness of the Fairbanks Convention & Visitors Bureau (FCVB)

Strategic Actions Objective One Target high quality prospective visitors through new methods to increase inquiries Program 1: Develop new web-based placements Measurement: Increase direct inquiries to explorefairbanks.com Implementation: Fourth Quarter 2010 (for 2011); on-going Partnerships: Advertising sales representatives, website contractors Staff Responsibility: Advertising & Marketing Associate, Internet & Marketing Associate

23


Program 2:

Modify current ATIA leads purchases to add email leads of lists of inquirers with previous click & open history Measurement: Institute a campaign to drive to explorefairbanks.com Implementation: First Quarter 2011 Partnerships: ATIA Staff Responsibility: Advertising & Marketing Associate, Internet & Marketing Associate Objective Two Monitor success of and institute new programs for the FCVB website Program 1: Maximize content on explorefairbanks.com Measurement: Percentage increases as listed in metrics Implementation: Continuous Partnerships: Website contractors Staff Responsibility: Internet & Marketing Associate Program 2: Establish links from partner websites to explorefairbanks.com Measurement: Increase links monthly Implementation: Continuous Partnerships: FCVB business partners Staff Responsibility: Internet & Marketing Associate Objective Three Strategically advertise to maximize the Morris Thompson Cultural and Visitor Center as the first-stop in a visit to Fairbanks Program 1:

Reach independent travelers through: • travel companion guidebooks and trip planning websites • publications that are distributed in key entry points and highvolume traffic areas in state • specifically targeted highway advertising Measurement: Updated ads for 2012 Implementation: Ads to be placed by September 2011; by appropriate deadlines Partnerships: FCVB members Staff Responsibility: Advertising & Marketing Associate Program 2: Measurement:

Issue press release “Your First Stop in Fairbanks” Yield ten pick-ups and include MTCVC visits with appropriate press tours Implementation: Once interpretive signage completed; continuous Partnerships: Tanana Chiefs Conference, APLIC/National Park Service, City of Fairbanks, Project Director for MTCVC, FCVB Urban/Rural Committee and stakeholders Staff Responsibility: Director of Marketing Program 3: Work with publications and websites to optimize copy points Measurement: Updated editorial content for 2012 Implementation: Proactively contact in first quarter 2011 Partnerships: Advertising sales representatives and editors Staff Responsibility: Advertising & Marketing Associate

24


Objective Four Increase positive media and public relations efforts to reach local and instate audiences for community awareness. Program 1: Monitor FDNM and ADN editorial calendars Measurement: Annual schedule of stories and dates for key publications Implementation: Fourth Quarter 2010 (for 2011) Partnerships: Media sources; Cision Staff Responsibility: Advertising & Marketing Associate Program 2: Measurement:

Increase external communications Issue newsworthy updates through social media and press releases Implementation: Weekly Partnerships: FCVB staff, ATIA, FCVB contractor Staff Responsibility: Director of Marketing, Internet & Marketing Associate Program 3:

Promote and maximize the effectiveness and attendance of the Interior Tourism Conference. Measurement: Increase attendance Implementation: Fourth Quarter 2010 (for 2011) Partnerships: ATIA, local media, local businesses Staff Responsibility: Director of Marketing, Vice President VSM Objective Five Ready the FCVB crisis communication plan for action. Program 1: Develop updated informational notebooks Measurement: Notebooks proofed and to key staff Implementation: Fourth Quarter 2010 Partnerships: Management, Executive & Tourism Coordinator Staff Responsibility: Executive & Tourism Coordinator Program 2: Measurement:

Conduct crisis communication drills with FCVB staff Execute appropriate scenarios for the season, make adjustments to the plan as responses dictate Implementation: Quarterly Partnerships: FCVB business partners, local community, staff Staff Responsibility: FCVB Core Team Objective Six Take branding to the next level in our major publications. Program 1:

Convene community focus group to review the Winter and Visitors Guide with respect to the brand platform Measurement: Determine if publications are on target Implementation: First quarter 2011 Partnerships: FCVB business partners, Ad & PR committee, department staff Staff Responsibility: Branding & Production Coordinator 25


Program 2 Implement suggested changes from focus group Measurement: Messages and imagery reflected in publications Implementation: Winter Guide (spring/summer) and Visitors Guide (fall) Partnerships: contractors Staff Responsibility: Branding & Production Coordinator Objective Seven Address multi-generational travel in all collateral and messages with regards to the FCVB brand platform. Program 1: Review appropriate research from state and national sources Measurement: Compilation of available information Implementation: First Quarter 2011 Partnerships: DMAI, USTA, ATIA, FNSB Staff Responsibility: Director of Marketing Program 2: Create a strategic plan for implementation Measurement: Action items for each department Implementation: First Quarter 2011 Partnerships: Management Staff Responsibility: Director of Marketing Objective Eight Optimize and leverage Alaska as the destination for the 2012 Outdoor Writers Association of America (OWAA) annual conference. Program 1: Increase visibility of conference site to membership Measurement: Submit articles to OU (Outdoors Unlimited) Implementation: Monthly Partnerships: Local chair, conference chair Staff Responsibility: Director of Marketing, President and CEO Program 2: Measurement: Implementation: Partnerships:

Convene local organizing committee and establish subcommittees Meet in January 2011 Establish meeting schedule Local chair, conference chair, FCVB business partners, local organizations Staff Responsibility: Director of Marketing, Director of Meetings & Conventions Program 3:

Establish pre- and post- conference media opportunities locally and statewide Measurement: Post to OWAA website, handouts for conference Implementation: Ready for 2011 OWAA conference (July) Partnerships: Local chair, conference chair, FCVB business partners, local organizations Staff Responsibility: Director of Marketing, Director of Meetings & Conventions

26


Fairbanks Convention and Visitors Bureau 2011 Revenue Summary Advertising and PR

Description SPONSORSHIP REVENUE 42000 Co-Op Ad Sales ADVERTISING REVENUE 46700 Visitor Guide Ad Sales 41450 Visitor Guide Narrative 41500 Visitor Guide Multiple Listing 46510 Winter Activities Guide Ad Sales 46800 Banner Advertising 48900 Miscellaneous - Private Source TOTAL REVENUE

2007 Budget

2007 Actual

2008 Budget

2008 Actual

2009 Approved Budget

2009 Amended Budget

5,000

265

325

325

5,000

5,000

94,000 9,000 12,000 2,600 3,600

61,213 6,048 7,582 8,625 4,200

85,000 12,000 11,000 1,835 4,200

66,148 6,700 6,328 1,935 3,000

90,000 14,000 11,000 2,000 4,500

80,000 12,000 10,000 2,000

126,200

87,933

114,360

644 85,080

126,500

109,000

2009 Actual

2010 Amended Budget

2011 Proposed Budget

5,000

5,000

108,110 13,994 14,553 2,800 300

80,000 12,000 10,000 2,000

80,000 12,000 10,000 2,000

139,757

109,000

109,000

27


Fairbanks Convention and Visitors Bureau 2011 Expense Budget Advertising and PR

2007 Budget DIRECT MARKETING EXPENSES 60100 Production Print Ads and Magazines Winter Activities Guide Ad Production Alaska Native events guide Tourism Ad Production Tip-out Map Insertion 60200 Media Placement Open Domestic Open International Open Travel Trade Community Awareness Alaska.com Alaska Channel Anchorage CVB ATIA Internet Mat-Su CVB Bell's Travel Guide Bearfoot Travel Guides AAA Tour Book North to Alaska Alaska Marine Highway Milepost Sunset Magazine Woodall's Campground Directory Fairbanks Daily News-Miner Instate Television Local Radio Good Sam Trailer Life Alaska State Planner Mtgs and Conv Advertising Misc. FCVB PR ads in Fbks Daily News-Miner SeeAmerica Directory Ad SATW Directory Ad Ad advertising 61000 Collateral Material Visitors Guide Tip-out Map Insertion New Promotional DVD/produce DVDs*** Purchase Professional Slides for FCVB Use Alaska Native events guide Annual Report Winter Activities Guide 61500 Website Development Search Engine Optimization Internet Site Website Redesign *** On-Line Registration 62000 Promo Merchandise Fairbanks Promo Cordials 63000 FAM Tours/Site Inspection For local and visiting media German Press Tour/Condor Outdoor/Winter Press Tour Outdoor/Summer Press Tour Fall Press Tour Fur & Ice Tour 64000 Trade Shows Outdoor Writers Association Experience Alaska E-Tourism Summit Alaska Media Roadshow NOWA SATW

38,100 21,000 2,500 500 1,000 4,500 8,600 469,635 292,000 65,300 10,000 30,000

2007 Actual

2008 Budget

14,050

29,500 21,000 2,500 500 1,000 4,500

402,836

404,335 292,000

2008 Actual

2009 Approved Budget

2009 Amended Budget

2009 Actual

2010 Amended Budget

2011 Proposed Budget

38,100

31,500

15,500 11,500 2,500 1,500

13,435

15,500 13,000 2,500

13,500 11,000 2,500

8,600 469,635

464,335

432,744

10,000 30,000

464,335 292,000 60,000 10,000 30,000

468,871 205,146 60,000 10,000 30,000

2,000

2,000

2,000

100

515 1,800 5,000 6,630 3,500 8,500 3,200

515 1,800 5,000 6,630 3,500 8,500 3,200

515 1,800 5,000 6,630 3,500 8,500 3,200

515 1,800 5,100 6,630

484,000 194,285 60,000 10,000 30,000 3,000 6,600 2,000 4,860 940 4,000 6,500 9,850

1,920 2,500

1,920 2,500

1,920 2,500

2,020 4,550 27,000 1,200 1,000 1,000

2,020 4,550 27,000 1,200 1,000 1,000

2,020 4,550 27,000 1,200 1,000 1,000

65,300

410,000 340,000 10,000 30,000 5,000 5,000 5,000 15,000 143,000 18,000 25,000 100,000

28,704

2,000 2,000 17,500 10,000 3,000 1,500 1,500 1,500

53

8,310 500 1,110 5,000 200 1,500

54,420

13,283

77,600 17,600 30,000 5,000 5,000 5,000 15,000 143,000 18,000 25,000 100,000 2,000 2,000 25,810 10,000 3,000 1,500 1,500 1,500

3,903

397,600 340,000 (20,000)

215,000

137,416 120,215

4,700 3,330

222,069

5,000

143,000

99,000

2,000

2,000

16,000

23,500

(1,500) 8,310

7,200

12,201 56,000

50,000 6,000 2,000 2,000 7,500 3,000 1,500 1,500 1,500

500

7,200 500

1,110 5,000 200 1,500

5,000 200 1,500

5,760 43,000 1,645

2,000 4,550 33,000

50,000 13,000 2,000 3,560 33,000

1,000 1,000 100,000 150,000 130,000

155,000 140,000

5,000

53,808

7,509

5,830

15,000 50,000 17,000 25,000 2,000 6,000 2,000 2,000 13,500 5,500

15,000 30,000 10,000 14,000

1,000 1,000 6,000 5,700 500

1,000 1,000 3,500 8,625 1,000 2,500

5,000 200

5,000 125

6,000 2,000 2,000 11,000 5,500

28


Fairbanks Convention and Visitors Bureau 2011 Expense Budget Advertising and PR

2007 Budget 65000 Travel Outdoor Writers Association Alaska Media Roadshow Experience Alaska Editorial Visit - West Coast Staff Training E-Tourism Summit ATIA (Committee and Convention) SATW Western Chapter Meeting Northwest Outdoor Writers Association 65500 Local Meetings Misc/Mileage/Local Mtgs Rotary meals 66000 Special Promotions Media Promotions National Public Radio UAF Summer Sessions Community Branding/Implementation*** Clipping Service 66500 Research Crisis Communications Plan Label & 800# Conversion Studies 67000 Event Hosting Editorial Visit 67500 Telephone Phone Charges FCVB Website & E-Mail Hosting Toll Free Number/Industry Only 68000 Dues/Subscriptions Fairbanks Daily News-Miner Alaska Media Directory Burrelle's Media Directory PRSA SATW Outdoor Writers Association Alaska Film Group WACVB DMAI dues Fairbanks Rotary Club 68500 (800) Inquiry Service 69000 Mail Fulfillment/Postage Misc. Postage 69500 Direct Mail Mailing Labels / Independent Travelers

15,900 2,500 2,000 2,400 1,700 1,700 1,600 2,500 1,500 2,500 2,500 40,000 15,000

2007 Actual 12,359

1,261

34,319

10,000

2009 Approved Budget

2008 Actual 15,900

15,800

2009 Amended Budget 9,300 2,500 2,500

2009 Actual 8,611

2010 Amended Budget

2011 Proposed Budget

10,100 2,500 1,200

11,600 2,000 1,200 2,300

4,600

4,600

1,800 1,200 520 680 15,000 5,000

1,500 1,200 520 680 20,000 5,000 5,000

10,000

10,000

2,500

2,500

1,200

40,000

15,000

1,800 1,200 1,200 15,000 10,000

1,062

17,833

5,000 10,000

4,502

3,091

185 570 1,000

1,000 5,200 4,200 500 500 5,555 200 100 2,000 600 500 400

1,000

1,000

5,200

4,600

5,555

5,555

185 570 1,000

PERSONNEL EXPENSES 50000 Wages/Taxes/Benefits SUBTOTAL PERSONNEL

GRAND TOTAL

51,000 15,000

10,000 1,000 1,000 5,200 4,200 500 500 5,555 200 100 2,000 600 500 400

1,257,200

SUBTOTAL INDIRECT MARKETING

2,400 1,700 1,700 1,600 2,500 1,500 2,500 2,500

20,000 5,000

15,508

INDIRECT MARKETING EXPENSES 76000 Computer Computer Maintenance Contract 78000 Education/Training ATIA Convention (2) Misc. Educational Opportunities 79000 Equipment Rental Copiers Postage Machines 80000 General Insurance General Liability/Dishonesty Bond/D & O 81500 Bank Fees 83000 Professional Fees Audit/Legal Fees 84000 Rent/Storage Office Rent/Storage Units MTCVC 85000 Repair/Maintenance 86000 Supply/Office Expense Office Supplies Xerox excess printing charges 89000 Other (Misc.) Expenses 90000 Capital Outlay Microsoft Project Software Computer Upgrades

15,900 2,500 2,000

20,000 5,000 10,000

60,000 60,000 28,500 28,500

SUBTOTAL DIRECT MARKETING

2008 Budget

4,600 3,600 500 500 5,555 200 100 2,000 600 500 400

400

400 250

185 570 320

160,781

278,900

246,770

243,575

205,980

160,781

278,900

246,770

243,575

-

6,480

5,168

1,975

700

6,480 6,480 700 700

5,115 5,115 700 700

4,732 4,732 700 700

6,900

6,950

4,686

4,100

3,500

6,950 4,550 2,400 3,500 3,500

4,538 2,760 1,778 3,660 3,660

2,000

3,300

18,000

27,300

2,500 2,500

2,500

2,500

2,500 2,500

500 9,050 5,800 3,250

500 9,050

500 4,000

500 2,000

500 4,000

4,520 2,740 1,780 3,300 3,300 3,370 3,370 31,902 440 31,462 2,000 1,610 390 500

2,000

4,000

850,900

1,243,300

974,690

814,606

270,900

205,015

270,900

285,050

205,980

270,900

205,015

270,900

285,050

4,950 4,950 1,975 975 1,000 6,900 4,550 2,350 4,100 4,100

2,535

4,950 4,950 1,975 975 1,000 6,900 4,550 2,350 4,100 4,100

2,000 2,000 18,000 6,750 11,250

1,651

70 1,972

100 2,000 325

804,050

610,885

2,500 2,500

100 2,000 325

802,301

29,000

10,515

3,075

837,351

28,500

4,249

3,900

50 48,000 48,000 16,000 16,000

60,000

5,216

2,075

48,000 48,000 16,000 16,000

60,000

2,351

2,530 2,530

185 570 1,000

60,000 60,000 28,500 28,500

22,595

2,166

2,000 2,000 18,000 6,750 11,250

60,000 60,000 29,000 29,000

3,300 3,300 27,300 440 26,860

28 48,579 21,602

700

3,852 355 4,222 27,830

2,290

3,670 3,670 29,688 440 29,248 2,000 2,000

500 9,050 5,800 3,250

35 65

49,975

28,660

45,025

45,025

55,230

53,230

49,103

53,871

51,024

1,578,075

844,559

850,900

1,573,375

1,235,900

1,028,617

1,165,354

1,102,942

1,098,649

29


Tourism Highlights For 2011, the Tourism Department will focus our marketing strategies on the following: •

• • • •

Continue to refine and update our database and use it to more aggressively target potential new visitors while at the same time maintaining close contact and further developing relationships with those companies which continue to send clients to Fairbanks and the Interior. Establish a program to work with travel agents to ensure that clients who are interested in an Alaska cruise are encouraged to include a land program, whether the cruise company land package or an individually tailored trip. Pursue new air possibilities by working closely with Fairbanks International Airport, airlines, and tour operators to ensure that any new flights are successful. Re-examine our goals and objectives in German-speaking Europe working with our representative there to prioritize marketing activities accordingly. Develop winter visitation by working with those companies who currently have programs and targeting potential new tours that would be a good fit. Continue to promote visitation to the Morris Thompson Cultural and Visitors Center and work to develop more itineraries that feature and make good use of the facility.

30


Strategic Actions Objective One Work on updating the content and utilizing the tools of INFOtrac more effectively to proactively keep in touch with contacts, expand the database, and measure activity. Program 1: Continue to refine and update INFOtrac database Measurement: Monthly activity report (to establish a baseline) Implementation: On-going through 2011 Partnerships: Support staff at John Paradiso Staff Responsibility: Director of Tourism, Tourism Sales Manager, Executive & Tourism Coordinator Program 2: Measurement:

Use the scheduling features in INFOtrac to set reminders for follow-up contacts as necessary when accessing an account Implementation: Daily Partnerships: Support staff at John Paradiso Staff Responsibility: Director of Tourism, Tourism Sales Manager, Executive & Tourism Coordinator Objective Two Encourage travel agents when working with clients interested in an Alaska cruise to recommend a land portion starting or ending in the Interior, whether the cruise company package or an individually tailored trip. Program 1:

Develop a promotional piece and/or letter to be included in correspondence to travel agents that highlights the reasons and benefits of including a land portion whenever they sell a cruise Measurement: Note in INFOtrac the percentage of cruise passengers sent by each travel agent who opt for a land package Implementation: February Partnerships: Major cruise lines, ATIA Staff Responsibility: Director of Tourism, Tourism Sales Manager

31


Objective Three Pursue new possibilities for increased domestic and international air lift to Fairbanks, and work with airlines and tour operators to ensure that any new flights are successful. Program 1:

Market the Fairbanks International Airport as the ideal gateway to Alaska both on the merits of facilities and location as well as visitation opportunities and demand Measurement: Any additional lift into Fairbanks Implementation: Ongoing throughout the year Partnerships: Fairbanks International Airport Staff Responsibility: Director of Tourism, Tourism Sales Manager Program 2:

Promote current and new flights to Fairbanks by a combination of cooperative advertising, web promotion, and press releases Measurement: Track load factors Implementation: In advance of new service Partnerships: Airlines, Tour Operators, ATIA Staff Responsibility: Director of Tourism, Advertising & Marketing Associate, Internet & Marketing Associate, Director of Marketing

Objective Four Re-examine our goals and objectives in German-speaking Europe working with our representative there to prioritize marketing activities accordingly. Program 1:

Develop a plan for promoting Fairbanks in German-speaking Europe for 2011 including show attendance, sales missions, individual sales calls and ongoing correspondence Measurement: Tour Operator brochure pages and web exposure and Condor German Airlines arrival/departure numbers Implementation: November and December of 2010 Partnerships: FairWell Travel Consulting Staff Responsibility: Director of Tourism, FCVB German contractor Program 2:

Evaluate the Swiss market in terms of potential for further growth, especially the possibility of direct flights to Fairbanks Measurement: Arrival/departure numbers to Alaska via Edelweiss Airlines Implementation: Summer Partnerships: Edelweiss Airlines, Tour Operators, FCVB member businesses, ATIA Staff Responsibility: Director of Tourism, FCVB German Contractor

32


Objective Five Develop winter visitation by working with those companies who currently have programs, and targeting potential new tours that would be a good fit. Program 1:

Catalog current tour operators who sell winter tours to Fairbanks and work with them individually to increase volume and frequency Measurement: Increased winter visitation numbers (get directly from tour operators offering trips) Implementation: Winter and fall for the following year Partnerships: ATIA (winter promotion) Staff Responsibility: Director of Tourism, Tourism Sales Manager Program 2:

Cross-sell winter to those tour operators which currently come only in the summer but have a clientele who would be interested in and open to possible winter visitation Measurement: Increase in companies offering year-round trips to Fairbanks Implementation: Throughout the year Partnerships: ATIA (winter promotion) Staff Responsibility: Director of Tourism, Tourism Sales Manager

Objective Six Continue to promote visitation to the Morris Thompson Cultural & Visitors Center and work to develop more itineraries that feature and make good use of the facility. Program 1:

Work with tour operators coming to Fairbanks as well as those making plans to feature the Morris Thompson Center in their itineraries as a “First Stop in Fairbanks� Measurement: Increased group visitation to MTCVC Implementation: Trade shows starting fall of 2010 and ongoing Partnerships: MTCVC partners Staff Responsibility: Director of Tourism, Tourism Sales Manager

33


Fairbanks Convention and Visitors Bureau 2011 Revenue Summary Tourism

Description SPONSORSHIP REVENUE 48000 Tradeshow Booth Share 42000 Co-Op Ad Sales MISCELLANEOUS SALE OF GOODS 44500 Labels ADVERTISING REVENUE 46500 Group Tour Manual TOTAL REVENUE

2007 Budget

2007 Actual

2008 Budget

2008 Actual

2,600 600

2009 Approved Budget

2009 Amended Budget

2009 Actual

2,600 550

2010 Amended Budget

2011 Proposed Budget

1,198

20 1,500 4,700

-

1,600

1,700

1,450

1,600

1,700

4,620

-

1,198

-

-

34


Fairbanks Convention and Visitors Bureau 2011 Expense Budget Tourism

2007 Budget DIRECT MARKETING EXPENSES 60100 Production Print Ads and Magazines Group Tour Manual Japanese Lure Piece 60200 Media Placement (moved to Adv&PR) Milepost Open International Open Travel Trade 61000 Collateral Material Group Tour Manual Aurora Certificates German Lure Piece 61500 Website Development 62000 Promo Merchandise Fairbanks Promo Cordials 63000 FAM Tours/Site Inspection German (Condor) FAM Alaska Travel Fair FAM Japan Winter FAM Japan Summer FAM Domestic Operator FAM Receptive Winter FAM Condor Winter FAM JAL Winter FAM Winter ANC TA FAM Others 64000 Trade Shows TIA POW WOW NTA Exchange ATIA Japan Workshops International Tourism Boerse - Berlin ATIA Korea Workshops ABA Market Place ATIA UK Workshops ATIA GSE Workshops ATIA Australia Workshops AK Travel Fair Great Alaska Sportsman Show JATA World Congress Visit USA - Japan Visit USA - Japan Media Marketplace NAJ Active America LA Times Travel Show NY Times Travel Show Cruise a Thon NWCA Business Conference Seattle Travel Show New Shows (ex: China, Aviation) 65000 Travel TIA POW WOW NTA ATIA Japan Workshops ATIA Korea Workshops Int'l Tourism Boerse - Berlin ABA Market Place ATIA GSE/UK Workshops ATIA Australia Workshops Great AK Sportsman Show Seattle Travel Show ATIA Convention JATA - Japan NAJ Active America LA Times Travel Show NY Times Travel Show Cruise a Thon NWCA Business Conference Asia/Europe Sales Calls

5,500 3,000 100 2,400 32,000 (33,000) 55,000 10,000 4,000 500 500 3,000 8,000 2,000 2,000 11,000 1,600 1,000 1,500 1,500 1,600

2007 Actual

6,583

2008 Budget

2008 Actual

2009 Approved Budget

6,500 4,000 2,500

6,500

6,500

5,000 4,250 750

5,000

2,000 2,000 11,000 2,000 1,200 1,500 1,500 2,000

2,000

2,000

9,500

7,800

2009 Amended Budget

3,000 3,000

2010 Amended Budget

2009 Actual

72

2011 Proposed Budget

5,000 2,500 2,500

32,569

8,328

1,250 15,078

4,750

750

5,001

8,000 3,000 1,500 3,500

5,000 3,000 2,000

2,345

1,000 1,000 10,000 2,000 1,000 1,000 1,000

2,500 2,500 11,000 3,000 1,000 1,000 1,000

750

1,000 1,000 5,500 2,000

6,638

1,000 1,000 1,500

(1,500)

1,000 2,000 600 1,200 27,300 5,750 1,800 2,500

23,684

500 1,200 1,000 1,000 1,750 600 1,400 1,500 750 1,200 750 750 1,000 350 1,500 2,000 31,900 1,500 1,500 2,000 1,000 1,500 3,500 2,000 1,000 1,000 100 2,000 1,500 1,500 1,500 1,500 1,200 3,000

800 2,000 38,000 5,750 1,800 2,000 3,000

38,000

41,300

1,000 1,000 1,000 2,000 30,000 6,000 1,800 2,000 2,000 500 1,800 1,500 1,500 2,000

1,000 1,000 2,000 29,000 6,500 1,800 2,500 2,500 500 1,800 500 2,000

1,200

1,500

1,500

500

500 1,200 750 750

500 1,200 750 750

16,800 6,000

19,786

1,450

1,750

21,604

1,400 1,500 3,300 500 1,200 750 750 1,000 350 1,500 10,000 28,000 1,500 1,500 2,000 3,000 1,500 2,500 1,000 1,000 500 2,000 1,500 1,300 1,800 1,500 1,200 3,000

750 750

44,000

42,800

1,500 6,100 18,800 1,500 1,500

3,000 1,500 500

24,346

750 5,450 35,000 1,500 1,500 2,500 1,000 3,500 1,500 3,500 2,500 1,200 800 2,000 1,500 1,500 2,000

1,200 1,000 4,000 34,000 1,800 1,800 2,500 1,000 4,000 1,800 4,000

1,200 1,000 2,000 1,800 1,800 2,300 1,800

1,500

35


Fairbanks Convention and Visitors Bureau 2011 Expense Budget Tourism

2007 Budget IACVB or WACVB Other Travel 65500 Local Meetings Misc/Mileage/Local Mtgs 66000 Special Promotions NTA Operator Dinner Travel Agent Mail outs ATIA Consumer Show Brochure Distribution Special Promotional Opportunities 66800 International Marketing German Marketing Japanese Marketing Korean Marketing China Marketing 67500 Telephone Phone Charges FCVB Website & Email Hosting Industry Only Toll Free Number 68000 Dues/Subscriptions TIA NTA ABA DMAI due WACVB ASTA Misc. Dues 68500 (800) Inquiry Service 69000 Mail Fulfillment/Postage Postage and Fulfillment SUBTOTAL DIRECT MARKETING

4,455 1,750 750 600 570 135 550 100

3,264

5,000 5,000 248,055

12,575

PERSONNEL EXPENSES 50000 Wages/Taxes/Benefits SUBTOTAL PERSONNEL INDIRECT MARKETING EXPENSES 76000 Computer Computer Maintenance Contract InfoTrac Annual Fee 78000 Education/Training ATIA Convention Misc. Education IACVB or WACVB 79000 Equipment Rental Copiers Postage Machines Miscellaneous 80000 General Insurance General Liability/Dishonesty Bond/D & O 81500 Bank Fees 83000 Professional Fees Audit/Legal Fees 84000 Rent/Storage Admin Office Rent/Storage Units MTCVC 85000 Repair/Maintenance 86000 Supply/Office Expense Office Supplies Xerox excess printing charges 89000 Other(Misc.) Expenses 90000 Capital Outlay Office Equipment Computer Upgrades SUBTOTAL INDIRECT MARKETING GRAND TOTAL

1,200 2,500 800

2007 Actual

7,500 750 2,500 1,000 3,250 72,000 30,000 30,000 12,000 3,600 3,600

2008 Budget

2008 Actual

2009 Approved Budget

2009 Amended Budget

2009 Actual

1,200 2,548 1,645

28,298

3,901

655 655 7,500 750 2,500 1,000 3,250 25,000 15,000 5,000 5,000 5,100 4,200 400 500 4,505 1,750 750 600 570 185 550 100

16,000 655

1,500

7,500

7,500

53,700 28,700

42,500

5,100

4,500

4,505

4,505

4,500 3,600 400 500 4,505 1,750 750 600 570 185 550 100

471 3,785

56,109

4,325

3,350

1,500 5,500 1,000 1,000 8,000 750 1,750 1,500 4,000 55,000 40,000 10,000 2,500 2,500 5,050 5,050

1,800 3,400 1,000 1,000 8,135 750 2,000 1,500 3,885 55,000 40,000 10,000 2,500 2,500 5,050 5,050

4,755 2,050 550 800 570 185 600

4,050 2,100 550 800

600

139,868

50 12,500 12,500 167,285

126,600

154,766

166,840

185,520

126,600

126,600

154,766

166,840

185,520

4,950

10,180

5,824

2,200

700

10,180 6,480 3,700 700 700

5,200 4,600 600 900 700 200

6,900

6,950

6,950 4,550 2,400

4,685

3,663

5,583 4,983 600 2,000 800 200 1,000 4,538 2,760 1,778 3,660 3,660

5,000

5,000 170,655

5,000 5,000 102,155

161,327

181,460

161,132

170,129

175,000

189,150

126,600

161,132

170,129

175,000

189,150

3,800 2,800 1,000 2,200 700 500 1,000 5,200 2,700 2,400 100 2,500

2,495

4,950 4,950 2,200 700 500 1,000 6,900 4,550 2,350

28 13,612

2011 Proposed Budget

5,000 5,000 167,805

5,000 5,000 138,260

5,216

10,800 500 500 4,300 500 1,800 1,000 1,000 37,500 25,000 10,000 2,500

2010 Amended Budget

845

4,520 2,740 1,780

4,249

4,100 4,100

4,100

3,500

3,500 3,500

2,000

1,651

2,000

3,300

8,400

8,698

2,000 2,000 18,000 6,750 11,250

18,000

27,300

3,300 3,300 27,300 440 26,860

700 1,200 1,200

70 1,806

2,500 2,500

2,500

2,500

2,500 2,500

3,100 1,600 1,500 29,100

1,815

500 2,500

500 2,500

500 4,000

500 2,000

26,000

2,500 43,650

43,650

58,930

2,000 56,930

49,210

2,850 53,989

51,192

438,287

357,456

356,910

414,260

356,185

285,685

343,844

388,634

403,997

353 4,061 27,830

1,949

3,670 3,670 29,688 440 29,248 1,500 1,500 500 2,850

36

3,300 3,300 3,370 3,370 31,902 440 31,462 1,500 1,110 390 500


Meetings and Conventions Highlights For 2011, the Meetings and Conventions Department will focus our marketing strategies on the following: •

The focus of the department must remain local and statewide. Maintaining current programs – Meeting Ambassadors, local outreach, sales blitzes and sales calls in Anchorage and Juneau, two hosted events at UAF, and an updated Meeting Planner Guide - will consume all available man-hours. It is important to stay current with the requirements of the statewide market and to maintain the relationships that have already been developed. Building upon this solid base will be discussions and decisions about the future goals of the department and the community. The Ambassador Program is still considered to be our highest priority. Expanding recognition of this program will help to educate the community about the financial impact of meetings in Fairbanks. We will recognize those who have contributed with an ad campaign, at the Meeting Ambassador Reception, through announcements at the Chamber GMLs and during presentations at City Council and Borough Assembly meetings. We must also grow the ranks of Meeting Ambassadors through speaking engagements, small group presentations and targeted one-on-one meetings. Currently, Fairbanks’ best opportunity to get new business and new meetings is to capitalize on the connections of local members to their regional, national and international organizations. o Conduct an awareness campaign that includes print ads, speaking engagements, the Fairbanks Meeting Ambassador Reception and one-onone or small group presentations about the Fairbanks Meeting Ambassador program and the importance of meetings to the Fairbanks economy. o Produce an updated Meeting Planners Guide. Conduct surveys, interviews & focus groups to be sure that the information included in the guide is important and relevant. o Increase the number of leads made available to our business partners. More leads equals increased opportunities to bring meetings to Fairbanks. More Fairbanks meetings generate more attendees, which leads to more economic impact. 37


Strategic Actions Objective One Expand and support the Fairbanks Meeting Ambassador program. Brand the Meeting Ambassador program as a prestigious group honored by the community. Measurement: Host the Fairbanks Meeting Ambassador Reception to honor and present awards to the previous years’ complement of Ambassadors. Invite past, future and potential Ambassadors as well as state and local officials and key community members. Implementation: January Measurement: On at least 4 occasions, present announcement of Ambassadors’ accomplishments at Chamber of Commerce GMLs to which the Ambassador has been invited. Implementation: Ongoing Measurement: On at least 4 occasions each, inform City Council and Borough Assembly members of Ambassadors’ accomplishments during Operation Information. Invite Ambassadors whose events are being highlighted to the meetings. Implementation: Ongoing Partnerships: Meetings & Conventions Committee members, GFCC, Fairbanks City Council, FNSB Assembly Staff Responsibility: Meetings & Conventions Department Program 1:

Recruit new Meeting Ambassadors through speaking engagements, small group presentations and targeted one-on-one meetings. Measurement: Schedule six presentations to community organizations that educate about the importance of the meetings industry as an economic generator and ask for community member referrals and commitments to join the ranks of Meeting Ambassadors. Measurement: Have ten ongoing campaigns with targeted individuals active or completed by year-end. Implementation: Ongoing Partnerships: Service Clubs, Chamber of Commerce, local organizations Staff Responsibility: Meetings & Conventions Director Program 2:

Institute a public awareness campaign through the use of local media. Place print ads in the Fairbanks Daily News-Miner honoring Fairbanks Meeting Ambassadors. Implementation: January, May, August, November Measurement: Place quarterly print ads in the Fairbanks Daily News-Miner focusing on the economic impact of meetings in the Fairbanks community. Implementation: March, June, September, December Measurement: Place an ad in the Fairbanks Daily News-Miner after the Meeting Ambassador Reception. Implementation: February Staff Responsibility: Meetings & Conventions Department, Media/PR Department Program 3: Measurement:

38


Support Fairbanks Meeting Ambassadors by coordinating leads and bid packets; offering assistance with bid presentations; offering site inspections for their organization’s decision makers; and providing materials to promote their Fairbanks-based meetings. Measurement: Actively assist at least 50 meetings with one of the above services Implementation: Ongoing Staff Responsibility: Meetings & Conventions Department Program 4:

Objective Two: Increase the number of leads sent out by the department by 10 percent over 2010. Produce updated Meeting Planner Guide Complete production and printing of the Meeting Planner Guide by the end of August. Implementation: January Partnerships: Graphic designer, Meetings & Conventions Committee, FCVB business partners Staff Responsibility: Meetings & Conventions Department, Media/PR Department Program 1: Measurement:

Increase visibility as a resource for University-related meetings Host 2 luncheons, one spring and one fall, for meeting planners and administrative staff in various University Departments Implementation: March and September Partnerships: UAF Community and University Events, FCVB business partners Staff Responsibility: Meetings & Conventions Department Program 2: Measurement:

Maintain visibility and relationships established in the key markets of Anchorage and Juneau Measurement: Conduct one sales blitz and 3 other sales call trips to Anchorage. Measurement: Conduct one sales blitz and 1 other sales call trip to Juneau. Implementation: ongoing Partnerships: FCVB business partners Staff Responsibility: Meetings & Conventions Department Program 3:

Utilize InfoTrac database to keep current on rotational schedule of events and bid opportunities Measurement: Planners contacted in a timely basis to offer leads and bids for upcoming events Implementation: ongoing Staff Responsibility: Meetings & Conventions Department Program 4:

Objective Three Increase business partner engagement with the Fairbanks Convention & Visitors Bureau through Meetings & Conventions departmental activities. Conduct one-on-one appointments with those businesses that are currently active in departmental activities to be sure that their needs and concerns are being met. Measurement: Meet with representatives of all businesses that participate in blitzes, sales calls and at the committee level. Implementation: Ongoing Staff Responsibility: Meetings & Conventions Director Program 1:

39


Posses the most up-to-date meeting sales information & techniques to best represent business in the Fairbanks area meetings industry. Measurement: Attend WACVB SIT I training Implementation: March Staff Responsibility: Meetings & Conventions Director Program 2:

Conduct surveys and focus groups prior to the publication of the new Meeting Planner Guide to be sure that the information is presented in a way that works for both planners and the participants in the Guide. Measurement: Carry out 2 on-line surveys and 2 focus groups Implementation: January through August Partnerships: Business Partners, Graphic Designer, PR/Media Department, Planners Staff Responsibility: Meetings & Conventions Department Program 3:

Identify businesses that would benefit from participating in Meetings & Conventions department programs; invite them to sign up for leads and/or the calendar, respond to leads, and/or participate in luncheons, functions & blitzes. Measurement: Increase leads list by 5 percent; add 3 total business partner participants to events throughout the year; increase value of in-kind participation by 10 percent Implementation: Ongoing Partnerships: Business partners, Membership Department Staff Responsibility: Meetings & Conventions Department Program 4:

Objective Four Utilize CSL Convention center feasibility study to determine internal definition of success for the meetings environment in Fairbanks and implement a specific action plan to make Fairbanks a more competitive meeting location in the future. Review finalized and updated study. Read entire study within 2 weeks after delivery and provide feedback and comments Implementation: Upon receipt of final product Staff Responsibility: President and CEO, Meetings and Conventions Director Program 1: Measurement:

Assist Administration Department with developing and executing an action plan to disseminate the feasibility study recommendations. Measurement: Action plan based on recommendations Implementation: As needed Partnerships: Fairbanks Arts Association, FCVB Board of Directors, Steering Committee, Community Stakeholders Staff Responsibility: President and CEO, Meetings and Conventions Director Program 2:

40


Be available to assist Administration Department with one-on-one and group stakeholder discussions. Measurement: Action plan based on recommendations Implementation: As needed Partnerships: Fairbanks Arts Association, FCVB Board of Directors, Steering Committee, Community Stakeholders Staff Responsibility: President and CEO, Meetings and Conventions Director Program 3:

41


Fairbanks Convention and Visitors Bureau 2011 Revenue Summary Meetings and Conventions

Description EDUCATIONAL SERVICES REVENUE 43000 Event Hosting Miscellaneous MISCELLANEOUS SALE OF GOODS 46000 Miscellaneous Gifts 46100 Pin Sales 46110 Bag Sales 46120 Folder Sales 46130 Badge Sales 46140 Coffee Mug Sales 46200 Husky Puppies 46220 Seed Sales ADVERTISING REVENUE 46600 Meeting Planner Ad Sales TOTAL REVENUE

2007 Budget

2007 Actual

2008 Budget

2008 Actual

2009 Approved Budget

2009 Amended Budget

2009 Actual

2010 Amended Budget

2011 Proposed Budget

216 200 100 150 50 150 700 400 600 20,000 22,350

157

150 163

91 100 40 100 100 150 125

8,625 9,520

150 856

210

817 24

400 50

498

300 150 100 50 100 100 150

13 68 66 50 156 125

100 100 50 150

150 1,388

850

267 6

-

150 1,001

9,000 9,950

-

42


Fairbanks Convention and Visitors Bureau 2011 Expense Budget Meetings and Conventions 2007 Budget DIRECT MARKETING EXPENSE 60100 Production Create New Ad(s) - AFN Update Existing Ads - AFN Misc. Production (inc AFN) Update Fall in Love w/Fairbanks Pop-Ups Meeting Planners Production Golden Heart Greeters - AFN 60200 Media Placement - AFN Miscellaneous 61000 Collateral Material Meeting Planner Guide Miscellaneous Printed Material (inc AFN) Bid Packet Components Upgrade Promos for ATIA Pop ups 2x AFN Printing AFN Printed Material Fall in Love Update 61500 Website Development Housing & Inquiry - AFN 62000 Promo Merchandise Seed Packets (10,000) Lapel Pins (5,000) Plastic Logo Carry Bags (5,000) Other huskies, hats, backpacks, mugs, etc.) Miscellaneous Printed Material Badge Holders (5000) Badge Inserts (10,000) Bid Packet Components Upgrade Folders Postcards Calendars Pens Notepads (inc AFN) Items for Special Projects - AFN Items for Special Projects Events Promo Cordials for use by Conventions 63000 FAM Tours/Site Inspection In State Meeting Planner FAM (inc AFN) National Meeting Planner FAM Site Inspections 64000 Trade Shows TEAMS Open Trade Shows Cascadia/Wash-Ore. MPI Local/State Trade Shows - to be determined 65000 Travel Sales Calls - Anchorage (inc AFN) Sales Calls - Juneau Trade Show/Sales Calls - Pacific NW Sales calls - DC AFN MPI International San Diego Cascadia/ Wash-Ore. MPI Bid Presentations/PreEvent Promotion IACVB or WACVB Hosted Events Yellow Knife, Circumpolar Health Conference National Assoc of Sports Com Targeted Market Sales Calls ATIA Open Sales Calls 65500 Local Meetings Misc/Mileage/Chamber Lunches/Local Mtgs (inc AFN) 66000 Special Promotions Special Promotions (inc AFN) AFN (inc AFN) AWG 66500 Research

12,000

2007 Actual

2008 Budget

4,848

4,000

5,000

14,500

5,000

5,000 1,500 3,000 5,000

3,000 5,000 2,000 2,000 18,800 15,000

2008 Actual

2009 Approved Budget

16,000

2009 Amended Budget

3,000

500 1,800 1,500

1,753

3,000

433 8,000

57,350 16,850 19,500

2010 Amended Budget

2011 Proposed Budget

12,000 6,000 500 4,500

7,500 500 500

1,500 5,000

5,300 6,663

2009 Actual

29,500

7,000

9,790

1,000 30,000 30,000 9,600

2,500 2,500 20,000 15,000

2,100 1,500

7,000 2,000 6,500 5,000

1,000

4,000 1,000

4,000 2,000

6,500 1,500 42,250 4,000 4,000 2,000

21,378

2,000 1,500 1,000 2,000 2,000 1,500 750 2,000 12,000 5,000 2,500 11,500 3,000 6,000 2,500 5,000

5,000 43,117 3,000 2,000

2,628

69

3,814

800 800 18,760

13,450

1,800 1,000 4,000

2,500 1,400 2,500

1,000 500

1,000

750 300

2,500

1,000

1,000

1,500

300 1,500 2,000 10,000 7,500

1,000 1,000 2,000 2,000

2,000 3,460 1,500 3,000

1,000 1,000 1,000 1,500

7,500 4,000 3,000 500

6,500 3,000 3,000 500

24,600 3,500 1,100 2,500

19,940 3,600 2,000

1,000 1,500 12,000

4,000

2,000 1,000

2,000

3,000 3,000 6,000 4,000 2,000

4,000 4,000 11,000 4,000 2,000 5,000

45,600 2,100 5,800 2,000 7,400 2,000 1,500 1,000

45,600

46,100

12,300 2,800 7,000 2,500 3,600 900 2,700

12,300

14,500

3,600

3,000

38,200 5,000 2,100

45,200

45,500

7,000 5,000 1,617

2,500 3,000

2,000 10,000 5,000 2,500

10,000 6,100 2,500

17,600 600 2,800 1,000 4,700

21,939

6,500 3,000 2,500 1,000 1,000 500 500

5,708

20,000 2,500 1,100 3,000

21,241

980

2,000 1,500 1,300 3,000 1,100

6,500 1,840

3,000 3,000 4,000 5,000 3,500

2,000 1,500

2,902

10,000 5,000 5,000

21,733

750

750

5,000 3,500 3,500 7,500 7,500

3,500

2,500

7,500

12,500

2,000 2,000 7,500 2,500 5,000

1,307 10,743

43


Fairbanks Convention and Visitors Bureau 2011 Expense Budget Meetings and Conventions 2007 Budget Directory of Associations Event Hosting Meeting Planner Event - Fairbanks Meeting Planner Event - Anchorage AFN Reception Meeting Planner Event - Juneau Hosted receptions for local and state (AFN) 67500 Telephone Phone Charges Phone - AFN 68000 Dues/Subscriptions HSMAI Dues Ak State Chamber of Commerce DMAI dues WACVB MPI Dues NASC Rotary AkHLA Misc. Dues / CC Dues 68500 (800) Inquiry Service 69000 Mail Fulfillment Conventions Postage (inc AFN) Meeting Planner Direct Mail Mailing VG and Wtr Guides (moved in 2010) 69500 Direct Mail Mailing Lists/Labels-Convention Mailing VG and Wtr Guides (moved to 69000 in 2010) SUBTOTAL DIRECT MARKETING EXPENSE

180,347

PERSONNEL EXPENSES 50000 Wages/Taxes/Benefits SUBTOTAL PERSONNEL

67000

INDIRECT MARKETING EXPENSES 76000 Computer Computer Maintenance Contract InfoTrac Database InfoTrac Licenses & Annual Fee 78000 Education/Training ATIA IACVB or WACVB Miscellaneous Educational Opportunities Organizational Database Training 79000 Equipment Rental Copiers Postage Machines Miscellaneous 80000 General Insurance General Liability/Dishonesty Bond/D & O 81500 Bank Fees (previously 88800) 83000 Professional Fees Audit/Legal Fees 84000 Rent/Storage Office Rent/Storage Units MTCVC 85000 Repair/Maintenance Computer Systems/Office Maintenance/Repair 86000 Supply/Office Expense Office Supplies Xerox excess printing charges 89000 Other (Miscellaneous) Expenses 90000 Capital Outlay Computer Upgrades Laptop Computer Miscellaneous SUBTOTAL INDIRECT MARKETING GRAND TOTAL

750 13,000 1,500 1,500 2,000 8,000 4,600 3,600 1,000 2,830 300 325 570

2007 Actual

5,008

3,915

2,019

2008 Budget

8,400 1,700 2,200 2,500 2,000 4,200 4,200 995

2008 Actual

8,400

2009 Approved Budget

9,000

4,200

3,600

2,320

2,595

240 570 185 1,325

135 250

750 8,000 4,000 4,000

2009 Amended Budget

8,000 1,750 2,250 2,250 1,750 3,600 3,600 2,595 200 240 570 185 750 500

2010 Amended Budget

2009 Actual

6,493

2,599

2,030

150 6,032

5 9,869

2011 Proposed Budget

14,300 2,000 2,800 5,000 2,500 2,000 3,010 3,010

15,250 4,750 3,000 2,500 3,000 2,000 3,010 3,010

2,420 200 240 570 185 375

1,705

385 315 150

385 315 350

11,400 8,000 3,400

17,400 5,000 9,000 3,400

240

415

13,000 9,000 4,000

13,000

11,500

5,500 6,500 (1,000)

2,500 2,500

2,500

3,000

2,000

50

87,061

152,795

219,970

199,295

2,000 96,295

94,940

143,390

122,255

201,668

201,668

226,500

240,750

252,430

158,546

158,259

142,836

142,853

201,668

201,668

226,500

240,750

252,430

158,546

158,259

142,836

142,853

9,090 2,800 1,300 2,590 5,150 350 1,800 3,000

5,247

7,550 4,950

11,250

10,180

10,180 6,480 3,700

8,934

8,415 5,115 2,400 900 2,300 800

7,252 4,732 1,920 600 525

5,200 2,700 2,400 100 2,500 2,500

5,216

6,900 4,550 2,350

4,249

2,000 2,000 9,549

52,412

700

126

1,900 1,900

2,722

2,500

2,106

1,500 1,500

3,700 2,544

13,307

2,600 4,450 500 1,950 2,000

7,100

290

1,500

450 75

2,650 6,900

6,950

6,950 4,550 2,400

4,685

4,538 2,760 1,778

4,520 2,740 1,780

4,100 4,100

4,100

3,500

3,663

2,000 2,000 18,000 6,750 11,250 500 500 2,500 2,500

2,000

3,300

18,000

27,300

3,500 3,500 4,500 3,300 3,300 27,300 440 26,860

3,660 3,660 4,500 3,670 3,670 29,688 440 29,248

3,300 3,300 4,000 3,370 3,370 31,902 440 31,462

1,700 1,700

1,700 1,310 390 500 2,200

4,376 4,062 27,830

500 2,500

2,500

2,500 2,500

500 3,000 1,000 2,000

500 3,000

500 4,000

500 2,000

2,204

500

1,500 1,000 38,589

2,000

87,930

49,500

55,850

58,230

60,730

56,044

58,971

59,269

420,604

376,659

428,795

516,570

509,955

315,571

309,243

345,197

324,377

2,200

44


Visitor Services and Membership Highlights For 2011, the Visitor Services and Membership Department will focus our marketing strategies on the following: • • • • • •

Increase awareness of the Morris Thompson Cultural & Visitors Center as the first-stop for visitor information Expand the number and activities of the Golden Heart Greeter Program, the FCVB cadre of volunteers Work to develop the Scenic Byways programs in the Interior with emphasis on the North Richardson Work to maintain our partnership with both military communities, Fort Wainwright and Eielson Air Force Base Continue community outreach through partnering with local organizations and businesses spotlighting the center as a gathering place Work with community partners to prepare for the site selection committee of the Arctic Winter Games and beyond.

Objective One Increase awareness of the Morris Thompson Cultural & Visitors Center Work with local tour operators and local businesses to familiarize them with the services available Measurement: Invite tour operators and local businesses for three building orientations Implementation: April, May, & October Partnerships: APLIC Staff Responsibility: Vice President of Visitor Services & Membership, Manager of Visitor Services & Membership, President & CEO Program 1:

45


Invite the community to a Holiday/Winter Celebration Open House Attract at least 100 visitors to the Morris Thompson Cultural & Visitors Center; market event cooperatively with the Downtown Association and APLIC and their Holiday/Winter celebrations Implementation: Host event in early December Partnerships: DTAMS, APLIC Staff Responsibility: Vice President of Visitor Services & Membership, Manager of Visitor Services & Membership, Visitor Information Staff

Program 2: Measurement:

Coordinate a FAM to expose tourism personnel and Fairbanks residents to the visitor industry through the “Be a Visitor in Your Own Town� concept with city tours Measurement: Participation by at least 80 residents Implementation: Spring Partnerships: Transportation business members Staff Responsibility: Vice President of Visitor Services & Membership, Manager of Visitor Services & Membership Program 3:

Provide year-round tour and attraction information to military personnel at Fort Wainwright Newcomers Orientations and First Term Airmen Center (FTAC) briefings at Eielson Air Force Base, along with other special events Measurement: Attend at least 20 FTAC briefings and 20 Newcomers orientations Implementation: Monthly Partnerships: Fort Wainwright MWR, Eielson FTAC Staff Responsibility: Vice President of Visitor Services & Membership, Manager of Visitor Services & Membership, Visitor Information Staff

Program 4:

Coordinate informational briefing with Elmendorf soldiers and families about Fairbanks activities and tours for summer and winter Measurement: Attend at least one FTAC briefing in Summer and Winter Implementation: April, September Partnerships: Elmendorf FTAC Staff Responsibility: Vice President of Visitor Services & Membership, Manager of Visitor Services & Membership Program 5:

FCVB to host First Fridays at the MTCVC Feature an artist monthly that is a member or Golden Heart Greeter and work with APLIC to host the monthly events Implementation: Year-round Partnerships: Alaska Public Lands Information Center, Alaska Geographic and TCC Cultural Programs Staff Responsibility: Vice President of Visitor Services & Membership, Manager of Visitor Services & Membership

Program 6: Measurement:

46


Continue to network with other CVBs in the state and other tourism organizations to exchange ideas on new and improved services Measurement: Attend meetings as scheduled Implementation: Attend the Highway Neighbors Conference in the spring, local ATIA meetings Staff Responsibility: Vice President of Visitor Services & Membership, Manager of Visitor Services & Membership Program 7:

Objective Two Increase the number of volunteers in the “Golden Heart Greeter” Program Increase the number of Golden Heart Greeters in program through recruiting in the newspaper & area civic group newsletters Measurement: Attract at least one new greeter per recruitment campaign Partnerships: Fairbanks Daily News-Miner& local civic groups Staff Responsibility: Vice President of Visitor Services & Membership, Manager of Visitor Services & Membership Program 1:

Work with local organizations and schools to promote Golden Heart Greeter opportunities Measurement: Make four presentations in 2010 Implementation: Complete by September Partnerships: Local organizations and schools Staff Responsibility: Vice President of Visitor Services & Membership, Manager of Visitor Services & Membership Program 2:

Schedule orientation workshops throughout the year to inform potential Golden Heart Greeters about the FCVB Measurement: Schedule four workshops and obtain at least one new volunteer at each workshop Implementation: Complete by September Partnerships: FCVB business members Staff Responsibility: Vice President of Visitor Services & Membership, Manager of Visitor Services & Membership Program 3:

Objective Three Continue implementation of the “Golden Heart Greeter” Program Continue an incentive and recognition program for FCVB Golden Heart Greeters Measurement: Develop a schedule that awards once a year Implementation: Awards and recognition banquet once a year in the fall Partnerships: FCVB member businesses Staff Responsibility: Vice President of Visitor Services & Membership, Manager of Visitor Services & Membership Program 1:

47


Encourage community support of Golden Heart Greeters by spotlighting their assistance in FDNM and Enews Measurement: Provide one photo and photo credit to Fairbanks Daily News-Miner Applause Section & FCVB Enews Implementation: Quarterly Staff Responsibility: Vice President of Visitor Services & Membership, Manager of Visitor Services & Membership, Vice President of Marketing Program 3: Staff FCVB Visitor Information Center and other information kiosks with bi- or multilingual staff/Golden Heart Greeters whenever possible Measurement: Attract at least two additional persons who have bi- or multilingual abilities Implementation: Continuous Staff Responsibility: Vice President of Visitor Services & Membership, Manager of Visitor Services & Membership Program 2:

Program 4: Increase community recognition through uniforms Measurement: Purchase summer-weight GHG vests/shirts and name badges Implementation: Continuous Staff Responsibility: Vice President of Visitor Services & Membership, Manager of Visitor Services & Membership Objective Four Encourage independent travelers through the Fairbanks Visitors Guide and the Explore Fairbanks website to plan a visit with a Golden Heart Greeter to learn about life and culture in Fairbanks. Increase awareness of program with “Meet A Real Alaskan” section with testimonials from greeters and visitors. Measurement: Provide five testimonials for publication in Visitors Guide and on website. Implementation: Continuous Staff Responsibility: Vice President of Visitor Services & Membership, Manager of Visitor Services & Membership, Branding Production Coordinator, Internet & Marketing Associate Program 1:

Include one Golden Heart Greeter as an “Authentic Alaskan” testimonial in the Fairbanks Visitors Guide Implementation: October 2011 Staff Responsibility: Vice President of Visitor Services & Membership, Manager of Visitor Services & Membership, Vice President of Marketing, Branding Production Coordinator Program 2:

48


Objective Five Encourage national and statewide meeting planners through Meetings and Conventions Bid Packages to utilize Golden Heart Greeters for registration assistance, pre-meeting preparation, and provide Fairbanks information table assistance. Increase awareness of program with “Meet A Real Alaskan” flier with testimonials from meeting planners, menu of available services. Measurement: Produce one, two-sided flyer with menu of services and program overview. Implementation: November 2011 Staff Responsibility: Vice President of Visitor Services & Membership, Manager of Visitor Services & Membership, Branding Production Coordinator, Director of Meetings & Conventions, Convention Services Coordinator Program 1:

Increase awareness of Golden Heart Greeter assistance with meeting planners through the Meetings and Convention Department’s Meeting Planner Guide Measurement: Provide three pictures and two greeter testimonials for insertion Implementation: May 2011 Staff Responsibility: Vice President of Visitor Services & Membership, Manager of Visitor Services & Membership, Director of Meetings & Conventions, Convention Services Coordinator Program 2:

Schedule Golden Heart Greeters for requested services to assistance meetings and convention planners. Measurement: Provide at least one greeter per scheduled meeting assisted by the Meetings and Conventions Department Implementation: Continuous Staff Responsibility: Vice President of Visitor Services & Membership, Manager of Visitor Services & Membership, Director of Meetings & Conventions, Convention Services Coordinator Program 3:

Objective 6 Encourage the development of the North Richardson Highway Partnership Board upon grant approval Program 1: Provide administrative assistance to the North Richardson Highway Scenic Byways Partnership Board upon grant funding approval Measurement: Schedule at least two planning meetings Implementation: Year-round Partnerships: State Scenic Byways Office Staff Responsibility: President & CEO, Manager of Visitor Services & Membership

49


Objective 7 Assist in coordinating the site visit of the Arctic Winter Games Site Selection Committee for hosting the 2014 Arctic Winter Games. Program 1: Provide administrative assistance with day-to-day clerical duties Implementation: Continuous Partnerships: FCVB, FNSB Staff Responsibility: Vice President of Visitor Services and Membership, Manager of Visitor Services & Membership, Director of Meetings and Conventions Program 2: Provide logistical assistance with site visits to potential venues Implementation: January 2011 Partnerships: FCVB, FNSB, FNSBSD, UAF Staff Responsibility: Vice President of Visitor Services and Membership, Manager of Visitor Services & Membership

50


Fairbanks Convention and Visitors Bureau 2011 Revenue Summary Visitor Services

Description MISCELLANEOUS PRIVATE SOURCE INCOME 48950 Cash Donations 40000 Yukon Quest Rent SPONSORSHIP REVENUE 48000 Tradeshow Booth Share EDUCATIONAL SERVICES REVENUE 43330 AK Host MISCELLANEOUS SALE OF GOODS 44500 Labels 44750 Video Sales 45000 Golden Days Pins/Buttons (Chamber) 45100 Golden Days Duckie Tickets (Chamber) 45500 Midnight Sun T-Shirts (DTA) 46000 Miscellaneous Gifts Sales 46100 Pin Sales 46140 Coffee Mug Sales 46160 Postcard Sales 46170 Walking Tour 46180 Stamps (Standard, Intern'l, Postcard) 46190 Phone Card 46220 Seed Sales 48900 Miscellaneous - Private Source TOTAL REVENUE

2007 Budget 400

500

2007 Actual 502

2008 Budget 271

2008 Actual 351 1,738

216

2009 Approved Budget

2009 Amended Budget

2010 Amended Budget

2011 Proposed Budget

400 10,430

10,430

10,430

10,430

500

500

500

300

500

300

300

100

11,830

11,230

11,230

10,830

2009 Actual

10,428

463 500 680 4,500 4,000 200 100 100 3,000 2,500 1,500 1,300 1,000

2,336 1,915 71 2,908

1,999 832 1,000 598 415

20,280

17,724

11,795

3,228 6,053

517 2,705 2,672 786

32

517 2,705 3,534 37 106 41 1,999 832 191 598 290 112 13,050

10,428

51


Fairbanks Convention and Visitors Bureau 2011 Expense Budget Visitor Services 2007 Budget DIRECT MARKETING EXPENSES 60100 Production Walking Tour Japanese & German Driving Tour (English) Aurora Brochure (English/Japanese) Walking Tour English Restaurant Map Visitor In Your Own Town Winter Buttons 60200 Media Placement Holidays at Cabin Ads Camper Map Ad Calendar Ads Winter Ads Visitor In Your Own Town Golden Heart Greeters Ads Raven About Fairbanks Ads 61000 Collateral Material In-House Reference Brochures Public Videos Alaska Host Material Alaska Highway Certificates Audio Walking Tour Replacement/Updates Comment Cards** Winter Buttons/Training Postcards Fairbanks Lapel Pins Seeds DT Restaurant Map Aurora Brochure (English/Japanese) Misc. (stamps, phone cards) Walking Tours Translation Japanese & German Driving Tour Golden Heart Greeter Materials AFN Information Binders 61500 Website Development Internet Site (moved to AD/PR) 62000 Promo Merchandise 63000 FAM Tours/Site Inspection Visitor In Your Own Town Tour FAM and Site Inspections 64000 Trade Shows Fairbanks Outdoor Show Anchorage Outdoor Show 65000 Travel Tok/Denali Satellite Upkeep ATIA Highway Neighbors AK Host Training IACVB or WACVB or other training Golden Heart Greeter Roundtable Anchorage & Seattle Training ANC Winter & Outdoor Travel 65500 Local Meetings Misc/Mileage/Local Mtgs 66000 Special Promotions Tok Contract Tok Display Volunteer Program Staff/Volunteer Uniforms Midnight Sun T-Shirts Highway Neighbors Yukon Quest FCVB Log Cabin CSP donation DTAMS/Pinkerton Program Raven About Fairbanks Program InterSpace Agreement at FAI Ice Sculpture at MTCVC (shared expense) Anchorage & Seattle training Misc. Special Promotions Visitor Guide Distribution Statewide CVB's/CC Golden Heart Greeters Program/AFN Visitor Guide Distribution in Anch 67000 Event Hosting Holidays at MTCVC

3,050 1,500

2007 Actual

2008 Budget

1,605

3,000 1,500 800

1,000 300 150 100 7,750 500 1,250 1,000 500 1,000 2,000 1,500 27,500 500 200 500 350 3,000

2008 Actual

4,000

2009 Approved Budget

2,700

2009 Amended Budget

50

2010 Amended Budget

2009 Actual

2011 Proposed Budget

43

1,000 250 300 150 3,569

18,060

50

5,800 500 1,300 1,000 500 1,000 1,500

5,800

20,350 500 250 400

23,850

5,200

5,200 1,500 1,000 1,200 1,500

14,600

1,400

628

400

3,000 1,000

1,500 3,000 450 500 2,500 3,500 4,000 3,000

2,000 450 250 2,500 3,500 3,500 1,500 4,000 1,000

2,000 2,500 3,000 3,000

1,000

82 200 200

700 200 500 600 600

500 500 9,350 400 800 700 450 3,000 2,000 2,000

877

1,700 1,700 25,500 3,500 1,000 500 1,000 400 500

3,554 10,257

1,500 3,000 5,000 900 600

100

600

2,450

10,500 450 900 700 450 3,000 3,000 2,000

10,500

11,100

2,700 2,700 15,750 3,500 1,000 200 1,500 350

2,700

2,200

15,750

19,550

1,100 600

2,090

1,867

2,000 1,900 1,900 19,850 3,500

2,128 12,702

200 1,500 150 1,500 1,500 2,000

1,000 600 500 3,100 2,000 171

1,900 500 1,400 2,250 125

1,900 500 1,400 6,450 250 800 400

2,100 600 1,500 6,550 250 900 400

3,000

3,000

2,000 1,900 1,900 13,600 3,500 300

2,000 1,900 1,900 12,300 3,500 300

1,300

1,500

1,500 2,000

1,500

1,500

2,000

3,500 150 150

3,500 150 150

125

2,000

3,100 4,500 550 550

700

500 5,000 2,000 2,000 600

500

500

173

52


Fairbanks Convention and Visitors Bureau 2011 Expense Budget Visitor Services 2007 Budget Open House 67500 Telephone Phone Charges FCVB Website & Email Hosting 68000 Dues/Subscriptions Visitor Guide Distribution in Anch (move to 66000) DMAI dues WACVB Sam's Club Annual Membership Fee 68500 (800) Inquiry Service Inquiry Calls 69000 Mail Fulfillment/Postage Mail Fulfillment from Label Purchase Postage for Label Purchase Mail out Postage for Inquiry Call Mail outs Postage at Cabin Winter Inquiry Fulfillment SUBTOTAL DIRECT MARKETING PERSONNEL EXPENSES 50000 Wages/Taxes/Benefits SUBTOTAL PERSONNEL INDIRECT MARKETING EXPENSES 76000 Computer Computer Maintenance Contract Software Upgrades 78000 Education/Training CPR Training/First Aid ATIA Convention Staff Training IACVB or WACVB or other training 79000 Equipment Rental Copiers Postage Machines Miscellaneous 80000 General Insurance General Liability/Dishonesty Bond 81500 Bank Fees 83000 Professional Fees Audit/Legal Fees Cabin Security 84000 Rent/Storage Office lease/Storage Units MTCVC Delivery of Visitor Guide from Storage 85000 Repair/Maintenance Cabin Upkeep/Minor Repairs Flower/Lawn/Snow Removal Maintenance 86000 Supply/Office Expense Office Supplies Xerox excess printing charges 87000 Utilities Cabin Utilities/Water/Sewer/Electric 88000 Licenses and Taxes Property Taxes 89000 Other (Miscellaneous) Expenses 90000 Capital Outlay Roof Repairs Misc. Cabin Improvements Directional signage to Log Cabin Milepost update Display Board for International visitors Office Equipment (desks, chairs, fridge) Laptop Computer Project Management Software Computer Upgrades SUBTOTAL INDIRECT MARKETING GRAND TOTAL

2007 Actual

3,600 3,600

3,699

4,205 3,500 570 135

5,359

3,000 3,000 146,000 5,000 70,000 41,000 25,000 5,000 235,905

1,564

2008 Budget 500 4,700 4,200 500 4,255 3,500 570 185

2008 Actual

2009 Approved Budget

4,700

4,100

4,255

4,255

2009 Amended Budget 500 4,100 3,600 500 4,255 3,500 570 185

834

755

70

570 185

135,271

3,500 3,500 140,000

70 1,000 1,000 150,000

159,735

172,405

178,220

258,330

201,490

199,817

284,046

294,149

306,269

302,714

262,844

244,180

258,330

201,490

199,817

284,046

294,149

306,269

5,000 2,800 2,200 2,400 700 700 500 500 5,200 2,700 2,400 100 2,500 2,500

2,470

4,920 4,920

4,920

6,480

6,480 6,480

5,275

4,983 4,983

4,600 4,600

292

2,600 700 700 600 600 6,890 4,550 2,340

2,600

1,800

650

593

1,400 800 350 250

800

6,890

6,950

6,950 4,550 2,400

4,948

4,538 2,760 1,778

350 250 200 4,520 2,740 1,780

4,249

4,020 4,020

4,020

3,500

3,500 3,500

3,663

3,660 3,660

3,300 3,300

3,201

2,500 2,000 500 13,590 440 11,250 1,900 5,800 1,000 4,800 2,500 2,500

2,500

9,030

3,670 3,670

3,370 3,370

13,590

27,300

9,030 5,800 3,230 27,300 440 26,860

29,688 440 29,248

31,902 440 31,462

5,800

5,000

5,000 5,000

842

2,500

2,500

2,000 2,000

3,080

2,500 2,500

2,500 2,110 390

3,400

3,400

3,113

500 11,500

500 3,000

3,400 3,400 100 2,000

3,400 3,400 500

4,205 4,205 500

70,770

69,460

2,000 66,410

54,193

54,339

55,697

551,555

487,205

457,132

497,974

520,893

540,186

9,000 9,000 3,300 3,300 8,000 1,500 1,000 2,000

11,388

6,374

9,364 3,193

3,364

12,550 12,550 3,900 3,400 500 11,500

216,255

4,150 4,150

244,180

1,900 18,800 14,000 4,800 3,500 3,500

222,455

4,150 4,150

262,844

5,979

146,000

3,777

302,714

2,420 2,000 420 3,400 1,500

146,000

3,500 3,500 146,000 5,000 70,000 41,000 25,000 5,000 190,905

2011 Proposed Budget

157,559

5,216

3,500

2010 Amended Budget

3,000 3,000 146,000 5,000 70,000 41,000 25,000 5,000 218,455

108,763

3,000

2009 Actual

222

350 300

353 4,062

28,264

12,550

1,000 2,500 2,500

400 1,600

1,500 63,520

55,089

2,000 1,000 2,500 70,770

602,139

475,493

533,405

53


Fairbanks Convention and Visitors Bureau 2011 Revenue Summary Membership

Description MEMBERSHIP REVENUE 41000 Basic Membership 41010 Nonprofit Membership 41030 DTA Joint Membership 41100 Airport Brochure Distribution 41120 Railroad Brochure Distribution 41130 Pioneer Park Brochure Distribution 41150 Additional Brochure Distribution 41210 Internet Listing/Link 41250 Convention Leads 41300 Convention Calendar 41350 Tourism Leads 41400 Vacancy Listing EDUCATIONAL SERVICES REVENUE 43000 Event Hosting Miscellaneous 43000 Event Hosting Charity Walk 43100 Membership Lunch MISCELLANEOUS SALE OF GOODS 44500 Labels TOTAL REVENUE

2007 Budget 76,000 2,000

2007 Actual

2008 Budget

2008 Actual

2009 Approved Budget

2009 Amended Budget

4,500 2,600 2,000 2,550 3,000 600 400 1,100 3,400

74,155 2,095 3,170 4,735 2,460 1,995 2,500 2,093 605 635 1,000 3,503

65,600 1,300 2,575 5,765 2,620 1,735 2,570 2,390 525 375 1,025 3,500

75,227 1,450 2,575 5,920 2,650 1,755 2,670 2,390 550 375 1,075 3,640

75,000 2,100 3,300 5,500 2,600 2,000 2,550 3,000 600 1,100 4,000

70,000 2,100 10,500 5,000 2,200 2,000 2,550 3,000 600 550 1,000 3,000

4,500

4,368

3,690

2,000

2,377

3,330 4,000 913

1,290

2,300 4,000 1,400

2,300 4,000 1,400

500

200

105,257

109,950

110,400

50

463

500

104,700

106,154

98,723

2010 Amended Budget

2011 Proposed Budget

72,050 2,300 195 5,520 2,560 2,065 2,900 2,590 635 750 1,050 3,020

70,000 2,100 10,500 5,000 2,200 2,000 2,550 3,000 600 550 1,000 3,000

70,000 1,900 10,000 5,100 2,100 2,000 2,500 2,500 500 500 1,000 2,500

5,489 1,227

2,300 4,000 1,400

2,300 4,000 1,400

200

100

102,351

110,400

108,400

2009 Actual

54


Fairbanks Convention and Visitors Bureau 2011 Expense Budget Membership

2007 Budget

DIRECT MARKETING EXPENSES 60100 Production Membership Kit Production Membership Directory Production Miscellaneous Production Corporate Member Program 60200 Media Placement Sales/Membership Ads 61000 Collateral Material Internet Site (moved to AD/PR) Membership Sales Kits Membership Directory Membership Promotional Material Membership Awards Monthly Membership Mail outs Luncheon Promotions Membership Certificates Membership Logo Decals Corporate Member Program 62000 Promo Merchandise Promo Cordials for use by Membership 65000 Travel In-State Sales Calls/Sportshow Anchorage ATIA DMAI or WACVB 65500 Local Meetings Misc/Mileage/Chamber Lunches/Local Mtgs 66000 Special Promotions First Fridays Member Convention** Prospect Seminar/Orientations Golden Heart Greeter Program Special Opportunities ATIA Convention in Fairbanks 66500 Research Membership Survey 67000 Event Hosting Membership Luncheons Educational Seminars/Social Seminars Annual Awards Banquet Luncheon Speaker Member Lunch Coupons** Charity Walk** 67500 Telephone Phone Charges FCVB Website & E-Mail Hosting 68000 Dues/Subscriptions DMAI WACVB Miscellaneous Dues 68500 (800) Inquiry Service 69000 Mail Fulfillment/Postage Membership Mailouts/Miscellaneous SUBTOTAL DIRECT MARKETING

1,600 500 500 100 500 2,500 2,500 14,900 3,000 4,500 3,000 700 1,200 200 300 500 1,000 500 500 500 5,300 2,000 800 2,500 1,300 1,300 700

2007 Actual

240

4,059

6,494

1,200 513

2008 Budget

1,850 600 500 250 500 2,500 2,500 11,450 4,500 3,000 700 1,000 350 350 500 550 500 500 500 5,400 2,000 900 2,500 1,300 1,300 1,795 500

2008 Actual

1,850

2009 Approved Budget

2009 Amended Budget

1,985

1,185 635 550

295

500

1,000

3,000 3,000 14,500 7,000 1,500 5,000 1,000

10,423

3,600 3,600

3,833

905 570 135 200

749

3,000 3,000 51,805

9,003

PERSONNEL EXPENSES 50000 Wages/Taxes/Benefits SUBTOTAL PERSONNEL

17,600 7,000 1,500 5,000 1,000 600 2,500 4,600 4,200 400 955 570 185 200

3,199

2,500 10,950

10,700

10,000

3,549

4,500 3,000 700 800 100 350 550 500

500

6,000

5,400

1,300

1,400

8,295

13,000

6,500 200

2009 Actual

2,500 200 2,300 900 900 13,000 500 6,500 300

2,297

845 13,075

2010 Amended Budget

2011 Proposed Budget

100

100

100

100

1,500 1,500 3,900

1,500 1,500 3,900

2,500

2,500

800

800

250 350

250 350

5,500 1,500 800 3,200 900 900 14,000 14,000

500 500 5,700 1,500 1,000 3,200 900 900 11,200 300 10,000 100 800

3,200 2,500 3,000 3,000 17,600

14,100 5,000 1,500 6,000 1,000 600

14,100 5,000 1,500 6,000 1,000 600

12,688

4,600

4,000

873

905

955

4,000 3,600 400 955 570 185 200

36,515

3,000 3,000 52,800

3,200 55,240

3,200 3,200 49,840

59,350

62,124

69,818

124,450

138,600

133,510

62,124

69,818

124,450

138,600

133,510

11,700 2,500 8,100 500 600 1,050 1,050

750

11 4,117

15,600 2,500 8,000 500 600 4,000 1,050 1,050 755 570 185

41,404

1,500 1,500 40,150

1,700 1,700 42,905

93,355

45,496

41,221

43,261

93,355

45,496

41,221

43,261

55


Fairbanks Convention and Visitors Bureau 2011 Expense Budget Membership

2007 Budget

INDIRECT MARKETING EXPENSES 76000 Computer Computer Maintenance Contract Software upgrades Membership Manager Upgrades/Support 78000 Education/Training ATIA DMAI or WACVB 79000 Equipment Rental Copiers Postage Machines Miscellaneous 80000 General Insurance General Liability/Dishonesty Bond/D & O 81500 Bank Fees Credit Card Merchant Service Charge 83000 Professional Fees Audit/Legal Fees 84000 Rent/Storage Administration Office Rental/Storage Units Morris Thompson Cultural & Visitors Center 85000 Repair/Maintenance Computer Systems/Office Maintenance/Repair 86000 Supply/Office Expense Office Supplies Xerox excess printing charges 89000 Other (Miscellaneous) Expenses 90000 Capital Outlay Computer Upgrades Miscellaneous SUBTOTAL INDIRECT MARKETING GRAND TOTAL

6,500 2,800 1,700 2,000 800 350 450 5,200 2,700 2,400 100 2,500 2,500 6,000 6,000 2,000 2,000 5,075 5,075 700 700 800 800

2007 Actual

3,314

798

5,216

4,249 5,185 1,651 2,119

70

2009 Approved Budget

2009 Amended Budget

7,450

9,980

9,980 6,480

1,500

700

6,900

6,950

6,950 4,550 2,400

4,685

4,100 4,100 6,000

4,100

3,500

3,474

6,000

6,000

2,000 2,000 18,000 6,750 11,250 700

2,000

3,300

18,000

27,300

3,500 3,500 6,000 6,000 3,300 3,300 27,300 440 26,860

2008 Budget

7,450 4,950 2,500 1,500 700 800 6,900 4,550 2,350

2,015

2,500 2,500

2,500

363

3,200 3,200

2,500 32,075

24,979

146,204

131,312

2008 Actual

3,500 400 400

2009 Actual

6,899

459

2,448 4,062 27,830

2010 Amended Budget

2011 Proposed Budget

7,032 4,983

6,666 4,600

2,049 750 350 400 4,538 2,760 1,778

2,066 350 350 4,520 2,740 1,780

3,660 3,660 2,000 2,000 3,670 3,670 29,688 440 29,248

3,300 3,300 4,000 4,000 3,370 3,370 31,902 440 31,462

2,000 1,610 390 500

700 2,500

2,500

2,500 2,500

2,620

2,000 2,000

500 3,200

500 2,000

500

1,165

500 1,600 1,600

52,850

52,850

62,730

60,430

53,642

55,438

56,608

105,650

250,800

251,480

203,625

140,542

136,809

142,774

56


Fairbanks Convention and Visitors Bureau 2011 Revenue Summary

Description HOTEL/MOTEL BED TAX 31000 City Bed Tax Funds 33000 Borough Grant/Bed Tax MISCELLANEOUS PRIVATE SOURCE INCOME 37000 FAI Marketing Grant 48100 Interest 48900 Other 48950 Cash Donations 40000 Yukon Quest Lease Agreement FUND BALANCE RESERVE 00000 From Fund Balance 00000 Morris Thompson Center 00000 Log Cabin Repair/Deferred Maintenance 00000 FAI Visitor Information Center 00000 Convention Center Feasibility MEMBERSHIP REVENUE 41000 Basic Membership 41010 Nonprofit Membership 41030 DTA Joint Membership 41100 Airport Brochure Distribution 41120 Railroad Brochure Distribution 41130 Pioneer Park Distribution 41150 Additional Brochure Distribution 41210 Internet Listing/Link 41250 Convention Leads 41300 Convention Calendar 41350 Tourism Leads 41400 Vacancy Listing SPONSORSHIP REVENUE 48000 Tradeshow Booth Share 42000 Co-Op Ad Sales 42200 International Co-Op German EDUCATIONAL SERVICES REVENUE 43000 Event Hosting Miscellaneous 43100 Membership Lunch 43300 AK Host MISCELLANEOUS SALE OF GOODS 44500 Labels 44750 Video Sales 45000 Golden Days Pins/Buttons (Chamber) 45100 Golden Days Duckie Tickets (Chamber) 45500 Midnight Sun T-Shirts (DTA) 46000 Miscellaneous Sale of Goods 46100 Pin Sales 46110 Bag Sales 46120 Folder Sales 46130 Badge Sales 46140 Coffee Mug Sales 46160 Postcard Sales 46180 Stamps (Standard, Intern'l, Postcard) 46190 Phone Cards 46200 Husky Puppies 46220 Seed Sales 46230 Maps 00000 Walking Tours ADVERTISING REVENUE 46700 Visitor Guide Ad Sales 41450 Visitor Guide Narrative 41500 Visitor Guide Multiple Listing 46500 Group Tour Manual 46510 Winter Activities Guide Ads 46520 Membership Directory Ads 46600 Meeting Planner Ad Sales 46800 Banner Advertising TOTAL REVENUE

2007 Actual

2008 Budget

2008 Actual

2009 Approved Budget

2009 Amended Budget

2009 Actual

2010 Amended Budget

2011 Proposed Budget

1,680,294 1,135,000

1,681,198 956,422

1,764,440 1,335,000

1,731,631 1,488,679

1,614,200 1,124,750

1,435,886 1,067,300

1,444,150 780,522

1,516,357 1,001,000

1,592,175 1,014,000

10,000 3,000 2,000 400

9,348 4,553 1,314 1,816

10,000 4,300 2,000 400

15,310 1,618 1,107

10,430

10,430

252,086

136,003

2007 Budget

1,738 246,113

148,365 150,000 12,000 50,000 75,000

76,000 2,000

74,155 2,095

4,500 2,600 2,000 2,550 3,000 600 400 1,100 3,400

4,735 2,460 1,995 2,500 2,093 605 635 1,000 3,503

2,600 5,600

1,100 3,400

75,227 1,450 2,575 5,920 2,650 1,755 2,670 2,390 550 375 1,075 3,640

265

3,100 5,550

325

4,500 2,000 500

4,368 2,377 216

7,500 2,500 500

50 500 680 4,500 4,000 400 200 150 50 150 800 3,000 1,500 1,300 400 1,600

500

1,915 71 150 3,071

520 200 600 4,500 4,000 350 200 100 40 300 800 2,500 1,500 1,300

2,500 94,000 9,000 12,000 1,500 2,600 500 20,000 3,600 3,355,137

3,228 6,053 189

210

75,000 1,800 2,500 4,600 2,600 2,000 2,550 2,000 600

3,690 1,290

517 2,705 3,534 854 130

14,581 141

4,300 2,000 400 10,430

10,430

521,775

521,775

75,000 2,100 3,300 5,500 2,600 2,000 2,550 3,000 600 1,100 4,000

70,000 2,100 10,500 5,000 2,200 2,000 2,550 3,000 600 550 1,000 3,000

72,050 2,300 195 5,520 2,560 2,065 2,900 2,590 635 750 1,050 3,020

70,000 2,100 10,500 5,000 2,200 2,000 2,550 3,000 600 550 1,000 3,000

70,000 1,900 10,000 5,100 2,100 2,000 2,500 2,500 500 500 1,000 2,500

3,100 5,550

500 5,000

1,198

500 5,000

300 5,000

6,300 1,300 500

6,300 1,400 300

5,489 1,227

6,300 1,400 300

6,300 1,400 100

520

200

200

100

10,428

498

300 150 100 50 100 100

50 13 68

950

66 91 1,999 191 598 156 415

2,336

2,500

832

61,213 6,048 7,582 8,625

93,000 12,500 16,500 1,450 2,600

66,148 6,700 6,328 1,700 1,935

8,625 4,200 2,871,669

250 3,600 3,819,317

150 3,000 3,443,712

100 100

50

267 6

150

90,000 14,000 11,000

80,000 12,000 10,000

108,110 13,994 14,553

80,000 12,000 10,000

80,000 12,000 10,000

2,000

2,000

2,800

2,000

2,000

3,255,591

150 300 2,494,129

4,500 3,518,675

9,000 3,000,073

2,980,358

57


Fairbanks Convention and Visitors Bureau 2011 Revenue Comparison

2007 thru 2011 Combined Revenue Comparison

100%

90%

80%

70%

60%

50%

40%

30%

20%

10%

0% 2007

City Bed Tax

2008

2009

2010 Budgeted

Borough

FCVB

2011 Proposed

Fund Bal

58


Fairbanks Convention and Visitors Bureau 2011 Revenue Budget

2011 PROJECTED FCVB GENERATED REVENUE BREAK DOWN Educational 3%

Membership 42% Advertising 48%

Sale of Goods 1% Private 4%

Cooperative Marketing 2%

59


Fairbanks Convention and Visitors Bureau 2011 Revenue Comparisons City Bed Tax Borough FCVB City Bed Tax 2006 1,489,174 2006 1,125,000 2006 327,095 2007 1,681,198 2007 956,422 2007 405,606 2008 1,731,631 2008 1,488,679 2008 322,148 1,800,000 2009 1,444,150 2009 780,522 2009 279,017 2010 Budge 1,516,357 2010 Budge 1,001,000 2010 Budge 230,630 2011 Propo 1,592,175 2011 Propo 1,014,000 2011 Propo 238,180

1,600,000

9,454,685

6,365,623

1,802,676

1,400,000

1,200,000 2007

2008

2009

2010 2011 Budgeted Proposed

FNSB Grant 1,600,000 1,400,000 1,200,000 1,000,000 800,000 600,000 400,000 200,000 2007

2008

2009

2010 2011 Budgeted Proposed

60


Fairbanks Convention and Visitors Bureau 2011 Revenue Comparisons FCVB Fund Bal FCVB Generated 2005 266,700 2005 219,255 2006 466,736 2006 87,865 2007 500,000 405,606 2007 246,113 2008 322,148 2008 435,365 2009 400,000 279,017 2009 521,775 2010 Budge 230,630 2010 Budge 283,091 2011 Propo 300,000 238,180 2011 Propo 136,000

Revenue

200,000 100,000

1,475,581

1,622,344

2007

2008

2009

2010 2011 Budgeted Proposed

Fund Balance 600,000 500,000 400,000 300,000 200,000 100,000 2007

2008

2009

2010 2011 Budgeted Proposed

61


FCVB 2011 Budget Reserve Designation The FCVB has been able to maintain its budget by designating monies from its reserve fund to cover projected shortfalls. 2009 was a challenging year for the visitor industry with revenues from bed tax collections dropping by 13% from 2008, an unprecedented amount in the past 20 years or more. In order to be fiscally responsible, the FCVB made budget reductions to the planned 2009 budget throughout the year, totaling more than $1/2 million in reductions. 2010 was budgeted flat in relationship to the amended 2009 budget. Important to note: (1) an unanticipated $68,500 was cut from the FCVB anticipated 2010 budget revenue by the City of Fairbanks in December 2009; (2) Through July 2010, the City of Fairbanks bed tax has increased by nearly 10% from the same period in 2009. The FCVB Board of Directors voted on October 27, 2010 to maintain a reserve for 2011 as allocated below: 2011 Budget Reserve Estimated Fund Balance 12/31/2010*

$502,000

2011 Fund Balance

$136,000

2011 Designated Reserve: O & M for MTCVC

10,000

Crisis Communication Media

10,000

Log Cabin Emergency Repair

10,000

New Market Development

84,000

Outdoor Writers Assn of America 2012 Convention

12,000

2011 Budget Reserve Designation TOTAL

$126,000

2011 Association Reserve Fund Balance (8% of budget)**

$240,000

* Calculation based on Fund Balance 12/31/09 from 2009 Audit Estimated Fund Balance used to balance 2010 budget Estimated Fund Balance 12/31/2010

$754,000 (252,000) $502,000

** Based on 8% of the 2011 Expense Projection of $3,000,000

62


Fairbanks Convention and Visitors Bureau 2011 Expense Budget Summary

2007 Budget

2007 Actual

2008 Budget

2008 Actual

2009 Approved Budget

2009 Amended Budget

38,821 432,250 232,481 79,382 55,073 27,003 48,059 106,584 20,083 194,655 71,384 24,755 16,757 19,281 15,592 2,286 217,287 24,753 1,626,486

58,685 469,535 277,150 99,000 50,600 45,900 53,950 127,900 8,800 135,150 42,500 27,700 24,600 24,800 19,430 3,500 227,200 32,000 1,728,400

22,735 469,535 158,116 56,000 20,600 19,500 26,900 61,650 6,500 99,508 37,500 33,700 22,600 24,800 19,430 3,500 221,200 31,000 1,334,774

18,592 432,744 241,831 53,808 24,284 19,855 28,686 64,605 6,299 101,727 56,109 4,931 19,367 15,740 10,039 717 213,069 21,652 1,334,055

2009 Actual

2010 Amended Budget

2011 Proposed Budget

DIRECT MARKETING EXPENSES 60100 Production 60200 Media Placement 61000 Collateral Material 61500 Website Development 62000 Promo Merchandise 63000 FAM/Site Visits 64000 Trade Shows 65000 Travel 65500 Local Meetings 66000 Special Promotions 66800 International Marketing 66500 Research 67000 Event Hosting 67500 Telephone 68000 Dues/Subscriptions 68500 (800) Inquiry Service 69000 Mail Fulfillment/Postage 69500 Direct Mail Subtotal Direct Marketing

54,150 463,348 299,200 70,500 49,750 40,200 41,810 135,467 12,800 250,100 72,000 13,750 29,050 22,600 19,615 3,000 225,000 36,500 1,838,840

15,800 23,676 16,103 1,564 167,992 22,656 1,274,695

82,650 477,935 513,050 143,000 50,100 41,500 50,510 136,800 13,655 250,645 53,700 118,000 27,600 28,400 19,365 3,000 225,800 31,000 2,266,710

PERSONNEL EXPENSES 50000 Wages/Taxes/Benefits

1,288,786

1,215,460

1,451,580

1,324,852

1,399,615

1,218,704

1,223,385

1,288,786

1,215,460

1,451,580

1,324,852

1,399,615

1,218,704

1,223,385

1,227,135

1,221,887

33,790 21,225 31,200 15,000 6,000 82,320 45,123 22,600 10,600 9,000 3,300

18,872 16,872 31,298 25,496 6,000 77,125 54,574 11,968 19,071 9,364 3,193

40,420 20,525 41,390 24,520 6,000 53,500 103,590 20,130 15,000 12,550 3,400

27,824 13,630 32,499 23,840 4,548 39,596 109,008 16,214 22,730 8,635 3,143

51,230 6,000 41,700 21,000 6,000 33,530 163,800 5,000 15,000

51,230 5,600 41,700 21,000 6,000 30,530 163,800 5,000 14,500

41,329 7,250 28,375 21,988 10,912 25,136 167,458 842 17,688

38,062 8,475 27,228 21,960 4,160 23,270 178,172

35,001 4,110 27,120 19,800 11,900 21,998 191,458

13,700

13,700

3,400

36,262

10,280

1,347 329

31,310 4,500 3,000 11,300

36,377

32,300 312,458

32,222 4,500 2,600 9,000 13,300 400,982

358,916

365,137

366,664

3,440,084

2,954,460

2,916,356

3,000,073

2,980,358

Subtotal Personnel INDIRECT MARKETING EXPENSES 76000 Computer 78000 Education/Training 79000 Equipment Rental 80000 General Insurance 81500 Bank Card Fees 83000 Professional Fees 84000 Rent/Storage 85000 Repair/Maintenance 86000 Supply/Office Expense 87000 Utilities 88000 Licenses & Taxes 88800 Reimbursable Expenses 89000 Other (Miscellaneous) Expenses 90000 Capital Outlay 90000 Capital Outlay/Morris Thompson Subtotal Indirect Marketing GRAND TOTAL

27,326 471,919 68,726 54,420 22,933 31,267 43,014 61,718 18,773 198,511 28,298

284,111

3,000 32,250 222,000 598,275

(4,512) 4,587 301,742

3,000 29,000 12,000 390,660

2,774,266

4,316,565

3,253,080

3,518,675

$

32,600 500,371 172,650 50,800 21,960 31,000 37,600 94,250 8,200 93,300 55,000 25,000 26,150 18,080 13,940 3,500 207,400 16,000 1,407,801

1227135

63

21,100 488,000 184,200 30,000 19,300 28,500 41,075 99,340 9,500 99,412 55,000 11,000 31,000 15,360 10,620 1,100 231,300 16,000 1,391,807

1,221,887

3,000 2,200


Fairbanks Convention and Visitors Bureau 2011 Proposed Expense Budget 2011 Budget by Department Admin Dept. DIRECT MARKETING EXPENSES 60100 Production 60200 Media Placement 61000 Collateral Material 61500 Website Development 62000 Promo Merchandise 63000 FAMs/Site Visits/Press Tours 64000 Trade Shows 65000 Travel 65500 Local Meetings 66000 Special Promotions 66800 International Marketing 66500 Research 67000 Event Hosting 67500 Telephone 68000 Dues/Subscriptions 68500 (800) Inquiry Service 69000 Mail Fulfillment/Postage 69500 Direct Mail Subtotal Direct Marketing

Mem Dept.

300

100 1,500 3,900

850

500

1,350 21,550 500 36,777

5,700 900 11,200

7,500 2,500 20,000

Tourism Dept.

Visitor Svs Dept.

2011

2010

PROPOSED BUDGET

AMENDED BUDGET

17,400

42,905

3,075 50 48,000 16,000 804,050

5,050 4,050 50 12,500

122,255

167,285

178,220

300,409

43,261

243,575

142,853

185,520

306,269

1,221,887

1,227,135

300,409

43,261

243,575

142,853

185,520

306,269

1,221,887

1,227,135

6,551 835 4,520 3,300 3,900 5,148 31,948 4,000

6,666 350 4,520 3,300 4,000 3,370 31,902 2,000

4,732 700 4,520 3,300

7,252 525 4,520 3,300 4,000 3,370 31,902 1,700

5,200 900 4,520 3,300

4,600 800 4,520 3,300

3,370 31,902 1,500

3,370 31,902 2,500

35,001 4,110 27,120 19,800 11,900 21,998 191,458 13,700

38,062 8,475 27,228 21,960 4,160 23,270 178,172 13,700

4,205

36,377

31,310 4,500 3,000 11,300 365,137 3,000,073

13,450 6,500 19,940 4,000 11,000

5,000 2,500 11,000 29,000 34,000 1,000 8,135 55,000

2,100 6,550 1,900 12,300

11,000 15,600 1,050 755

1,700

1,700

77,092

PERSONNEL EXPENSES 50000 Wages/Taxes/Benefits Subtotal Personnel

GRAND TOTAL

13,500 484,000 155,000 30,000 2,000 11,000 8,625 11,600 1,200 20,000

Mtgs & Conv Dept.

21,100 488,000 184,200 30,000 19,300 28,500 41,075 99,340 9,500 99,412 55,000 11,000 31,000 15,360 10,620 1,100 231,300 16,000 1,391,807

2,100 965

INDIRECT MARKETING EXPENSES 76000 Computer 78000 Education/Training 79000 Equipment Rental 80000 General Insurance 81500 Bank Fees 83000 Professional Fees 84000 Rent/Storage 86000 Supply/Office Expense 87000 Utilities 88000 Licenses and Taxes 88800 Reimbursable Expenses 89000 Other (Misc) Expenses 90000 Capital Outlay Subtotal Indirect Marketing

Adv and PR Dept.

3,370 31,902 2,000

15,250 3,010 1,705

32,172

150 4,150 70 1,000 150,000

500

500

51,024

500 2,200 59,269

51,192

55,697

3,000 2,200 366,664

1,098,649

324,377

403,997

540,186

2,980,358

500

500

500

92,874

56,608

470,375

142,774

32,600 500,371 172,650 50,800 21,960 31,000 37,600 94,250 8,200 93,300 55,000 25,000 26,150 18,080 13,940 3,500 207,400 16,000 1,407,801

64


Fairbanks Convention and Visitors Bureau 2011 Expense Comparison

2007 thru 2011 Expense Comparison 100%

90%

80%

70%

60% Indirect Marketing Expense

50%

Personnel Expense Direct Marketing Expense

40%

30%

20%

10%

0% 2007

2008

2009

2010 Budgeted

2011 Proposed

65


Fairbanks Convention and Visitors Bureau 2011 Expense Budget Direct Marketing Personnel Indirect Marketing

1,391,807 1,221,887 366,664

46.70% 41.00% 12.30%

FCVB 2011 Projected Expense

2,980,358

Indirect Marketing 12%

Direct Marketing 47%

Personnel 41%

66


Fairbanks Convention and Visitors Bureau 2011 Expense Budget

DMAI Study* verses FCVB

50% 40% 30% 20% 10% 0% Direct Marketing 46%

Personnel 42%

Indirect Marketing 12%

DMAI 2009 Study

47%

40%

13%

FCVB 2010 Budget

47%

41%

12%

FCVB 2011 Budget

47%

41%

12%

FCVB 2009

*The DMO Organizational & Financial Profile Study is published by Destination Marketing Association International (DMAI), which represents nearly 650 destination marketing organizations and 2,800 professionals in more than 30 countries. The 2009 study had 241 U.S. and Canada Destination Marketing Organizations (DMO) including Fairbanks Convention and Visitors Bureau participate in the survey. In our observation of the study we detect that in our DMO division that numerous organizations outsource their marketing and promotions while FCVB has the staff in-house freeing up more of our marketing dollars to go to actual advertising not outsourcing fees.

67


Branding Fairbanks, Alaska Fairbanks Community BrandPrint Process On December 29, 2006, FCVB signed a contract with North Star Destination Strategies to conduct a "Fairbanks Community BrandPrint." The purpose of this process was to collaborate with community economic development partners to craft a brand strategy that positions Fairbanks in the minds of residents, visitors and economic development influencers. North Star specializes solely in branding communities. The firm’s website can be accessed at http://www.northstarideas.com/ for more updates. The strategic orchestration of all that we do affects what others are thinking and saying about us. It is advantageous for a community to speak in one voice to ensure what we are saying is strategic. Communities all over the country have undergone or are undergoing community brand process. In Alaska, Seward, Ketchikan, Kenai Peninsula and Anchorage have in one shape or form recently rolled-out a new “brand”. Representatives from the Downtown Association of Fairbanks, Fairbanks Economic Development Corporation, Greater Fairbanks Chamber of Commerce, Fairbanks Arts Association, University of Alaska-Fairbanks, City of Fairbanks, Fairbanks North Star Borough, and other community organizations have participated in the process spearheaded by FCVB. Broader community participation was encouraged via an on-line Vision Survey. North Star began with a "Situational Analysis" in order to get a profile of our community. To begin the "understanding" portion of our Community BrandPrint Process, North Star gathered as much marketing/organizational information as possible from the various groups driving the initiative. A team from North Star visited Fairbanks in person in March to conduct focus groups, engage in one-on-one interviews and become more familiar with the region. North Star has reviewed secondary research and conducted primary research. The research analysis included testing of the FCVB current positioning statements. In 2008, North Star presented the results of their research and presented a “brand platform” for the FCVB and the community partners’ consideration. Once all had signed off on the brand platform, North Star focused on this creative concept. They produced creative deliverables to show possible executions for community partners and the FCVB to include paid-space advertising, website, guide covers, e-newsletters, certificates, and postcards. To date, different implementations are underway.

68


Fairbanks Community BrandPrint Platform The following platform was adopted by the FCVB and has driven our marketing messages over the past two years. Tactics and strategies have been implemented in keeping with the brand platform. The platform is as follows: Target Audience: For indomitable and adventurous spirits, Frame-of-Reference: Fairbanks is Alaska’s Interior and Arctic hub, Point-of-Difference: where extreme conditions create unmatched light, energy and warmth Benefit: so your experience is vibrant, rewarding and profound Initiatives have included the development of a new Fairbanks Convention and Visitors Bureau logo and one for Fairbanks, Alaska. Logo standards were developed to insure correct usage in all cases and in all formats. Creative expression has demonstrated more active imagery, a trendier color palette, the use of a more modern typeface (Boycott) and engaging headlines and text relating the messages of Light, Energy and Warmth.

Fairbanks Community BrandPrint Deliverables Staff has integrated the BrandPrint in all collateral, promotional materials and FCVB’s corporate identity. • • • • • • • • • • •

Visitors Guide Winter Guide Meeting Planner Guide Advertising – broadcast, print, Internet Corporate Identity – letterhead, envelopes, labels, folders Pop-up Display Units Sales flyers and table runners for trade missions Welcome signs for conventions Promotional items Bid proposal covers Staff nametags Aurora certificates

69


Research To help develop and execute its annual Strategic Marketing Plan, the FCVB draws on many international, national and state visitor industry research studies while commissioning its own studies on Fairbanks. Alaska Visitor Statistics Program (AVSP) Alaska Visitor Statistics Program (AVSP) Summer (May-September) 2006 The Alaska Visitor Statistics Program (AVSP) for summer 2006 was released in April 2007. For a complete report, visit http://www.commerce.state.ak.us/oed/toubus/research.htm for more details. The AVSP research is a statewide program periodically commissioned by the State Department of Commerce, Community and Economic Development (Commerce) to collect information from visitors about their spending habits while traveling in Alaska to find out where they visited, the activities they enjoyed and whether they arrived by cruise ship or on their own. For summer 2006, some facts differentiate Fairbanks from the rest of Alaska's visitors, especially from the high-volume port-of-call/daytripper(s) in Southeast Alaska: Daytrippers vs Overnight Guests • Of the 1,631,500 visitors to Alaska, Fairbanks hosted about 24% (391,560) which includes daytrips. These figures include those visitors traveling for vacation/pleasure (82%), visiting friends and relatives, business and business/pleasure. • Regarding regional data: o For the total volume, including daytrippers:  the majority of these visitors (71%) visited Southeast Alaska  56% visited Southcentral  while 33% visited the Interior (including Denali) o This order changes when days visits (including cruise ship calls) are removed, showing only overnight visitors.  for overnight visitors, Southeast hosted 11%  49% in Southcentral • Regarding specific cities:

70


o Juneau was the top visitor destination, capturing 63% of the total visitors but only 4% overnighted in Juneau o Anchorage had 50% of the overall and was the state’s most popular overnight destination with 41% of all overnight visitors o Denali was the fourth most popular overall with 28% of all visitors and the second most popular for overnight visitors with 25% o Regarding Fairbanks specifically, of the 1,631,500 visitors to Alaska, Fairbanks hosted about 24% (391,560) which includes daytrips. Fairbanks ranked seventh in overall visitation, including daytrippers. o However, of the 1,631,500 visitors to Alaska, most of Fairbanks' visitors stay overnight (23% of all visitors stayed overnight in Fairbanks or 375,245). Fairbanks ranked third for overnight visitors. Cruise vs Noncruise visitors • Regarding transportation market, of the 1.63 million summer visitors, 59% were cruise ship passengers, 36% were air visitors, and 5% were highway/ferry. • Of the 375,245 visitors to Fairbanks, about 55% or 206,385 overnighted on a cruise ship; 45% or 168,860 were non-cruise or independent/independent tour. AVSP/ATS Visitor Volumes* The chart below includes the visitor volumes from the ATS Fairbanks Visitor Profile conducted in alternate years in 2001, 2003 and 2005 as well as the recent AVSP. Note: Fairbanks Estimated Visitor Volumes per Alaska Travelers Survey (ATS) are not absolutely comparable; ATS only measured overnight visitation; the AVSP figure includes daytripper(s); a significant difference between ATS and the current study is that AVSP includes business travelers (ATS included business travelers only when the respondent said they were combining business and pleasure).

while the Interior hosted 33% Year Cruise NonCruise

Total Summer Visitors May - Sept

ATS 2001 ATS 2003 ATS 2005 AVSP 2006 2008 (estimated)

131,000 (49.6%) 134,500 (49.6%) 161,000 (53.5%) 206,385 (55%) 221,000 52%

133,000 (50.4%) 136,500 (50.4%) 140,000 (46.5%) 168,860 (45%) 204,000 48%

264,000 271,000 301,000 375,245 425,000

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Air Visitors • 66% of the visitors to Fairbanks entered Alaska by air • 58% of the visitors to Fairbanks exited Alaska by air Expenditures • The 1.63 million summer visitors to Alaska spent $1.5 billion on their Alaska trip; this figure excludes travel to and from the state and excludes the price of cruise or cruise/tour/lodging package. Trip Purpose • Of the 1,631,500 visitors to Alaska, the following was their trip purpose: vacation/pleasure (82%), visiting friends and relatives (9%), business (5%), and business/pleasure (4%). • The visitors to Fairbanks showed very similar trip purpose to overall statewide trends: vacation/pleasure (85%), VFR (8%), business (5%), and business/pleasure (3%). Statewide Activities • Compared to all visitors to Alaska, visitors to Fairbanks were more likely to engage in these activities:

Activity in Fairbanks 1. Shopping 2. Wildlife viewing 3. Day Cruises 4. Train 5. City/Sightseeing Tours 6. Museums 7. Hiking/nature walk 8. Native cultural tours/activities 9. Historical/cultural attractions 10. Fishing

81% 77% 63% 57% 52% 44% 38% 36% 28% 15%

All Visitors 71% 53% 40% 38% 44% 48% 30% 20% 18% 20%

Juneau 77% 58% 45% 53% 59% 27% 26% 27% 21% 10%

Anchorage 71% 65% 47% 37% 39% 36% 37% 21% 19% 22%

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Demographics • Compared to all visitors to Alaska, visitors to Fairbanks had these demographic profiles: Demographics of Visitors to Fairbanks Origin Western US Southern US Eastern US Midwestern US Canada Other International Other Demographics Average party size Male/female Average age Children in Household Retired/semi-retired College graduate Average income

All Visitors

26% 24% 21% 18% 3% 8%

39% 19% 13% 13% 6% 9%

2.2 50/50 54.1 17% 48% 59% $97,000

2.4 48/52 51.6 25% 39% 59% $103,000

Alaska Visitor Statistics Program (AVSP) Winter (October-April) 2006-2007 The Alaska Visitor Statistics Program (AVSP) for winter 2006-2007 is being prepared for release in November 2007. For a complete report, visit the following website: http://www.commerce.state.ak.us/oed/toubus/research.htm . Top-line preliminary findings include the following information on visitors from outside Alaska to Fairbanks for the day or overnight. Total visitors to Alaska from outside the state: 249,500 Total to Fairbanks: 56,000 or 22% What differentiates the Fairbanks visitors from the other ten communities/regions studied? •

More often used rental cars

More likely to travel by air (98%)

More likely to stay in hotels/motels

Fairbanks has high rates of northern lights viewing

Very satisfied ratings (2nd after Sitka)

Fairbanks attracted higher rates of first-time Alaska visitors

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Fairbanks has higher percentages of international (other that Canada)

41% came to Fairbanks for business

Average length of stay in state: 8.8 nights

Visitors to Fairbanks have the highest average of statewide spending at $931 per person per trip AND highest community spending at $597 per person spent in Fairbanks.

Also, according to the AVSP study, Fairbanks is the only Alaska destination that has increased market share since 1993-94: The table below shows visitation to each region over the years of AVSP, revealing only slight changes between 1993-94 and 2006-07. Visitation to Anchorage fell slightly from 80 percent to 76 percent; visitation to the Interior increased slightly from 25 to 29 percent; and visitation to Southeast fell from 16 percent to 12 percent. (Note: 2000-01 regional visitations were not measured in the same way as in the other two AVSP studies.)

Regions Visited - Visitor Trends REGION

1993-94 2006-07 1993-94 2006-07

Southcentral

80%

76%

Interior/Northern

25%

29%

Southeast

16%

12%

Southwest

8%

7%

Denali

6%

4%

Sources: 1993 data from AVSP III conducted by McDowell Group, Inc. Note: Regional categories have been modified from other areas of this report to correspond with previous AVSP methodology.

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Alaska Resident In-State Pleasure Travel Study Report The Alaska Travel Industry Association commissioned a study in 2007 to analyze the preferences and patterns of Alaska residents traveling in the state of Alaska. Results were analyzed for the state as a whole as well as regions, including Fairbanks. For a complete report, visit www.alaskatia.org . The following are excerpts from the report.

Statewide > Day Trips

Statewide, three in five (62%) residents took one or more day trips 50 or miles from home but within the state of Alaska in the past year. • The more urban regions such as Kenai Peninsula, Anchorage and Mat-Su had significantly higher proportions of residents that took day trips in the past year. About two-thirds of Interior Highways and Fairbanks residents also took at least one day trip. • Residents in the Urban Southeast were significantly less likely to have taken a day trip in the past year.

Took a Day Trip in the Past Year (Base = All Respondents)

100%

87%

85%

84%

80%

67%

62%

64%

60% 40%

40%

34%

29% 19%

20% 0% Total

Kenai

Anch

Mat-Su

Int Hwy

Fairb

Interior

Rural SE

SW

Urban SE

Q: In the past year, did you take one or more day trips where you traveled at least 50 miles or more from your home but stayed within the State of Alaska and the purpose of the trip was for pleasure, visiting friends and/or relatives?

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Statewide > Overnight Trips

Fairbanks (15%) and Juneau (14%) are the top-mentioned destinations that Alaska residents statewide haven’t been to but would like to visit on a future overnight trip. Overnight Trip Destinations Would Like to Visit – Top Mentions (Base = Took at Least One Overnight Trip in the Past Year)

20%

15% 14% 12%

12% 10%

10%

10%

10%

9%

9%

Denali/ Denali Park

Homer

0% Fairbanks

Juneau

Kodiak

Nome

Barrow

Skagway

Whittier

Q: What are 3 towns, places or points of interest within Alaska you have not been to but would like to visit on a future “out of town” overnight trip?

ATS Fairbanks Visitor Profile The FCVB commissioned McDowell and Associates via the Alaska Travelers Survey (ATS) to study Fairbanks visitors in the summers of 2003 and 2005. A comparative analysis is summarized as follows; it may be obtained in its entirety from the FCVB. Fairbanks Non-Cruise Visitor Market Trends 2003 vs. 2005 • • • • • •

In 2005, a larger percentage of travelers said their primary trip purpose was to visit friends and relatives than in 2003 (20% vs. 12%). In 2005, significantly more non-cruise visitors were from the western US (40% vs. 26%). Instate patterns changed to reflect 58% staying overnight in Denali in 2005, compared with 66% in 2003. Visitors reported a shorter lead time for planning and booking their trip in 2005, dropping from 9.5 months to 7.8 months for planning and 4.4 to 3.5 for booking. Visitors reported a high use of guidebooks in 2005 (30%) with specific mention of the Milepost increasing from 3% to 8%. Internet usage grew form 64% in 2003 to 76% in 2005. The rate of online bookings grew from 33% in 2003 to 53% in 2005.

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Fairbanks Cruise Visitor Market Trends 2003 vs. 2005 • • • • • •

Cruise passengers also were more likely to be from the western US in 2005 compared to 2003 (30% vs. 19%). Tour patterns changed dramatically since 2003, when 70% of cruise passengers reported spending a night in Anchorage, whereas in 2005, only 43% spent the night. Participation in Alaska Native cultural tours and activities increased from 18% to 38%. Trip planning and booking time only declined slightly, with the decision to travel to Alaska made an average of 9.5 months in advance, compared to 10.2 months in 2003. Cruise passengers booked their arrangements an average of 6.6 months out, compared to 6.8 months in 2003. Internet usage increased from 56% in 2003 to 67% in 2005, and the rate of online bookings increased from 22% to 38%.

Images of Alaska 2006 The objectives of the Images of Alaska 2006 Study were to identify the potential of the Alaska visitor market and the images/perceptions and strengths/ weaknesses relative to other travel destinations. It is also geared to measure change since the Images of Alaska 2000 Study. Some of the highlighted conclusions from the Images of Alaska 2006 Study include: • The market potential for Alaska has declined • The West and South offer the greatest potential • Interest in taking an Alaska vacation is high • Cost and time are identified as the two top barriers for travel to Alaska • Perceptions of Alaska as an excellent destination for natural beauty and wildlife should be accentuated through marketing efforts • High potentials need more trip planning assistance • Repeat market for independent travelers is significant • Visitor satisfaction remains high • Peak months of June, July and August continue to be the months when most visitors are likely to travel to Alaska • High potentials are most interested in experiencing things that are most unique to Alaska* o Experiencing the midnight sun (90%) o Seeing the glaciers (94%) o Seeing the northern lights (93%) o Seeing wildlife (92%) NOTE: The FCVB inserted specific questions into this study to test its branding tenets. For example, in the bullet point above, the FCVB’s positioning phrases “midnight sun” and “northern lights” resonated well with high potentials.

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Denali Access and the Alaska Visitor Industry Study Denali National Park and Preserve is a prime destination for travelers to Alaska. As the number of visitors grows, demand for access to the park grows accordingly. This research – commissioned by the FCVB and conducted by the McDowell Group – examines the demand for access to Denali as well as future access challenges and possible solutions. The methodology was one-on-one executive interviews primarily with key group tour users of Denali National Park. Visitors to Denali expect to see wildlife, experience the wilderness and view Mt. McKinley. Maximizing utilization of the Park Road, alternative activities and experiences, new development within the Park in both South and North Denali and diverting demand to other National Parks are reflected in the research findings. FCVB Annual Conversion Study In order to assist the FCVB in refining advertising and publicity efforts, the Conversion Study was a survey research project that the FCVB conducted annually for a three-year period. The purpose of the studies on inquiries in 2000, 2001, 2002 and 2008 was fourfold: • • • •

To determine the conversion rates of prospective visitors from FCVB-generated inquiries (both direct and indirect) and ATIA-generated leads To ascertain some demographic information of our visitors and inquiries To measure the effectiveness of FCVB marketing materials To deduce what the implications are for our marketing efforts

The 2008 Conversion Study reflects increased performance and cost reductions in our advertising programs: • Increase in overall visitor conversion rate • Increase in visitation generated • Reduction in cost per inquiry • Reduction in cost per conversion (including fulfillment) • Increase in overall return on investment Alaska Highway Travel 2006 The Alaska Highway Travel 2006 study was prepared by GMA Research Corporation for North to Alaska. It includes data on the images and perceptions of a driving vacation through Canada into Alaska, past and future travel behavior, media habits of the consumers, Internet usage and advertising awareness.

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Some of the highlighted conclusions from the Alaska Highway Travel 2006 Study include: • Michigan ranks as the state with the highest potential for a driving vacation • 32% of respondents thought first of beautiful scenery • Road conditions, cost of facilities and transportation and “can’t take time to go” are barriers to a driving vacation • Visiting national parks and seeing wildlife in their natural habitat are key to close to 80% of respondents • Two persons make up 72% of the number of people in the immediate traveling party • 96% of high potentials have taken a driving vacation of 600 miles lasting one week or longer within the past five years Domestic Passenger Air Service at Fairbanks A Review of Existing Service and Comparisons to Anchorage While Fairbanks is setting records in passenger production and near records in revenue generation, growth lags behind Anchorage with several factors contributing to limited passenger growth. The Domestic Passenger Air Service at Fairbanks study provides an overview and comparison of traffic at the Fairbanks International Airport between Fairbanks and Anchorage, market(s), demand(s), and short/long term recommendation(s) for future growth. This research was commissioned by the FCVB and conducted by Sixel and Associates. National and International Research There are many sources of national research. Below are two good online resources for general visitor industry research: Travel Industry Association of America (TIA) www.tia.org World Tourism Organizations (WTO) www.world-tourism.org

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Updated: 10-10-10

2011 Organizational Chart Fairbanks Community and FCVB Members Committees established by FCVB By-laws: Executive Committee Finance and Planning Committee Nominations Committee

FCVB Board of Directors

FCVB Advisory Standing Committees: Advertising and Public Relations, Audit, Meetings and Conventions, Performance Management Review, Public Policy Advisory, Tourism, Urban/Rural, Visitor Services and Membership

FCVB President and CEO Deb Hickok

Director of Marketing Vacant Until Filled

Advertising & Marketing Associate Kasey Gillam Public Relations Coordinator Unfilled Indefinitely Internet Marketing Associate Annie Duffy Branding & Production Coordinator (part-time position) Angie Cerny

2011 FCVB Strategic Plan

Director of Meetings & Conventions Helen Renfrew

Meeting & Conventions Senior Sales Manager Unfilled Indefinitely Sports & Meetings Sales Manager Unfilled Indefinitely Convention Services Coordinator Allison Thompson

Director of Tourism Vacant Until Filled

Director of Finance & Administration Dawn Murphy

Vice President of Visitor Services & Membership Karen Lane

Tourism Sales Manager Greg Allison

Finance & Administrative Coordinator Janet Thorpe

Manager of Visitor Services Charity Gadapee

Data Entry & Accounting Coordinator (shared position) Corinne Jankowski

Visitor Services & Membership Coordinator Unfilled Indefinitely

Executive & Tourism Coordinator (shared position) Ashley Ritenour

Visitor Information Specialists (year-round and seasonal employees)

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Fairbanks Convention Visitors Bureau 2010 Board of Directors Executive Officers Seat "G" Lodging Expires 2010

Mary Richards - Chair All Seasons Bed & Breakfast Inn 763 7th Avenue Fairbanks, AK 99701 (907) 451-6649/FAX(907) 474-8448 mary@allseasonsinn.com

Seat "I" Retail Expires 2011

Matt Atkinson - Treasurer Northern Alaska Tour Company PO Box 82991 Fairbanks, AK 99708 (907) 474-8600/FAX (907) 474-4767 adventure@northernalaska.com

Seat "K" Attractions Expires 2012

Suzy Fischer - Chair Elect Riverboat Discovery & El Dorado Gold Mine 1975 Discovery Drive Fairbanks, AK 99709 (907)479-6673/FAX(907)479-4613 susan@riverboatdiscovery.com

Seat "B" Lodging Expires 2012

Buzzy Chiu - Secretary Bridgewater Hotel 723 First Avenue Fairbanks, AK 99701 Summer(907)452-6661/FAX(907)452-6126 Winter(907)458-6110/FAX(907)451-6376 bridgewater@fdifairbanks.com

Seat "J" Services Expires 2011

Andy Anger - Past Chair UAF Tanana Valley Campus 604 Barnette St, Suite 224 Fairbanks, AK 99701 (907)455-2862/FAX(907)455-2941 ffapa@uaf.edu

FCVB Deb Hickok President/CEO Fairbanks Convention & Visitors Bureau 101 Dunkel St, Ste 111 Fairbanks, AK 99701-4806 (907)459-3770/FAX(907)459-3787 dhickok@explorefairbanks.com

Seat "A" Events Expires 2012

Amy Geiger Downtown Association of Fairbanks 410 Cushman Street Fairbanks, AK 99701-4665 (907) 452-8671/FAX (907) 457-8859 ageiger@downtownfairbanks.com

Seat "L" Lodging Expires 2010

Kristin Wells Princess Wilderness Lodge - Denali PO Box 72478 Fairbanks, AK 99707 (907)952-0513/FAX(907)683-2545-Summer FAX(907)479-9680-Winter kristinwells@princesstours.com

Seat "C" Irene Fuchs Meyer Transportation GoNorth Alaska Travel Center Expires 2012 PO Box 60147 Fairbanks, AK 99706 (907) 479-7272/FAX (907) 474-1041

Seat "M" Appointed Expires 2010

Terese Kaptur Fairbanks Summer Arts Festival PO Box 82510 Fairbanks, AK 99708 (907) 474-8869 tkaptur.festival@alaska.net

irene.meyer@gonorth-alaska.com

Seat "D" Retail Expires 2010

Shelbie Umphenour Interior Alaska Fish Processors 2400 Davis Road Fairbanks, AK 99701 (907)456-3885/FAX (907)456-3889 shelbie@ak.net

Seat "N" Conventions Expires 2011

Susan Kramer Executive Events 216 Sacia Avenue Fairbanks, AK 99712 (907) 590-5086 eventplanning2004@hotmail.com

Seat "E" Services Expires 2012

Ramona Oxendine Santa's-Vagabond Travel 909 Cushman Street, Suite 102 Fairbanks, AK 99701 (907)452-3636/FAX(907)452-3639 ramona.vagabondtravel@alaska.net

Seat "O" Appointed Expires 2010

Lloyd Huskey University of Alaska Museum of the North PO Box 756960 Fairbanks, AK 99775-6960 (907) 474-6443/FAX (907) 474-5469 ldhuskey@alaska.edu

Seat "F" Attractions Expires 2010

Michael Davis Denali ATV Adventures 1501 Market Street Fairbanks, AK 99709 (907)683-4288/FAX(907)683-4289 mike@denaliATV.com

Ex Officio FNSB Rep

Joseph Blanchard, Assembly Member Fairbanks North Star Borough 809 Pioneer Road Fairbanks, AK 99701 (907) 388-7944 jblanchard@co.fairbanks.ak.us

Seat "H" Adam Barth Transportation Fairbanks North Star Borough Expires 2010 3175 Peger Road Fairbanks, AK 99709 (907)459-1196/FAX(907)459-1004 abarth@fnsb.us

2011 FCVB Strategic Plan

Ex Officio Emily Bratcher, City Council Member City Coun. Rep Fairbanks City Council 800 Cushman Street Fairbanks, AK 99701 (907) 460-1658 eebratcher@ci.fairbanks.ak.us

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2011 Strategic Plan  

2011 Strategic Plan

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