2011 Strategic Plan

light

warmth

energy

2011 STRATEGIC MARKETING PLAN

WWW.EXPLOREFAIRBANKS.COM

2011 Strategic Plan and Budget Table of Contents

Strategic Plan Summary 3-5 Strategic Analysis 6-13 Administration Department 14-22 Strategic Actions 15-19 Revenue/Expense Budget 20-22 Advertising and Public Relations Dept 23-29 Strategic Actions 23-26 Revenue/Expense Budget 27-29 Tourism Department 30-36 Strategic Actions 31-33 Revenue/Expense Budget 34-36 Meetings and Conventions Department 37-44 Strategic Actions 38-41 Revenue/Expense Budget 42-44 Visitor Services and Membership Dept 45-56 Strategic Actions 45-50 Revenue/Expense Budget 51-56

2011 Revenue Budget 57-61 2011 Revenue Budget Summary 57 2007-2011 Revenue Budget Comparison 58 2011 FCVB Revenue Budget Graph 59 2011 FCVB Revenue Budget by Source 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 68-81 Fairbanks Community BrandPrint 68-69 Research 70-79 2011 Organizational Chart 80 2010 Board of Directors 81

1

2

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.

3

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

The FCVB should work to increase strategic alliances in key access markets

Alliances with other distribution sources should also be pursued

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

4

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

The FCVB should work to create niche advantages for Fairbanks

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

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

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

Local and regional receptive tour operations should be pursued

Increased air access to Fairbanks should continue to be promoted

Productive alliances that sell Alaska and/or Fairbanks should continue to be developed

The FCVB should strive to ensure a consistent supply of activities exists for meetings and convention attendees

The FCVB should encourage the development and marketing of strategic festivals and events

FCVB should ensure that access should be optimized and promoted through scenic byways designations and other product development, such as Denali access

The FCVB should strive to develop on-going business relationships with rural-based tourism products in the Interior, Arctic and Far North

5

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.

6

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.

7

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 de-icing) 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 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.

o 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.

o Technology will become a higher priority with planners using virtual and web-based technologies as an increasingly important part of their meetings.

o 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.’ "

9

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.”

10

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.

11

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-and-more 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-the-art 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?

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)

Target Markets

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.

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

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

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


Investigate interest in/feasibility of a community wayfinding system Objective Three

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

Fairbanks, Downtown Association of Fairbanks Staff Responsibility: President and CEO Program 2: Develop list of potential vendors to bid on the RFP Measurement: Completed by July 1 Implementation: On-going Partnerships: 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

16

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 Program 2: 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 3: 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 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: Maximize the MTCVC as a selling tool for the Interior, Arctic, Far North Implementation: Produce a strategic plan with partners 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, 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 Bureau2011 Revenue Summary

Administration

2009 2009 2010 20112007 2007 2008 2008 Approved Amended 2009 Amended Proposed

Budget Actual Budget Actual Budget Budget Actual Budget BudgetHOTEL/MOTEL BED TAX

31000 City Bed Tax Funds 1,680,294 1,681,198 1,693,940 1,731,631 1,614,200 1,435,886 1,444,150 1,516,357 1,592,175 33000 Borough Grant/Bed Tax 1,135,000 956,422 1,267,000 1,488,679 1,124,750 1,067,300 780,522 1,001,000 1,014,000

MISCELLANEOUS PRIVATE SOURCE INCOME36000 FAI Marketing Grant 10,000 9,348 15,310 15,310 14,58148100 Interest 3,000 4,553 4,300 1,618 4,300 14148900 Other 2,000 1,314 1,952 2,000

FUND BALANCE RESERVE00000 From Fund Balance 246,113 382,000 148,365 521,775 521,775 449,111 252,086 136,003 00000 Morris Thompson Center 150,00000000 Log Cabin Repair/Deferred Maintenance 12,00000000 FAI Visitor Information Center 50,00000000 Convention Center Feasibility 75,000

TOTAL REVENUE 3,076,407 3,034,835 3,417,867 3,237,238 3,267,025 3,024,961 2,688,505 2,769,443 2,742,178

Description

20

Fairbanks Convention and Visitors Bureau2011 Expense Budget

Administration


Budget Actual Budget Actual Budget Budget Actual Budget Budget

DIRECT MARKETING EXPENSES60100 Production 200 200 90

Production 200 60200 Media Placement 5,484

Media Placement61000 Collateral Material 2,500 2,612 2,800 2,800 2,600 1,550 794 1,150 300

Cooperative Marketing Initiatives Mat 200 200 Employee Handbook 150 200 200 Board Handbook 150 200 200 Strategic Plan 1,000 1,200 1,150 1,150 300 Miscellaneous 1,000 1,000

62000 Promo Merchandise 1,000 168 200 850 Fairbanks Promo Cordials (ATIA Board) 1,000 650 Promo Cordials for use by Administration 200 200

64000 Trade Shows 1,350 Society of American Travel Writers 1,350

65000 Travel 17,200 4,792 15,200 12,200 7,300 8,800 6,243 12,600 21,550 ATIA Marketing Meetings 2,500 2,200 1,200 ATIA Board Meetings 3,000 3,500 3,500 4,000 5,400 ATIA Convention 2,200 1,400 1,000 1,200 Instate Tourism Meetings 1,000 1,700 Staff Training 3,500 2,100 3,300 1,500 2,250 USTA/ESTO 1,600 1,600 USTA/Travel Outlook Forum 1,600 Society of American Travel Writers 2,000 2,500 Sales Calls 5,000 6,000 (3,000) 2,000 2,500 Board Meeting USTA NCDO 2,500 1,600

65500 Local Meetings 3,000 4,149 3,000 3,000 486 200 500 Misc/Mileage/Chamber Lunches/Local Mtgs 3,000 3,000 200 500

66000 Special Promotions 136,900 130,045 143,600 130,600 67,600 39,858 43,589 36,700 36,777 ATIA Community Partner Dues 113,000 118,000 29,758 32,500 29,977 Marketing Opportunities 2,000 Board Retreat 6,000 6,000 2,000 1,700 1,500 Staff Retreat 1,800 2,500 1,500 Special Promotions 10,000 12,000 5,000 2,500 3,000 Cultural Tourism 500 500 FAI sm community Airport/New Market Development (13,000) Award Presentation 1,600 1,600 1,600 300 Scenic Byways Development 2,000 500 SupraTeam Retreat 3,000 1,500

66500 Research 83,000 27,700 33,700 4,931 25,000 11,000 Convention Center Feasibility Study 105,000 33,700 25,000 6,000 Community Wayfinding 5,000 Alaska Travelers Statistics Survey (22,000)

67000 Event Hosting 13 67500 Telephone 3,600 3,826 4,600 4,600 4,000 4,000 2,000 2,290 2,100

Phone Charges 3,600 4,200 3,600 2,290 2,100 FCVB Website & Email Hosting 400 400

68000 Dues/Subscriptions 1,315 1,620 1,825 1,825 1,565 1,565 1,000 1,355 965 DMAI dues 570 570 570 570 WACVB 135 185 185 185 Alaska Society of CVBs 360 360 360 HR/Accounting (SHRM) 460 - 150 160 Alaska Journal of Commerce 100 100 100

100 100 100 Sam's Annual Membership Fee 250 250 250 250 105 AWRTA 500

68500 (800) Inquiry Service 423 69000 Mail Fulfillment/Postage 3,000 15,786 1,800 1,800 1,500 1,500 1,621 1,500 1,700

Board Mailouts/AP/Miscellaneous 3,000 1,800 1,500 1,500 1,700 SUBTOTAL DIRECT MARKETING 337,030 168,484 173,025 240,025 112,265 90,973 61,190 80,995 77,092

Alaska Cruise Association

21


Administration



PERSONNEL EXPENSES50000 Wages/Taxes/Benefits 281,650 325,227 325,450 339,700 479,605 479,605 301,918 335,320 300,409

SUBTOTAL PERSONNEL 281,650 325,227 325,450 339,700 479,605 479,605 301,918 335,320 300,409

INDIRECT MARKETING EXPENSES76000 Computer 5,600 2,811 6,900 6,900 7,930 7,930 9,229 6,934 6,551

Computer Maintenance Contract 4,950 6,480 5,115 4,732 Software Purchase and Upgrades 1,500 1,000 Cougar Mountain Support 450 450 1,819 1,819

78000 Education/Training 4,200 10,887 5,150 5,150 2,100 3,150 4,363 1,325 835 ATIA 750 700 350 350 Miscellaneous for Finance & Administration 1,800 1,050 500 TIA/ESTO 1,400 1,400 475 485 Performance Management 1,200

79000 Equipment Rental 5,200 5,216 6,900 6,900 6,950 6,950 4,686 4,538 4,520 Copiers 4,550 4,550 2,760 2,740 Postage Machines 2,350 2,400 1,778 1,780

80000 General Insurance 2,500 4,249 4,100 4,100 3,500 3,500 3,673 3,660 3,300 General Liability/Dishonesty Bond/D & O 4,100 3,500 3,660 3,300

81500 Bank Fees 2,500 4,249 3,027 2,160 3,900 Payroll Processing Fees & Other Charges 2,160 3,900

83000 Professional Fees 3,900 22,150 43,000 43,000 11,300 8,300 4,667 4,920 5,148 Audit Fees 8,000 . 3,300 3,670 3,370 Legal Fees 20,000 5,000 Accounting Fees 15,000 1,250 1,778

84000 Rent/Storage 10,150 13,956 18,000 18,000 27,300 27,300 27,874 29,732 31,948 Administration Office Rental/Storage Units 6,750 440 484 484 MTCVC 11,250 26,860 29,248 31,464

85000 Repair and Maintenance 1,000 245 130 130 Office Maintenance/Repair/Janitorial 130

86000 Supply/Office Expense 1,700 4,181 3,000 2,500 2,500 2,500 5,545 4,000 4,000 Office Supplies 2,500 2,500 4,000 3,610 Xerox excess printing charges 390

88000 Licenses and Taxes 28,822 33,149 27,910 32,172 City of Fairbanks business license 1,000 500 State of Alaska business license 75 75 City & Borough property taxes 26,835 31,597

89000 Other (Miscellaneous) Expenses 500 500 500 500 182 500 500 90000 Capital Outlay 3,000 2,566 65,000 225,000 12,000 14,300 329 2,850

Computer Purchase/Upgrades 3,000 1,000 2,850 ***FAI Visitor Info Center 50,000 50,000 ***Log Cabin - Tenant Ready 12,000 12,000 ***Morris Thompson Cultural & Visitors Center 160,000 Furniture and Shelving 13,300

SUBTOTAL INDIRECT MARKETING 37,250 70,511 152,180 534,180 74,080 103,252 96,724 88,529 92,874

GRAND TOTAL 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 on-

line 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 high-

volume 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: Issue press release “Your First Stop in Fairbanks” Measurement: 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: Increase external communications Measurement: 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: Conduct crisis communication drills with FCVB staff Measurement: 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: Convene local organizing committee and establish subcommittees Measurement: Meet in January 2011 Implementation: Establish meeting schedule Partnerships: 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


Advertising and PR


Budget Actual Budget Actual Budget Budget Actual Budget BudgetSPONSORSHIP REVENUE

42000 Co-Op Ad Sales 5,000 265 325 325 5,000 5,000 5,000 5,000 ADVERTISING REVENUE

46700 Visitor Guide Ad Sales 94,000 61,213 85,000 66,148 90,000 80,000 108,110 80,000 80,000 41450 Visitor Guide Narrative 9,000 6,048 12,000 6,700 14,000 12,000 13,994 12,000 12,000 41500 Visitor Guide Multiple Listing 12,000 7,582 11,000 6,328 11,000 10,000 14,553 10,000 10,000 46510 Winter Activities Guide Ad Sales 2,600 8,625 1,835 1,935 2,000 2,000 2,800 2,000 2,000 46800 Banner Advertising 3,600 4,200 4,200 3,000 4,500 300 48900 Miscellaneous - Private Source 644

TOTAL REVENUE 126,200 87,933 114,360 85,080 126,500 109,000 139,757 109,000 109,000

Description

27

Fairbanks Convention and Visitors Bureau2011 Expense BudgetAdvertising and PR



DIRECT MARKETING EXPENSES60100 Production 38,100 14,050 29,500 38,100 31,500 15,500 13,435 15,500 13,500

Print Ads and Magazines 21,000 21,000 11,500 13,000 11,000 Winter Activities Guide 2,500 2,500 2,500 2,500 2,500 Ad Production 500 500 1,500 Alaska Native events guide 1,000 1,000 Tourism Ad Production 4,500 4,500 Tip-out Map Insertion 8,600 8,600

60200 Media Placement 469,635 402,836 404,335 469,635 464,335 464,335 432,744 468,871 484,000 Open Domestic 292,000 292,000 292,000 205,146 194,285 Open International 65,300 65,300 60,000 60,000 60,000 Open Travel Trade 10,000 10,000 10,000 10,000 10,000 Community Awareness 30,000 30,000 30,000 30,000 30,000 Alaska.com 3,000 Alaska Channel 6,600 Anchorage CVB 2,000 2,000 2,000 100 2,000 ATIA Internet 4,860 Mat-Su CVB 515 515 515 515 940 Bell's Travel Guide 1,800 1,800 1,800 1,800 4,000 Bearfoot Travel Guides 5,000 5,000 5,000 5,100 6,500 AAA Tour Book 6,630 6,630 6,630 6,630 9,850 North to Alaska 3,500 3,500 3,500 Alaska Marine Highway 8,500 8,500 8,500 4,700 Milepost 3,200 3,200 3,200 3,330 5,760 Sunset Magazine 43,000 Woodall's Campground Directory 1,920 1,920 1,920 1,645 Fairbanks Daily News-Miner 2,500 2,500 2,500 Instate Television 50,000 Local Radio 13,000 Good Sam Trailer Life 2,020 2,020 2,020 2,000 2,000 Alaska State Planner 4,550 4,550 4,550 4,550 3,560 Mtgs and Conv Advertising 27,000 27,000 27,000 33,000 33,000 Misc. FCVB PR ads in Fbks Daily News-Miner 1,200 1,200 1,200 SeeAmerica Directory Ad 1,000 1,000 1,000 1,000 SATW Directory Ad 1,000 1,000 1,000 1,000 Ad advertising 100,000

61000 Collateral Material 410,000 28,704 77,600 397,600 215,000 137,416 222,069 150,000 155,000 Visitors Guide 340,000 340,000 120,215 130,000 140,000 Tip-out Map Insertion 10,000 17,600 (20,000) New Promotional DVD/produce DVDs*** 30,000 30,000 Purchase Professional Slides for FCVB Use 5,000 5,000 5,000 5,000 Alaska Native events guide 5,000 5,000 Annual Report 5,000 5,000 Winter Activities Guide 15,000 15,000 12,201 15,000 15,000

61500 Website Development 143,000 54,420 143,000 143,000 99,000 56,000 53,808 50,000 30,000 Search Engine Optimization 18,000 18,000 17,000 10,000 Internet Site 25,000 25,000 25,000 14,000 Website Redesign *** 100,000 100,000 50,000 2,000 On-Line Registration 6,000 6,000 6,000

62000 Promo Merchandise 2,000 53 2,000 2,000 2,000 2,000 2,000 2,000 Fairbanks Promo Cordials 2,000 2,000 2,000 2,000 2,000

63000 FAM Tours/Site Inspection 17,500 13,283 25,810 16,000 23,500 7,500 7,509 13,500 11,000 For local and visiting media 10,000 10,000 - 5,500 5,500 German Press Tour/Condor 3,000 3,000 3,000 Outdoor/Winter Press Tour 1,500 1,500 1,500 Outdoor/Summer Press Tour 1,500 1,500 1,500 1,000 1,000 Fall Press Tour 1,500 1,500 (1,500) 1,500 1,000 1,000 Fur & Ice Tour 6,000 3,500

64000 Trade Shows 8,310 3,903 8,310 7,200 7,200 5,830 5,700 8,625 Outdoor Writers Association 500 500 500 500 1,000 Experience Alaska 2,500 E-Tourism Summit 1,110 1,110 Alaska Media Roadshow 5,000 5,000 5,000 5,000 5,000 NOWA 200 200 200 200 125 SATW 1,500 1,500 1,500

28

Fairbanks Convention and Visitors Bureau2011 Expense BudgetAdvertising and PR



65000 Travel 15,900 12,359 15,900 15,900 15,800 9,300 8,611 10,100 11,600 Outdoor Writers Association 2,500 2,500 2,500 2,500 2,000 Alaska Media Roadshow 2,000 2,000 2,500 1,200 1,200 Experience Alaska 2,300 Editorial Visit - West Coast 2,400 2,400 2,500 Staff Training 1,700 1,700 E-Tourism Summit 1,700 1,700 ATIA (Committee and Convention) 1,600 1,600 4,600 4,600 SATW Western Chapter Meeting 2,500 2,500 Northwest Outdoor Writers Association 1,500 1,500 1,800 1,800 1,500

65500 Local Meetings 2,500 1,261 2,500 2,500 1,200 1,200 1,062 1,200 1,200 Misc/Mileage/Local Mtgs 2,500 2,500 1,200 520 520 Rotary meals 680 680

66000 Special Promotions 40,000 34,319 51,000 40,000 15,000 15,000 17,833 15,000 20,000 Media Promotions 15,000 15,000 10,000 5,000 5,000 National Public Radio UAF Summer Sessions 5,000 Community Branding/Implementation*** 20,000 20,000 Clipping Service 5,000 5,000 5,000 10,000 10,000

66500 Research 10,000 Crisis Communications Plan 10,000 Label & 800# Conversion Studies 10,000 10,000

67000 Event Hosting 1,000 1,000 1,000 Editorial Visit 1,000 1,000

67500 Telephone 5,200 4,502 5,200 5,200 4,600 4,600 2,166 2,530 Phone Charges 4,200 4,200 3,600 2,530 FCVB Website & E-Mail Hosting 500 500 500 Toll Free Number/Industry Only 500 500 500

68000 Dues/Subscriptions 5,555 3,091 5,555 5,555 5,555 5,555 2,075 3,900 3,075 Fairbanks Daily News-Miner 200 200 200 Alaska Media Directory 100 100 100 100 100 Burrelle's Media Directory 2,000 2,000 2,000 2,000 2,000 PRSA 600 600 600 325 325 SATW 500 500 500 Outdoor Writers Association 400 400 400 400 400 Alaska Film Group 250 WACVB 185 185 185 185 DMAI dues 570 570 570 570 Fairbanks Rotary Club 1,000 1,000 1,000 320

68500 (800) Inquiry Service 28 50 69000 Mail Fulfillment/Postage 60,000 15,508 60,000 60,000 60,000 60,000 48,579 48,000 48,000

Misc. Postage 60,000 60,000 60,000 48,000 48,000 69500 Direct Mail 28,500 22,595 28,500 28,500 29,000 29,000 21,602 16,000 16,000

Mailing Labels / Independent Travelers 28,500 28,500 29,000 16,000 16,000

SUBTOTAL DIRECT MARKETING 1,257,200 610,885 850,900 1,243,300 974,690 814,606 837,351 802,301 804,050



INDIRECT MARKETING EXPENSES76000 Computer 4,950 2,535 4,950 - 6,480 6,480 5,168 5,115 4,732

Computer Maintenance Contract 4,950 4,950 6,480 5,115 4,732 78000 Education/Training 1,975 2,351 1,975 1,975 700 700 700 700 700

ATIA Convention (2) 975 975 700 700 700 Misc. Educational Opportunities 1,000 1,000

79000 Equipment Rental 6,900 5,216 6,900 6,900 6,950 6,950 4,686 4,538 4,520 Copiers 4,550 4,550 4,550 2,760 2,740 Postage Machines 2,350 2,350 2,400 1,778 1,780

80000 General Insurance 4,100 4,249 4,100 4,100 3,500 3,500 3,852 3,660 3,300 General Liability/Dishonesty Bond/D & O 4,100 4,100 3,500 3,660 3,300

81500 Bank Fees 355 - 83000 Professional Fees 2,000 1,651 2,000 2,000 3,300 3,300 4,222 3,670 3,370

Audit/Legal Fees 2,000 2,000 3,300 3,670 3,370 84000 Rent/Storage 18,000 10,515 18,000 18,000 27,300 27,300 27,830 29,688 31,902

Office Rent/Storage Units 6,750 6,750 440 440 440 MTCVC 11,250 11,250 26,860 29,248 31,462

85000 Repair/Maintenance 70 - 86000 Supply/Office Expense 2,500 1,972 2,500 2,500 2,500 2,500 2,290 2,000 2,000

Office Supplies 2,500 2,500 2,500 2,000 1,610 Xerox excess printing charges 390

89000 Other (Misc.) Expenses 500 35 500 500 500 500 500 500 90000 Capital Outlay 9,050 65 9,050 9,050 4,000 2,000 4,000

Microsoft Project Software 5,800 5,800 Computer Upgrades 3,250 3,250 2,000 4,000


GRAND TOTAL 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


Tourism


Budget Actual Budget Actual Budget Budget Actual Budget BudgetSPONSORSHIP REVENUE

48000 Tradeshow Booth Share 2,600 2,600 1,198 42000 Co-Op Ad Sales 600 550

MISCELLANEOUS SALE OF GOODS44500 Labels 20

ADVERTISING REVENUE46500 Group Tour Manual 1,500 1,600 1,700 1,450

TOTAL REVENUE 4,700 - 1,600 1,700 4,620 - 1,198 - -

Description

34


Tourism



DIRECT MARKETING EXPENSES60100 Production 5,500 6,583 6,500 6,500 6,500 3,000 72 5,000

Print Ads and Magazines 3,000 4,000 3,000 Group Tour Manual 100 2,500 2,500 Japanese Lure Piece 2,400 2,500

60200 Media Placement (moved to Adv&PR) 32,000 32,569 Milepost (33,000) Open International 55,000 Open Travel Trade 10,000

61000 Collateral Material 4,000 8,328 5,000 5,000 4,750 750 5,001 8,000 5,000 Group Tour Manual 500 4,250 3,000 3,000 Aurora Certificates 500 750 750 1,500 2,000 German Lure Piece 3,000 3,500

61500 Website Development 8,000 62000 Promo Merchandise 2,000 1,250 2,000 2,000 2,000 1,000 2,345 1,000 2,500

Fairbanks Promo Cordials 2,000 2,000 1,000 1,000 2,500 63000 FAM Tours/Site Inspection 11,000 15,078 11,000 9,500 7,800 5,500 6,638 10,000 11,000

German (Condor) FAM 1,600 2,000 2,000 2,000 3,000 Alaska Travel Fair FAM 1,000 1,200 1,000 1,000

Japan Winter FAM 1,500 1,500 1,000 1,000 1,000 Japan Summer FAM 1,500 1,500 1,000 1,000 1,000 Domestic Operator FAM 1,600 2,000 (1,500) 1,500 Receptive Winter FAM 1,000 Condor Winter FAM 2,000 1,000 JAL Winter FAM 1,000 1,000 Winter ANC TA FAM 600 800 1,000 1,000 Others 1,200 2,000 2,000 2,000

64000 Trade Shows 27,300 23,684 38,000 38,000 41,300 16,800 19,786 30,000 29,000 TIA POW WOW 5,750 5,750 6,000 6,000 6,500 NTA Exchange 1,800 1,800 1,800 1,800 ATIA Japan Workshops 2,500 2,000 2,000 2,500 International Tourism Boerse - Berlin 3,000 2,000 2,500 ATIA Korea Workshops 500 500 500 ABA Market Place 1,200 1,450 1,800 1,800 ATIA UK Workshops 1,000 1,500 500 ATIA GSE Workshops 1,000 1,500 2,000 ATIA Australia Workshops 1,750 1,750 2,000 AK Travel Fair 600 Great Alaska Sportsman Show 1,400 1,400 JATA World Congress 1,500 1,500 1,200 1,500 1,500 Visit USA - Japan 3,300 Visit USA - Japan Media Marketplace 750 500 500 500 500 NAJ Active America 1,200 1,200 1,200 1,200 LA Times Travel Show 750 750 750 750 750 NY Times Travel Show 750 750 750 750 750 Cruise a Thon 1,000 1,000 NWCA Business Conference 350 350 1,200 Seattle Travel Show 1,500 1,500 1,500 750 1,000 New Shows (ex: China, Aviation) 2,000 10,000 6,100 5,450 4,000

65000 Travel 31,900 21,604 28,000 44,000 42,800 18,800 24,346 35,000 34,000 TIA POW WOW 1,500 1,500 1,500 1,500 1,800 NTA 1,500 1,500 1,500 1,500 1,800 ATIA Japan Workshops 2,000 2,000 2,500 2,500 ATIA Korea Workshops 1,000 1,000 1,000 Int'l Tourism Boerse - Berlin 3,000 3,000 3,500 4,000 ABA Market Place 1,500 1,500 1,500 1,500 1,800 ATIA GSE/UK Workshops 3,500 500 3,500 4,000 ATIA Australia Workshops 2,000 2,500 2,500 Great AK Sportsman Show 1,000 1,000 Seattle Travel Show 1,000 1,000 1,200 1,200 ATIA Convention 100 500 800 1,000 JATA - Japan 2,000 2,000 2,000 2,000 NAJ Active America 1,500 1,500 1,500 1,800 LA Times Travel Show 1,500 1,300 1,500 1,800 NY Times Travel Show 1,500 1,800 2,000 2,300 Cruise a Thon 1,500 1,500 NWCA Business Conference 1,200 1,200 1,800 Asia/Europe Sales Calls 3,000 3,000 1,500

35


Tourism


Budget Actual Budget Actual Budget Budget Actual Budget BudgetIACVB or WACVB 1,200 1,200 1,500 1,800 Other Travel 2,500 16,000 10,800 5,500 3,400

65500 Local Meetings 800 2,548 655 655 1,500 500 471 1,000 1,000 Misc/Mileage/Local Mtgs 655 500 1,000 1,000

66000 Special Promotions 7,500 1,645 7,500 7,500 7,500 4,300 3,785 8,000 8,135 NTA Operator Dinner 750 750 500 750 750 Travel Agent Mail outs 2,500 2,500 1,800 1,750 2,000 ATIA Consumer Show Brochure Distribution 1,000 1,000 1,000 1,500 1,500 Special Promotional Opportunities 3,250 3,250 1,000 4,000 3,885

66800 International Marketing 72,000 28,298 25,000 53,700 42,500 37,500 56,109 55,000 55,000 German Marketing 30,000 28,700 25,000 40,000 40,000 Japanese Marketing 30,000 15,000 10,000 10,000 10,000 Korean Marketing 5,000 2,500 2,500 2,500 China Marketing 12,000 5,000 2,500 2,500

67500 Telephone 3,600 3,901 5,100 5,100 4,500 4,500 4,325 5,050 5,050 Phone Charges 3,600 4,200 3,600 5,050 5,050 FCVB Website & Email Hosting 400 400 Industry Only Toll Free Number 500 500

68000 Dues/Subscriptions 4,455 3,264 4,505 4,505 4,505 4,505 3,350 4,755 4,050 TIA 1,750 1,750 1,750 2,050 2,100 NTA 750 750 750 550 550 ABA 600 600 600 800 800 DMAI due 570 570 570 570 WACVB 135 185 185 185 ASTA 550 550 550 600 600 Misc. Dues 100 100 100

68500 (800) Inquiry Service 28 50 69000 Mail Fulfillment/Postage 5,000 12,575 5,000 5,000 5,000 5,000 13,612 5,000 12,500

Postage and Fulfillment 5,000 5,000 5,000 5,000 12,500 SUBTOTAL DIRECT MARKETING 248,055 161,327 138,260 181,460 170,655 102,155 139,868 167,805 167,285

50000 Wages/Taxes/Benefits 161,132 170,129 175,000 189,150 126,600 126,600 154,766 166,840 185,520



Computer Maintenance Contract 2,800 4,950 6,480 4,983 4,600 InfoTrac Annual Fee 1,000 3,700 600 600

78000 Education/Training 2,200 2,200 2,200 700 700 845 2,000 900 ATIA Convention 700 700 700 800 700 Misc. Education 500 500 200 200 IACVB or WACVB 1,000 1,000 1,000

79000 Equipment Rental 5,200 5,216 6,900 6,900 6,950 6,950 4,685 4,538 4,520 Copiers 2,700 4,550 4,550 2,760 2,740 Postage Machines 2,400 2,350 2,400 1,778 1,780 Miscellaneous 100 -

80000 General Insurance 2,500 4,249 4,100 4,100 3,500 3,500 3,663 3,660 3,300 General Liability/Dishonesty Bond/D & O 4,100 3,500 3,660 3,300

81500 Bank Fees 353 - 83000 Professional Fees 2,000 1,651 2,000 2,000 3,300 3,300 4,061 3,670 3,370

Audit/Legal Fees 2,000 3,300 3,670 3,370 84000 Rent/Storage 8,400 8,698 18,000 18,000 27,300 27,300 27,830 29,688 31,902

Admin Office Rent/Storage Units 6,750 440 440 440 MTCVC 11,250 26,860 29,248 31,462

85000 Repair/Maintenance 700 70 86000 Supply/Office Expense 1,200 1,806 2,500 2,500 2,500 2,500 1,949 1,500 1,500

Office Supplies 1,200 2,500 2,500 1,500 1,110 Xerox excess printing charges 390

89000 Other(Misc.) Expenses 500 500 500 500 500 500 90000 Capital Outlay 3,100 1,815 2,500 2,500 4,000 2,000 2,850

Office Equipment 1,600 Computer Upgrades 1,500 2,500 2,000 2,850


GRAND TOTAL 438,287 357,456 356,910 414,260 356,185 285,685 343,844 388,634 403,997

PERSONNEL EXPENSES

36

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-on-one 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. Program 1: 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 2: 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 3: Institute a public awareness campaign through the use of local media. Measurement: 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

38

Program 4: 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 Objective Two: Increase the number of leads sent out by the department by 10 percent over 2010. Program 1: Produce updated Meeting Planner Guide Measurement: 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 2: Increase visibility as a resource for University-related meetings Measurement: 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 3: 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 4: 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 Objective Three Increase business partner engagement with the Fairbanks Convention & Visitors Bureau through Meetings & Conventions departmental activities. Program 1: 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

39

Program 2: 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 3: 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 4: 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 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. Program 1: Review finalized and updated study. Measurement: 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 2: 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


40

Program 3: 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


41


Meetings and Conventions


Budget Actual Budget Actual Budget Budget Actual Budget BudgetEDUCATIONAL SERVICES REVENUE

43000 Event Hosting Miscellaneous 216 MISCELLANEOUS SALE OF GOODS

46000 Miscellaneous Gifts 200 817 400 498 300 46100 Pin Sales 100 157 91 24 50 150 46110 Bag Sales 150 100 13 100 46120 Folder Sales 50 40 68 50 46130 Badge Sales 150 210 100 66 100 100 46140 Coffee Mug Sales 700 100 50 100 100 46200 Husky Puppies 400 150 150 156 50 267 150 46220 Seed Sales 600 163 125 125 150 6

ADVERTISING REVENUE46600 Meeting Planner Ad Sales 20,000 8,625 150 150 150 9,000

TOTAL REVENUE 22,350 9,520 856 1,388 850 - 1,001 - 9,950

Description

42





60100 Production 12,000 4,848 5,000 14,500 16,000 3,000 1,753 12,000 7,500 Create New Ad(s) - AFN 6,000 500 Update Existing Ads - AFN 500 500 Misc. Production (inc AFN) 4,000 5,000 5,000 3,000 4,500 Update Fall in Love w/Fairbanks 1,500 Pop-Ups 3,000 3,000 1,500 Meeting Planners Production 5,000 5,000 5,000 Golden Heart Greeters - AFN 1,000

60200 Media Placement - AFN 2,000 5,300 433 30,000 2,500 Miscellaneous 2,000 30,000 2,500

61000 Collateral Material 18,800 6,663 8,000 57,350 29,500 7,000 9,790 9,600 20,000 Meeting Planner Guide 15,000 16,850 15,000 Miscellaneous Printed Material (inc AFN) 19,500 2,100 Bid Packet Components Upgrade 500 7,000 1,500 Promos for ATIA 1,800 2,000 Pop ups 2x 1,500 6,500 4,000 AFN Printing 1,000 5,000 4,000 1,000 AFN Printed Material 2,000 Fall in Love Update 6,500

61500 Website Development 1,500 800 Housing & Inquiry - AFN 800

62000 Promo Merchandise 42,250 21,378 45,600 45,600 46,100 17,600 21,939 18,760 13,450 Seed Packets (10,000) 4,000 2,100 600 Lapel Pins (5,000) 4,000 5,800 2,800 1,800 2,500 Plastic Logo Carry Bags (5,000) 2,000 2,000 1,000 1,000 1,400 Other huskies, hats, backpacks, mugs, etc.) 7,400 4,700 4,000 2,500 Miscellaneous Printed Material 2,000 2,000 Badge Holders (5000) 1,500 1,500 1,000 1,000 750 Badge Inserts (10,000) 1,000 1,000 500 300 Bid Packet Components Upgrade 2,000 Folders 2,000 2,500 1,000 1,000 1,500 Postcards 1,500 Calendars 750 300 Pens 1,500 1,000 2,000 1,000 Notepads (inc AFN) 2,000 2,000 1,000 3,460 1,000 Items for Special Projects - AFN 12,000 10,000 2,000 1,500 1,000 Items for Special Projects Events 5,000 7,500 2,000 3,000 1,500 Promo Cordials for use by Conventions 2,500

63000 FAM Tours/Site Inspection 11,500 2,628 12,300 12,300 14,500 6,500 5,708 7,500 6,500 In State Meeting Planner FAM (inc AFN) 3,000 2,800 3,000 4,000 3,000 National Meeting Planner FAM 6,000 7,000 2,500 3,000 3,000 Site Inspections 2,500 2,500 1,000 500 500

64000 Trade Shows 5,000 69 3,600 3,600 3,000 1,000 980 TEAMS 900 - Open Trade Shows 2,700 500 Cascadia/Wash-Ore. MPI 500 Local/State Trade Shows - to be determined 5,000

65000 Travel 43,117 3,814 38,200 45,200 45,500 20,000 21,241 24,600 19,940 Sales Calls - Anchorage (inc AFN) 3,000 5,000 2,500 3,500 3,600 Sales Calls - Juneau 2,000 2,100 1,100 1,100 2,000 Trade Show/Sales Calls - Pacific NW 7,000 3,000 2,500 Sales calls - DC 5,000 2,500 AFN 1,617 3,000 2,000 1,000 4,000 MPI International San Diego 1,500 1,500 Cascadia/ Wash-Ore. MPI 2,000 1,300 - Bid Presentations/PreEvent Promotion 10,000 10,000 3,000 12,000 6,500 IACVB or WACVB 5,000 6,100 1,100 1,840 Hosted Events 2,500 2,500 Yellow Knife, Circumpolar Health Conference 3,000 National Assoc of Sports Com 3,000 2,000 Targeted Market Sales Calls 4,000 1,500 2,000 2,000 ATIA 1,000 Open Sales Calls 5,000 5,000

65500 Local Meetings 3,500 2,902 3,500 3,500 2,500 2,000 1,307 3,000 4,000 Misc/Mileage/Chamber Lunches/Local Mtgs (inc AFN) 3,500 2,000 3,000 4,000

66000 Special Promotions 10,000 21,733 7,500 7,500 12,500 7,500 10,743 6,000 11,000 Special Promotions (inc AFN) 5,000 7,500 2,500 4,000 4,000 AFN (inc AFN) 5,000 5,000 2,000 2,000 AWG 5,000

66500 Research 750 750

DIRECT MARKETING EXPENSE

43





Directory of Associations 750 67000 Event Hosting 13,000 5,008 8,400 8,400 9,000 8,000 6,493 14,300 15,250

Meeting Planner Event - Fairbanks 1,500 1,700 1,750 2,000 4,750 Meeting Planner Event - Anchorage 1,500 2,200 2,250 2,800 3,000 AFN Reception 5,000 2,500 Meeting Planner Event - Juneau 2,000 2,500 2,250 2,500 3,000 Hosted receptions for local and state (AFN) 8,000 2,000 1,750 2,000 2,000

67500 Telephone 4,600 3,915 4,200 4,200 3,600 3,600 2,599 3,010 3,010 Phone Charges 3,600 4,200 3,600 3,010 3,010 Phone - AFN 1,000

68000 Dues/Subscriptions 2,830 2,019 995 2,320 2,595 2,595 2,030 2,420 1,705 HSMAI Dues 300 200 200 Ak State Chamber of Commerce 325 240 240 240 240 DMAI dues 570 570 570 570 WACVB 185 185 185 MPI Dues 135 1,325 750 375 415 NASC 250 500 Rotary 385 385 AkHLA 315 315 Misc. Dues / CC Dues 750 150 150 350

68500 (800) Inquiry Service 5 69000 Mail Fulfillment 8,000 6,032 13,000 13,000 11,500 5,500 9,869 11,400 17,400

Conventions Postage (inc AFN) 4,000 9,000 6,500 8,000 5,000 Meeting Planner Direct Mail 4,000 4,000 (1,000) 9,000 Mailing VG and Wtr Guides (moved in 2010) 3,400 3,400

69500 Direct Mail 1,500 2,500 2,500 3,000 2,000 50 Mailing Lists/Labels-Convention 1,500 2,500 Mailing VG and Wtr Guides (moved to 69000 in 2010) 2,000

180,347 87,061 152,795 219,970 199,295 96,295 94,940 143,390 122,255

50000 Wages/Taxes/Benefits 201,668 201,668 226,500 240,750 252,430 158,546 158,259 142,836 142,853


76000 Computer 9,090 5,247 7,550 11,250 10,180 10,180 8,934 8,415 7,252 Computer Maintenance Contract 2,800 4,950 6,480 5,115 4,732 InfoTrac Database 1,300 3,700 3,700 2,400 1,920 InfoTrac Licenses & Annual Fee 2,590 2,600 900 600

78000 Education/Training 5,150 2,544 4,450 7,100 290 2,300 525 ATIA 350 500 800 IACVB or WACVB 1,800 1,950 450 Miscellaneous Educational Opportunities 3,000 2,000 1,500 75 Organizational Database Training 2,650

79000 Equipment Rental 5,200 5,216 6,900 6,900 6,950 6,950 4,685 4,538 4,520 Copiers 2,700 4,550 4,550 2,760 2,740 Postage Machines 2,400 2,350 2,400 1,778 1,780 Miscellaneous 100


81500 Bank Fees (previously 88800) 4,500 4,376 4,500 4,000 83000 Professional Fees 2,000 52,412 2,000 2,000 3,300 3,300 4,062 3,670 3,370

Audit/Legal Fees 2,000 2,000 3,300 3,670 3,370 84000 Rent/Storage 9,549 13,307 18,000 18,000 27,300 27,300 27,830 29,688 31,902

Office Rent/Storage Units 6,750 440 440 440 MTCVC 11,250 26,860 29,248 31,462

85000 Repair/Maintenance 700 126 500 500 Computer Systems/Office Maintenance/Repair 500

86000 Supply/Office Expense 1,900 2,722 2,500 2,500 2,500 2,500 2,204 1,700 1,700 Office Supplies 1,900 2,500 2,500 1,700 1,310 Xerox excess printing charges 390

89000 Other (Miscellaneous) Expenses 500 500 500 500 500 500 90000 Capital Outlay 2,500 2,106 3,000 3,000 4,000 2,000 2,200

Computer Upgrades 1,000 Laptop Computer 1,500 2,000 2,000 2,200 Miscellaneous 1,000

38,589 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

SUBTOTAL INDIRECT MARKETING

GRAND TOTAL

INDIRECT MARKETING EXPENSES

PERSONNEL EXPENSES

SUBTOTAL DIRECT MARKETING EXPENSE

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 Program 1: 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

45

Program 2: Invite the community to a Holiday/Winter Celebration Open House Measurement: 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 3: 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 4: 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 5: 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 6: FCVB to host First Fridays at the MTCVC Measurement: 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

46

Program 7: 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 Objective Two Increase the number of volunteers in the “Golden Heart Greeter” Program Program 1: 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 2: 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 3: 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 Objective Three Continue implementation of the “Golden Heart Greeter” Program Program 1: 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


47

Program 2: 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 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. Program 1: 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 2: 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

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. Program 1: 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 2: 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 3: 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

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


50


Visitor Services


Budget Actual Budget Actual Budget Budget Actual Budget BudgetMISCELLANEOUS PRIVATE SOURCE INCOME

48950 Cash Donations 400 502 271 351 400 40000 Yukon Quest Rent 1,738 10,430 10,430 10,428 10,430 10,430

SPONSORSHIP REVENUE48000 Tradeshow Booth Share 500 500 500 300

EDUCATIONAL SERVICES REVENUE43330 AK Host 500 216 500 300 300 100

MISCELLANEOUS SALE OF GOODS44500 Labels 463 44750 Video Sales 500 45000 Golden Days Pins/Buttons (Chamber) 680 517 517 45100 Golden Days Duckie Tickets (Chamber) 4,500 3,228 2,705 2,705 45500 Midnight Sun T-Shirts (DTA) 4,000 6,053 2,672 3,534 46000 Miscellaneous Gifts Sales 200 786 37 46100 Pin Sales 100 32 106 46140 Coffee Mug Sales 100 41 46160 Postcard Sales 3,000 1,999 1,999 46170 Walking Tour 2,500 2,336 832 832 46180 Stamps (Standard, Intern'l, Postcard) 1,500 1,915 1,000 191 46190 Phone Card 1,300 71 598 598 46220 Seed Sales 1,000 2,908 415 290 48900 Miscellaneous - Private Source 112

TOTAL REVENUE 20,280 17,724 11,795 13,050 11,830 11,230 10,428 11,230 10,830

Description

51


Visitor Services



DIRECT MARKETING EXPENSES60100 Production 3,050 1,605 3,000 4,000 2,700 50 43

Walking Tour Japanese & German 1,500 1,500 Driving Tour (English) 800 Aurora Brochure (English/Japanese) 1,000 1,000 Walking Tour English 250 Restaurant Map 300 300 Visitor In Your Own Town 150 150 50 Winter Buttons 100

60200 Media Placement 7,750 3,569 5,800 5,800 5,200 5,200 Holidays at Cabin Ads 500 500 Camper Map Ad 1,250 1,300 1,500 Calendar Ads 1,000 1,000 1,000 Winter Ads 500 500 Visitor In Your Own Town 1,000 1,000 1,200 Golden Heart Greeters Ads 2,000 1,500 1,500 Raven About Fairbanks Ads 1,500

61000 Collateral Material 27,500 18,060 20,350 23,850 14,600 1,400 628 In-House Reference Brochures 500 500 Public Videos 200 250 Alaska Host Material 500 400 400 Alaska Highway Certificates 350 Audio Walking Tour Replacement/Updates 3,000 3,000 Comment Cards** 1,000 Winter Buttons/Training 1,500 Postcards 3,000 2,000 Fairbanks Lapel Pins 450 450 Seeds 500 250 DT Restaurant Map 2,500 2,500 Aurora Brochure (English/Japanese) 3,500 3,500 Misc. (stamps, phone cards) 4,000 3,500 Walking Tours Translation Japanese & German 3,000 1,500 Driving Tour 4,000 Golden Heart Greeter Materials 2,000 1,000 1,000 AFN Information Binders 2,500

61500 Website Development 3,000 Internet Site (moved to AD/PR) 3,000

62000 Promo Merchandise 82 63000 FAM Tours/Site Inspection 200 700 700 100

Visitor In Your Own Town Tour 200 200 FAM and Site Inspections 500

64000 Trade Shows 500 600 600 2,450 1,900 2,090 1,900 2,100 Fairbanks Outdoor Show 500 600 500 500 600 Anchorage Outdoor Show 1,400 1,400 1,500

65000 Travel 9,350 877 10,500 10,500 11,100 2,250 1,867 6,450 6,550 Tok/Denali Satellite Upkeep 400 450 125 250 250 ATIA 800 900 800 900 Highway Neighbors 700 700 400 400 AK Host Training 450 450 125 IACVB or WACVB or other training 3,000 3,000 Golden Heart Greeter Roundtable 2,000 3,000 3,000 3,000 Anchorage & Seattle Training 2,000 2,000 ANC Winter & Outdoor Travel 2,000 2,000 2,000

65500 Local Meetings 1,700 3,554 2,700 2,700 2,200 1,900 2,128 1,900 1,900 Misc/Mileage/Local Mtgs 1,700 2,700 1,900 1,900 1,900

66000 Special Promotions 25,500 10,257 15,750 15,750 19,550 19,850 12,702 13,600 12,300 Tok Contract 3,500 3,500 3,500 3,500 3,500 Tok Display 1,000 1,000 300 300 Volunteer Program 500 200 200 Staff/Volunteer Uniforms 1,000 1,500 1,500 1,300 1,500 Midnight Sun T-Shirts 400 350 150 Highway Neighbors 500 1,500 Yukon Quest FCVB Log Cabin CSP donation 1,500 1,500 1,500 DTAMS/Pinkerton Program 1,500 2,000 2,000 2,000 Raven About Fairbanks Program 3,000 InterSpace Agreement at FAI 5,000 Ice Sculpture at MTCVC (shared expense) 900 1,000 500 Anchorage & Seattle training 600 600 Misc. Special Promotions 500 5,000 1,500 2,000 Visitor Guide Distribution Statewide CVB's/CC 3,100 3,100 2,000 Golden Heart Greeters Program/AFN 4,500 2,000 2,000 Visitor Guide Distribution in Anch 3,500 3,500

67000 Event Hosting 550 171 1,100 600 500 500 173 150 150 Holidays at MTCVC 550 600 150 150

52


Visitor Services



Open House 500 500 67500 Telephone 3,600 3,699 4,700 4,700 4,100 4,100 3,777 4,150 4,150

Phone Charges 3,600 4,200 3,600 4,150 4,150 FCVB Website & Email Hosting 500 500

68000 Dues/Subscriptions 4,205 5,359 4,255 4,255 4,255 4,255 834 755 70 Visitor Guide Distribution in Anch (move to 66000) 3,500 3,500 3,500 DMAI dues 570 570 570 570 WACVB 135 185 185 185 Sam's Club Annual Membership Fee 70

68500 (800) Inquiry Service 3,000 1,564 3,000 3,000 3,500 3,500 222 3,500 1,000 Inquiry Calls 3,000 3,000 3,500 3,500 1,000

69000 Mail Fulfillment/Postage 146,000 108,763 146,000 146,000 146,000 146,000 135,271 140,000 150,000 Mail Fulfillment from Label Purchase 5,000 5,000 5,000 Postage for Label Purchase Mail out 70,000 70,000 70,000 Postage for Inquiry Call Mail outs 41,000 41,000 41,000 Postage at Cabin 25,000 25,000 25,000 Winter Inquiry Fulfillment 5,000 5,000 5,000

SUBTOTAL DIRECT MARKETING 235,905 157,559 218,455 222,455 216,255 190,905 159,735 172,405 178,220




Computer Maintenance Contract 2,800 4,920 6,480 4,983 4,600 Software Upgrades 2,200

78000 Education/Training 2,400 292 2,600 2,600 1,800 650 593 1,400 800 CPR Training/First Aid 700 700 800 ATIA Convention 700 700 350 350 350 Staff Training 500 600 300 250 250 IACVB or WACVB or other training 500 600 200


80000 General Insurance 2,500 4,249 4,020 4,020 3,500 3,500 3,663 3,660 3,300 General Liability/Dishonesty Bond 2,500 4,020 3,500 3,660 3,300

81500 Bank Fees 353 83000 Professional Fees 2,420 3,201 2,500 2,500 9,030 9,030 4,062 3,670 3,370

Audit/Legal Fees 2,000 2,000 5,800 3,670 3,370 Cabin Security 420 500 3,230

84000 Rent/Storage 3,400 5,979 13,590 13,590 27,300 27,300 28,264 29,688 31,902 Office lease/Storage Units 1,500 440 440 440 440 MTCVC 11,250 26,860 29,248 31,462 Delivery of Visitor Guide from Storage 1,900 1,900

85000 Repair/Maintenance 18,800 11,388 5,800 5,800 5,000 5,000 842 Cabin Upkeep/Minor Repairs 14,000 1,000 5,000 Flower/Lawn/Snow Removal Maintenance 4,800 4,800

86000 Supply/Office Expense 3,500 6,374 2,500 2,500 2,500 2,000 3,080 2,500 2,500 Office Supplies 3,500 2,500 2,000 2,500 2,110 Xerox excess printing charges 390

87000 Utilities 9,000 9,364 12,550 12,550 Cabin Utilities/Water/Sewer/Electric 9,000 12,550

88000 Licenses and Taxes 3,300 3,193 3,900 3,400 3,400 3,400 3,113 3,400 4,205 Property Taxes 3,300 3,400 3,400 3,400 4,205

89000 Other (Miscellaneous) Expenses 500 500 500 100 500 500 90000 Capital Outlay 8,000 3,364 11,500 11,500 3,000 2,000

Roof Repairs 1,500 Misc. Cabin Improvements 1,000 1,000 Directional signage to Log Cabin 2,000 2,500 Milepost update 2,500 Display Board for International visitors 400 Office Equipment (desks, chairs, fridge) 1,600 Laptop Computer 2,000 Project Management Software 1,000 Computer Upgrades 1,500 2,500 2,000


GRAND TOTAL 602,139 475,493 533,405 551,555 487,205 457,132 497,974 520,893 540,186

53


Membership


Budget Actual Budget Actual Budget Budget Actual Budget BudgetMEMBERSHIP REVENUE

41000 Basic Membership 76,000 74,155 65,600 75,227 75,000 70,000 72,050 70,000 70,000 41010 Nonprofit Membership 2,000 2,095 1,300 1,450 2,100 2,100 2,300 2,100 1,900 41030 DTA Joint Membership 3,170 2,575 2,575 3,300 10,500 195 10,500 10,000 41100 Airport Brochure Distribution 4,500 4,735 5,765 5,920 5,500 5,000 5,520 5,000 5,100 41120 Railroad Brochure Distribution 2,600 2,460 2,620 2,650 2,600 2,200 2,560 2,200 2,100 41130 Pioneer Park Brochure Distribution 2,000 1,995 1,735 1,755 2,000 2,000 2,065 2,000 2,000 41150 Additional Brochure Distribution 2,550 2,500 2,570 2,670 2,550 2,550 2,900 2,550 2,500 41210 Internet Listing/Link 3,000 2,093 2,390 2,390 3,000 3,000 2,590 3,000 2,500 41250 Convention Leads 600 605 525 550 600 600 635 600 500 41300 Convention Calendar 400 635 375 375 550 750 550 500 41350 Tourism Leads 1,100 1,000 1,025 1,075 1,100 1,000 1,050 1,000 1,000 41400 Vacancy Listing 3,400 3,503 3,500 3,640 4,000 3,000 3,020 3,000 2,500

EDUCATIONAL SERVICES REVENUE43000 Event Hosting Miscellaneous 4,500 4,368 3,330 3,690 2,300 2,300 5,489 2,300 2,300 43000 Event Hosting Charity Walk 4,000 4,000 4,000 4,000 4,000 43100 Membership Lunch 2,000 2,377 913 1,290 1,400 1,400 1,227 1,400 1,400

MISCELLANEOUS SALE OF GOODS44500 Labels 50 463 500 500 200 200 100

TOTAL REVENUE 104,700 106,154 98,723 105,257 109,950 110,400 102,351 110,400 108,400

Description

54


Membership



DIRECT MARKETING EXPENSES60100 Production 1,600 240 1,850 1,850 1,985 1,185 3,199 100 100

Membership Kit Production 500 600 635 Membership Directory Production 500 500 550 Miscellaneous Production 100 250 100 100 Corporate Member Program 500 500

60200 Media Placement 2,500 2,500 2,500 1,500 1,500 Sales/Membership Ads 2,500 2,500 1,500 1,500

61000 Collateral Material 14,900 4,059 11,450 10,950 10,700 10,000 3,549 3,900 3,900 Internet Site (moved to AD/PR) 3,000 Membership Sales Kits 4,500 4,500 4,500 2,500 2,500 Membership Directory 3,000 3,000 3,000 Membership Promotional Material 700 700 700 Membership Awards 1,200 1,000 800 800 800 Monthly Membership Mail outs 200 350 Luncheon Promotions 300 350 100 Membership Certificates 500 500 350 250 250 Membership Logo Decals 1,000 550 550 350 350 Corporate Member Program 500 500

62000 Promo Merchandise 500 500 500 500 500 Promo Cordials for use by Membership 500 500 500

65000 Travel 5,300 6,494 5,400 6,000 5,400 2,500 2,297 5,500 5,700 In-State Sales Calls/Sportshow Anchorage 2,000 2,000 200 1,500 1,500 ATIA 800 900 800 1,000 DMAI or WACVB 2,500 2,500 2,300 3,200 3,200

65500 Local Meetings 1,300 1,200 1,300 1,300 1,400 900 845 900 900 Misc/Mileage/Chamber Lunches/Local Mtgs 1,300 1,300 900 900 900

66000 Special Promotions 700 513 1,795 8,295 13,000 13,000 13,075 14,000 11,200 First Fridays 500 500 300 Member Convention** 6,500 6,500 14,000 10,000 Prospect Seminar/Orientations 200 295 300 100 Golden Heart Greeter Program 800 Special Opportunities 500 1,000 3,200 ATIA Convention in Fairbanks 2,500

66500 Research 3,000 3,000 Membership Survey 3,000 3,000

67000 Event Hosting 14,500 10,423 17,600 17,600 14,100 14,100 12,688 11,700 15,600 Membership Luncheons 7,000 7,000 5,000 5,000 2,500 2,500 Educational Seminars/Social Seminars 1,500 1,500 1,500 1,500 - Annual Awards Banquet 5,000 5,000 6,000 6,000 8,100 8,000 Luncheon Speaker 1,000 1,000 1,000 1,000 500 500 Member Lunch Coupons** 600 600 600 600 600 Charity Walk** 2,500 4,000

67500 Telephone 3,600 3,833 4,600 4,600 4,000 4,000 873 1,050 1,050 Phone Charges 3,600 4,200 3,600 1,050 1,050 FCVB Website & E-Mail Hosting 400 400

68000 Dues/Subscriptions 905 749 955 905 955 955 750 755 DMAI 570 570 570 570 WACVB 135 185 185 185 Miscellaneous Dues 200 200 200

68500 (800) Inquiry Service 11 69000 Mail Fulfillment/Postage 3,000 9,003 3,000 3,200 3,200 4,117 1,500 1,700

Membership Mailouts/Miscellaneous 3,000 3,000 3,200 1,500 1,700 SUBTOTAL DIRECT MARKETING 51,805 36,515 52,800 59,350 55,240 49,840 41,404 40,150 42,905



55


Membership




Computer Maintenance Contract 2,800 4,950 6,480 4,983 4,600 Software upgrades 1,700 Membership Manager Upgrades/Support 2,000 2,500 3,500 2,049 2,066

78000 Education/Training 800 798 1,500 1,500 700 400 459 750 350 ATIA 350 700 400 350 350 DMAI or WACVB 450 800 400



81500 Bank Fees 6,000 5,185 6,000 6,000 6,000 6,000 2,448 2,000 4,000 Credit Card Merchant Service Charge 6,000 6,000 2,000 4,000

83000 Professional Fees 2,000 1,651 2,000 2,000 3,300 3,300 4,062 3,670 3,370 Audit/Legal Fees 2,000 2,000 3,300 3,670 3,370

84000 Rent/Storage 5,075 2,119 18,000 18,000 27,300 27,300 27,830 29,688 31,902 Administration Office Rental/Storage Units 5,075 6,750 440 440 440 Morris Thompson Cultural & Visitors Center 11,250 26,860 29,248 31,462

85000 Repair/Maintenance 700 70 700 700 Computer Systems/Office Maintenance/Repair 700

86000 Supply/Office Expense 800 2,015 2,500 2,500 2,500 2,500 2,620 2,000 2,000 Office Supplies 800 2,500 2,500 2,000 1,610 Xerox excess printing charges 390

89000 Other (Miscellaneous) Expenses 500 500 500 1,165 500 500 90000 Capital Outlay 2,500 363 3,200 3,200 2,000 1,600

Computer Upgrades 3,200 1,600 Miscellaneous 2,500


GRAND TOTAL 146,204 131,312 105,650 250,800 251,480 203,625 140,542 136,809 142,774

56



Budget Actual Budget Actual Budget Budget Actual Budget Budget HOTEL/MOTEL BED TAX

31000 City Bed Tax Funds 1,680,294 1,681,198 1,764,440 1,731,631 1,614,200 1,435,886 1,444,150 1,516,357 1,592,175 33000 Borough Grant/Bed Tax 1,135,000 956,422 1,335,000 1,488,679 1,124,750 1,067,300 780,522 1,001,000 1,014,000

MISCELLANEOUS PRIVATE SOURCE INCOME37000 FAI Marketing Grant 10,000 9,348 10,000 15,310 14,581 48100 Interest 3,000 4,553 4,300 1,618 4,300 141 48900 Other 2,000 1,314 2,000 1,107 2,000 48950 Cash Donations 400 1,816 400 400 40000 Yukon Quest Lease Agreement 1,738 10,430 10,430 10,428 10,430 10,430

FUND BALANCE RESERVE00000 From Fund Balance 246,113 148,365 521,775 521,775 252,086 136,003 00000 Morris Thompson Center 150,000 00000 Log Cabin Repair/Deferred Maintenance 12,000 00000 FAI Visitor Information Center 50,000 00000 Convention Center Feasibility 75,000

MEMBERSHIP REVENUE41000 Basic Membership 76,000 74,155 75,000 75,227 75,000 70,000 72,050 70,000 70,000 41010 Nonprofit Membership 2,000 2,095 1,800 1,450 2,100 2,100 2,300 2,100 1,900 41030 DTA Joint Membership 2,500 2,575 3,300 10,500 195 10,500 10,000 41100 Airport Brochure Distribution 4,500 4,735 4,600 5,920 5,500 5,000 5,520 5,000 5,100 41120 Railroad Brochure Distribution 2,600 2,460 2,600 2,650 2,600 2,200 2,560 2,200 2,100 41130 Pioneer Park Distribution 2,000 1,995 2,000 1,755 2,000 2,000 2,065 2,000 2,000 41150 Additional Brochure Distribution 2,550 2,500 2,550 2,670 2,550 2,550 2,900 2,550 2,500 41210 Internet Listing/Link 3,000 2,093 2,000 2,390 3,000 3,000 2,590 3,000 2,500 41250 Convention Leads 600 605 600 550 600 600 635 600 500 41300 Convention Calendar 400 635 375 550 750 550 500 41350 Tourism Leads 1,100 1,000 1,100 1,075 1,100 1,000 1,050 1,000 1,000 41400 Vacancy Listing 3,400 3,503 3,400 3,640 4,000 3,000 3,020 3,000 2,500

SPONSORSHIP REVENUE48000 Tradeshow Booth Share 2,600 3,100 3,100 500 1,198 500 300 42000 Co-Op Ad Sales 5,600 265 5,550 325 5,550 5,000 5,000 5,000 42200 International Co-Op German

EDUCATIONAL SERVICES REVENUE43000 Event Hosting Miscellaneous 4,500 4,368 7,500 3,690 6,300 6,300 5,489 6,300 6,300 43100 Membership Lunch 2,000 2,377 2,500 1,290 1,300 1,400 1,227 1,400 1,400 43300 AK Host 500 216 500 500 300 300 100

MISCELLANEOUS SALE OF GOODS44500 Labels 50 500 520 520 200 200 100 44750 Video Sales 500 200 45000 Golden Days Pins/Buttons (Chamber) 680 600 517 45100 Golden Days Duckie Tickets (Chamber) 4,500 3,228 4,500 2,705 45500 Midnight Sun T-Shirts (DTA) 4,000 6,053 4,000 3,534 46000 Miscellaneous Sale of Goods 400 350 854 498 300 46100 Pin Sales 200 189 200 130 50 150 46110 Bag Sales 150 100 13 100 46120 Folder Sales 50 40 68 50 46130 Badge Sales 150 210 300 66 100 100 46140 Coffee Mug Sales 800 800 91 100 100 46160 Postcard Sales 3,000 2,500 1,999 46180 Stamps (Standard, Intern'l, Postcard) 1,500 1,915 1,500 191 46190 Phone Cards 1,300 71 1,300 598 46200 Husky Puppies 400 150 156 50 267 150 46220 Seed Sales 1,600 3,071 950 415 6 46230 Maps00000 Walking Tours 2,500 2,336 2,500 832

ADVERTISING REVENUE46700 Visitor Guide Ad Sales 94,000 61,213 93,000 66,148 90,000 80,000 108,110 80,000 80,000 41450 Visitor Guide Narrative 9,000 6,048 12,500 6,700 14,000 12,000 13,994 12,000 12,000 41500 Visitor Guide Multiple Listing 12,000 7,582 16,500 6,328 11,000 10,000 14,553 10,000 10,000 46500 Group Tour Manual 1,500 1,450 1,700 46510 Winter Activities Guide Ads 2,600 8,625 2,600 1,935 2,000 2,000 2,800 2,000 2,000 46520 Membership Directory Ads 500 46600 Meeting Planner Ad Sales 20,000 8,625 250 150 150 9,000 46800 Banner Advertising 3,600 4,200 3,600 3,000 4,500 300

TOTAL REVENUE 3,355,137 2,871,669 3,819,317 3,443,712 3,518,675 3,255,591 2,494,129 3,000,073 2,980,358

Description

57

Fairbanks Convention and Visitors Bureau2011 Revenue Comparison

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

2007 2008 2009 2010 Budgeted 2011 Proposed

City Bed Tax Borough FCVB Fund Bal

2007 thru 2011 Combined Revenue Comparison

58

Fairbanks Convention and Visitors Bureau 2011 Revenue Budget

Educational3%

Advertising48%

Cooperative Marketing2%

Private4%

Sale of Goods1%

Membership42%

2011 PROJECTED FCVB GENERATED REVENUEBREAK DOWN

59

Fairbanks Convention and Visitors Bureau2011 Revenue Comparisons

City Bed Tax Borough FCVB2006 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 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

9,454,685 6,365,623 1,802,676

1,200,000

1,400,000

1,600,000

1,800,000

2007 2008 2009 2010 Budgeted

2011 Proposed

City Bed Tax

-200,000 400,000 600,000 800,000

1,000,000 1,200,000 1,400,000 1,600,000

2007 2008 2009 2010 Budgeted

2011 Proposed

FNSB Grant

60

Fairbanks Convention and Visitors Bureau2011 Revenue Comparisons

FCVB Fund Bal2005 266,700 2005 219,255 2006 466,736 2006 87,865 2007 405,606 2007 246,113 2008 322,148 2008 435,365 2009 279,017 2009 521,775

2010 Budge 230,630 2010 Budge 283,091 2011 Propo 238,180 2011 Propo 136,000

1,475,581 1,622,344

-

100,000

200,000

300,000

400,000

500,000

2007 2008 2009 2010 Budgeted

2011 Proposed

FCVB Generated Revenue

-

100,000

200,000

300,000

400,000

500,000

600,000

2007 2008 2009 2010 Budgeted

2011 Proposed

Fund Balance

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:

* Calculation based on Fund Balance 12/31/09 from 2009 Audit $754,000 Estimated Fund Balance used to balance 2010 budget (252,000) Estimated Fund Balance 12/31/2010 $502,000

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

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

62

Fairbanks Convention and Visitors Bureau2011 Expense Budget Summary



DIRECT MARKETING EXPENSES60100 Production 54,150 27,326 82,650 38,821 58,685 22,735 18,592 32,600$ 21,100 60200 Media Placement 463,348 471,919 477,935 432,250 469,535 469,535 432,744 500,371 488,000 61000 Collateral Material 299,200 68,726 513,050 232,481 277,150 158,116 241,831 172,650 184,200 61500 Website Development 70,500 54,420 143,000 79,382 99,000 56,000 53,808 50,800 30,000 62000 Promo Merchandise 49,750 22,933 50,100 55,073 50,600 20,600 24,284 21,960 19,300 63000 FAM/Site Visits 40,200 31,267 41,500 27,003 45,900 19,500 19,855 31,000 28,500 64000 Trade Shows 41,810 43,014 50,510 48,059 53,950 26,900 28,686 37,600 41,075 65000 Travel 135,467 61,718 136,800 106,584 127,900 61,650 64,605 94,250 99,340 65500 Local Meetings 12,800 18,773 13,655 20,083 8,800 6,500 6,299 8,200 9,500 66000 Special Promotions 250,100 198,511 250,645 194,655 135,150 99,508 101,727 93,300 99,412 66800 International Marketing 72,000 28,298 53,700 71,384 42,500 37,500 56,109 55,000 55,000 66500 Research 13,750 118,000 24,755 27,700 33,700 4,931 25,000 11,000 67000 Event Hosting 29,050 15,800 27,600 16,757 24,600 22,600 19,367 26,150 31,000 67500 Telephone 22,600 23,676 28,400 19,281 24,800 24,800 15,740 18,080 15,360 68000 Dues/Subscriptions 19,615 16,103 19,365 15,592 19,430 19,430 10,039 13,940 10,620 68500 (800) Inquiry Service 3,000 1,564 3,000 2,286 3,500 3,500 717 3,500 1,100 69000 Mail Fulfillment/Postage 225,000 167,992 225,800 217,287 227,200 221,200 213,069 207,400 231,300 69500 Direct Mail 36,500 22,656 31,000 24,753 32,000 31,000 21,652 16,000 16,000

Subtotal Direct Marketing 1,838,840 1,274,695 2,266,710 1,626,486 1,728,400 1,334,774 1,334,055 1,407,801 1,391,807

PERSONNEL EXPENSES50000 Wages/Taxes/Benefits 1,288,786 1,215,460 1,451,580 1,324,852 1,399,615 1,218,704 1,223,385 1227135 1,221,887

Subtotal Personnel 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

INDIRECT MARKETING EXPENSES76000 Computer 33,790 18,872 40,420 27,824 51,230 51,230 41,329 38,062 35,001 78000 Education/Training 21,225 16,872 20,525 13,630 6,000 5,600 7,250 8,475 4,110 79000 Equipment Rental 31,200 31,298 41,390 32,499 41,700 41,700 28,375 27,228 27,120 80000 General Insurance 15,000 25,496 24,520 23,840 21,000 21,000 21,988 21,960 19,800 81500 Bank Card Fees 6,000 6,000 6,000 4,548 6,000 6,000 10,912 4,160 11,900 83000 Professional Fees 82,320 77,125 53,500 39,596 33,530 30,530 25,136 23,270 21,998 84000 Rent/Storage 45,123 54,574 103,590 109,008 163,800 163,800 167,458 178,172 191,458 85000 Repair/Maintenance 22,600 11,968 20,130 16,214 5,000 5,000 842 86000 Supply/Office Expense 10,600 19,071 15,000 22,730 15,000 14,500 17,688 13,700 13,700 87000 Utilities 9,000 9,364 12,550 8,635 88000 Licenses & Taxes 3,300 3,193 3,400 3,143 3,400 32,222 36,262 31,310 36,377 88800 Reimbursable Expenses 4,500 4,500 89000 Other (Miscellaneous) Expenses 3,000 (4,512) 3,000 2,600 1,347 3,000 3,000 90000 Capital Outlay 32,300 10,280 32,250 4,587 29,000 9,000 329 11,300 2,200 90000 Capital Outlay/Morris Thompson 222,000 12,000 13,300

Subtotal Indirect Marketing 312,458 284,111 598,275 301,742 390,660 400,982 358,916 365,137 366,664

GRAND TOTAL 3,440,084 2,774,266 4,316,565 3,253,080 3,518,675 2,954,460 2,916,356 3,000,073 2,980,358

63

Fairbanks Convention and Visitors Bureau2011 Proposed Expense Budget

2011 2010Admin Mem Adv and PR Mtgs & Conv Tourism Visitor Svs PROPOSED AMENDEDDept. Dept. Dept. Dept. Dept. Dept. BUDGET BUDGET

DIRECT MARKETING EXPENSES60100 Production 100 13,500 7,500 21,100 32,600 60200 Media Placement 1,500 484,000 2,500 488,000 500,371 61000 Collateral Material 300 3,900 155,000 20,000 5,000 184,200 172,650 61500 Website Development 30,000 30,000 50,800 62000 Promo Merchandise 850 500 2,000 13,450 2,500 19,300 21,960 63000 FAMs/Site Visits/Press Tours 11,000 6,500 11,000 28,500 31,000 64000 Trade Shows 1,350 8,625 29,000 2,100 41,075 37,600 65000 Travel 21,550 5,700 11,600 19,940 34,000 6,550 99,340 94,250 65500 Local Meetings 500 900 1,200 4,000 1,000 1,900 9,500 8,200 66000 Special Promotions 36,777 11,200 20,000 11,000 8,135 12,300 99,412 93,300 66800 International Marketing 55,000 55,000 55,000 66500 Research 11,000 11,000 25,000 67000 Event Hosting 15,600 15,250 150 31,000 26,150 67500 Telephone 2,100 1,050 3,010 5,050 4,150 15,360 18,080 68000 Dues/Subscriptions 965 755 3,075 1,705 4,050 70 10,620 13,940 68500 (800) Inquiry Service 50 50 1,000 1,100 3,500 69000 Mail Fulfillment/Postage 1,700 1,700 48,000 17,400 12,500 150,000 231,300 207,400 69500 Direct Mail 16,000 16,000 16,000

Subtotal Direct Marketing 77,092 42,905 804,050 122,255 167,285 178,220 1,391,807 1,407,801

PERSONNEL EXPENSES50000 Wages/Taxes/Benefits 300,409 43,261 243,575 142,853 185,520 306,269 1,221,887 1,227,135

Subtotal Personnel 300,409 43,261 243,575 142,853 185,520 306,269 1,221,887 1,227,135

INDIRECT MARKETING EXPENSES76000 Computer 6,551 6,666 4,732 7,252 5,200 4,600 35,001 38,062 78000 Education/Training 835 350 700 525 900 800 4,110 8,475 79000 Equipment Rental 4,520 4,520 4,520 4,520 4,520 4,520 27,120 27,228 80000 General Insurance 3,300 3,300 3,300 3,300 3,300 3,300 19,800 21,960 81500 3,900 4,000 4,000 11,900 4,160 83000 Professional Fees 5,148 3,370 3,370 3,370 3,370 3,370 21,998 23,270 84000 Rent/Storage 31,948 31,902 31,902 31,902 31,902 31,902 191,458 178,172 86000 Supply/Office Expense 4,000 2,000 2,000 1,700 1,500 2,500 13,700 13,700 87000 Utilities88000 Licenses and Taxes 32,172 4,205 36,377 31,310 88800 Reimbursable Expenses 4,500 89000 Other (Misc) Expenses 500 500 500 500 500 500 3,000 3,000 90000 Capital Outlay 2,200 2,200 11,300

Subtotal Indirect Marketing 92,874 56,608 51,024 59,269 51,192 55,697 366,664 365,137

GRAND TOTAL 470,375 142,774 1,098,649 324,377 403,997 540,186 2,980,358 3,000,073

2011 Budget by Department

Bank Fees

64

Fairbanks Convention and Visitors Bureau2011 Expense Comparison

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

2007 2008 2009 2010 Budgeted

2011 Proposed

2007 thru 2011 Expense Comparison

Indirect Marketing Expense

Personnel Expense

Direct Marketing Expense

65


Direct Marketing 1,391,807 46.70%Personnel 1,221,887 41.00%Indirect Marketing 366,664 12.30%

2,980,358

Direct Marketing47%

Personnel41%

Indirect Marketing12%

FCVB 2011 Projected Expense

66

Fairbanks Convention and Visitors Bureau 2011 Expense Budget

*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.

0%

10%

20%

30%

40%

50%

Direct Marketing

Personnel Indirect Marketing

FCVB 2009 46% 42% 12%DMAI 2009 Study 47% 40% 13%FCVB 2010 Budget 47% 41% 12%FCVB 2011 Budget 47% 41% 12%

DMAI Study* verses FCVB

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

http://www.northstarideas.com/�

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

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:

Research

70

http://www.commerce.state.ak.us/oed/toubus/research.htm�

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 Non-

Cruise Total Summer

Visitors May - Sept

ATS 2001 131,000 (49.6%)

133,000 (50.4%)

264,000

ATS 2003 134,500 (49.6%)

136,500 (50.4%)

271,000

ATS 2005 161,000 (53.5%)

140,000 (46.5%)

301,000

AVSP 2006 206,385 (55%)

168,860 (45%)

375,245

2008 (estimated)

221,000 52%

204,000 48%

425,000

71

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 All Visitors Juneau Anchorage 1. Shopping 81% 71% 77% 71% 2. Wildlife viewing 77% 53% 58% 65% 3. Day Cruises 63% 40% 45% 47% 4. Train 57% 38% 53% 37% 5. City/Sightseeing Tours 52% 44% 59% 39% 6. Museums 44% 48% 27% 36% 7. Hiking/nature walk 38% 30% 26% 37% 8. Native cultural tours/activities 36% 20% 27% 21% 9. Historical/cultural attractions 28% 18% 21% 19% 10. Fishing 15% 20% 10% 22%

72

Demographics

• Compared to all visitors to Alaska, visitors to Fairbanks had these demographic profiles:

Demographics of Visitors to Fairbanks

All Visitors

Origin Western US 26% 39% Southern US 24% 19% Eastern US 21% 13% Midwestern US 18% 13% Canada 3% 6% Other International 8% 9% Other Demographics Average party size 2.2 2.4 Male/female 50/50 48/52 Average age 54.1 51.6 Children in Household 17% 25% Retired/semi-retired 48% 39% College graduate 59% 59% Average income $97,000 $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

73

http://www.commerce.state.ak.us/oed/toubus/research.htm�

• 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 1993-94 2006-07

REGION 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.

74

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, 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.

Statewide > Day Trips

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

40%34%

29%

19%

64%67%

84%85%

62%

87%

0%

20%

40%

60%

80%

100%

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?

75

http://www.alaskatia.org/�

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.

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.

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?

12% 12%

10% 10% 10%9% 9%

15%14%

0%

10%

20%

Fairbanks Juneau Kodiak Nome Barrow Skagway Whittier Denali/Denali Park

Homer

Overnight Trip Destinations Would Like to Visit – Top Mentions (Base = Took at Least One Overnight Trip in the Past Year)

76

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.

77

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.

78

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

79

2011 Organizational Chart

Fairbanks Community and FCVB Members

FCVB Board of Directors

FCVB President and CEO Deb Hickok

Vice President of Visitor Services & Membership

Karen Lane

Director of Marketing

Vacant Until Filled

Director of Finance & Administration

Dawn Murphy

Director of Meetings & Conventions Helen Renfrew

Director of Tourism Vacant Until Filled

Tourism Sales Manager Greg Allison

Executive & Tourism Coordinator (shared position)

Ashley Ritenour

Meeting & Conventions Senior Sales Manager

Unfilled Indefinitely

Sports & Meetings Sales Manager


Advertising & Marketing Associate

Kasey Gillam

Public Relations Coordinator Unfilled Indefinitely

Internet Marketing Associate

Annie Duffy

Finance & Administrative Coordinator

Janet Thorpe

Data Entry & Accounting Coordinator

(shared position) Corinne Jankowski

Manager of Visitor Services Charity Gadapee

Visitor Services & Membership Coordinator


Visitor Information Specialists (year-round and

seasonal employees)

Committees established by FCVB By-laws: Executive Committee

Finance and Planning Committee Nominations Committee

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

Branding & Production Coordinator

(part-time position) Angie Cerny

Updated: 10-10-10

Convention Services Coordinator

Allison Thompson

2011 FCVB Strategic Plan 80

Fairbanks Convention Visitors Bureau 2010 Board of Directors

Executive Officers

Seat "G" Mary Richards - Chair Seat "I" Matt Atkinson - TreasurerLodging All Seasons Bed & Breakfast Inn Retail Northern Alaska Tour CompanyExpires 2010 763 7th Avenue Expires 2011 PO Box 82991

Fairbanks, AK 99701 Fairbanks, AK 99708(907) 451-6649/FAX(907) 474-8448 (907) 474-8600/FAX (907) 474-4767 [email protected] [email protected]

Seat "K" Suzy Fischer - Chair Elect Seat "B" Buzzy Chiu - Secretary Attractions Riverboat Discovery & El Dorado Gold Mine Lodging Bridgewater HotelExpires 2012 1975 Discovery Drive Expires 2012 723 First Avenue

Fairbanks, AK 99709 Fairbanks, AK 99701(907)479-6673/FAX(907)479-4613 Summer(907)452-6661/FAX(907)[email protected] Winter(907)458-6110/FAX(907)451-6376

[email protected]

Seat "J" Andy Anger - Past Chair FCVB Deb HickokServices UAF Tanana Valley Campus President/CEO Fairbanks Convention & Visitors BureauExpires 2011 604 Barnette St, Suite 224 101 Dunkel St, Ste 111

Fairbanks, AK 99701 Fairbanks, AK 99701-4806(907)455-2862/FAX(907)455-2941 (907)459-3770/FAX(907)[email protected] [email protected]

Seat "A" Amy Geiger Seat "L" Kristin WellsEvents Downtown Association of Fairbanks Lodging Princess Wilderness Lodge - DenaliExpires 2012 410 Cushman Street Expires 2010 PO Box 72478

Fairbanks, AK 99701-4665 Fairbanks, AK 99707(907) 452-8671/FAX (907) 457-8859 (907)952-0513/FAX(907)[email protected] FAX(907)479-9680-Winter

[email protected]

Seat "C" Irene Fuchs Meyer Seat "M" Terese KapturTransportation GoNorth Alaska Travel Center Appointed Fairbanks Summer Arts Festival Expires 2012 PO Box 60147 Expires 2010 PO Box 82510

Fairbanks, AK 99706 Fairbanks, AK 99708(907) 479-7272/FAX (907) 474-1041 (907) [email protected] [email protected]

Seat "D" Shelbie Umphenour Seat "N" Susan KramerRetail Interior Alaska Fish Processors Conventions Executive EventsExpires 2010 2400 Davis Road Expires 2011 216 Sacia Avenue

Fairbanks, AK 99701 Fairbanks, AK 99712(907)456-3885/FAX (907)456-3889 (907) [email protected] [email protected]

Seat "E" Ramona Oxendine Seat "O" Lloyd HuskeyServices Santa's-Vagabond Travel Appointed University of Alaska Museum of the NorthExpires 2012 909 Cushman Street, Suite 102 Expires 2010 PO Box 756960

Fairbanks, AK 99701 Fairbanks, AK 99775-6960(907)452-3636/FAX(907)452-3639 (907) 474-6443/FAX (907) [email protected] [email protected]

Seat "F" Michael Davis Ex Officio Joseph Blanchard, Assembly MemberAttractions Denali ATV Adventures FNSB Rep Fairbanks North Star BoroughExpires 2010 1501 Market Street 809 Pioneer Road

Fairbanks, AK 99709 Fairbanks, AK 99701(907)683-4288/FAX(907)683-4289 (907) [email protected] [email protected]

Seat "H" Adam Barth Ex Officio Emily Bratcher, City Council MemberTransportation Fairbanks North Star Borough City Coun. Rep Fairbanks City Council Expires 2010 3175 Peger Road 800 Cushman Street

Fairbanks, AK 99709 Fairbanks, AK 99701(907)459-1196/FAX(907)459-1004 (907) [email protected] [email protected]

2011 FCVB Strategic Plan 81

mailto:[email protected]�













Documents

2011 Strategic Plan