Monterey County CVB Recovery Year Business Plan FY 2020-2021

Recovery Year Business Plan FY2020-21

Where the fog always lifts, the tide always rises and the sun always returns.

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From the CEO COVID-19 has created the most uncertain era for the tourism industry in living memory. In the first ninety days, Monterey County lost an estimated $600 million in visitor spending. The cumulative loss in local taxes is measured in tens of millions and prior to restricted travel being allowed in early June 2020, it was estimated that over half of the 27,000 tourism jobs were furloughed, laid-off or eliminated. At the time of this Business Plan’s development, our destination is recovering, but at an unsteady pace.

Yet, this unprecedented catastrophe has been met with unprecedented collaboration. The hospitality industry and business community have united and are working with the County and local governments in a fashion never before seen. At each point of collaboration, MCCVB has played a critical role —from creating a COVID-19 Impact Model for businesses and local governments to gauge financial loss, to leading a county-wide Marketing Recovery Task Force in developing a path to reigniting the tourism economy.

“ We have the ability to drive the rate of recovery and redefine our future.

The ‘new normal’ need not be something that

simply happens but The full impact of the crisis has yet to be seen, but our team and our community is united like never before. The impact of COVID-19 was made worse with the rather something we devastation of multiple fires throughout the entire region in August. Like the intentionally create.” pandemic, the fires have yet to be extinguished, leaving the ultimate effects of the situation still to be determined. Together we will recover. Our tourism economy will be restored. The real questions are how quickly will we recover and what does the future of our tourism economy look like. We have the ability to drive the rate of recovery and redefine our future. We have the ability to drive the rate of recovery and redefine our future. The ‘new normal’ need not be something that simply happens but rather something we shape with purpose and resolve.

This Business Plan is necessarily nimble as the short term impacts are developing on a weekly basis. However, as a whole, the plan is the first step in laying out a foundation for years to come. Part of the process will be a multi-year strategic planning process later in the fiscal year. We will use this recovery year to reimagine how MCCVB can work harder with and for our jurisdiction investors, lodging properties, all hospitality businesses and the entire community.

Rob O’Keefe President & CEO

2020-21 RECOVERY YEAR BUSINESS PLAN

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Table of Contents 2019 Tourism Economy . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 Governance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 MCCVB Committees . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 FY2020-21 Budget . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 Strategic Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 Situation Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 Key Strategies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14

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2019 Tourism Economy

$3.24B 27,120

In visitor spending

up 3.3% from 2018

People employed in tourism up 1.8% YOY

$153M

In local tax receipts

$144M

In state tax receipts

4.8M

Overnight visitors

$376

up 4.3%

up 3.3%

Average spend per day per hotel/motel overnight visitor

Point Lobos, Carmel Source: Monterey County Travel Impacts 1992-2019, Dean Runyan Associates, April 2020 2020-21 RECOVERY YEAR BUSINESS PLAN

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Governance BOARD OFFICERS Kevin Ellis, Chair, Hyatt Regency Monterey Hotel & Spa Jeroen Gerrese, Chair Elect, Sanctuary Beach Resort John Turner, Past Chair, InterContinental The Clement Monterey Chris Sommers, Treasurer, Monterey Plaza Hotel & Spa Teri Owens, Secretary, Embassy Suites Monterey Bay Seaside

BOARD DIRECTORS Mary Adams, Monterey County Board of Supervisors 5th District

Diane Mandeville, Cannery Row Company

Rick Aldinger, Big Sur River Inn Janine Chicourrat, Portola Hotel & Spa

Amrish Patel, Centrella Inn and Carmel Green Lantern Inn

Kimbley Craig, K.Craig Media

Bina Patel, Peninsula Hospitality Group

Sean Damery, Bernardus Lodge & Spa

Tim Ryan, Pebble Beach Resorts

Kirk Gafill, Nepenthe Phoenix Corporation

Ed Smith, City of Monterey

John Narigi, WeatherTech Raceway at Laguna Seca

Mimi Hahn, Monterey Bay Aquarium John Lloyd, Pine Inn and Tally Ho Inn

BOARD ADVISORS Jacquie Atchison, Arts Council for Monterey County

Matt Mogensen, City of Marina

Carol Chorbajian, CCM&E Destination Services

Doug Phillips, Monterey Conference Center

Mike Freed, Passport Resorts LLC

Bobby Richards, City of Carmel-by-the-Sea and Fly Away Cafe

Norm Groot, Monterey County Farm Bureau Mike LeBarre, City of King City Stefan Lorch, Monterey Marriott Paula Joy MacNab, Monterey County Film Commission

Kim Stemler, Monterey County Vintners & Growers Association Hans Ulsar, City of Monterey

Cannery Row, Monterey 2020-21 RECOVERY YEAR BUSINESS PLAN

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MCCVB Committees MCCVB operates under the guidance of several Committees, each focused on a specific area of strategic importance for the direction of the organization. Visit SeeMonterey.com/Members/Board to learn more about our Board of Directors and Committees, including meeting dates, agendas and minutes.

NOMINATING COMMITTEE Solicits and reviews board position applications and makes candidate recommendations.

COMPENSATION COMMITTEE Reviews and advises on compensation and benefit programs.

BOARD OF DIRECTORS

MCTID OVERSIGHT COMMITTEE Comprised of hotel representatives from within the Monterey County Tourism Improvement District (MCTID) boundaries and has complete oversight of the MCTID budget, program development and monitoring.

15-19 Directors and up to 15 Advisors oversee strategic direction, progress and budgets of the organization.

FINANCE COMMITTEE Advises the board on financial policies and matters.

SALES COMMITTEE Advises in the development, planning and evaluation of group business development and client service programs.

EXECUTIVE COMMITTEE Supports and evaluates the President & CEO, vets confidential issues and acts on behalf of the full Board of Directors in case of an emergency.

MARKETING COMMITTEE Provides strategic input, expertise and collaboration on marketing communications plans and initiatives.

Hahn Estate Winery, Salinas Valley

2020-21 RECOVERY YEAR BUSINESS PLAN

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FY2020-21 Budget Revenue

Total

Jurisdiction Investment Monterey County

787,500

City of Monterey

858,405

City of Carmel-by-the-Sea

120,040

City of Pacific Grove

84,549

City of Seaside

54,000

City of Salinas

80,000

City of Marina

68,087

City of Del Rey Oaks

1,000

Sand City

2,000

Subtotal Jurisdiction Investment

REVENUE

2,055,581

Monterey County Tourism Improvement District (MCTID) Monterey County

409,466

City of Monterey

1,086,829

City of Carmel-by-the-Sea

162,914

City of Pacific Grove

113,743

City of Seaside

174,626

City of Salinas

172,168

City of Marina

137,511

Subtotal MCTID

2,257,258

Private Revenue

$ 59,400

Total Revenue

Jurisdiction Investment – $2,055,581 MCTID – $2,257, 258 Private – $59,400

$ 4,372,239

McAbee Beach, Monterey 2020-21 RECOVERY YEAR BUSINESS PLAN

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FY2020-21 Budget Expense

Total

Group Business Development Trade Shows & Sales Missions

(continued)

EXPENSE

54,900

FAMS, Site Visits & Sponsorships

138,000

Tour & Travel

77,650

Client Engagement Events

54,200

Group Marketing

504,890

Strategic Client Services & Support

73,462

Programs & Talent

778,411

Total Group Business Development

1,681,513

Marketing Communications Advertising Programs

1,372,429

Luxury Market

100,000

Media Relations

80,463

Research

105,698

Website

120,000

Programs & Talent

627,477

Total Marketing Communications

2,406,067

Visitor Services

$ 95,388

Administration

$ 706,681

Community Relations

$ 130,969

Total Expense

Group Business Development – $1,681,513 Marketing Communications – $2,406,067 Visitor Services – $95,388 Administration – $706,681 Community Relations – $130,969

$ 5,020,617

Net retained is expected to be significantly negative for FY2020-21. However, at the onset of COVID-19 in FY2019-20 the MCCVB paused much of our work and reduced our work force to save resources in the face of declining activity and revenue. Savings from those proactive decisions led to positive net retained in FY2019-20 that will be carried over to offset the losses expected in FY2020-21 that will support the destination’s recovery and keep MCCVB solvent with reserves above our policy.

Pinnacles National Park, Soledad 2020-21 RECOVERY YEAR BUSINESS PLAN

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Impact Model To gauge the impact of the COVID-19 crisis, MCCVB developed an Impact Model that utilized a variety of data sets including Dean Runyan Tourism Impacts, Smith Travel’s STR reporting on occupancy and average daily rate (ADR), and jurisdiction tourism improvement district (TID) transient occupancy tax (TOT) reporting. The model allows consideration of various financial scenarios for both MCCVB and jurisdiction partners and has served to guide budget planning for FY2020-21. The model is regularly updated and the chart below shows current status for ADR and occupancy as of August 22, 2020.

302

AVERAGE DAILY RATE ($)

279

A ctual

242 219 162 145 142

185

March

198 166

142 90 90

April

74

166

161

170

135 102

May

OCCUPANCY (%) 79

219

80

June

July

August

86

88

88

I mpact Model projection on which budgeted revenues were based Prior year actual

60 34

43

41

39

34 11 6

March

49

April

21 17

23

May

June

July

August

Bernardus Winery, Carmel Valley

2020-21 RECOVERY YEAR BUSINESS PLAN

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Strategic Plan Vision Inspire the world to experience our extraordinary destination, responsibly.

Mission Drive business growth through compelling marketing and targeted sales initiatives that maximize the benefits of tourism to our guests, members and community.

Values Accountability: We will be responsible for our results, actions and words.

Integrity: We will at all times be trustworthy and honest and do what we say we’re going to do.

Leadership: We will define our vision and advocate for it, allowing our guests and members to benefit from our destination marketing and business development initiatives.

Passionate: We will create success using passion about our profession and achieving results.

Strategic Objectives • Invest in market opportunities • Grow consumer and group market share • Strengthen relationships with the community through inclusion, open communication, participation, collaboration and accountability • Maintain and evolve the high-performance inclusive culture that attracts and retains strong leaders

Strategic: Our plans will be an efficient and clearly defined roadmap to achieve the targeted goals of the organization.

Responsibility: We will promote safe, responsible and respectful travel behavior to protect and preserve our destination and environment.

Diversity Equity & Inclusion Commitment MCCVB is committed to ensuring that all members of the organization feel welcome and have an equal opportunity to connect, belong, and grow.

Strategic Objectives • Expand and amplify the consistent and dynamic marketing message

FY2020-21 Goal Setting The Board of Directors agreed that given the instability in the marketplace due to COVID-19 and the lack of any discernable travel growth trend, MCCVB will set goals upon stabilization. Goals and key performance indicators will be discussed each quarter and set once projectable travel patterns emerge.

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Situation Analysis Major travel indicators and consumer sentiment towards travel in the short term and even the course of this fiscal year change almost daily. MCCVB strategies and programs are supported by data and analysis and yet such information changes as quickly as the news cycle. However, a broader look at existing and developing trends reveals certain patterns that serve as a basis for the strategies within this Business Plan.

U.S. TRAVEL FORECAST Total travel spending in the U.S. ($Billions) U.S. residents International visitors Total international travel to the U.S. ($Millions) Canada Mexico Overseas Global long-haul travel (Millions) U.S. share of global long-haul travel (%) Total U.S. domestic person-trips (Millions) Business Leisure

TRAVEL FORECAST 2017

2018

2019

2020

2021

2022

2023

1,038

1,089

1,127

622

885

976

1,049

882 156

933 156

972 155

583 39

787 67

874 192

921 128

77.2

79.7

79.3

28.9

47.3

67.3

73.8

20.5 17.7 38.9 319.5 12.2 2,241 454 1,787

21.5 18.4 39.9 342.3 11.7 2,278 458 1,820

20.7 18.1 40.4 356.9 11.3 2,321 462 1,858

8.4 8.1 12.4 132.9 9.3 1,633 300 1,332

13.8 12.9 20.5 224.8 9.1 2,072 387 1,685

18.8 16.8 28.2 306.0 9.2 2,254 420 1,834

21.7 19 33.1 351.3 9.4 2,326 437 1,889

U.S. TRAVEL FORECAST (GROWTH) Total travel spending in the U.S. U.S. residents Average spending per trip International visitors Average spending per trip Total international travel to the U.S. Canada Mexico Overseas Global long-haul travel Total U.S. domestic person-trips Business Leisure Auto Air Day trips Overnight trips

TRAVEL FORECAST 2017

2018

2019

2020

2021

2022

2023

4.4% 5.2% 3.6% 0.1% -0.9% 1.0% 6.3% -6.3% 2.0% 9.1% 1.6% -0.1% 2.0% 1.4% 3.0% 1.6% 1.5%

4.9% 5.8% 4.0% 0.3% -2.9% 3.3% 4.89% 3.4% 2.5% 7.1% 1.7% 0.9% 1.9% 1.4% 4.9% 0.9% 2.3%

3.5% 4.2% 2.3% -1.1% -0.5% -0.6% -3.5% -1.3% 1.3% 4.3% 1.9% 0.9% 2.1% 1.6% 4.3% 1.8% 1.9%

-44.8% -40.0% -14.7% -75.1% -31.8% -63.5% -59.6% -55.1% -69.2% -62.9% -29.6% -35.1% -28.3% -26.9% -57.0% -21.4% -37.1%

37.5% 35.0% 6.4% 75.0% 7.1% 63.4% 65.2% 58.6% 65.3% 69.1% 26.9% 28.9% 26.5% 25.8% 57.0% 16.5% 38.7%

14.2% 11.0% 2.0% 52.0% 12.8% 34.8% 36.0% 29.9% 37.0% 36.1% 8.8% 8.6% 8.8% 8.1% 24.7% 6.4% 11.1%

7.4% 5.4% 2.1% 25.0% 7.9% 15.8% 15.4% 13.5% 17.4% 14.8% 3.2% 4.0% 3.0% 2.3% 16.7% 1.8% 4.4%

Source: United States Travel Association, Oxford Economics, June 2020 2020-21 RECOVERY YEAR BUSINESS PLAN

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Travel Preferences: Trip Experiences Monterey County will benefit from a strong desire to experience the outdoors – particularly beach experiences.

LIKELY TRIP DESTINATIONS

36.0% 26.2% 22.6% 24.6% 22.3% 23.8% Beach destinations or resorts

Small towns, villages or rural destinations

National parks

Cities or metropolitan areas

State, local or regional parks

Mountain destinations or resorts

Travel Preferences: When & How to Travel Air travel for vacations dropped significantly in the early months of COVID-19 but is expected to return in 2021.

MONTH OF NEXT ROAD TRIP AND AIR TRIP as of July 26, 2020 Survey question #1: In what month do you expect to take your next road trip (traveling in a personal car)?

Survey question #2: In what month do you expect to take your next trip on a commercial airline?

30.4%

30%

Road Trip

25% 20%

18.2%

15% 10% 5%

Air Trip 1,040 Miles Average Length

308 Miles Average Length

16.8%

13.1%

11.3%

10.6% 7.6% 2.2%

3.9%

4.9%

5.1%

7.2%

5.4%

6.5% 6.3% 3.1% 4.0

5.8%

%

2.5%

5.1% 2.8%

5.1%

4.6%

2.8%

10.9% 5.1%

0% July 2020

Aug. 2020

Sep. 2020

Oct. 2020

Nov. 2020

Dec. 2020

Jan. 2021

Feb. 2021

Mar. 2021

Apr. 2021

Later in 2021

2022 or Won’t later take a trip

Source: Destination Analysts, July 2020 2020-21 RECOVERY YEAR BUSINESS PLAN

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Meetings Outlook Nearly all meetings planned for the latter half of calendar year 2020 have either been moved into 2021 and beyond, or have been cancelled. A Meetings & Events Task Force comprised of representatives from MCCVB, a variety of hotels, attractions and major events was assembled in June of 2020 with the goal of creating protocols that would allow for small and/or reduced capacity meetings and events in the short term. Long term return of traditional meetings and events will depend on the successful development and deployment of a vaccine. Most projections for the return of traditional or hybrid-style meetings are in mid 2021 and most meeting planners believe the industry will begin to recover in that time frame.

WHEN LIVE MEETINGS WILL LIKELY BEGIN TO RETURN Survey question: If you were advising on the timing of holding a live/in-person meeting or event, which month would you say is the soonest they should consider holding their event?

July 2020 Aug. 2020

0.7% 1.7% 5.0%

Sep. 2020

7.7%

Oct. 2020

4.3%

Nov. 2020 Dec. 2020

1.3% 47.7%

First half of 2021

29.7%

Second half of 2021 In 2022 or later

2.0%

0%

10%

20%

30%

40%

WHEN MEETING BUSINESS WILL RETURN TO NORMAL Survey question: If you had to predict, in which month do you think the meeting/event business will return to normal (or near normal) levels?

Sep. 2020

1.0%

Oct. 2020

1.3%

Nov. 2020

1.3%

Dec. 2020

0.3% 24.7%

First half of 2021 Second half of 2021

39.0%

In 2022 or later

0%

32.0%

10%

20%

30%

40%

Source: Destination Analysts, July 2020 2020-21 RECOVERY YEAR BUSINESS PLAN

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International Outlook International travel was decimated by the COVID-19 crisis as some countries initially closed their borders and have been slow to reopen them. These travelers are a critical market for Monterey County’s tourism economy as their spending profile is typically 2-3 times that of domestic travelers. Retaining and growing our destination’s market share of international travel is dependent on key relationships with channel partners such as receptive tour operators and international travel agencies as well as travel promotion partners, including Visit California and Brand USA. MCCVB will continue to maintain these relationships in order to reignite international travel when the global borders are reopened.

As shown in this forecast, international travel spending from 2019 to 2020 is expected to drop by 75%; significantly more than the domestic spend which is estimated to drop by 40%.

TOTAL TRAVEL SPENDING IN THE U.S. $1200

$1,038B

$1,089B

$1,127B $1,049B 37.5%

$1000

$976B

$855B $800

$600

14.2% 4.4%

4.8%

3.5%

$622B

$156B

$156B

$155B

-44.8% $39B

$67B

2020

2021

7.4%

$400

$200

2017

2018

Domestic

2019

International

$102B 2022

$128B 2023

% Change in total travel spending

Source: US Travel Association, July 2020 2020-21 RECOVERY YEAR BUSINESS PLAN

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Key Strategies MCCVB will take a gradual phased approach that enables us to adapt our plan as needed during an uncertain recovery period. As such, MCCVB’s strategic objectives fall under three categories as they relate departmentally to adapt to the recovery situation, align and collaborate with the community, stakeholders and partners.

Marketing Communications ADAPT

ALIGN

COLLABORATE

Target travelers that are already aware of or are actively considering Monterey County as a destination, and leverage strong repeat visitation.

Educate, unite and align local businesses on MCCVB’s Responsible Travel Initiative to encourage responsible behavior and band together with a united message and approach.

Increase participation with local businesses, stakeholders and tourismrelated organizations from MCHA to Monterey Regional Airport and others, to synergize and broaden our marketing impact.

Maintain key relationships related to luxury and international travel markets.

Group Business Development ADAPT

ALIGN

COLLABORATE

Target regional meeting and event planners with a hybrid approach, segment-based (e.g. Association, Corporate) and also by geography with gradual expansion to further out markets.

MCCVB will align its approach with opening protocols and continue to create competitive differentiation through transformative client engagement and services, including virtual experiences.

Continue to leverage the collective strengths of the destination through intensified collaboration with the group hotels, Sales & MCTID Committees, Monterey Conference Center and businesses that service meetings and conferences.

ADAPT

ALIGN

COLLABORATE

Create innovative ways to safely interact, engage with and educate visitors on responsible travel.

Educate, unite and align local businesses on MCCVB’s Responsible Travel Initiative to encourage and promote responsible behavior to visitors.

Continue to build and maintain strategic relationships and participate in developing programs and initiatives that are focused on recovery in ways that best benefits our community and the residents who live here.

Provide innovative services and support to planners.

Community Relations

Engage with residents to share information on the economic value of tourism and the promotion of responsible travel for the well-being of our community.

Hahn Estate Winery, Soledad

2020-21 RECOVERY YEAR BUSINESS PLAN

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FIRST QUARTER TACTICAL PLAN

Marketing Communications MCCVB’s FY2020-21 Marketing Recovery Plan was developed based on extensive research in collaboration with the Marketing Recovery Task Force, a countywide task force of hospitality members from various Monterey County jurisdictions. The marketing plan will develop on a quarterly basis to allow flexibility in the face of uncertain market developments.

Key Tactics:

• MCCVB employs a solid framework of paid, social media (owned) and public relations (earned) content strategy to develop and distribute compelling targeted content.

• MCCVB’s Integrated Content Calendar is being developed by quarter, in order to re-assess needs and account for rapidly changing content themes and market needs.

Paid Media

Traditional advertising – print, television, radio, display, diret mail, paid search, retail/channel

Owned Media

Corporate website, campaign microsite, blog, brand community, Facebook and Instagram comments, mobile, etc.

Earned Media

Word of mouth, Facebook and Instagram comments, Twitter (@mentions, @replies), blogs, forums, review sites

2020-21 RECOVERY YEAR BUSINESS PLAN

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Q1 Travel Promotion Campaign: “Road to Inspiration” When Monterey County reopened for leisure travel on June 12, 2020 MCCVB kicked off its drive market campaign called the “Road to Inspiration”. Research has shown that due to the pandemic, consumers are more likely to travel by car and will travel twice as far as they usually would. It also showed that consumers are seeking outdoor activities and beaches which the campaign features prominently.

Responsible Travel Initiative In conjunction with the “Road to Inspiration” campaign, MCCVB launched a Responsible Travel initiative that targets both locals and drive market visitors with messaging that promotes safe and responsible behavior. The messaging stresses the importance of wearing a mask, maintaining social distance, following guidelines and leaving no trace behind.

To expand the initiative, MCCVB is leading the development of a broad network of cities and the County governments, area Chambers of Commerce and over a dozen businesses to carry this campaign through their own programs. Additionally, MCCVB created an online tool kit providing all businesses with relevant recovery information, including helpful links and downloadable signage.

2020-21 RECOVERY YEAR BUSINESS PLAN

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Group Business Development With a focus on maintaining and fostering key partnerships, MCCVB’s Business Development team has maintained a passive but present stance in the meetings industry in Q1, keeping Monterey County top of mind for meeting planners who are actively booking now and into the future. In collaboration with the Marketing and Events Task Force, MCHA and the City of Monterey, MCCVB is working towards laying the groundwork for Monterey County meetings and events in Q1, preparing for their return in 2021.

Key Tactics:

• Provide constant flow of information and updates to clients.

• Enhanced client engagement.

• Service RFPs from planners and distribute to hotel community.

• Promote long lead meetings and conferences.

“Book a Future Transformation” Campaign MCCVB’s Group Business Development target markets shifted closer to home, but remained present in Q1 keeping Monterey County top of mind for future meeting planner opportunities and partnerships. MCCVB’s group Business Development campaign, “Book a Future Transformation” maintains a light presence in Q1 with search and digital advertising and is gradually ramping up as we move into Q2, to align with the expected return of meetings in the first half of 2021.

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Community Hospital of the Monterey Peninsula

Community Relations Tourism is the number one industry on the Monterey Peninsula and the second largest industry in the County.

MCCVB continues to develop more community-focused initiatives. It is important that we build and maintain strategic relationships and participate in the development of programs that are focused on recovery and responsible tourism in a way that benefits our business community and residents.

Key Tactics:

•D evelop communication programs that increase awareness of Responsible Travel among members and visitors.

• Continue to strengthen relationships with local chambers and non-government agencies and further foster our collaboration with jurisdictions throughout the Monterey County with a focus on economic recovery.

• Create relational engagements with visitors to influence incremental overnight stays and manage visitor behavior through Responsible Travel education.

• Communicate opportunities for members and stakeholders to participate in MCCVB’s programs.

Community Hospital of the Monterey Peninsula

2020-21 RECOVERY YEAR BUSINESS PLAN

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WeatherTech Raceway at Laguna Seca, Salinas

SeeMonterey.com