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Home My WebLink About40-City Administrator CONVENTION & VISITORS BUREAU (CVB) PLANNING ASSUMPTIONS 1. The Director of the Bureau begins work on January 1, 1989. 2. Approximately 15-30 days are allowed for retaining secretarial support. 3. Office space and equipment are available and ready by January 1, 1989. 4. This plan is a preliminary draft to be refined by the Director and approved by the Board. 5. Goals stated are not mandatory requirements of the Director. Rather, they are suggested targets. CVB GOALS & OBJECTIVES ATTRACT: Conventions, conferences and business meetings to San Ber- nardino. ASSURE: Their success by meeting their needs; provide a pleasant and convenient stay so they will return. INCREASE: Days and dollars spent in San Bernardino through modest tourism promotions, an "extra day" program, and through heavy emphasis on soliciting statewide and regional conventions. ~ -;-- /;;( CU SUPPORT: This program immediately to assure quickest results. HOUSE: The CVB, an independent, non-profit corporation, in office space provided by the San Bernardino Chamber of Commerce. ATTRACT: Professional associations and fraternal organizations to have conventions, conferences and business meetings in San Bernar- dino. COORDINATE: Facilities, hotels, restaurants, and other needed services. PROVIDE: Needed bureau services such as: Convention lead referrals Visitor packets and badges Visitor guides to San Bernardino and surrounding attrac- tions Registration assistance (personnel/volunteers, typewri- ters) Area maps Booking and housing bureau -2- NETWORK AND COORDINATE: Related businesses such as hotels, restaurants, information on when conventions are booked and people will be attending. etc. with how many ADDITIONAL ATTRACTIONS: Coordinate additional excursions and activities for visitors. Prepare appropriate printed materials and guides. Once the visitors are in the city implement a system to assure that their needs are met and that they will return. REVIEW & ANALYZE Each convention and conference to see where we can improve. Take action for improvement if needed. EXPECTED RESULTS: Confirmed bookings above those already scheduled to come to San Bernardino, as outlined in Goals. GOALS FOR FIRST 18 MONTHS WITH AN AGGRESSIVE MARKETING PLAN: 2-5 Confirmed future bookings for and special events with attending. Conventions or conferences major conventions 1,500 to 3,000 15-25 with 500-1,000 25-40 25,000 attending. Conferences with 100-500 attending. Room nights booked. -3- 10/15/88 Job description completed 11/1/88 Advertisement for job placed 11/15/88 Board appointed by Council 11/30/88 Complete articles of incorporation, bylaws 12/1-12/31/88 Interviews and selection of Director Resources and association memberships are required* 1/1/89 Director begins work Familiarization with community Support committees formed RFPs issued to advertising agencies, prelimi- nary packets outlined 2/1/89 Secretarial support services retained 2/15/89 First year marketing plan formulated Budget and revised goals completed Current confirmed bookings & events plus anticipated increases inventoried Strategy proposed to solicit memberships in CVB -4- 3/30/89 First quarterly report to Council Board approves budget and goals 1989-90 budget request to Mayor and Common Council Graphics and comps ready for presentation 4/1/89 Preliminary packets compiled Sales calls begin Travel to Sacramento, San Francisco, Los Angeles (co-op with bureau members) Generate community support Direct mail campaign begins 5/1/89 Report to CVB Board on community & regional resources Monitor approval of budget Continue sales efforts, inspections encourage site 6/1-30/89 Continue sales effort 7/1/89-6/30/90 Implement marketing plan Increase CVB memberships Hire additional new staff -5- *RESOURCE MATERIALS: Memberships in the following organizations: No. California Society of Association Executives (NCSAE) So. California Society of Association Executives (SCSAE) Sacramento Society of Association Executives (SSAE) Meeting Planners International (MPI) Western Association of Convention/Visitors Bureaus (WACVB) Western Conference of Association Executives (WCAE) Mailing lists from the following groups: Membership rosters of each of the above The Salesman's Guide to Associations National Trade & Professional Orqanizations SUGGESTED NAMES FOR CVB BOARD OF DIRECTORS The task force appointed by the city's Ways and Means Commit- tee recommends that seven members and two ex officio members be appointed by the City Council to serve a term on the board of directors. The task force strongly recommends that each voting board member be a representative of the hospitality industry with a vested interest in the success of San Bernar- dino as a convention and visitors destination. The ex officio seats should be filled by a representative from the city and the Bureau's Executive Director. The following names have been suggested as board members: -6- PAT CAFFERY, MANAGER OF LA QUINTA INN -- For the past two years chaired SBACC's CVB steering committee; served as SBACC vice president of CVB; helped formulate Inland Empire Tourism Council. LAURIE ALDERN, DIRECTOR OF SALES OF MARUKO HOTEL & CONVENTION CENTER -- SBACC assistant vice president CVB; member SBACC's CVB steering committee; chairperson of Main Street, Inc.'s Tourism Committee. DAVID PORTER, DEAN OF CSUSB'S SCHOOL OF BUSINESS __ Member of SBACC's CVB steering committee; conducted several surveys for steering committee to create proposed bureau; director of Idaho Department of Commerce for four years. LES DABRITZ, SBACC EXECUTIVE VICE PRESIDENT -- Managed the chambers in Salinas, Fresno and Vallejo and was responsible for setting up CVB's in those cities; member of the initial SBACC's CVB steering committee. SAM HENLEY, EXECUTIVE DIRECTOR SB ECONOMIC DEVELOPMENT COUNCIL -- Formed the Inland Empire Tourism Council and served as its first president; member of SBACC's CVB steering committee; chaired SB Film & Special Events Corp.; member of Main Street, Inc. TERRI O'CONNOR, MARKETING DIRECTOR NATIONAL ORANGE SHOW Board member for the SB Film & Special Events Corp.; member of Main Street's Tourism Committee; member of SBACC. -7- ANN HARRIS, DIRECTOR OF MAIN STREET, INC. -- Former member of the Salt Lake State CVB; participated in the formulation and development of CVB in Provo and Layton, Utah. JUDITH RYMER, EXECUTIVE DEAN OF CBUSB SBACC vice president of economic development that launched CVB steering committee two years ago; vice president of SBACC CVB steering committee one year; board member of National Orange Show. ALFREDO GONZALEZ, PRESIDENT HISPANIC CHAMBER -- Expres- sed interest in participating in efforts to form a bureau. SBACC desires to involve hispanic community in CVB. PAT LEATHERS, CUSTOMER SERVICE, GTE -- Serves as a member of the board on both SBACC and National Orange Show; expressed interest in serving on CVB board. BILL SHANAHAN, GENERAL MEMBER SB SPIRIT Member of SBACC's baseball committee; member of crosstown business committee; expressed interest in creation of bureau. HENRY BICKLER, restaurant industry; in creating a bureau. BRYAN CINDELL, VICE PRESIDENT & MANAGER OF BROADWAY -_ New business executive with major firm desiring to get in- SHANDIN HILLS GOLF COURSE -- Represents expressed an interest in participating volved. HY WEITZMAN, PRESIDENT, HY WEITZMAN COMPANY -- LegiSla- tive representative for California Restaurant Association. A REPRESENTATIVE FROM NAFB -- Both TRW and BMO are active in bringing a great many people into the area; the Military and Civilian Visitors to NAFB are a viable part of the community; suggestions could come from Military Affairs Committee of SBACC. -8- BILL FIELD, GENERAL MANAGER, HARRIS COMPANY -- Member of Main Street's Tourism Committee; represents a major business in the city; company committed to increasing the number of visitors to city. BOB SPIVACKE, MARKETING DIRECTOR, CENTRAL CITY MALL-- Member of Main Street's Tourism Committee; provides support services such as shopper discounts and transportation to groups meeting in city; represents a sector of the hospital- ity industry. SUGGESTED EX OFFICIO MEMBERS: JIM RICHARDSON, DEPUTY CITY ADMINISTRATOR/DEVELOPMENT __ Involved in forming VCB in Clinton, Iowa; member of Main Street's Tourism Committee; provided service to SBACC's CVB steering committee; knowledgeable on city policies and requirements. DIRECTOR OF BUREAU -9- GOAL AND ECONOMIC IMPACT FOR CVB Revenue sources : 1. TOT TAX -- As conventions are booked, as a result of the proposed marketing plan, room taxes increase, thus creating a perpetual funding source that is based on results. The TOT is based on eight percent (8%) of room charges. 2. SALES TAX -- For each day of convention or visitor stay, an additional $80 of other retail purchased and activity is anticipated. The city derives one percent (1%) on the retail activity related to convention/visitor trade. 3. INDIRECT BENEFITS -- A general economic indicator assumes that for each dollar of retail activity, the indirect bene- fits are approximately 4 to 1 as compared to the direct retail activity. 4. SUGGESTED GOAL During the first 18 months of CVB activity, the goal for attendance will be 25,000 room niqhts. This goal can be accomplished by a combination of conventions and conferences ranging from: a. Major conventions (1,500-3000 attending) b. Mid sized conventions/conferences (500-1,000) c. Small conferences (100-500) 5. REVENUE POTENTIAL Based on a goal of 25,000 room nights, the following revenue potential can be expected: a. Direct revenue: $110,000 1. 25,000 room nights at $45 per night = $1,125,000 at 8% TOT = $90,000 direct revenue. -10- 2. 25,000 room nights @ $80/day retail purchases = $2,000,000 at 1% city sales tax = $20,000 direct revenue b. Indirect revenue: $125,000 Motel sales of $1,125,000 plus retail sales of $2,000,000 = $3,125,000 direct sales with a 4 to 1 "rollover" factor = $12,500,000 of indirect benefits. Applying at least a one percent (1%) equals $125,000 of indirect benefits. c. Combined economic impact: Direct revenues $110,000 Indirect revenues 125,000 TOTAL $235,000 6. ECONOMIC IMPACT A comparison of the costs and benefits is indicated below: a. 18 month Budget 1988-89 Budget 1989-90 Budget b. Costs Revenue potential CVB benefit $ 66,980 183,410 $250,390 $235,000 Comment: The economic impact of the CVB would substantially return the cost of the program when compared to the benefits. This fact would serve as a secondary goal. -11-