2013 strategic plan

2013 Strategic Plan and Budget Table of Contents

The Strategic Direction of FCVB 2 Strategic Analysis/Research 3-19 Administration Department 20-29 Strategic Actions 21-26 Revenue/Expense Budget 27-29 Advertising and Public Relations Dept 30-37 Strategic Actions 30-34 Revenue/Expense Budget 35-37 Tourism Department 38-49 Strategic Actions 39-46 Revenue/Expense Budget 47-49 Meetings and Conventions Department 50-58 Strategic Actions 50-55 Revenue/Expense Budget 56-58 Visitor Services and Membership Dept 59-71 Strategic Actions 59-65 Revenue/Expense Budget 66-71

2013 Revenue Budget 72-75 2013 Revenue Budget Summary 72 2013 FCVB Revenue Budget Graph 73 2009-2013 Revenue Budget Comparison 74 FCVB Revenue Budget by Bed Tax Source 75 2013 Reserve Designation 76 2013 Expense Budget 77-81 2013 Expense Budget Summary 77 2013 Expense Budget Summary by Dept 78 2013 FCVB Expense Budget Graph 79 2009-2013 FCVB Expense Budget Comparison 80 2013 FCVB/DMAI Comparison Budget Graph 81 Addendums: 82-83 2012 Board of Directors 82 2013 Organizational Chart 83 Performance Metrics 84-94

FCVB 2013 Strategic Plan 1

The Strategic Direction of FCVB At its April 3, 2012 Annual Retreat, the FCVB Board of Directors in collaboration with FCVB Staff slightly revised the FCVB Mission Statement. At the same retreat, the group established five Long-Term Strategic Priorities (LTSP). In the 2013 Strategic Plan, each FCVB department has referred to how strategic actions, objectives and programs relate to specific LTSP. The numerical order of the LTSP is not in order of importance. Each FCVB Team Member is responsible for establishing a strong brand identity for the Fairbanks region.


National Trends

As reported by the United State Travel Association (USTA) in a September 11, 2012 press release, per the U.S. Commerce Department:

Through the first seven months of the year, travel exports have risen by nine percent compared to the first seven months of 2011, much faster than the 5.3 percent rise in other exports of goods and services. As a result of faster export growth, the travel industry has been responsible for 12 percent of our economy’s overall export gain so far in 2012 compared to 2011 – close to double the travel industry’s contribution to export growth this time last year. Bucking the overall trend of a widening trade deficit that expanded to -$329.7 billion through the first seven months of this year, the travel industry’s trade surplus expanded five of the seven months so far in 2012 to $3.8 billion in July, the largest travel trade surplus since last October.

With Alaska considered a “long haul” destination by domestic travel standards, this forecast that fuel prices continue to negatively impact domestic travel does not bode well for summer 2012. According to a survey reported by USTA in March 2012:

• For vacationers planning to travel by car this summer, more than half (54 percent) said that an increase in gas prices would affect their summer leisure travel plans

• Almost half (44 percent) of vacationers traveling by car said that an increase in gas prices would cause them to take fewer trips this summer

• Forty-three percent of leisure travelers planning to fly this summer said that an increase in airfare due to higher oil prices would affect their summer plans.

Brand USA was established by the Travel Promotion Act in 2010 to spearhead the nation's first global marketing effort to promote the United States as a travel destination and communicate U.S. entry/exit policies and procedures. Formed as the Corporation for Travel Promotion, the public-private entity began operations in May 2011 and does business as Brand USA. The mission of Brand USA is to encourage increased international visitation to the United States and to grow America's share of the global travel market. While the United States welcomed 60 million visitors in 2010, over the last decade, its world market share has plummeted as travel has exploded across the globe. The U.S. share of global travel spending fell from 17.2 percent in 2000 to an estimated 11.6 percent in 2010. The first wave of marketing by Brand USA was

Strategic Analysis


targeted to the United Kingdom, Canada, and Japan. Subsequent waves focus on the target of Brazil, South Korea, China, India, Germany, Mexico, India, and Australia.

Alaska Trends

How the State of Alaska invests in Brand USA is yet to be determined. The tourism marketing for the state is currently undergoing a significant structural change in both planning and implementation.

The visitor industry is an important, often underappreciated, component of Alaska’s economy. In 2009, direct visitor industry spending in Alaska of approximately $2.1 billion generated over 27,000 jobs and $800 million in payroll. Indirect spending generated an additional $1.3 billion in spending, 9,100 jobs, and $346 million in payroll. In the combined figures, the visitor industry accounts for more than 36,000 jobs, over $1 billion in payroll, and nearly $3.5 billion in spending. Additionally, in 2009 the Alaska visitor industry generated more than $200 million in revenues and taxes to state and local governments. Since 2004, new taxes and fees on Alaska’s travel industry (vehicle rental, cruise ship, corporate, gambling) have increased the travel industry’s contribution to state government to over $120 million annually.

Over the past decade the Alaska Travel Industry Association (ATIA) developed and implemented Alaska’s tourism marketing program as directed by a volunteer board of directors and marketing committee comprised of most sectors of Alaska’s visitor industry. In FY12, the Alaska Legislature appropriated $12 million in the capital budget to DCCED while simultaneously zeroing out the funding of the Qualified Trade Association - the Alaska Travel Industry Association (ATIA) - in the operating budget. This change was the first time in 11 years that the Alaska Department of Commerce, Community & Economic Development (DCCED) is actively implementing the Tourism Marketing Campaign. On August 8, 2011, ATIA and DCCED signed a memorandum of understanding (MOU) to collaborate on a $14.7 million Destination Tourism Marketing Campaign. ATIA had responsibility for the international contracts while DCCED absorbed all the other contracts including advertising, public relations, web development and research.

The Legislature appropriated $16 million to Alaska’s FY13 tourism marketing program. Combined with the $2.7 million contributed by the industry through co-op marketing programs and voluntary contributions – the marketing budget for FY13 now totals $18.7 million. Also in FY13, DCCED assumed the international contracts from ATIA and issued a new Request for Proposal that provides for specific tasks to be done by the successful bidder. This new RFP further reduces the level of industry participation in the creation and implementation of the marketing program. In addition to the RFP, DCCED asked and ATIA agreed to enter into a new MOU that creates an advisory committee to oversee the marketing plan. Currently (as of October 22, 2012), for the first time in 60 years, Alaska’s travel industry does not have a meaningful role in the decision-making of marketing the state as a destination. In the current MOU, this advisory committee seems to look very similar to the existing ATIA marketing committee, however, participants in the committee is yet to be finalized. Full control of marketing remains with DCCED and the successful bidder for the RFP has not been announced. ATIA’s objective has always been to generate the highest amount of tourism marketing funding while maintaining an industry-led marketing implementation effort. ATIA has these two objectives as the top priority in the coming year.


To find out more about ATIA and DCCED go to: http://www.alaskatia.org/Membership/Association-News/12AUG30%20ATIA%20Newsletter.html http://www.alaskatia.org/Marketing/Marketing.aspx.php http://www.travelalaska.com/ http://www.commerce.state.ak.us/ded/dev/toubus/home.cfm

Local and Regional Trends

In the Interior, the visitor industry is a key component of the economy in the Fairbanks area accounting for more than 6,200 jobs, over $200 million in payroll, and more than half a billion dollars in spending. The industry accounts for nearly 10% of employment and approximately 6% of all labor income in the Interior. More than 325,000 visitors came to Interior Alaska in the summer of 2011. The Fairbanks Convention and Visitors Bureau (FCVB) markets Interior Alaska as a visitor destination throughout the world through advertising, tradeshow and consumer marketing, and press and media relations. The FCVB mission is to be an economic driver in the Fairbanks region by marketing to potential visitors and optimizing the visitor experience. FCVB represents nearly 400 travel industry businesses, many of which are locally-owned small businesses. After a peak in summer 2008, the Alaska visitor industry had unprecedented declines in summer 2009. The summer of 2010 saw a slight bump up for some businesses with increases primarily in independent and international travel. 2011 was basically flat. Anecdotally, the year to date in 2012 (as of October 22, 2012) may have another slight bump up but not near peak 2008 levels. Important to note, while representing seven months of the year and approximately 30% of the bed taxes collected, the winter months have seen slight but continued increases during this period. The Fairbanks area competes for visitors both internationally and domestically as well as vies for Alaskan visitors and conferences. Luring charters from Japan in winter and conventions such as the Alaska Federation of Natives only happens through pro-active marketing and top-notch customer service. According to the Alaska Visitors Statistics Program for Summer 2011 (see “Research” section below), cruise land tours now account for about 58% of visitors to Fairbanks in the summer. There is good news on the horizon for summer 2013 when Norwegian Cruise Lines (NCL) will offer a cross-Gulf cruise as well as two land tour itineraries for the first time. One-way Gulf of Alaska cruises originating/departing from Seward or Whittier, Alaska, offer the opportunity for a land tour, typically using the railbelt. Roundtrip Inside Passage cruises for the most part do not include a land tour option. This NCL announcement follows the welcome fact that, in summer 2012, Princess Cruises returned a ship to the cross-Gulf. Some noteworthy trends of guest on a cruise land tour:

• In addition to their pre-formed land tour itinerary, these guests frequently come to Fairbanks before and after their formal land tour. During these days, they act very much like independent travelers in making activity choices as witnessed by FCVB Visitor Services personnel.

• In general, cruise companies are building in more “personal choice” options for their guests as well as more free time. Therefore, benefiting tourism businesses around the community in addition to those on pre-formed itineraries.

• Cruisers are repeat visitors to Alaska and Fairbanks. According to one state study, 27% of first-time cruisers to Alaska are a repeat visitor. Anecdotally, cruisers – as well as independent summer guest – are interested in returning in summer to explore


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the Interior and Arctic, and in winter. Research documents that the desire to experience the northern lights ranks high with actual and potential visitors.

The cruise sector and the travel industry as a whole was pleased to see Alaska’s Governor and Legislature work together to reduce the head tax from $46 to $34.50 in 2010. However, the Alaska cruise industry faces challenges with new federal emission control regulations, waste water permit litigation, and the forces of global competition. As a long-haul destination, air access to Fairbanks is important to both the cruise land tour and independent visitors. In terms of international access, since 2001, Condor Airlines has had a summer schedule that has includes a Whitehorse, Canada, or Anchorage coupled with Fairbanks in the configuration as well as a direct Fairbanks to Frankfurt return leg. The Anchorage-Fairbanks coupling gave no real advantage to Fairbanks for debarking passengers gaining entry in USA. In addition, a couple of years ago, Condor entered a code share agreement with Alaska Airlines which has created a new flight options via Seattle for visitors from German-Speaking Europe to Fairbanks. These developments have changed the paradigm that FCVB had been working under i.e. Condor’s direct flights are the superior option. According to a September 2012 report from a Condor representative: “…Fairbanks is Condor’s fourth strongest hub destination out of Seattle and the second strongest out of Anchorage…this means customers are looking for flights to Fairbanks on the Condor website and utilize the off-season offers or the routing via the other airports.” Since 2004, Japan Airlines (JAL) has flown direct charters to Fairbanks with a mid-August to mid-September schedule as well as a winter schedule that typically begins around the Christmas holiday. The primary activity is aurora viewing. In summer 2012, Korean Airlines (KAL) introduced four charters flying from Narita, Japan, to Fairbanks, capitalizing on the interest in aurora from Japanese guests. With direct access, the two markets of Japan and German-Speaking Europe have and will continue to dominate FCVB’s international strategy. Part of the FCVB program of work, but with lesser emphasis, are the markets of Australia, United Kingdom, Taiwan and Korea. In 2013, FCVB’s strategy will include a broader reach for the summer traveler from northern Europe who may take advantage of the Icelandair flight schedule to Anchorage to be introduced in summer 2013. Frontier Airlines (F9) has flown an Airbus A139 aircraft accommodating 124 passengers between Denver and Fairbanks for four days/week during summer 2010, 2011 and 2012. F9 has been the first low-cost airline to enter the Fairbanks market in about two decades. F9’s service to Fairbanks is the result of a cooperative effort by FCVB and the Fairbanks International Airport (FAI) to lure competitive service from a new hub. The strategy was aided by a Small Community Air Service Development (SCASD) grant administered by the U.S. Department of Transportation designed to “help smaller communities enhance their air service and address issues related to high airfares.” While risk abatement funding for a two-year period was set aside for the flights by FCVB as part of the SCASD requirements, the flights were so successful that no monies were necessary to subsidize the 2010 or 2011 schedule. The SCASD grant has been closed out and deemed very successful because no monies were needed for risk abatement. Frontier flew a summer schedule to Fairbanks in 2012. Also in summer 2012, United Airlines entered the Fairbanks market with daily flights out of Denver. Both Frontier and United have 2013 summer schedules to Fairbanks.


Increasing winter travel continues to be a marketing priority for FCVB. Besides integrating winter promotions in all aspects of FCVB marketing, FCVB offers other programs and is involved in other projects intended to foster winter travel to Fairbanks such as: featuring winter as a key icon in Morris Thompson Cultural and Visitors Center exhibits; an “Ask me about winter” customer service training module; Light-Energy-Warmth as brands messages; leasing the FCVB Log Cabin to an iconic winter activity, the Yukon Quest; and the publishing of an annual Winter Guide which is available in late summer. To find out more about the Fairbanks Convention & Visitors Bureau (FCVB), go to: www.explorefairbanks.com and a direct link to the FCVB 2011 Annual Report is http://issuu.com/insidealaska/docs/fcvb_2011_annual_report?mode=window&backgroundColor=%23222222

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)

Please note: For the first time since 2006, AVSP was out in the field in summer (May-through September) 2011 collecting primary data. Results for summer 2011 are now available and highlights are below. AVSP was also collecting primary data during winter (October through April) 2011/2012. This results of the winter AVSP are anticipated to be available in November 2012. Alaska Visitor Statistics Program (AVSP) Summer (May-September) 2011 The Alaska Visitor Statistics Program (AVSP) for summer 2011 was released in March 2012. 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 (DCCED) 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 2011, 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 1,556,800 visitors to Alaska were visitors traveling for vacation/pleasure (77%), visiting friends and relatives, business and business/pleasure.

• Regarding regional data: o For the total volume, including daytrippers:

Research


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the majority of these visitors (68%) 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 only 10% 49% in Southcentral 32% in Interior

• Destination city ranking in terms of overall visitation is as follows with Fairbanks ranking as eighth:

• Regarding the specific cities: o Juneau was the top visitor destination, capturing 61% of the total visitors but only

3% overnighted in Juneau o Anchorage had 49% of the overall and was the state’s most popular overnight

destination with 49% of all overnight visitors o Denali was the fifth most popular overall with 28% of all visitors and the second

most popular for overnight visitors with 26% o Regarding Fairbanks specifically, about 21% (approximately 325,000) which

includes daytrips. Fairbanks ranked eighth in overall visitation and ranked third for overnight visitors with 20%.

Cruise vs. Independent (non-cruise) visitors

• Comparing 2011 to 2006 primary data, the transportation markets are as follows:


• Regarding transportation market, of the 1.56 million summer visitors, 57% (883,000) were cruise ship passengers, 39% (604,500) were air visitors, and 4% (69,300) were highway/ferry.

• Of the 325,000 visitors to Fairbanks, about 58% or about 188,500 overnighted on a cruise ship; 42% or 136,500 were non-cruise or independent/independent tour via those transportation markets being air (35%) and highway/ferry (7%).

Alaska Visitor Origin

• Regarding points of origin for all visitors to Alaska:

• While international visitors represent a relatively small share of the Alaska visitor market, they are an important component of the state’s visitor market. International visitors are more likely to be traveling for vacation/pleasure, and they spend more money on a per-person basis while in Alaska.

• Of the 10% international visitors to Alaska:


• In Fairbanks, international visitors make up 9% of all summer visitors with the country of origins similar to the above pie chart.

Alaska Visitor Activities

• Regarding activities while in Alaska, visitors to Fairbanks participate more in cultural activities:

69%

52%

49%

39%

38%

38%

36%

20%

19%

16%

13%

12%

10%

Shopping

Wildlife viewing

Cultural activities

City/sightseeing tours

Train

Hiking/nature walk

Day cruises

Fishing

Visiting friends/relatives

Flightseeing

Shows/Alaska entertainment

Tramway/gondola

Salmon bake

Alaska Fairbanks

77%71%

71%

49%62%

17%

14%

44%

49%

2%

9%0%12%

Alaska Visitor Expenditures

• Regarding expenditures while in Alaska, visitors to Fairbanks tend to spend more on their Alaska vacation:


DIRECT EXPENDITURES PER PERSON OF SUMMER VISITORS

Source: Alaska Visitors Statistics Program, Summer 2011

Alaska Anchorage Fairbanks Juneau

Average per person total spent in Alaska

$941 $1,225 $1,275 $693

Average per person spent in community

$407 $354 $197

Lodging $132 $146 $8Tours/activity/entertainment

$22 $44 $86

Gifts/souvenirs/clothing

$48 $43 $83

Food/beverage $86 $76 $12Rental cars/fuel/transportation

$111 $40 $2

Other $8 $5 $6

• The estimated economic impact of summer visitors to Fairbanks below is based on the

AVSP and is a conservative expenditure figure based on direct expenditures only (does not include cost of indirect spending or multiplier effects)

Number of Summer Visitors: 325,000

Average Expenditure per person: $354

Direct Expenditures:* $115,050,000

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. 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 only 11% 49% in Southcentral 32% in Interior



• Regarding specific cities: 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*

For yet another perspective, although dated information, the chart below includes the visitor volumes from the ATS Fairbanks Visitor Profile conducted in alternate years in 2001, 2003 and 2005.

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).

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


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%).

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 • 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.


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?


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http://www.alaskatia.org/Marketing/Research.aspx Images of Alaska 2011 Commissioned by ATIA, the objectives of the Images of Alaska 2011 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 2006 Study. Some of the highlighted conclusions from the Images of Alaska 2011 Study include: • The market potential for Alaska continues to decline. While the adult population in the U.S.

increased from 222.5 million in 2006 to 232.5 million in 2011, the size of the high potential market for travel to Alaska decreased. In 2011, 24% of all adults are prospective Alaska travels, whereas in 2006, 23% of all U.S. adults were prospects.

• The West and South continue to offer the greatest potential. • Interest in taking an Alaska vacation continues to be high. • Prospects’ images of Alaska determine their likelihood to visit. High potentials and visitors

mention positive aspects – wildlife/animals, beautiful scenery, glaciers/icebergs. On the other hand, over half of the rejectors (60%) mention cold/freezing when asked what comes to mind about Alaska.

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)


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• Cost and time are the top two reasons why high potentials have never taken a vacation to Alaska.

• The most compelling reason for visiting Alaska is “always wanted to go there.” Nearly one in five (17%) indicate the most compelling reason was because of Alaska’s beautiful scenery.

• As interest and likelihood increases to actual visitation, the higher the perception of an Alaska vacation is in terms of value.

• High potentials are most interested in experiencing things that are most unique to Alaska: o Glaciers and fjords (97%) o Seeing wildlife in natural habitat (96%) o Visiting Denali National Park and Glacier Bay National Park (both 96%) o Seeing Alaska’s mountains (96%) o Cruising the Inside Passage (94%) o Riding the Alaska Railroad (93%) o Visiting National and State Parks (92%)

• Analysis of interest in specific Alaska activities among high potentials by age group reveals significant differences in what high potentials are looking for in an Alaskan vacation, which should be capitalized in the Alaska promotional effort. In general, high potentials under age 35 are much more interested in visiting Alaska than those over age 65 for the following activities:

o Visiting Alaska in the winter and engaging in winter activities (70% vs. 9%) o Seeing ice sculptures (86% vs. 65%) o Staying at a remote wilderness lodge (90% vs. 70%) o Visiting the Arctic Circle (91% vs. 64%) o Seeing the northern lights (94% vs, 75%)

• Northern lights viewing is the top rated activity visitors wished they would have done. The top 5 mentioned activities visitors wished they would have done while in Alaska but didn’t:

o Northern light viewing (39%) o Flightseeing (20%) o Dog mushing (17%) o Hot springs and Alaska Railroad (both 14%)

• The repeat market is significant and increasing. Over half (57%) of visitors to Alaska for vacation are first-time visitors. Four in ten (43%) are repeat visitors. This is an increase from 2006 when 68% of visitors were first time visitors and 32% were repeat visitors.

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. 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. 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 in 2006. 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 in 2005 – 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.

National and International Research There are many sources of national research. Below are two good online resources for general visitor industry research: United State Travel Association http://www.ustravel.org/research World Tourism Organizations (WTO) www.world-tourism.org


Administration Department Highlights • Stimulate or participate in long-term product development projects that advance Fairbanks

as a travel destination: o 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/or performing arts center using the recently-completed feasibility study as a launching-off point for further research and discussion. (LTSP 3,4)

o Participate in the planning for and execution of a downtown wayfinding system with an eye toward a community wayfinding plan. (LTSP 3,4)

o In cooperation with the Fairbanks International Airport, continue to work to lure, secure and sustain competitive domestic and international air passenger service to Fairbanks. (LTSP 2,3,4)

o Mature winter tourism through projects and by integrating in all aspects of marketing. (LTSP 3,4)

o Complete the MTCVC interpretive exhibits by taking the lead in the “Gateway” video development. (LTSP 1,3)

• Assure “best practices” for the FCVB as a professional association in the destination marketing arena: o Prepare and apply for destination marketing association (DMO) accreditation via

Destination Marketing Accreditation Program (DMAP), an independent international body defining quality and performance issues in destination marketing and recognizing DMOs that meet or exceed industry standards. For more information http://www.destinationmarketing.org. (LTPS 4, 5)

o Assure 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. (LTSP 5)

• Actively participate in statewide and national tourism efforts: FCVB President & CEO will serve on the Board of Directors of the Alaska Travel Industry Association (ATIA) and continue to serve on the Board of Directors of the United States Travel Association’s Destinations Council). (LTSP 5)

• Maintain the “unity” in community relations through “Operation Information.” (LTSP 5) • Administration is committed to ensuring that FCVB attracts, recruits, develops, retain and

sustains a high performing, diverse workforce by developing and implement progressive human resource management polices and strategies. (LTSP 1, 2, 3, 4, 5)


http://www.destinationmarketing.org/�

Strategic Actions

Objective One 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/or performing arts center using the recently-completed feasibility study as a launching-off point for further research and discussion. (LTSP 3, 4) Program 1: Contract with an individual or organization with expertise in the meetings

and conventions business in Fairbanks and beyond in order to further study market demand for a convention center as described in the feasibility study by Conventions, Sports and Leisure.

Measurement: Market demand report prepared for dissemination by July 1 Implementation: Upon receipt of final product Staff Responsibility: President and CEO, Director of Meetings and Conventions, Contractor-to-

be-hired. Program 2: Coordinate a stakeholder steering committee to determine internal

definition of success for the meetings environment in Fairbanks and implement a specific action plan to make Fairbanks a more competitive.

Measurement: Action plan based on recommendations Implementation: After receipt of market demand report Partnerships: FCVB Board of Directors, Steering Committee, lodging owners and

community Stakeholders, in collaboration with Fairbanks Arts Association’s steering committee for a center for the performing arts

Staff Responsibility: President and CEO, Director of Meetings and Conventions Program 3: Conduct one-on-one and group stakeholder discussions. Measurement: Action plan based on recommendations Implementation: As needed Partnerships: FCVB Board of Directors, Steering Committee, lodging owners and


Staff Responsibility: President and CEO, Director of Meetings and Conventions 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: FCVB Board of Directors, Steering Committee, lodging owners and


Staff Responsibility: President and CEO, Director of Meetings and Conventions


Participate in the planning for and execution of a downtown wayfinding system with an eye toward a community wayfinding plan. (LTSP 3, 4)

Objective Two

Program 1: Serve on the advisory committee for FMATS wayfinding signage project

for downtown Fairbanks Measurement: Competed by July 1 Implementation: On-going Partnerships: FMATS, City of Fairbanks, Alaska DOT, Downtown Association of

Fairbanks and others Staff Responsibility: President and CEO Program 2: Advocate for and facilitate wayfinding signage to go beyond downtown

area to roads scheduled for future improvements, such as College Road and Airport Way

Measurement: Competed by July 1 Implementation: On-going Partnerships: FMATS, City of Fairbanks, Alaska DOT, and others Staff Responsibility: President and CEO Objective Three In cooperation with the Fairbanks International Airport, continue to work to lure, secure and sustain competitive domestic and international air passenger service to Fairbanks. (LTSP 2, 3, 4) Program 1: In cooperation with the Fairbanks International Airport, revise and

implement strategy to lure, secure and sustain competitive new international and domestic air passenger service to Fairbanks with special consideration to Iceland Air, China Air and others

Measurement: Competitive airfares and schedules for Fairbanks Implementation: On-going Partnerships: FCVB Board of Directors, Fairbanks International Airport Staff Responsibility: President and CEO, Tourism Senior Sales Manager and Tourism Sales

Manager Program 2: In cooperation with the Fairbanks International Airport, revise and

implement strategy to sustain and grow current international and domestic air passenger service to Fairbanks with special consideration to Condor, Japan Airlines, Korean Airlines, Frontier and Alaska.

Measurement: Competitive airfares and schedules for Fairbanks Implementation: On-going Partnerships: FCVB Board of Directors, Fairbanks International Airport Staff Responsibility: President and CEO, Tourism Senior Sales Manager and Tourism Sales

Manager


Objective Four Mature winter tourism through projects and by integrating in all aspects of marketing. (LTSP 3, 4) Program 1: Advocate for a long-term extension of the City of Fairbanks land lease of

the log cabin property. Measurement: Extension of lease Implementation: By May 2014 Partnerships: Yukon Quest and FCVB Boards of Directors Staff Responsibility: Director of Finance and Administration, President and CEO Program 2: Continue discussion on how to grow winter tourism in the Fairbanks region

and integrate into all aspects of FCVB marketing program. Measurement: Continued growth in winter tourism Implementation: Spring Retreat and On-going Partnerships: FCVB Board of Directors, Committees and Partners Staff Responsibility: President and CEO, Management Team

Complete the MTCVC interpretive exhibits by taking the lead in the “Gateway” design and installation. (LTSP 1, 3)

Objective Five

Program 1: Plan for and install the three videos scheduled for the Gateway area. Implementation: Installed in summer Partnerships: Tanana Chiefs Conference Cultural Programs, APLIC/National Park

Service, Executive Director for MTCVC Staff Responsibility: President and CEO, Executive and Tourism Coordinator, Director of

Advertising and PR, Internet Marketing Associate, VP of Visitor Services and Membership

Objective Six Work on other infrastructure development in order to achieve best practices in destination management. (LTSP 4) Program 1: Encourage Fairbanks-based partners to apply for Adventure Green

Certification. (LTSP 4) Measurement: Five Fairbanks-based partners apply for Adventure Green Certification Implementation: On-going Partnerships: Adventure Green, ATIA, FCVB Partners Staff Responsibility: President and CEO continues to serve as an Adventure Green Board

Member Program 2: Investigate opportunities for “voluncation” or “voluntourism” in the

Fairbanks region. (LTSP 2, 3, 4) Measurement: Summary documents with recommendations for future Implementation: October for 2014 Strategic Plan Staff Responsibility: President and CEO, Tourism Senior Sales Manager


Objective Seven 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 per project Implementation: Continuous Partnerships: FCVB Board of Directors, FCVB Public Policy Advisory Committee, travel

industry and the community at large Staff Responsibility: President and CEO Objective Eight Prepare and apply for Destination Marketing Accreditation Program (DMAP) via Destination Marketing Association International (DMAI), an independent international body defining quality and performance issues in destination marketing and recognizing DMOs that meet or exceed industry standards. (LTSP 4, 5) Program 1: Submit application to DMAI. Measurement: Accreditation by Destination Marketing Association International Implementation: May 1 Partnerships: Destination Marketing Association International Staff Responsibility: Director of Finance and Administration, President and CEO Program 2: Complete DMAP Approved Domain Names, Standards & Essential

Elements. Measurement: Accreditation by Destination Marketing Association International Implementation: September 30 Partnerships: Destination Marketing Association International Staff Responsibility: Director of Finance and Administration, President and CEO, Management

Team Objective Nine Assure 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. (LTSP 5) Program 1: Generate monthly reports of all FCVB fiscal activities. Measurement: Monthly reports to Finance and Planning Committee and Board of

Directors Implementation: 12 monthly reports by 15th of month Staff Responsibility: Director of Finance and Administration, Finance and Administrative

Coordinator, Data Entry and Accounting Coordinator, Executive and Tourism Coordinator, Management Team, President and CEO


Program 2: Continue updating internal controls and accounting procedures to ensure FCVB Board of Directors and stakeholders that FCVB maintains effective controls helping the organization achieve its operations, financial reporting and compliance objectives.

Measurement: A timely “Good Clean Opinion” from auditors by March 31 Implementation: Continuous Partnerships: Audit Committee Staff Responsibility: Director of Finance and Administration, Finance and Administrative

Coordinator, Data Entry and Accounting Coordinator Objective Ten Actively participate in statewide and national tourism efforts. Program 1: FCVB President and CEO will engage in the Alaska Travel Industry

Association (ATIA) as a Board Member as well as serving on ATIA’s Executive Committee in the capacity of Chair of the Tourism Planning Committee

Measurement: Monthly and/or quarterly reports to FCVB Board of Directors Implementation: On-going through 2013 Partnerships: ATIA members Staff Responsibility: President and CEO Program 2: FCVB will engage in United States Travel Association (USTA) by serving

on the Board of Directors of the Destinations Council Measurement: Reports to FCVB Board of Directors as appropriate Implementation: On-going through 2013 Partnerships: USTA Destinations Council members Staff Responsibility: President and CEO Objective Eleven Work to maintain the “unity” in commUnity relations through “Operation Information.” (LTSP 5) Program 1: Communicate Performance Metrics in a way in which FCVB objectives are

transparent and accountable to our stakeholders. Measurement: Stabilized and/or expanded funding Implementation: Continuous Partnerships: FCVB Board of Directors Staff Responsibility: President and CEO, Management Team, Advertising and Marketing

Associate Program 2: Secure continued reinvestment of bed tax into FCVB’s destination

marketing program from the City of Fairbanks, Fairbanks North Star Borough and the City of North Pole.

Measurement: Stabilized and/or expanded funding Implementation: Continuous Partnerships: FCVB Board of Directors Staff Responsibility: President and CEO, Management Team


Program 3: 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 Twelve Administration is committed to ensuring that FCVB attracts, recruits, develops, retain and sustains a high performing, diverse workforce by developing and implement progressive human resource management polices and strategies. (LTSP 1, 2, 3, 4, 5) Program 1: Ensure recruitment and selection of a high quality diverse workforce for

FCVB. Measurement: Performance Metrics and reporting Implementation: Continuous Staff Responsibility: Director of Finance and Administration, President and CEO, Management

Team Program 2: Implement Professional Development Plan to provide training and tools so

staff has the necessary knowledge, skills and is continuously being developed for performance excellence in their current and future roles.

Measurement: Performance Metrics and reporting Implementation: Continuous Staff Responsibility: Director of Finance and Administration, President and CEO, Management

Team Program 3: Maintain competitive compensation, human resource benefits and polices

that ensure a positive working environment. Measurement: Annual performance evaluations Implementation: Continuous Staff Responsibility: Director of Finance and Administration, President and CEO


Fairbanks Convention and Visitors Bureau2013 Revenue Summary

Administration

2009 2010 2011 2012 2013Amended 2009 Amended 2010 Amended 2011 2012 Amended ProposedBudget Actual Budget Actual Budget Actuals Budget Budget Budget

HOTEL/MOTEL BED TAX31000 City Bed Tax Funds 1,435,886 1,444,150 1,498,481 1,488,319 1,539,195 1,519,149 1,592,175 1,592,175 1,592,175 31500 North Pole Bed Tax Funds 4,500 4,237 4,377 4,377 4,377 33000 Borough Grant/Bed Tax 1,067,300 780,522 1,001,000 1,115,801 1,014,000 958,976 1,111,500 1,111,500 1,132,000

MISCELLANEOUS PRIVATE SOURCE INCOME32500 Frontier Sponsership (SCASD refund) 20,965 20,965 36000 FAI Marketing Grant 14,581 15,000 30,000 15,000 15,000 15,000 48100 Interest 141 3 108 48900 Other 4,000

FUND BALANCE RESERVE00000 From Fund Balance 521,775 449,111 269,962 (102,140) 147,637 92,249 326,000 346,768 194,941

TOTAL REVENUE 3,024,961 2,688,505 2,769,443 2,505,983 2,741,297 2,625,684 3,049,052 3,069,820 2,938,493


Fairbanks Convention and Visitors Bureau 2013 Expense Budget

Administration2009 2010 2011 2012 2013

Amended 2009 Amended 2010 Amended 2011 2012 Amended ProposedBudget Actual Budget Actual Budget Actual Budget Budget Budget

DIRECT MARKETING EXPENSES60100 Production 90 60200 Media Placement61000 Collateral Material 1,550 794 1,150 293 300 103 300 300 300

Employee Handbook 200 300Board Handbook 200 Strategic Plan 1,150 1,150 300 300 300

62000 Promo Merchandise 200 569 1,950 1,669 600 600 600Fairbanks Promo Cordials (ATIA Board) 650 600Promo Cordials for use by Administration 200 1,300 600 600

63000 FAM's/Site Visits/Press Tours 20 64000 Trade Shows 1,350 1,200 1,350 1,350 1,350

Society of American Travel Writers 1,350 1,350 1,350 1,35065000 Travel 8,800 6,243 12,600 12,884 21,550 12,092 22,350 22,350 22,350

ATIA Marketing Meetings 1,200 1,200 1,200 22,350ATIA Board Meetings 3,500 4,000 5,400 5,400 5,400ATIA Convention 1,000 1,200 2,000 2,000Instate Tourism Meetings 1,700 1,700 1,700Staff Training 3,300 1,500 2,250 2,250 2,250USTA/ESTO 1,600 1,600 1,600 1,600USTA/Travel Outlook Forum 1,600 1,600 1,600Society of American Travel Writers 2,000 2,500 2,500 2,500Sales Calls 2,000 2,500 2,500 2,500Board Meeting USTA NCDO 2,500 1,600 1,600 1,600

65500 Local Meetings 486 200 764 500 3,445 600 600 600Misc/Mileage/Chamber Lunches/Local Mtgs 200 500 600 600 600

66000 Special Promotions 39,858 43,589 36,700 19,944 37,127 31,847 39,478 23,672 7,950ATIA Community Partner Dues 29,758 32,500 29,977 32,128 16,322 600Board Retreat 2,000 1,700 1,500 1,500 1,500 1,500Staff Retreat 1,500 1,500 1,500 1,500Special Promotions 5,000 2,500 3,350 3,550 3,550 3,550Award Presentation 1,600 300 300 300 300Scenic Byways Development 500 500 500 500SupraTeam Retreat 1,500

66500 Research 33,700 4,931 25,000 6,000 11,000 41,000Convention Center Feasibility Study 33,700 25,000 6,000 6,000 31,000Community Wayfinding 5,000 10,000

67000 Event Hosting 13 67500 Telephone 4,000 2,000 2,290 2,165 2,299 2,046 2,160 2,160 2,200

Phone Charges 3,600 2,290 2,299 2,160 2,160 2,200FCVB Website & Email Hosting 400

68000 Dues/Subscriptions 1,565 1,000 1,355 1,335 1,773 1,311 1,613 1,613 1,613DMAI dues 570 570 624 624 624 624WACVB 185 185 184 184 184 184Alaska Society of CVBs 360 HR/Accounting (SHRM) 150 160 Alaska Journal of Commerce 100 100 100 100 100 100

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

68500 (800) Inquiry Service 423 69000 Mail Fulfillment/Postage 1,500 1,621 1,500 783 1,700 1,926 1,500 1,500 2,000

Board Mailouts/AP/Miscellaneous 1,500 1,500 1,700 1,500 1,500 2,000SUBTOTAL DIRECT MARKETING 90,973 61,190 80,995 38,736 74,549 55,659 80,951 95,145 38,963

PERSONNEL EXPENSES50000 Wages/Taxes/Benefits 479,605 301,918 335,320 313,652 300,409 321,506 325,089 349,894 354,051

SUBTOTAL PERSONNEL 479,605 301,918 335,320 313652 300,409 321,506 325,089 349,894 354,051

Alaska Cruise Association



Administration2009 2010 2011 2012 2013


INDIRECT MARKETING EXPENSES76000 Computer 7,930 9,229 6,934 7,400 7,201 6,675 6,881 6,881 11,087

Computer Maintenance Contract 6,480 5,115 4,732 4,731 4,731 6,537Software Purchase and Upgrades 1,000 1,400 1,400Simpleview Database 2,400Cougar Mountain Support 450 1,819 2,469 750 750 2,150

78000 Education/Training 3,150 4,363 1,325 2,214 835 1,185 1,685 1,685 1,685ATIA 700 350 350 700 700 700Miscellaneous for Finance & Administration 1,050 500 500 500 500TIA/ESTO 1,400 475 485 485 485 485

79000 Equipment Rental 6,950 4,686 4,538 4,515 4,520 4,039 3,204 3,204 3,336Copiers 4,550 2,760 2,740 1,428 1,428 1,548Postage Machines 2,400 1,778 1,780 1,776 1,776 1,788

80000 General Insurance 3,500 3,673 3,660 3,194 3,300 2,775 3,000 3,000 3,300General Liability/Dishonesty Bond/D & O 3,500 3,660 3,300 3,000 3,000 3,300

81000 Interest/Finance Charge 2,500Line of Credit interest 2,500

81500 Bank Fees 3,027 2,160 3,662 3,900 4,085 3,900 3,900 5,300Payroll Processing Fees & Other Charges 2,160 3,900 3,900 3,900 4,800Line of Credit renewal fee 500

83000 Professional Fees 8,300 4,667 4,920 3,866 5,148 3,691 3,900 3,900 3,900Audit Fees 3,300 3,670 3,370 3,900 3,900 3,900Legal Fees 5,000 Accounting Fees 1,250 1,778

84000 Rent/Storage 27,300 27,874 29,732 30,325 32,073 32,601 34,620 34,620 35,916Administration Office Rental/Storage Units 440 484 484 444 444 444MTCVC 26,860 29,248 31,589 34,176 34,176 35,472

86000 Supply/Office Expense 2,500 5,545 4,000 5,834 4,000 5,489 4,200 4,200 4,500Office Supplies 2,500 4,000 3,610 4,200 4,200 4,500Xerox excess printing charges 390

88000 Licenses and Taxes 28,822 33,149 27,910 32,272 32,172 32,301 33,275 33,275 33,275City of Fairbanks business license 1,000 500 540 540 540State of Alaska business license 75 75 75 75 75City & Borough property taxes 26,835 31,597 32,660 32,660 32,660

89000 Other (Miscellaneous) Expenses 500 182 500 45 500 500 500 50090000 Capital Outlay 14,300 329 2,850 4,867 8,055 2,000

Software Purchases 1,667 4,855Hardware Purchases 1,000 2,850 3,200 3,200 2,000Furniture and Shelving 13,300

SUBTOTAL INDIRECT MARKETING 103,252 96,724 88,529 93,326 93,649 92,841 100,032 103,220 107,299

GRAND TOTAL 673,830 459,832 504,844 445,713 468,607 470,006 506,072 548,259 500,313


Advertising and Public Relations Highlights For 2013, the Advertising and Public Relations Department will focus our marketing strategies on the following: • Target high-quality prospective visitors through new methods, especially through

online and related technologies. • Maximize messaging to consumer markets and support direct flights through media,

advertising placement, direct marketing, online messages and tools. • Construct and employ an overall Internet/social media policy, recognizing both

existing and emerging internet applications and social media. • Strategically advertise to maximize visitation to the Morris Thompson Cultural and

Visitors Center (MTCVC) as a first stop for visitor information. • Conduct integrated marketing campaign surrounding winter/spring activities and

events. • Review, update and incorporate new imagery and content in our major publications. • Research and develop a strategic plan to facilitate filming in Fairbanks, the Interior

and the Arctic. • 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. (LTSP 1, 2, 3) Program 1: Develop new web-based placements especially in conjunction with

print and media placements such as National Geographic Traveler and Discovery Channel.

Measurement: Increase direct inquiries to explorefairbanks.com Implementation: On-going Partnerships: Advertising sales representatives, website contractors Staff Responsibility: Advertising & Marketing Associate, Internet Marketing Associate FCVB 2013 Strategic Plan 30

Exploit existing Internet applications and utilize emerging and existing social media for full exposure of FCVB website and brand. (LTSP 1, 2)

Objective Two

Program 1: Maximize content on explorefairbanks.com. Measurement: Percentage increases as listed in metrics Implementation: Continuous Partnerships: Members/partners and associated organizations Staff Responsibility: Internet Marketing Associate and FCVB Departments Program 2: Establish links from partner websites to explorefairbanks.com. Measurement: Increase links monthly Implementation: Continuous Partnerships: FCVB business partners/members Staff Responsibility: Internet Marketing Associate and FCVB Departments Program 3: Streamline navigation on homepage. Measurement: Improve “bounce rate”, percentage increases as listed in metrics Implementation: Continuous Partnerships: Website contractors, Louder Design Staff Responsibility: Internet Marketing Associate Program 4: Increase use of social media and new web technology. Measurement: Increase numbers of followers, increase direct inquiries to

explorefairbanks.com Implementation: Continuous Staff Responsibility: Internet Marketing Associate Program 5: Create and implement social media policy. Measurement: Implementation of social media policy Implementation: Continuous Partnerships: FCVB Board Staff Responsibility: Director of Communications, President and CEO, 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. (LTSP 1, 2, 3, 5) 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: Utilize updated ads for 2013 Implementation: Ads to be placed in the fall of 2012; by appropriate deadlines Partnerships: FCVB Members/Partners Staff Responsibility: Advertising & Marketing Associate FCVB 2013 Strategic Plan 31

Program 2: Work with publications and websites to optimize copy points. Measurement: Updated editorial content for 2013 Implementation: Proactively contact in first quarter 2012 Partnerships: Advertising sales representatives and editors Staff Responsibility: Advertising & Marketing Associate Objective Four Review and update content and design in advertising, publications and website. (LTSP 1) Program 1: Implement suggested changes from Visitors Guide Survey. Measurement: Messages, tools and imagery reflected in publications Implementation: Winter Guide (spring/summer) and Visitors Guide (fall) Partnerships: Contractors Staff Responsibility: Branding & Production Coordinator Program 2: Integrate new photographs in all FCVB collateral materials. Measurement: New photographs used in all FCVB collateral materials Implementation: First Quarter 2013, On-going Partnerships: Contractors, ATIA Staff Responsibility: Director of Communications, Branding & Production Coordinator Objective Five Proactively find and encourage media to come to Fairbanks as well as accommodate media that travel to the Interior independently, through DCCED or our European contractor. (LTSP 2, 3) Program 1: Identify and invite appropriate media to cover Alaska. Measurement: Host between four and six targeted media in 2013 Implementation: First Quarter 2013, On-going Partnerships: ATIA Staff Responsibility: Public Relations Manager, Director of Communications Program 2: Create excellent itineraries in conjunction with DCCED, GSE

contractor and those that solicit the FCVB directly. Measurement: Host between 10 and 15 media tours in 2013 Implementation: First Quarter 2013, On-going Partnerships: ATIA, European contractor Staff Responsibility: Public Relations Manager, Director of Communications Program 3: Utilize simpleview database to create an in-house maintained

media database in order to consistently communicate to media. Measurement: Input data for past and potential media contacts Implementation: First Quarter 2013, On-going Partnerships: ATIA, Past, current and future media Staff Responsibility: Public Relations Manager


Objective Six Increase positive media and public relations efforts to reach local and instate audiences for community awareness. (LTSP 5) Program 1: Monitor FDNM and ADN editorial calendars. Measurement: Annual schedule of stories and dates for key publications Implementation: Fourth Quarter 2012 (for 2013) Partnerships: Media sources; Cision Staff Responsibility: Advertising & Marketing Associate Program 2: Increase external communications. Measurement: Issue newsworthy updates through social media, press releases

and quarterly E-news Implementation: Weekly Partnerships: FCVB staff, ATIA, European contractor Staff Responsibility: Director of Communications, Internet Marketing Associate, Public

Relations Manager Program 3: Promote and maximize the effectiveness and attendance of the

Interior Tourism Conference. Measurement: Increase attendance, issue press release Implementation: Fourth Quarter 2012 (for 2013) Partnerships: ATIA, local media, local businesses Staff Responsibility: Director of Communications, Director of VSM Objective Seven Address current travel trends in all collateral, messages and advertising with regards to the FCVB brand platform. (LTSP 1, 2) Program 1: Review research from state, national and international sources. Measurement: Compilation of available information Implementation: First Quarter 2013 Partnerships: DMAI, USTA, ATIA, FNSB, DCCED Staff Responsibility: Director of Communications Program 2: Create a strategic plan for implementation. Measurement: Action items for each department Implementation: First Quarter 2013 Partnerships: Management Staff Responsibility: Director of Communications Objective Eight Conduct integrated marketing campaign surrounding winter/spring activities and events. (LTSP 1, 2, 3) Program 1: Create plan and timeline for implementation of integrated marketing

campaign. Measurement: Communicate and implement plan and timeline Implementation: October 2013 Partnerships: FCVB Ad & PR Department staff Staff Responsibility: Advertising & Marketing Associate, Director of Communications


Program 2: Conduct integrated media campaign. Measurement: Executed plan and timeline. Implementation: Late winter/early spring 2013 Partnerships: FCVB business partners, media Staff Responsibility: Advertising & Marketing Associate, Director of Communications,

Public Relations Manager, Internet Marketing Associate Objective Nine Ready the FCVB crisis communication plan for action. (LTSP 4) Program 1: Develop updated informational notebooks. Measurement: Notebooks proofed and to key staff Implementation: 2013 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/Members, local community, staff, MTCVC

Partners Staff Responsibility: FCVB Core Team Objective Ten Research, develop and implement strategic plan for film production in Fairbanks, the Interior and the Arctic. (LTSP 3, 4, 5) Program 1: Review local, state and national research. Measurement: Compilation of available information Implementation: 2013 Partnerships: FCVB business partners, Alaska Film Office, UAF Film Department Staff Responsibility: Public Relations Manager, Director of Communications Program 2: Create a strategic plan. Measurement: Communicate and implement strategic plan Implementation: 2013 Partnerships: FCVB businesses, local and statewide community, Alaska Film

Office, UAF Film Department Staff Responsibility: Public Relations Manager, Director of Communications



Advertising and PR

2009 2010 2011 2012 2013Amended 2009 Amended 2010 Amended 2011 2012 Amended ProposedBudget Actual Budget Actual Budget Actual Budget Budget Budget

SPONSORSHIP REVENUE42000 Co-Op Ad Sales 5,000 5,000 5,141 5,000 5,000 5,000 5,000

ADVERTISING REVENUE46700 Visitor Guide Ad Sales 80,000 108,110 80,000 78,992 80,000 70,294 80,000 80,000 80,000 41450 Visitor Guide Narrative 12,000 13,994 12,000 16,299 12,000 10,549 12,000 12,000 12,000 41500 Visitor Guide Multiple Listing 10,000 14,553 10,000 5,031 10,000 10,742 10,000 10,000 10,000 46510 Winter Activities Guide Ad Sales 2,000 2,800 2,000 3,100 2,000 2,725 2,000 2,000 2,000 46800 Banner Advertising 300 48900 Miscellaneous - Private Source

TOTAL REVENUE 109,000 139,757 109,000 108,563 109,000 94,310 109,000 109,000 109,000



Advertising and PR2009 2010 2011 2012 2013

Amended 2009 Amended 2010 Amended 2011 2012 Amended Proposed Budget Actual Budget Actual Budget Actual Budget Budget Budget

DIRECT MARKETING EXPENSES60100 Production 15,500 13,435 15,500 7,799 13,500 6,772 33,500 30,500 30,500

Print Ads and Magazines 11,500 13,000 11,000 12,000 9,000 10,000Winter Activities Guide 2,500 2,500 2,500 3,500 3,500 2,500Visitors Guide 18,000 18,000 18,000Ad Production 1,500

60200 Media Placement 464,335 432,744 468,871 439,201 484,000 497,373 497,750 497,750 497,750Open Domestic 292,000 205,146 194,285 187,566 187,566 172,249Open International 60,000 60,000 60,000 53,850 53,850 53,850Open Travel Trade 10,000 10,000 10,000 11,000 11,000 11,000Community Awareness 30,000 30,000 30,000 30,000 30,000 30,000Mtgs and Conv Advertising 27,000 33,000 33,000 29,000 29,000 29,000Instate Television 50,000 50,000 50,000 50,000Local Radio 13,000 13,000 13,000 13,000Internet Advertising 20,640 20,640 35,340AAA Tour Book 6,630 6,630 9,850 9,724 9,724 9,724Alaska Channel 6,600 6,600 6,600 6,600Alaska Marine Highway 8,500 4,700Alaska State Planner 4,550 4,550 3,560 4,547 4,547 4,547Alaska.com 3,000 4,500 4,500 4,800Anchorage CVB 2,000 100 2,000 2,600 2,600 2,600ATIA Internet 4,860 4,860 4,860 4,860Bearfoot Travel Guides 5,000 5,100 6,500 6,613 6,613 6,613Bell's Travel Guide 1,800 1,800 4,000 6,872 6,872 6,872Fairbanks Daily News-Miner 2,500Good Sam Trailer Life 2,020 2,000 2,000 2,868 2,868 2,868Mat-Su CVB 515 515 940 940 940 650Milepost 3,200 3,330 5,760 5,751 5,751 5,751Misc. FCVB PR ads in Fbks Daily News-Miner 1,200North to Alaska 3,500SATW Directory Ad 1,000 1,000 1,840 1,840 2,447SeeAmerica Directory Ad 1,000 1,000Sunset Magazine 43,000 42,842 42,842 42,842Woodall's Campground Directory 1,920 1,645 2,137 2,137 2,137Ad advertising 100,000

61000 Collateral Material 137,416 222,069 150,000 107,120 156,000 121,134 164,435 152,200 142,200Visitors Guide 120,215 130,000 140,000 122,000 122,000 122,000New Promotional DVD/produce DVDs*** 12,235Purchase Professional Photos for FCVB Use 5,000 5,000 15,000 15,000 5,000Annual Report 1,000 1,200 1,200 1,200Winter Activities Guide 12,201 15,000 15,000 14,000 14,000 14,000

61500 Website Development 56,000 53,808 50,000 25,331 50,200 32,524 46,000 26,000 41,200Search Engine Optimization 17,000 10,000 5,000Internet Site 25,000 14,000 35,000 20,000 35,000Website Redesign *** 50,000 2,000 20,200On-Line Registration 6,000 6,000 6,000 6,000 6,000 6,200

62000 Promo Merchandise 2,000 2,000 338 2,000 2,000 2,000 2,000Fairbanks Promo Cordials 2,000 2,000 2,000 2,000 2,000 2,000

63000 FAM Tours/Site Inspection 7,500 7,509 13,500 9,842 11,000 14,620 14,500 19,500 21,500For local and visiting media 5,500 9,000 8,000 13,000 13,000German Press Tour/Condor 3,000 3,000 3,000 5,000Outdoor/Winter Press Tour 1,500Outdoor/Summer Press Tour 1,500 1,000 1,000Fall Press Tour 1,500 1,000 1,000Fur & Ice Tour 6,000 3,500 3,500 3,500

64000 Trade Shows 7,200 5,830 5,700 5,914 8,625 6,858 7,625 7,625 8,625Outdoor Writers Association 500 500 1,000 1,000Experience Alaska 2,500 2,500 2,500 2,500Alaska Media Roadshow 5,000 5,000 5,000 5,000 5,000 5,000NOWA 200 200 125 125 125 125SATW 1,500

65000 Travel 9,300 8,611 10,100 7,330 11,600 10,975 11,000 11,000 15,400Outdoor Writers Association 2,500 2,500 2,000 2,000Alaska Media Roadshow 2,500 1,200 1,200 1,200 1,200 2,400Experience Alaska 2,300 2,300 2,300 2,300Editorial Visit - West Coast 2,500Staff Training 3,600 3,600 3,600ATIA (Committee and Convention) 4,600 4,600 2,400 2,400 3,600Northwest Outdoor Writers Association 1,800 1,800 1,500 1,500 1,500 1,500Performance Management Training

65500 Local Meetings 1,200 1,062 1,200 514 1,200 875 820 820 1,700Misc/Mileage/Local Mtgs 1,200 520 520 820 820 816Rotary meals 680 680 884

66000 Special Promotions 15,000 17,833 15,000 10,294 27,000 24,064 19,000 10,000 19,000Media Promotions 10,000 5,000 12,000 9,000 9,000National Public Radio UAF Summer Sessions 5,000Clipping Service 5,000 10,000 10,000 10,000 10,000 10,000

66500 Research67000 Event Hosting 137 25,000 34,000

Outdoor Writers Association 25,000 34,000



Advertising and PR2009 2010 2011 2012 2013


67500 Telephone 4,600 2,166 2,530 2,209 199 1,848 2,100 2,100 2,920Phone Charges 3,600 2,530 199 2,100 2,100 2,920FCVB Website & E-Mail Hosting 500Toll Free Number/Industry Only 500

68000 Dues/Subscriptions 5,555 2,075 3,900 2,844 3,883 1,804 1,983 1,983 2,433Fairbanks Daily News-Miner 200Alaska Media Directory 100 100 100 100 100 100Burrelle's Media Directory 2,000 2,000 2,000PRSA 600 325 325 325 325 325SATW 500Outdoor Writers Association 400 400 400 400 400 400Alaska Film Group 250 250 250 250WACVB 185 185 184 184 184 184DMAI dues 570 570 624 624 624 624Fairbanks Rotary Club 1,000 320 450SmugMug 100 100 100

68500 (800) Inquiry Service 28 38 50 34 50 50 11069000 Mail Fulfillment/Postage 60,000 48,579 48,000 42,189 48,000 37,674 46,709 46,709 48,000

Misc. Postage 60,000 48,000 48,000 46,709 46,709 48,00069500 Direct Mail 29,000 21,602 16,000 15,315 16,000 15,516 16,000 16,000 16,000

Mailing Labels / Independent Travelers 29,000 16,000 16,000 16,000 16,000 16,000SUBTOTAL DIRECT MARKETING 814,606 837,351 802,301 676,278 804,050 772,208 888,472 858,237 849,338


SUBTOTAL PERSONNEL 160,781 278,900 246,770 240,011 243,575 224,360 285,425 285,425 298,218


Computer Maintenance Contract 6,480 5,115 4,732 4,995 4,995 6,537Simpleview Database 750 750 2,400

78000 Education/Training 700 700 700 350 1,150 450 2,750 2,750 2,600ATIA Convention (2) 700 700 700 700 700 1,050Misc. Educational Opportunities 450 2,050 2,050 1,550



81500 Bank Fees 355 247 6883000 Professional Fees 3,300 4,222 3,670 3,666 3,370 3,305 3,570 3,570 3,600

Audit/Legal Fees 3,300 3,670 3,370 3,570 3,570 3,60084000 Rent/Storage 27,300 27,830 29,688 30,281 32,027 32,601 34,620 34,620 35,916

Office Rent/Storage Units 440 440 440 432 432 444MTCVC 26,860 29,248 31,587 34,188 34,188 35,472


89000 Other (Misc.) Expenses 500 500 1 500 1 500 500 50090000 Capital Outlay 2,000 4,000 999 6,067 9,255 2,500

Software Purchase 4,167 7,355 1,300Hardware Purchases 2,000 4,000 999 1,900 1,900 1,200


GRAND TOTAL 1,028,617 1,165,354 1,102,942 965,703 1,131,130 1,047,859 1,235,453 1,208,406 1,210,445


Tourism Highlights For 2013, the Tourism Department will focus our marketing strategies on the following:

• Utilize new simpleview database to aggressively target potential new visitors via tour operator, AAA and travel agent contacts. At the same time, maintain close contact, and further develop relations with those companies which continue to send clients to Fairbanks, the Interior, and the Arctic.

• Work with and educate travel agents on Gulf of Alaska cruise land tours. • Work closely with the Fairbanks International Airport, airlines, and tour operators to

maintain existing flights, and pursue new service. • Meet our goals and objectives in Europe by working closely with our representative

there to prioritize marketing activities accordingly. • Promote both summer and winter product in Fairbanks as a premier destination to

the Asian markets. • Increase Fairbanks exposure to the United Kingdom, Australia and New Zealand. • Pursue Latin America as an emerging market. • Host a winter product FAM by working with in-state tour operators that currently offer

Interior programs, and target potential tours. • Continue to promote visitation to the Morris Thompson Cultural & Visitors Center as

a first-stop for orientation to destination. • Set goals within the Tourism Department performance metrics to measure

departmental success. • Further enhance existing and new tour packages offered on our international

websites. • Utilize social media outlets by representing member products for the benefit of travel

trade contacts. • Maintain Interior presence at key consumer shows.


Strategic Actions Objective One Implement new FCVB database simpleview to proactively keep in touch with contacts, expand the database, and measure activity. (LTSP 2, 3, 4, 5)

Program 1: Become proficient in the utilization of the new simpleview database. Measurement: Monthly activity reports (to establish a baseline) Implementation: Ongoing thru 2013 Partnerships: simpleview Account Manager Staff Responsibility: Tourism Senior Sales Manager, Tourism Sales Manager, Executive

Tourism Coordinator Program 2: Participate in educational services (webinars, forum discussions, etc.)

provided by simpleview. Measurement: Track participation Implementation: Review monthly activity Partnerships: simpleview Account Manager Staff Responsibility: Tourism Senior Sales Manager, Tourism Sales Manager, Executive &

Tourism Coordinator Program 3: Maintain contact with active travel agents, AAA contacts, and tour

operators by sending emails or enews to keep FCVB and MTCVC in the forefront for promoting Fairbanks as a destination.

Measurement: Track and record responses to quarterly mass emails, and maintain an open line of communications to assist the promotion of new members, activities and events.

Implementation: Quarterly emails Partnerships: Active database contacts, FCVB members, and FCVB Tourism

Committee members Staff Responsibility: Tourism Senior Sales Manager, Tourism Sales Manager, Executive &

Tourism Coordinator Program 4: Update status of all international and domestic contacts within

simpleview. Measurement: Create reports to reflect updated contact information Implementation: Ongoing thru 2013 Partnerships: simpleview Account Manager, simpleview contacts Staff Responsibility: Tourism Senior Sales Manager, Tourism Sales Manager, Executive &

Tourism Coordinator


Objective Two Work with and educate travel agents on Gulf of Alaska cruise land tours. (LTSP 1, 2, 5) Program 1: Research commissionable vs. non commissionable rates for travel agents who book cruise land packages through corporate cruise lines. Implementation: January Partnerships: Major cruise lines, ATIA, DCCED Staff Responsibility: Tourism Senior Sales Manager, Executive & Tourism Coordinator Objective Three Pursue new possibilities for increased domestic and international air lift to Fairbanks, and work with airlines and tour operators to ensure that current direct flights are successful. (LTSP 2, 3, 4, 5) 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: Additional direct flights into Fairbanks Implementation: Ongoing throughout the year Partnerships: Fairbanks International Airport Staff Responsibility: Tourism Senior Sales Manager, Tourism Sales Manager, Executive &

Tourism Coordinator, President & CEO Program 2: Promote current and new flights to Fairbanks by a combination of

cooperative advertising, web promotion, and press releases. Measurement: Japan Airlines – stable number of flights; increased load factor from

previous year Condor – increased number FAI outbound (departures) from previous

year Frontier – stable or increased number of flights United – stable number of flights Korean Airlines – increased charter served from previous year Development of new relationships with potential carriers at both the

World Routes Convention or the Networks Convention Maintain relationships with existing carriers to Fairbanks while

attending World Routes Convention or Networks Convention or 1-on-1 meetings with targeted airlines at their base location

Implementation: In conjunction with service to Fairbanks Partnerships: Airlines, tour operators, ATIA, DCCED Staff Responsibility: Tourism Senior Sales Manager, President & CEO Advertising & Marketing Associate, Internet & Marketing Associate,

Director of Communications, Public Relations Manager, Executive & Tourism Coordinator


Objective Four Meet our goals and objectives in Europe by working with our representative there to prioritize marketing activities accordingly. (LTSP 1, 2, 3, 4, 5) Program 1: Develop a plan for promoting Fairbanks in Europe for 2013 including

show attendance, sales missions, individual sales calls and ongoing correspondence.

Measurement: Tour Operator brochure pages, web exposure, and Condor Airlines arrival/departure numbers

Implementation: Yearly Partnerships: FairWell Travel Consulting Staff Responsibility: Tourism Senior Sales Manager, FCVB European Contractor, President

& CEO Program 2: Attend international trade shows such as ITB and TIA International

Pow Wow to contact European operators and to highlight Fairbanks support for the European market.

Implementation: ITB in March; Pow Wow in June Partnerships: FCVB partners, ATIA, DCCED Staff Responsibility: Tourism Senior Sales Manager, FCVB European Contractor Program 3: Update current GSE tour operator web listings and packages, and

encourage additional tour operators to promote packages on the FCVB German website.

Measurement: Increased number of tour operator listings on German website, as well as unique and standard pageviews

Implementation: Yearly Partnerships: GSE tour operators Staff Responsibility: Tourism Senior Sales Manager, Tourism Sales Manager, Executive &

Tourism Coordinator, Internet Marketing Associate Program 4: Develop relationships within European markets that provide air service

to and from Alaska. Measurement: Increased number of contacts from tradeshows, workshops and sales

calls Implementation: Yearly Partnerships: European tour operators, ATIA, DCCED Staff Responsibility: Tourism Senior Sales Manager, Tourism Sales Manager, Executive &

Tourism Coordinator, President & CEO, FCVB European Contractor Objective Five Promote both summer and winter product in Fairbanks as a premier destination to Asian markets. (LTSP 1, 2, 3, 5) Japan Program 1: Conduct one-on-one sales calls in Japan to meet with Japan Airlines

tour operators and media. Implementation: In conjunction and DCCED Workshops in April and JATA in September Partnerships: FCVB partners, ATIA, DCCED Staff Responsibility: Tourism Senior Sales Manager, Tourism Sales Manager


Program 2: Promote current and new member product to Japanese tour operators

and travel agents to increase JAL direct charter service between Japan and Fairbanks.

Measurement: Increased number of charters Implementation: Continue negotiations with operators and airlines, focusing on

continuing to develop JAL direct and Fairbanks flights Partnerships: ATIA, DCCED, DCCED Japan representative, Japanese tour

operators, Japanese receptive operators, Fairbanks International Airport, FCVB business partners

Staff Responsibility: Tourism Senior Sales Manager, Tourism Sales Manager, President & CEO

Program 3: Conduct Japanese winter and summer FAMs for key operators. Implementation: February and August Partnerships: ATIA, DCCED, DCCED Japanese representative, FCVB partners Staff Responsibility: Tourism Senior Sales Manager, Tourism Sales Manager, Executive &

Tourism Coordinator Program 4: Research the potential for adding Japanese tour operator packages on

the FCVB Japanese website. Implementation: DCCED Japanese Workshops in April and JATA in September Staff Responsibility: Tourism Senior Sales Manager, Tourism Sales Manager, Internet Marketing Associate Korea Program 1: Conduct one-on-one sales calls as add-on to Japan trip. Implementation: April Partnerships: DCCED Korean contractor, FCVB partners Staff Responsibility: Tourism Senior Sales Manager, Tourism Sales Manager, Executive & Tourism Coordinator Program 2: Follow-up and maintain communication with market leads. Measurement: Increased number of leads and web page views Implementation: May Partnerships: DCCED Staff Responsibility: Tourism Senior Sales Manager, Tourism Sales Manager, Executive & Tourism Coordinator China Program 1: Attend North America Journeys (NAJ) Active America: China. Measurement: Track number of one-on-on appointments with Chinese tour operators Implementation: May Staff Responsibility: Tourism Senior Sales Manager, Tourism Sales Manager, Executive &

Tourism Coordinator


Program 2: Follow-up and maintain communication with market leads. Measurement: Increased number of leads and web page views Implementation: June Partnerships: DCCED Staff Responsibility: Tourism Senior Sales Manager, Tourism Sales Manager, Executive & Tourism Coordinator Taiwan Program 1: Attend Taipei International Trade Fair (ITF). Measurement: Track number of one-on-one appointments with Taiwanese tour

operators as well as consumer interest Implementation: October/November Partnerships: ATIA, DCCED, DCCED Taiwanese representative Staff Responsibility: Tourism Senior Sales Manager, Tourism Sales Manager, Executive &

Tourism Coordinator Program 3: Continue and maintain communication with Taiwanese Representative. Implementation: Ongoing Partnerships: DCCED Staff Responsibility: Tourism Senior Sales Manager, Tourism Sales Manager, Executive & Tourism Coordinator Program 2: Follow-up and maintain communication with market leads. Measurement: Increased number of leads and web page views Implementation: January Partnerships: DCCED Staff Responsibility: Tourism Senior Sales Manager, Tourism Sales Manager, Executive & Tourism Coordinator Objective Six Increase Fairbanks exposure to the United Kingdom, Australia and New Zealand. (LTSP 1, 2, 3, 5) Program 1: Attend DCCED UK/GSE 2013 Workshops. Measurement: Track and record tour operator and travel agent contacts from

Workshops Implementation: January/February Partnerships: ATIA, DCCED, FCVB European Contractor Staff Responsibility: Tourism Senior Sales Manager, Tourism Sales Manager, Executive &

Tourism Coordinator Program 2: Maintain strong relationships with Australian and New Zealand tour

operators and travel agents. Measurement: Increase in summer and winter packages Implementation: Quarterly Partnerships: ATIA, DCCED, FCVB partners Staff Responsibility: Tourism Senior Sales Manager, Tourism Sales Manager, Executive &

Tourism Coordinator


Objective Seven Pursue Latin America as an emerging market. (LTSP 1, 2, 3, 4, 5) Program 1: Target Latin American tour operators and travel agents at annual

tradeshow conventions i.e. TIA International Pow Wow, NTA, ABA. Measurement: Meet with 5 tour operators and/or travel agents at annual tradeshows Implementation: 1-on-1 business appointments Partnerships: FCVB partners Staff Responsibility: Tourism Senior Sales Manager, Tourism Sales Manager, Executive &

Tourism Coordinator Program 2: Research a potential, new Latin American specific tradeshow. Measurement: Increased packages offered by Latin American tour operators Implementation: Yearly Partnerships: ATIA, DCCED, FCVB partners Staff Responsibility: Tourism Senior Sales Manager, Tourism Sales Manager, Executive &

Tourism Coordinator Program 3: Create Spanish language web pages on FCVB website. Implementation: 2013 Partnerships: FCVB member partners Staff Responsibility: Tourism Senior Sales Manager, Internet Marketing Associate,

Executive & Tourism Coordinator Objective Eight Host in-state tour operators for a winter product FAM and FCVB winter partner workshop. (LTSP 4, 5) Program 1: Research current in-state tour operators who sell winter tours to

Fairbanks. Measurement: Increased winter visitation numbers (get directly from tour operators

offering trips) Implementation: January Partnerships: FCVB partners, in-state tour operators Staff Responsibility: Tourism Senior Sales Manager, Tourism Sales Manager, Executive &

Tourism Coordinator, Branding & Production Coordinator Program 2: Develop and execute a Fairbanks FAM itinerary and FCVB workshop

spotlighting winter products. Measurement: 4 in-state tour operators for the FAM, 20 FCVB members for the

workshop Implementation: February/March Partnerships: FCVB partners, in-state tour operators Staff Responsibility: Tourism Senior Sales Manager, Tourism Sales Manager, Executive &

Tourism Coordinator


Objective Nine Continue to promote visitation to the Morris Thompson Cultural & Visitors Center as a first-stop for orientation to destination. (LTSP 1, 3, 5) 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: Tradeshows starting fall of 2012 and ongoing Partnerships: MTCVC partners Staff Responsibility: Tourism Senior Sales Manager, Tourism Sales Manager, Executive & Tourism Coordinator Objective Ten Set goals within the Tourism Department performance metrics to measure department success. (LTSP 4) Program 1: Adjust goals and objectives based on 2012 performance. Measurement: Increase and/or decrease metrics accordingly Implementation: January Partnerships: ATIA, DCCED, FCVB partners Staff Responsibility: Tourism Senior Sales Manager, Tourism Sales Manager, Executive &

Tourism Coordinator, Advertising & Marketing Associate Objective Eleven Further enhance FCVB international websites. (LTSP 1, 2, 3, 5) Program 1: Review and update current text on all international websites. Implementation: April Partnerships: FCVB partners Staff Responsibility: Tourism Senior Sales Manager, Tourism Sales Manager, Executive &

Tourism Coordinator, Internet Marketing Associate Program 2: Update existing German-speaking Europe tour operator packages to

reflect 2013 tours. Measurement: Tourism performance metrics Implementation: Yearly Partnerships: FCVB European Contractor, GSE tour operators Staff Responsibility: Tourism Senior Sales Manager, Tourism Sales Manager, Executive &

Tourism Coordinator, Internet Marketing Associate Objective Twelve Utilize social media outlets by representing member products for the benefit of travel trade contacts. (LTSP 1, 2, 3, 5) Program 1: Encourage travel trade contacts to join and/or follow FCVB social

media. Measurement: Increased annual travel trade social media following Implementation: Yearly Partnerships: FCVB partners Staff Responsibility: Tourism Senior Sales Manager, Tourism Sales Manager, Executive &

Tourism Coordinator, Internet Marketing Associate


Objective Thirteen Maintain Interior presence at key consumer shows. (LTSP 1, 2, 3, 5) Program 1: Exhibit at consumer shows that have high consumer volume and

whose city offers direct air service to Fairbanks. Measurement: Attendance and brochure distribution at each show Implementation: January, February, March Partnerships: Visit Anchorage, Fountainhead Hotels Staff Responsibility: Tourism Senior Sales Manager, Tourism Sales Manager, Executive &

Tourism Coordinator Program 2: Brochure distribution of Fairbanks Visitors Guides at consumer shows

whose city does not offer direct air service to Fairbanks but has high consumer volume.

Implementation: January, February Partnerships: DCCED Staff Responsibility: Tourism Senior Sales Manager, Tourism Sales Manager, Executive &

Tourism Coordinator



Tourism


SPONSORSHIP REVENUE48000 Tradeshow Booth Share 1,198 1,213 350

ADVERTISING REVENUE46500 Group Tour Manual 550 1,000 1,000

TOTAL REVENUE 1,198 1,763 350 1,000 1,000



Tourism2009 2010 2011 2012 2013


DIRECT MARKETING EXPENSES60100 Production 3,000 72 5,000 4,085 5,400 5,400

Print Ads and Magazines 3,000Group Tour Manual 2,500 2,700 2,700Japanese Lure Piece 2,500 2,700 2,700

60200 Media Placement (moved to Adv&PR)61000 Collateral Material 750 5,001 8,000 4,276 2,500 2,411 7,200 7,200 8,900

Group Tour Manual 3,000 500 3,100 3,100 2,300Aurora Certificates 750 1,500 2,000 2,100 2,100 2,200Japanese Lure Piece 2,300German Lure Piece 3,500 2,000 2,000 2,100

61500 Website Development62000 Promo Merchandise 1,000 2,345 1,000 547 100 34 2,600 2,600 350

Fairbanks Promo Cordials 1,000 1,000 100 2,600 2,600 35063000 FAM Tours/Site Inspection 5,500 6,638 10,000 8,131 11,000 10,852 11,900 11,900 10,450

German (Condor) FAM 2,000 2,000 3,000 3,100 3,100 3,000Alaska Travel Fair FAM 1,000 1,000 1,100 1,100

Japan Winter FAM 1,000 1,000 1,000 1,100 1,100 1,100Japan Summer FAM 1,000 1,000 1,000 1,100 1,100 1,100Domestic Operator FAM 1,500Receptive Winter FAM 1,000 1,050 1,050 1,050Condor Winter FAM 1,000 JAL Winter FAM 1,000 1,000 1,100 1,100 1,100Winter ANC TA FAM 1,000 1,000 1,100 1,100 1,100Others 2,000 2,000 2,250 2,250 2,000

64000 Trade Shows 16,800 19,786 30,000 35,807 29,315 29,196 38,700 28,225 31,500TIA POW WOW 6,000 6,000 6,500 6,500 6,500 3,500NTA Exchange 1,800 1,800 1,850 1,850 1,500ATIA Japan Workshops 2,000 2,500 2,700 2,700 2,800International Tourism Boerse - Berlin 2,000 2,500 2,700 2,700 2,800ATIA Korea Workshops 500 500 550 550 650ABA Market Place 1,800 1,800 2,000 2,000 1,500ATIA UK Workshops 1,500 500 550 650ATIA GSE Workshops 1,500 2,000 2,250 2,500ATIA Australia Workshops 2,000 2,250 2,250Misc Trade Shows 3,595 2,200 475 2,000JATA World Congress 1,200 1,500 1,500 1,600 1,600 1,600Visit USA - Japan Media Marketplace 500 500 500 550 550NAJ Active America 1,200 1,200 1,300 1,300LA Times Travel Show 750 750 750 750 750NY Times Travel Show 750 750 750 750 750NWCA Business Conference 1,200 Seattle Travel Show 1,500 750 1,000 1,000 1,000 1,050New Shows (ex: China, Aviation) 6,100 5,450 720 4,100 3,500Routes 1,400 1,400 1,500Networks Convention 1,000 1,000 1,500SeaTrade Convention 1,200 1,200 1,200GoWest 1,500 1,500 1,400

65000 Travel 18,800 24,346 35,000 45,131 38,950 39,295 40,800 40,800 33,500TIA POW WOW 1,500 1,500 1,800 1,800 1,800 1,800NTA 1,500 1,500 1,800 1,800 1,800 1,900ATIA Japan Workshops 2,500 2,500 2,600 2,600 2,700ATIA Korea Workshops 1,000 1,000 1,100 1,100 1,200Int'l Tourism Boerse - Berlin 3,000 3,500 4,000 4,100 4,100 4,100ABA Market Place 1,500 1,500 1,800 1,850 1,850 1,900ATIA GSE/UK Workshops 500 3,500 4,000 4,100 4,100 4,200ATIA Australia Workshops 2,500 2,700 2,700Seattle Travel Show 1,200 1,200 1,500 1,500 1,500ATIA Convention 800 1,000 1,500 1,500 1,500JATA - Japan 2,000 2,000 2,200 2,200 2,300NAJ Active America 1,500 1,800 1,800 1,800 1,800LA Times Travel Show 1,500 1,800 1,800 1,800NY Times Travel Show 2,000 2,300 2,500 2,500NWCA Business Conference 1,800 Asia/Europe Sales Calls 1,500 DMAI or WACVB (DMAI was IACVB) 1,500 1,800 1,850 1,850Routes 3,000 3,000 1,800Networks Convention 1,800 1,800 1,800SeaTrade Convention 1,200GoWest 1,800 1,800 1,800Other Travel 10,800 5,500 8,350 1,000 1,000 2,000



Tourism2009 2010 2011 2012 2013


65500 Local Meetings 500 471 1,000 566 1,000 1,431 1,300 1,300 1,400Misc/Mileage/Local Mtgs 500 1,000 1,000 1,300 1,300 1,400

66000 Special Promotions 4,300 3,785 8,000 3,753 6,740 6,740 56,631 54,131 19,400NTA Operator Dinner 500 750 750 931 631 800Travel Agent Mail outs 1,800 1,750 605 2,200ATIA Consumer Show Brochure Distribution 1,000 1,500 1,500 1,800 1,800 1,800Condor Marketing 50,000 50,000Special Promotional Opportunities 1,000 4,000 3,885 1,700 1,700 16,800

66800 International Marketing 37,500 56,109 55,000 29,447 55,000 49,079 53,800 53,800 54,700German Marketing 25,000 40,000 40,000 38,300 38,300European Marketing 39,000Japanese Marketing 10,000 10,000 10,000 10,300 10,300 10,300Korean Marketing 2,500 2,500 2,500 2,600 2,600 2,700China Marketing 2,500 2,500 2,600 2,600

66500 Research67500 Telephone 4,500 4,325 5,050 3,672 5,050 2,525 3,600 3,600 3,600

Phone Charges 3,600 5,050 5,050 3,600 3,600 3,600FCVB Website & Email Hosting 400Industry Only Toll Free Number 500

68000 Dues/Subscriptions 4,505 3,350 4,755 4,764 4,856 4,605 5,906 5,906 6,057TIA 1,750 2,050 2,100 2,500 2,500 2,500NTA 750 550 550 650 650 700ABA 600 800 800 550 550 600DMAI 570 570 623 623 623 623WACVB 185 185 183 183 183 184ASTA 550 600 600 750 750 750Misc. Dues 100 650 650 700

68500 (800) Inquiry Service 28 38 50 32 50 50 11069000 Mail Fulfillment/Postage 5,000 13,612 5,000 15,377 12,500 8,338 12,875 15,375 17,600

Postage and Fulfillment 5,000 5,000 12,500 12,875 12,875 17,600SUBTOTAL DIRECT MARKETING 102,155 139,868 167,805 155,595 167,061 154,538 240,762 230,287 187,567

50000 Wages/Taxes/Benefits 126,600 154,766 166,840 164,257 185,520 150,792 159,580 159,580 157,547



Computer Maintenance Contract 6,480 4,983 4,600 4,731 4,731 5,479Simpleview Database 2,400InfoTrac Annual Fee 3,700 600 600 600 600

78000 Education/Training 700 845 2,000 700 900 350 2,675 2,675 2,050ATIA Convention 700 800 700 1,050 1,050 1,050Misc. Education 200 200 1,625 1,625 1,000IACVB or WACVB 1,000



81500 Bank Fees 353 248 - 70 83000 Professional Fees 3,300 4,061 3,670 3,666 3,370 3,305 3,570 3,570 3,600

Audit/Legal Fees 3,300 3,670 3,370 3,570 3,570 3,60084000 Rent/Storage 27,300 27,830 29,688 30,280 32,027 32,600 34,632 34,632 35,916

Admin Office Rent/Storage Units 440 440 440 444 444 444MTCVC 26,860 29,248 31,587 34,188 34,188 35,472

86000 Supply/Office Expense 2,500 1,949 1,500 2,183 1,500 2,097 1,680 1,680 1,680Office Supplies 2,500 1,110 1,110 1,680 1,680 1,680Xerox excess printing charges 390 390

89000 Other(Misc.) Expenses 500 500 500 140 500 500 50090000 Capital Outlay 2,000 2,850 1,500 4,688 1,300

Software Purchases 3,188Hardware Purchases 2,000 2,850 1,500 1,500 1,300


GRAND TOTAL 285,685 343,844 388,634 370,031 403,898 356,019 456,434 449,147 404,675

PERSONNEL EXPENSES


Meetings and Conventions Highlights For 2013, the Meetings and Conventions Department will focus our marketing strategies on the following:

• Remain focused on statewide meetings with local outreach and in-state sales missions.

• Increase knowledge of in-state meeting needs and maintain existing relationships. • Expand recognition of the Fairbanks Meeting Ambassador Program. • Recruit Fairbanks Meeting Ambassadors by educating the community about the

financial impact of meetings in Fairbanks. • Publicly recognize Fairbanks Meeting Ambassadors. • Use the tools available in FCVB’s new simpleview database to focus sales efforts

on prospecting, qualifying and converting new Fairbanks meeting business. • Lead discussions and strategies to bring AFN back to Fairbanks. • Facilitate discussions about the CSL Convention Center Feasibility Study and the

future meeting market goals of the community. • Implement a specific action plan to make Fairbanks a more competitive meeting

location.

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. (LTSP 3 & 5) 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 3 occasions, present announcement of Ambassadors’

accomplishments at Chamber of Commerce GMLs to which the Ambassador has been invited

Implementation: Ongoing


Measurement: On at least 3 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 and Conventions Committee members, GFCC, Fairbanks City Council, FNSB Assembly Staff Responsibility: Meetings and Conventions Department Program 2: Recruit new Meeting Ambassadors through speaking engagements,

small group presentations and targeted one-on-one meetings. (LTSP 3 & 5) Measurement: Schedule six presentations to community organizations or individuals

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: Director of Meetings and Conventions Program 3: Institute a public awareness campaign through the use of local media.

(LTSP 5) Measurement: Place print ads in the Fairbanks Daily News-Miner honoring Fairbanks

Meeting Ambassadors Implementation: January, May, August, November Measurement: Place semi-annual print ads in the Fairbanks Daily News-Miner

focusing on the economic impact of meetings in the Fairbanks community

Implementation: March and September Measurement: Place semi-annual print ads in the Fairbanks Daily News-Miner

focusing on recruiting for the Ambassador Program. Implementation: June and December Measurement: Place an ad in the Fairbanks Daily News-Miner after the Meeting

Ambassador Reception. Implementation: February Staff Responsibility: Meetings and Conventions Department, Advertising and Marketing

Associate 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. (LTSP 1, 2 & 3)

Measurement: Actively assist at least 50 meetings with one of the above services Implementation: Ongoing Measurement: Distribute branded Meeting Planner Toolkits with support materials to meeting planners working on Fairbanks meetings. Implementation: March Staff Responsibility: Meetings and Conventions Department


Objective Two Increase the number of leads/service requests sent out by the Department by 5 percent. Program 1: Increase visibility as a resource for University-related meetings. (LTSP 2, 3 & 4) Measurement: Host two luncheons, one spring and one fall, for meeting planners and

administrative staff in various University Departments Implementation: March and September Measurement: Work within the UAF structure to provide input on the development of

conference services on campus Implementation: Ongoing Partnerships: UAF Community and University Events, FCVB business partners Staff Responsibility: Meetings and Conventions Department Program 2: Maintain visibility and relationships established in the key markets of

Anchorage and Juneau. (LTSP 2 & 3) Measurement: Conduct two luncheons and three other sales call trips to Anchorage. Measurement: Conduct one luncheon and one other sales call trip to Juneau Implementation: Ongoing Partnerships: FCVB business partners Staff Responsibility: Meetings and Conventions Department Program 3: Produce updated Meeting Planner Guide. (LTSP 1 & 3) Measurement: Begin production of a new Fairbanks Meeting Planner Guide to be

printed by February 2014 Implementation: October Partnerships: Graphic designer, Meetings & Conventions Committee, FCVB

business partners Staff Responsibility: Meetings & Conventions Department, Media/PR Department Program 4: Utilize simpleview database to stay updated on current business, to qualify known prospects, and to target new business. (LTSP 2 & 3) Measurement: Track leads, service requests and partner referrals to offer comparison

between Infotrac and simpleview statistical metrics Implementation: Ongoing Measurement: Planners contacted in a timely basis to offer leads and bids for

upcoming events Implementation: Ongoing Staff Responsibility: Meetings and Conventions Department Program 5: Develop a strategy for targeted outreach on a regional and/or national

level. (LTSP 2 & 3) Measurement: Identify organizations and offer a fam opportunity to qualified planners

during the time of year their meeting could be held in Fairbanks Implementation: Ongoing Partnerships: FCVB business partners Staff Responsibility: Meetings and Conventions Department


Program 6: Plan and conduct a telephone campaign to gather information on qualified regional and/or national meetings. (LTSP 2 & 3)

Measurement: Distribute three leads based on information gathered Implementation: July Partnerships: FCVB business partners Staff Responsibility: Meetings and Conventions Department Objective Three Actively pursue the hosting of the Alaska Federation of Natives (AFN) Convention in 2013 and beyond. Program 1: Maintain relationships with key statewide stakeholders to remain aware

of the discussion regarding site selection. (LTSP 3 & 5) Measurement: Securing the return of the AFN Annual Convention Implementation: Continuous Partnerships: Alaska Federation of Natives, Doyon Ltd., Tanana Chiefs Conference,

City of Fairbanks, Fairbanks North Star Borough, Fairbanks Community Committee and other stakeholders

Staff Responsibility: President and CEO, Director of Meetings and Conventions Program 2a: Anchorage-based Convention - Attend AFN Convention to encourage

support of Fairbanks as a future meeting location. (LTSP 2 & 3) Measurement: Attendance as an exhibitor and at the banquet in Anchorage Implementation: May through October Partnerships: Alaska Federation of Natives, Doyon Corporation, Tanana Chiefs Conference, City of Fairbanks, Fairbanks North Star Borough,

Fairbanks Community Committee and other stakeholders Staff Responsibility: Meetings and Conventions Department, Assistant Manager of Visitor

Services and Membership Program 2b: Fairbanks-based Convention - Create community-wide committees to

work with the FCVB and AFN staff to effectively address the needs of the AFN Convention. (LTSP 3)

Measurement: Creation of the community support infrastructure to host a cross-cultural, city-wide event, including transportation, accommodations, fundraising, and hospitality training

Implementation: As needed Partnerships: Doyon Corporation, Tanana Chiefs Conference, Alaska Federation of

Natives, Fairbanks Daily News-Miner, Carlson Center, Fairbanks Community Committee and more

Staff Responsibility: Meetings and Conventions Director, President and CEO, Meetings and Conventions Department, Advertising and Public Relations Department, other staff as available


Objective Four 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 lunches,

leads, sales calls and at the committee level Implementation: Ongoing Staff Responsibility: Director of Meetings and Conventions Program 2: Train members on how to use the new extranet component of

simpleview to access leads and information on their member benefits. Measurement: M&C Leads list subscribers respond to leads using the new system Implementation: As needed & ongoing Staff Responsibility: Meetings and Conventions Department Program 3: Identify businesses that would benefit from participating in Meetings & Conventions Department programs; invite them to sign up for leads and/or the calendar, respond to leads, and/or participate in luncheons & functions. 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 Objective Five Use discussions regarding the 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: Conduct research to qualify and quantify additional market demand for

incremental meeting business that would be driven by increased meeting infrastructure.

(LTSP 2, 3, 4 & 5) Measurement: Establish parameters of research, contract with provider and receive

analysis Implementation: June Staff Responsibility: President and CEO, Director of Meetings and Conventions, Contractor Program 2: Assist Administration Department with disseminating the feasibility

study recommendations and additional market demand information. (LTSP 3, 4 & 5)

Measurement: Action plan based on recommendations Implementation: As needed Partnerships: Fairbanks Arts Association, FCVB Board of Directors, Steering

Committee, Community Stakeholders Staff Responsibility: President and CEO, Director of Meetings and Conventions


Program 3: Be available to assist Administration Department with one-on-one and group stakeholder discussions. (LTSP 3, 4 & 5)

Measurement: Action plan based on recommendations Implementation: As needed Partnerships: CSL, Fairbanks Arts Association, FCVB Board of Directors, Steering

Committee, Community Stakeholders Staff Responsibility: President and CEO, Director of Meetings and Conventions



Meetings and Conventions


EDUCATIONAL SERVICES REVENUE43000 Event Hosting Miscellaneous 16,884 500

MISCELLANEOUS SALE OF GOODS45500 Cost of Goods Sold 1,000 1,000 1,000 46000 Miscellaneous Gifts 498 110 300 399 46100 Pin Sales 96 150 154 46110 Bag Sales 13 46 100 16 46120 Folder Sales 68 123 50 334 46130 Badge Sales 17 100 344 46140 Coffee Mug Sales 6 100 147 46200 Husky Puppies 267 594 150 125 46220 Seed Sales 6

ADVERTISING REVENUE46600 Meeting Planner Ad Sales 150 450 9,000 16,090 12,000

TOTAL REVENUE 1,001 18,326 9,950 18,109 1,000 1,000 13,000



Meetings and Conventions2009 2010 2011 2011 2012 2013

Amended 2009 Amended 2010 Amended Actual 2012 Amended ProposedBudget Actual Budget Actual Budget Budget Budget Budget Budget

60100 Production 3,000 1,753 12,000 11,702 7,500 277 1,000 500 500Create New Ad(s) - AFN 6,000 500 500 500Update Existing Ads - AFN 500 500 500Misc. Production (inc AFN) 3,000 4,500 500Pop-Ups 1,500Meeting Planners Production 5,000Golden Heart Greeters - AFN 1,000

60200 Media Placement - AFN 433 30,000 22,472 1,970 1,525 2,500 2,500 2,500Miscellaneous 30,000 1,970 2,500 2,500 2,500

61000 Collateral Material 17,000 9,790 9,600 6,515 10,400 4,793 6,000 15,000 6,000Meeting Planner Guide 2,000 9,000 4,000Bid Packet Components Upgrade 1,500 500 500Promos for ATIA 2,000Pop ups 2x 7,400AFN Printing 5,000 4,000 1,000AFN Printed Material 2,000Miscellaneous Printed Material 5,500 5,500 2,000

61500 Website Development (new account in 2005) 800Housing & Inquiry - AFN 800

62000 Promo Merchandise 17,600 21,939 18,760 17,574 13,450 17,416 28,700 22,700 28,950Seed Packets (10,000) 600Lapel Pins (5,000) <3000> 2,800 1,800 2,500 4,000 3,500 5,000Plastic Logo Carry Bags (5,000) 1,000 1,000 1,400 1,250 1,250 1,500Other huskies, hats, backpacks, mugs, etc.) 4,700 4,000 2,500 9,700 9,000 10,700Badge Holders (5000) <1000> 1,000 1,000 750 700 700 700Badge Inserts (10,000) <1002> 500 300 300 300 300Folders <1130> 1,000 1,000 1,500 1,750 1,450 1,750Pens <2500> 1,000 2,000 1,000 1,000 1,000 2,000Notepads (inc AFN) 1,000 3,460 1,000 2,000 1,500 3,000Items for Special Projects - AFN 2,000 1,500 1,000 6,000 3,000 3,000Items for Special Projects Events 2,000 3,000 1,500 2,000 1,000 1,000

63000 FAM Tours/Site Inspection 6,500 5,708 7,500 4,900 8,000 7,899 13,500 13,500 8,400In State Meeting Planner FAM (inc AFN) 3,000 4,000 3,000 3,000 3,000 2,000National Meeting Planner FAM 2,500 3,000 3,000 10,000 10,000 6,000Site Inspections 1,000 500 2,000 500 500 400

64000 Trade Shows 1,000 980 3,100 3,100 1,000Open Trade Shows 500 3,100Pre-Event Promotion 1,000Cascadia/Wash-Ore. MPI 500

65000 Travel 20,000 21,241 24,600 14,373 12,940 10,232 22,300 22,300 23,950Sales Calls - Anchorage (inc AFN) 2,500 3,500 2,600 5,200 5,200 7,000Sales Calls - Juneau 1,100 1,100 2,000 3,600 3,600 3,700Trade Show/Sales Calls - Pacific NW 3,000 2,500AFN 2,000 1,000 4,000 4,000 4,000 4,000MPI International San Diego 1,500 1,500Cascadia/ Wash-Ore. MPI 1,300Bid Presentations/PreEvent Promotion 3,000 12,000 2,500 5,500 5,500 5,000DMAI or WACVB (DMAI was IACVB) 1,100 1,840 2,000 2,000 2,250Yellow Knife, Circumpolar Health Conference 3,000Targeted Market Sales Calls 1,500 2,000 2,000 2,000 2,000ATIA 1,000

65500 Local Meetings 2,000 1,307 3,000 2,956 4,000 2,984 4,000 4,000 4,000Misc/Mileage/Chamber Lunches/Local Mtgs (inc AFN) 2,000 3,000 4,000 4,000 4,000

66000 Special Promotions 7,500 10,743 6,000 5,847 15,693 13,882 14,000 14,000 21,000Special Promotions (inc AFN) 2,500 4,000 5,000 4,000 4,000 1,000AFN (inc AFN) 5,000 2,000 2,000 5,000 5,000 20,000Arctic Winter Games 8,693 5,000 5,000

66500 Research 20,000

DIRECT MARKETING EXPENSE



Meetings and Conventions2009 2010 2011 2011 2012 2013

Amended 2009 Amended 2010 Amended Actual 2012 Amended ProposedBudget Actual Budget Actual Budget Budget Budget Budget Budget

67000 Event Hosting 8,000 6,493 14,300 31,706 15,250 14,810 16,000 25,000 23,500Meeting Planner Event - Fairbanks 1,750 2,000 4,750 6,000 6,000 6,500Meeting Planner Event - Anchorage 2,250 2,800 3,000 4,000 4,000 6,000AFN Reception 5,000 2,500 1,500 10,500 7,500Meeting Planner Event - Juneau 2,250 2,500 3,000 1,500 1,500 1,500Hosted receptions for local and state (AFN) 1,750 2,000 2,000 3,000 3,000 2,000

67500 Telephone 3,600 2,599 3,010 1,971 3,010 1,996 2,400 2,400 2,400Phone Charges 3,600 3,010 2,400 2,400 2,400

68000 Dues/Subscriptions 2,595 2,030 2,420 1,720 2,511 1,826 2,631 2,631 2,582HSMAI Dues 200 200Rotary Dues 240 240 385 420 420 420Ak State Chamber of Commerce 570 570 240 240 240DMAI dues 185 185 863 623 623 623WACVB 750 375 183 183 183 184MPI Dues 500 415 500 500 450AkHLA 385 315 315 315 315NASC 315Misc. Dues / CC Dues 150 5 150 350 350 350 350

69000 Mail Fulfillment 5,500 9,869 11,400 6,191 7,400 4,326 10,500 12,500 8,600Conventions Postage (inc AFN) 6,500 8,000 4,000 1,500 1,500 600Meeting Planner Direct Mail (1,000) 5,000 7,000 3,000Mailing VG and Wtr Guides (moved in 2010) 3,400 3,400 4,000 4,000 5,000

69500 Direct Mail 2,000 50Mailing VG and Wtr Guides (moved to 69000 in 2010) 2,000

96,296 94,940 143,390 127,928 105,224 85,066 123,531 140,031 153,382

50000 Wages/Taxes/Benefits 158,546 158,259 142,836 129,042 142,853 158,766 165,924 165,924 152,034


76000 Computer 10,180 8,934 8,415 7,429 7,552 7,438 7,251 7,251 8,137Computer Maintenance Contract 6,480 5,115 5,032 4,731 4,731 6,537Simpleview Database 1,600InfoTrac Database 3,700 2,400 1,920 1,920 1,920InfoTrac Licenses & Annual Fee 900 600 600 600

78000 Education/Training 290 2,300 59 525 425 2,175 2,175ATIA 800DMAI or WACVB (DMAI was IACVB) 425 550 550Miscellaneous Educational Opportunities 1,500 100Organizational Database Training 1,625 1,625

79000 Equipment Rental 6,950 4,685 4,538 4,515 4,520 4,039 3,204 3,204 3,336Copiers 4,550 2,760 1,428 1,428 1,548Postage Machines 2,400 1,778 1,776 1,776 1,788Miscellaneous 4,520

80000 General Insurance 3,500 3,663 3,660 3,194 3,300 2,775 3,000 3,000 3,300General Liability/Dishonesty Bond/D & O 3,500 3,660 3,000 3,000 3,300

81500 Bank Fees (previously 88000) 4,500 4,376 4,500 5,042 4,000 (223) 12083000 Professional Fees 3,300 4,062 3,670 3,666 3,370 3,305 3,570 3,570 3,600

Audit/Legal Fees 3,300 3,670 3,370 32,602 3,570 3,570 3,60084000 Rent/Storage 27,300 27,830 29,688 30,282 32,027 34,632 34,632 35,916

Office Rent/Storage Units 440 440 444 444 444MTCVC 26,860 29,248 32,027 34,188 34,188 35,472

86000 Supply/Office Expense 2,500 2,204 1,700 2,341 1,700 2,208 1,800 1,800 2,000Office Supplies 2,500 1,700 1,800 1,800 2,000

88000 Reimbursable Expenses89000 Other (Miscellaneous) Expenses 500 500 500 500 500 50090000 Capital Outlay 2,000 2,200 1,650 4,838

Software Purchases 150 3,338Hardware Purchases 2,000 2,200 1,500 1,500

60,730 56,044 58,971 56,527 59,694 52,569 57,782 60,970 56,909

315,572 309,243 345,197 313,497 307,771 296,401 347,237 363,925 362,325GRAND TOTAL

SUBTOTAL INDIRECT MARKETING

SUBTOTAL DIRECT MARKETING EXPENSE

PERSONNEL EXPENSES

INDIRECT MARKETING EXPENSES


Visitor Services and Membership Highlights For 2013, 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.

• Host educational events such as the Interior Tourism Conference and Annual Banquet spotlighting tourism-related businesses and issues.

• Provide quarterly customer service training to frontline staff from the AlaskaHost curriculum and FCVB–developed customer service modules.

• Work to develop the Scenic Byways programs in the Interior with emphasis on the North Richardson.

• Work to maintain our partnership with military communities in Alaska. • Put into action a Frontline Seminar program to educated frontline staff about the

Morris Thompson Cultural & Visitors Center. 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. (LTSP 1, 3) Measurement: Invite tour operators and local businesses for three building

orientations Implementation: April, May & October Partnerships: APLIC Staff Responsibility: Director of Visitor Services & Membership, Assistant Manager of

Visitor Services & Membership, President and CEO


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: Director of Visitor Services & Membership, Assistant 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. (LTSP 1, 3)

Measurement: Participation by at least 80 residents Implementation: Spring Partnerships: Transportation business members Staff Responsibility: Director of Visitor Services & Membership, Assistant 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. Research opportunities to promote to personnel at Elmendorf and Clear Air Force Station. (LTSP 1, 3)

Measurement: Attend at least 12 FTAC briefings and 15 Newcomers orientations Implementation: Monthly Partnerships: Fort Wainwright MWR, Eielson FTAC Staff Responsibility: Director of Visitor Services & Membership, Assistant Manager of

Visitor Services & Membership, Visitor Information Staff Program 5: FCVB to host First Fridays at the MTCVC. (LTSP 3) Measurement: Feature an artist monthly that is a member or Golden Heart Greeter

and work with APLIC to host the monthly events Implementation: Monthly Partnerships: APLIC, Alaska Geographic and TCC Cultural Programs Staff Responsibility: Director of Visitor Services & Membership, Assistant Manager of

Visitor Services & Membership Program 6: Continue to network with other CVBs in the state and other tourism

organizations to exchange ideas on new and improved services. (LTSP 1, 3)

Measurement: Attend meetings as scheduled Implementation: Attend the Highway Neighbors Conference in the spring, local ATIA

meetings Staff Responsibility: Director of Visitor Services & Membership, Assistant 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. (LTSP 1)

Measurement: Attract at least one new greeter per recruitment campaign bi-annually

Partnerships: Fairbanks Daily News-Miner & local civic groups Staff Responsibility: Director of Visitor Services & Membership, Assistant Manager of

Visitor Services & Membership Program 2: Schedule orientation workshops throughout the year to inform

potential Golden Heart Greeters about the FCVB. (LTSP 1) Measurement: Schedule four workshops and obtain at least one new volunteer at

each workshop Implementation: Complete by September Partnerships: FCVB business members Staff Responsibility: Director of Visitor Services & Membership, Assistant 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: Director of Visitor Services & Membership, Assistant Manager of

Visitor Services & Membership Program 2: Encourage community support of Golden Heart Greeters by

spotlighting their assistance in FDNM and Enews. (LTSP 1) Measurement: Provide one photo and photo credit to Fairbanks Daily News-Miner

Applause Section & FCVB Enews Implementation: Quarterly Staff Responsibility: Director of Visitor Services & Membership, Assistant Manager of

Visitor Services & Membership, Director of Communications


Program 3: Staff FCVB Visitor Information Center and other information kiosks with bi- or multilingual staff/Golden Heart Greeters whenever possible. (LTSP 1, 3) Measurement: Attract at least two additional persons who have bi- or multilingual

abilities Implementation: Continuous Staff Responsibility: Director of Visitor Services & Membership, Assistant Manager of

Visitor Services & Membership Program 4: Increase awareness of program with “Meet A Real Alaskan” section

in the Fairbanks Visitors Guide with testimonials from greeters and visitors. (LTSP 1, 3)

Measurement: Provide five testimonials for publication in Visitors Guide and on website

Implementation: Continuous Staff Responsibility: Director of Visitor Services & Membership, Assistant Manager of

Visitor Services & Membership, Branding & Production Coordinator, Internet Marketing Associate

Program 5: Include one Golden Heart Greeter as an “Authentic Alaskan”

testimonial in the Fairbanks Visitors Guide. (LTSP 1, 3) Implementation: September 2013 Staff Responsibility: Director of Visitor Services & Membership, Assistant Manager of

Visitor Services & Membership, Director of Communications, Branding & Production Coordinator

Program 6: Increase awareness of program with meeting planners and local

events. (LTSP 1, 3) Measurement: Increase the number of activities in 2013 by 10% Implementation: Year-round Staff Responsibility: Director of Visitor Services & Membership, Assistant Manager of

Visitor Services & Membership, Convention Services Coordinator Program 7: Schedule Golden Heart Greeters for requested services to assist

meeting, convention planners and local event organizers. (LTSP 1, 3)

Measurement: Schedule as needed and keep track of time Greeters donate Implementation: Year-round Staff Responsibility: Director of Visitor Services & Membership, Convention Services

Coordinator Program 8: Highlight a Golden Heart Greeter in the Monthly Member Enews

and the Golden Heart Greeter Enews. (LTSP 1) Implementation: Year-round Staff Responsibility: Director of Visitor Services & Membership, Convention Services

Coordinator


Objective Four Implement educational seminars and events highlighting FCVB Members to local businesses. Program 1: Implement Member-to-Member Program. FCVB facilitates a

quarterly member-to-member open house. Members in a predetermined geographic location open their doors for an open house. FCVB promotes the event for the members. (LTSP 1, 3)

Implementation: Quarterly Partnerships: FCVB members Staff Responsibility: Director of Visitor Services and Membership, Visitor Services &

Membership Department Program 2: Host Annual Banquet recognizing FCVB members for their

exemplary contributions to the visitor industry. Implementation: April Partnerships: FCVB members Staff Responsibility: Director of Visitor Services and Membership, Assistant Manager of

Visitor Services & Membership, President & CEO, Branding Production Coordinator

Program 3: Host Annual Interior Tourism Conference to provide educational

seminars to FCVB members and public about current topics affecting the tourism business climate. (LTSP 1, 3)

Implementation: February Partnerships: FCVB members, State of AK DCCED, ATIA, Seattle Bookings Staff Responsibility: Director of Visitor Services and Membership, Assistant Manager of

Visitor Services & Membership, President & CEO Program 4: Execute Member Spotlight Program. Each month pick a member to

be spotlighted in the Member enews. The enews will have a description about the business along with contact information.

Implementation: Monthly Partnerships: Members Staff Responsibility: Director of Visitor Services & Membership, Assistant Manager of

Visitor Services & Membership


Objective Five Provide customer service training to frontline staff. Program 1: Put into action a Frontline Seminar. FCVB facilitates a quarterly

Frontline Seminar in which frontline staff visits the MTCVC to learn about the MTCVC, events and partners. (LTSP 1, 3)

Implementation: Quarterly Partnerships: Frontline Staff Staff Responsibility: Director of Visitor Services and Membership, Visitor Services &

Membership Department Program 2: Provide informational binder to frontline staff highlighting FCVB

members and trip planning resources. (LTSP 1, 3) Implementation: April and October Staff Responsibility: Director of Visitor Services & Membership, Assistant Manager of

Visitor Services & Membership, Visitor Information Specialists Program 3: Teach customer service classes from the AlaskaHost curriculum:

Customer Service Essentials, Know Your Own Backyard, Telephone Customer Service, Serving International Visitors, Serving Customers with Disabilities, Tour Guide Training, as well as FCVB-developed modules: Ask Me About Winter and Cross-Cultural Awareness. (LTSP 1, 3)

Implementation: Quarterly Partnerships: Fairbanks businesses Staff Responsibility: Director of Visitor Services & Membership, Assistant Manager of

Visitor Services & Membership Objective Six Encourage the development of the North Richardson Highway Partnership Board. Program 1: Research grant funding opportunities for development of North

Richardson Highway Partnership Board. (LTSP 4) Measurement: Grant application submitted Implementation: Early November Partnerships: Communities along Richardson Highway Corridor Staff Responsibility: President & CEO, Director of Visitor Services & Membership Program 2: Provide administrative assistance to the North Richardson Highway

Scenic Byways Partnership Board upon grant funding approval. (LTSP 4)

Measurement: Schedule at least two planning meetings. Implementation: Year-round Partnerships: State Scenic Byways Office Staff Responsibility: President & CEO, Director of Visitor Services & Membership


Objective Seven Assist in coordinating Fairbanks hosting the 2014 Arctic Winter Games (AWG). Program 1: Provide assistance with plans for the 2014 AWG including serving

on the Host Society Board of Directors. Implementation: Year-Round Partnerships: FCVB, FNSB, FNSBSD, UAF, AWGHS Staff Responsibility: Director of Visitor Services and Membership Objective Eight Assist other FCVB Departments with projects. Program 1: If necessary, provide Golden Heart Greeter assistance to AFN

Convention event coordinator. At time of publication, AFN 2013’s location was undecided. (LTSP 1, 3)

Measurement: Provide 100 Greeters for task completion Implementation: October Staff Responsibility: Director of Visitor Services & Membership, Assistant Manager of

Visitor Services & Membership, Golden Heart Greeters



Visitor Services


MISCELLANEOUS PRIVATE SOURCE INCOME48950 Cash Donations40000 Yukon Quest Rent 10,430 10,428 10,430 10,428 10,430 10,428 10,430 10,430 10,430

SPONSORSHIP REVENUE48000 Tradeshow Booth Share 500 500 191 300 300 300 300 300

EDUCATIONAL SERVICES REVENUE43330 AK Host 300 300 90 100 50 300 300 300

TOTAL REVENUE 11,230 10,428 11,230 10,709 10,830 10,778 11,030 11,030 11,030



Visitors Services2009 2010 2011 2012 2013


DIRECT MARKETING EXPENSES60100 Production 50 43 1,000 100 100

Walking Tour Japanese & German 400Walking Tour English 500Visitor In Your Own Town 50 100 100 100

60200 Media Placement (moved to AD &PR) 5,200Camper Map Ad 1,500Calendar Ads 1,000Visitor In Your Own Town 1,200Golden Heart Greeters Ads 1,500

61000 Collateral Material 1,400 628 6,050 1,050 550Alaska Host Material 400 300 300 300Audio Walking Tour Replacement/Updates 250 250 250Comment Cards** 500 500Walking Tour English 4,000Walking Tours Translation Japanese & German 1,000Golden Heart Greeter Materials 1,000

61500 Website Development62000 Promo Merchandise 150 15063000 FAM Tours/Site Inspection 100 100 100

Visitor In Your Own Town Tour 100 100 10064000 Trade Shows 1,900 2,090 1,900 2,101 2,550 2,113 2,550 2,550 2,550

Fairbanks Outdoor Show 500 500 2,550 700 700 700Fairbanks Winter Show 450 450 450Anchorage Sportsman Show 1,400 1,400 1,400 1,400 1,400

65000 Travel 2,250 1,867 6,450 2,402 6,550 1,984 6,650 3,650 7,000Tok/Denali Satellite Upkeep 125 250 250 250 250 250ATIA 800 900 1,000 1,000 1,000Highway Neighbors 400 400 400 400 750AK Host Training 125IACVB or WACVB or other training 3,000 3,000Golden Heart Greeter Roundtable 3,000 3,000ANC Sportsman Show 2,000 2,000 2,000 2,000 2,000 2,000

65500 Local Meetings 1,900 2,128 1,900 1,617 1,900 1,435 1,875 1,875 1,875Misc/Mileage/Local Mtgs 1,900 1,900 1,900 1,875 1,875 1,875

66000 Special Promotions 19,850 12,702 13,600 11,921 14,300 15,948 13,400 14,150 13,900Tok Contract 3,500 3,500 3,500 3,500 3,500 3,500Tok Display 300 300 300 300 300Volunteer Program 200Staff/Volunteer Uniforms 1,500 1,300 1,500 1,700 1,700 1,200Midnight Sun T-Shirts 150 150 150 150Highway Neighbors 1,500Yukon Quest FCVB Log Cabin CSP donation 1,500 1,500 1,500 1,500 1,500 1,500DTAMS/Pinkerton Program 2,000 2,000Ice Sculpture at MTCVC (shared expense) 500 750 1,500 1,500Misc. Special Promotions 5,000 1,500 4,000 2,000 2,000 2,200Visitor Guide Distribution Statewide CVB's/CC 2,000Golden Heart Greeters Program/AFN 2,000Visitor Guide Distribution in Anch 3,500 3,500 3,500 3,500 3,550

67000 Event Hosting 500 173 150 150 933 150 150 150Holidays at MTCVC 150 150 150 150 150Open House 500

67500 Telephone 4,100 3,777 4,150 4,250 4,349 3,590 4,200 4,200 4,200Phone Charges 3,600 4,150 4,349 4,200 4,200 4,200FCVB Website & Email Hosting 500



Visitors Services2009 2010 2011 2012 2013


68000 Dues/Subscriptions 4,255 834 755 749 876 876 876 876 877Visitor Guide Distribution in Anch (move to 66000) 3,500DMAI dues 570 570 623 623 623 623WACVB 185 185 183 183 183 184Sam's Club Annual Membership Fee 70 70 70 70

68500 (800) Inquiry Service 3,500 222 3,500 197 1,000 316 220 220 220Inquiry Calls 3,500 3,500 1,000 220 220 220

69000 Mail Fulfillment/Postage 146,000 135,271 140,000 135,243 150,000 131,738 154,500 157,500 154,500Mail Fulfillment from Label Purchase 5,000 140,000 150,000Postage for Label Purchase Mail out 70,000Postage for Inquiry Call Mail outs 41,000 154,500 157,500 154,500Postage at Cabin 25,000Winter Inquiry Fulfillment 5,000

SUBTOTAL DIRECT MARKETING 190,905 159,735 172,405 158,479 181,675 158,933 191,721 186,571 186,022




Computer Maintenance Contract 6,480 4,983 4,600 4,599 4,599 6,537Simpleview Database 1,600Software Upgrades Memebership Database 300 300

78000 Education/Training 650 593 1,400 1,128 800 795 1,950 1,450 1,950CPR Training/First Aid 800 800 800 800ATIA Convention 350 350 350 350 350 350Staff Training 300 250 250 300 300 300IACVB or WACVB or other training 200 500 500


80000 General Insurance 3,500 3,663 3,660 3,194 3,300 2,775 3,000 3,000 3,300General Liability/Dishonesty Bond 3,500 3,660 3,300 3,000 3,000 3,300

81500 Bank Fees 353 247 1983000 Professional Fees 9,030 4,062 3,670 3,666 3,370 3,305 3,570 3,570 3,600

Audit/Legal Fees 5,800 3,670 3,370 3,570 3,570 3,600Cabin Security 3,230

84000 Rent/Storage 27,300 28,264 29,688 30,281 32,027 32,620 34,632 34,632 35,916Office lease/Storage Units 440 440 440 444 444 444MTCVC 26,860 29,248 31,587 34,188 34,188 35,472

85000 Repair/Maintenance 5,000 842Cabin Upkeep/Minor Repairs 5,000


88000 Licenses and Taxes 3,400 3,113 3,400 4,205 4,205 4,181 4,181 4,181 4,182Property Taxes 3,400 3,400 4,205 4,181 4,181 4,182

89000 Other (Miscellaneous) Expenses 100 500 500 250 500 500 50090000 Capital Outlay 2,000 3,667 6,855 750

Software Purchases 1,667 4,855 150Hardware Purchases 2,000 2,000 2,000 600


GRAND TOTAL 457,132 497,974 520,893 493,322 543,766 520,250 579,754 577,292 557,608



Membership

2009 2010 2011 2012 2013Amended 2009 Amended 2010 Amended 2011 2012 Amended ProposedBudget Actual Budget Actual Budget Acutal Budget Budget Budget

MEMBERSHIP REVENUE41000 Basic Membership 70,000 72,050 70,000 57,100 70,000 72,808 70,000 70,000 70,000 41010 Nonprofit Membership 2,100 2,300 2,100 2,400 1,900 2,450 1,900 1,900 1,900 41030 DTA Joint Membership 10,500 195 10,500 12,425 10,000 1,640 10,000 10,000 10,000 41100 Airport Brochure Distribution 5,000 5,520 5,000 5,460 5,100 5,691 5,100 5,100 5,100 41120 Railroad Brochure Distribution 2,200 2,560 2,200 2,150 2,100 2,365 2,100 2,100 2,100 41130 Pioneer Park Brochure Distribution 2,000 2,065 2,000 1,990 2,000 2,125 2,000 2,000 2,000 41150 Additional Brochure Distribution 2,550 2,900 2,550 2,450 2,500 2,723 2,500 2,500 2,500 41210 Internet Listing/Link 3,000 2,590 3,000 2,625 2,500 2,289 2,500 2,500 2,500 41250 Convention Leads 600 635 600 1,060 500 580 500 500 500 41300 Convention Calendar 550 750 550 500 393 500 500 500 41350 Tourism Leads 1,000 1,050 1,000 1,075 1,000 1,169 1,000 1,000 1,000 41400 Vacancy Listing 3,000 3,020 3,000 2,455 2,500 2,575 2,500 2,500 2,500

EDUCATIONAL SERVICES REVENUE43000 Event Hosting Miscellaneous 2,300 5,489 2,300 7,288 2,300 1,140 2,300 2,300 2,300 43000 Event Hosting Charity Walk 4,000 4,000 200 4,000 13,000 13,000 13,000 43100 Membership Lunch 1,400 1,227 1,400 1,796 1,400 2,338 1,400 1,400 1,400

MISCELLANEOUS SALE OF GOODS44500 Labels 200 200 100

TOTAL REVENUE 110,400 102,351 110,400 100,474 108,400 100,286 117,300 117,300 117,300



Membership2009 2010 2011 2012 2013


DIRECT MARKETING EXPENSES60100 Production 1,185 3,199 100 45 100 200 200 200

Membership Kit Production 635 100 100 100Membership Directory Production 550Miscellaneous Production 100 100 100 100 100

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

61000 Collateral Material 10,000 3,549 3,900 1,938 3,900 1,282 3,350 2,350 3,350Membership Sales Kits 4,500 2,500 2,500 1,500 500 1,500Membership Directory 3,000Membership Promotional Material 700 400 400 400Membership Awards 800 800 800 800 800 800Luncheon Promotions 100Membership Certificates 350 250 250 250 250 250Membership Logo Decals 550 350 350 400 400 400

62000 Promo Merchandise 0 500 500 500 500Promo Cordials for use by Membership 500 500 500 500

65000 Travel 2,500 2,297 5,500 2,403 5,700 1,915 5,700 5,700 5,700In-State Sales Calls/Sportshow Anchorage 200 1,500 1,500 1,500 1,500 1,500ATIA 800 1,000 1,000 1,000 1,000DMAI or WACVB 2,300 3,200 3,200 3,200 3,200 3,200

65500 Local Meetings 900 845 900 1,161 900 763 900 900 900Misc/Mileage/Chamber Lunches/Local Mtgs 900 900 900 900 900 900

66000 Special Promotions 13,000 13,075 14,000 8,332 11,200 10,223 11,725 10,825 11,750First Fridays 500 300 300 300 300Member Convention** 6,500 14,000 10,000 10,000 9,100 10,000Prospect Seminar/Orientations 300 100 125 125 150Golden Heart Greeter Program 800 800 800 800Special Opportunities 3,200 500 500 500ATIA Convention in Fairbanks 2,500

66500 Research67000 Event Hosting 14,100 12,688 11,700 8,427 15,600 9,593 24,500 23,200 24,500

Membership Luncheons 5,000 2,500 2,500 3,000 3,000 3,000Educational Seminars/Social Seminars 1,500 0 400 400 400Annual Awards Banquet 6,000 8,100 8,000 8,000 6,700 8,000Luncheon Speaker 1,000 500 500 100 100 100Member Lunch Coupons** 600 600 600Charity Walk** 4,000 13,000 13,000 13,000

67500 Telephone 4,000 873 1,050 1,233 1,050 978 1,200 1,200 1,200Phone Charges 3,600 1,050 1,050 1,200 1,200 1,200FCVB Website & E-Mail Hosting 400

68000 Dues/Subscriptions 955 750 749 1,561 806 806 806 808DMAI 570 1,193 623 623 624WACVB 185 368 183 183 184Miscellaneous Dues 200

68500 (800) Inquiry Service 1169000 Mail Fulfillment/Postage 3,200 4,117 1,500 2,735 1,700 1,605 1,700 1,700 2,000

Membership Mailouts/Miscellaneous 3,200 1,500 1,700 1,700 1,700 2,000SUBTOTAL DIRECT MARKETING 49,840 41,404 40,150 27,023 43,711 27,165 52,081 47,881 52,408





Membership2009 2010 2011 2012 2013



Computer Maintenance Contract 6,480 4,983 4,600 4,599 4,599 6,537Software upgrades 150 150Simpleview Database 1,600Membership Manager Upgrades/Support 3,500 2,049 2,066 1,800 1,800

78000 Education/Training 400 459 750 733 350 350 750 450 750ATIA 400 350 350 350 350 350DMAI or WACVB 400 400 100 400



81500 Bank Fees 6,000 2,448 2,000 4,156 4,000 3,417 4,000 4,000 4,000Credit Card Merchant Service Charge 6,000 2,000 4,000 4,000 4,000 4,000

83000 Professional Fees 3,300 4,062 3,670 3,666 3,370 3,305 3,570 3,570 3,600Audit/Legal Fees 3,300 3,670 3,370 3,570 3,570 3,600

84000 Rent/Storage 27,300 27,830 29,688 30,282 32,027 32,601 34,620 34,620 35,916Administration Office Rental/Storage Units 440 440 440 432 432 444Morris Thompson Cultural & Visitors Center 26,860 29,248 31,587 34,188 34,188 35,472


89000 Other (Miscellaneous) Expenses 500 1,165 500 150 500 50 500 500 50090000 Capital Outlay 1,600 5,000 8,188

Hardware Purchases 1,600Software Purchases 5,000 8,188


GRAND TOTAL 203,625 140,542 136,809 125,485 143,705 130,703 163,432 162,120 153,457

\




HOTEL/MOTEL BED TAX31000 Fairbanks City Bed Tax Funds 1,435,886 1,444,150 1,498,481 1,488,319 1,539,195 1,519,149 1,592,175 1,592,175 1,592,175 31500 North Pole City Bed Tax Funds 4,500 4,237 4,377 4,377 4,377 33000 FNSB Bed Tax Grant 1,067,300 780,522 1,001,000 1,115,801 1,014,000 958,976 1,111,500 1,111,500 1,132,000

MISCELLANEOUS PRIVATE SOURCE INCOME32500 Frontier Sponsership (SCASD refund) 20,965 37000 FAI Marketing Grant 14,581 15,000 30,000 15,000 15,000 15,000 48100 Interest 141 3 108 48900 Other 4,000 40000 Yukon Quest Lease Agreement 10,430 10,428 10,430 10,428 10,430 10,428 10,430 10,430 10,430

FUND BALANCE RESERVE00000 From Fund Balance 521,775 269,962 147,637 92,249 326,000 346,768 194,941

MEMBERSHIP REVENUE41000 Basic Membership 70,000 72,050 70,000 57,100 70,000 72,808 70,000 70,000 70,000 41010 Nonprofit Membership 2,100 2,300 2,100 2,400 1,900 2,450 1,900 1,900 1,900 41030 DTA Joint Membership 10,500 195 10,500 12,425 10,000 1,640 10,000 10,000 10,000 41100 Airport Brochure Distribution 5,000 5,520 5,000 5,460 5,100 5,691 5,100 5,100 5,100 41120 Railroad Brochure Distribution 2,200 2,560 2,200 2,150 2,100 2,365 2,100 2,100 2,100 41130 Pioneer Park Distribution 2,000 2,065 2,000 1,990 2,000 2,125 2,000 2,000 2,000 41150 Additional Brochure Distribution 2,550 2,900 2,550 2,450 2,500 2,723 2,500 2,500 2,500 41210 Internet Listing/Link 3,000 2,590 3,000 2,625 2,500 2,289 2,500 2,500 2,500 41250 Convention Leads 600 635 600 1,060 500 580 500 500 500 41300 Convention Calendar 550 750 550 500 393 500 500 500 41350 Tourism Leads 1,000 1,050 1,000 1,075 1,000 1,169 1,000 1,000 1,000 41400 Vacancy Listing 3,000 3,020 3,000 2,455 2,500 2,575 2,500 2,500 2,500

SPONSORSHIP REVENUE48000 Tradeshow Booth Share 500 1,198 500 1,404 300 650 300 300 300 42000 Co-Op Ad Sales 5,000 5,000 5,141 5,000 5,000 5,000 5,000

EDUCATIONAL SERVICES REVENUE43000 Event Hosting Miscellaneous 6,300 5,489 6,300 24,372 6,300 1,640 15,300 15,300 15,300 43100 Membership Lunch 1,400 1,227 1,400 1,796 1,400 2,338 1,400 1,400 1,400 43300 AK Host 300 300 90 100 50 300 300 300

MISCELLANEOUS SALE OF GOODS44500 Labels 200 200 100 45500 Cost of Goods Sold 1,000 1,000 1,000 46000 Miscellaneous Sale of Goods 498 110 300 399 46100 Pin Sales 96 150 154 46110 Bag Sales 13 46 100 16 46120 Folder Sales 68 123 50 334 46130 Badge Sales 17 100 344 46140 Coffee Mug Sales 6 100 147 46200 Husky Puppies 267 594 150 125 46220 Seed Sales 6

ADVERTISING REVENUE46700 Visitor Guide Ad Sales 80,000 108,110 80,000 78,992 80,000 70,294 80,000 80,000 80,000 41450 Visitor Guide Narrative 12,000 13,994 12,000 16,299 12,000 10,549 12,000 12,000 12,000 41500 Visitor Guide Multiple Listing 10,000 14,553 10,000 5,031 10,000 10,742 10,000 10,000 10,000 46500 Group Tour Manual 550 1,000 1,000 46510 Winter Activities Guide Ads 2,000 2,800 2,000 3,100 2,000 2,725 2,000 2,000 2,000 46600 Meeting Planner Ad Sales 150 450 9,000 16,090 12,000 46800 Banner Advertising 300

TOTAL REVENUE 3,255,591 2,494,129 3,000,073 2,847,958 2,958,512 2,849,517 3,288,382 3,309,150 3,188,823


Fairbanks Convention and Visitors Bureau 2013 Revenue Budget

Fairbanks City Bed Tax Fund, 1,592,175, 50%

North Pole City Bed Tax Fund, 4,377, 0%

FNSB Bed Tax Grant, 1,132,000, 36%

FAI Marketing Grant, 15,000, 0%

FCVB Private Source Funding, 250,330, 8%

Fund Balance, 194,941 , 6%

2013 FCVB Projected Revenue Goals

Educational 7%

Advertising 47%

Cooperative Marketing 2%

Miscellaneous Private Source

4%

Sale of Goods 0%

Membership 40%

2013 FCVB Private Source Funding


Fairbanks Convention and Visitors Bureau 2013 Revenue Comparison

YearFairbanks City

Bed TaxNorth Pole

Bed TaxFNSB Grant FAI Grant

FCVB Private Source

FundingFund

Balance2009 Actual 49% 27% 0% 9% 15%2010 Actual 55% 41% 0% 9% -5%2011 Actual 53% 0% 34% 1% 9% 3%

2012 Amended Budget 48% 0% 34% 0% 7% 10%2013 Proposed Budget 50% 0% 36% 0% 8% 6%

1,444,150

1,483,747

1,519,149

1,592,175

1,592,175

4,572

4,237

4,377

4,377

780,522

1,115,801

958,976

1,111,500

1,132,000

14,581

0

30,000

15,000

15,000

254,876

243,838

244,906

239,330

250,330

449,111

-134,207

92,249

346,768

194,941

2009 Actual

2010 Actual

2011 Actual

2012 Amended Budget

2013 Proposed Budget

2009 thru 2013 Combined Revenue Comparison

Fairbanks City Bed Tax North Pole Bed Tax

FNSB Grant FAI Grant

FCVB Private Source Funding Fund Balance


Fairbanks Convention and Visitors BureauBed Tax Funds Comparison

**8 year average of Fairbanks city bed tax funds distributed to FCVB is 61 percent.

**7 year average of FNSB bed tax grant distributed to FCVB is 62 percent.

**3 year average of North Pole city bed tax funds distributed to FCVB is 5 percent

2004 2005 2006 2007 2008 2009 2010 2011

Fairbanks City Bed Tax Revenues $2,142,759 $2,376,095 $2,606,629 $2,685,417 $2,750,491 $2,364,118 $2,518,548 $2,476,320

FCVB Bed Tax Funds $1,260,639 $1,441,480 $1,582,908 $1,681,198 $1,731,631 $1,444,150 $1,483,747 $1,519,149

$0

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

FCVB percentage of Fairbanks City Bed Tax

59% 61%

61% 63% 63%

61% 59% 61%

2009 2010 2011

North Pole City Bed Tax Revenue

38,735 84,993 83,173

FCVB Bed Tax Funds 1,255 3,913 4,237

0

10,000

20,000

30,000

40,000

50,000

60,000

70,000

80,000

90,000

FCVB percentage of North Pole City Bed Tax Funds

3% 5% 5%

FY05/04-05 FY06/05-06 FY07/06-07 FY08/07-08 FY09/08-09 FY10/09-10 FY11/10-11

FNSB Projected Bed Tax Revenue 1,400,000 1,500,000 1,550,000 1,600,000 1,690,000 1,600,000 1,500,000

FNSB Actual Bed Tax Revenue 1,526,250 1,552,848 1,356,498 1,825,536 1,719,156 1,674,715 1,686,715

FCVB Bed Tax Grant 840,000 975,000 1,007,500 1,040,000 1,098,500 1,040,000 975,000

0

200,000

400,000

600,000

800,000

1,000,000

1,200,000

1,400,000

1,600,000

1,800,000

2,000,000

FCVB Percentage of FNSB Actual Bed Tax Revenue

55%

63% 74% 57%

64% 62%

58%


allocated below:

2013 Budget Reserve

Estimated Fund Balance 12/31/12* $465,444

2013 Fund Balance $194,941

2013 Designated Reserve:

O & M for MTCVC

Crisis Communication Media

Log Cabin Emergency Repair 10,000

New Market Development 20,503

2013 Budget Reserve Designation TOTAL $30,503

2013 Association Reserve Fund Balance (8% of Budget)** $240,000

*Calculation based on Fund Balance 12/31/11 from 2011 Audit $812,212Estimated fund Balance used to balance 2012 Budget (346,768)Estimated Fund Balance 12/31/2012 $465,444

**Based on 8% of the 2013 Expense Projection of $3,000,000

FCVB 2013 Budget Reserve Designation

The FCVB has been able to maintain its budget by designating monies from its reserve fund to cover projected shortfalls. In 2009 revenues from bed tax collections dropped by 13.14 percent from 2008. In order to be fiscally responsible, the FCVB made budget reductions to the planned 2009 budget totaling more than 1/2 million dollars. 2010 and 2011 were budgeted flat in relationship to the amended 2009 budget. 2010 saw a 9.4 percent increase over 2009 but it was still a 5.2 percent decrease from the 2008 levels, 2011 saw a 2 percent increase in the City of Fairbanks bed tax revenues for FCVB. As of the end of July 2012 the City of Fairbanks has seen a 1.7 percent increase over 2011 revenues through the same time period, Fairbanks North Star Borough has see a 33.13 percent increase and North Pole has seen a .6 percent decrease in bed tax revenues. With this in mind, FCVB has deemed it fiscally responsible to budget flat with the 2012 budget.

The FCVB Board of Directors voted on September 26, 2012 to maintain a reserve for 2013 as


Fairbanks Convention and Visitors Bureau2013 Expense Budget Summary

2009 2010 2011 2012 2012 2013Amended 2009 Amended 2010 Amended 2011 Proposed Amended ProposedBudget Actual Budget Actual Budget Actual Budget Budget Budget

DIRECT MARKETING EXPENSES60100 Production 22,735 18,592 32,600 23,631 18,600 7,049 41,100 36,700 31,300 60200 Media Placement 469,535 432,744 500,371 461,673 487,470 498,898 501,750 500,750 501,750 61000 Collateral Material 158,116 241,831 172,650 120,142 164,100 129,723 187,335 178,100 161,300 61500 Website Development 56,000 53,808 50,800 25,331 50,200 32,524 46,000 26,000 41,200 62000 Promo Merchandise 20,600 24,284 21,960 19,028 16,000 19,119 34,550 26,550 32,400 63000 FAM/Site Visits 19,500 19,855 31,000 22,873 30,000 33,390 40,000 45,000 40,450 64000 Trade Shows 26,900 28,686 37,600 43,822 44,940 42,466 50,225 39,750 45,025 65000 Travel 61,650 64,605 94,250 84,523 98,990 76,493 108,800 105,800 107,900 65500 Local Meetings 6,500 6,299 8,200 7,578 9,500 10,933 9,495 9,495 10,475 66000 Special Promotions 99,508 101,727 93,300 60,091 108,160 102,704 154,234 126,778 93,000 66800 International Marketing 37,500 56,109 55,000 29,447 55,000 49,079 53,800 53,800 54,700 66500 Research 33,700 4,931 25,000 6,000 11,000 41,000 20,000 67000 Event Hosting 22,600 19,367 26,150 40,133 31,000 25,473 65,650 84,350 48,150 67500 Telephone 24,800 15,740 18,080 15,499 15,957 12,983 15,660 15,660 16,520 68000 Dues/Subscriptions 19,430 10,039 13,940 12,161 13,460 11,230 13,815 13,815 14,370 68500 (800) Inquiry Service 3,500 717 3,500 273 1,100 382 320 320 440 69000 Mail Fulfillment/Postage 221,200 213,069 207,400 202,518 221,300 185,607 227,784 235,284 232,700 69500 Direct Mail 31,000 21,652 16,000 15,317 16,000 15,516 16,000 16,000 16,000

Subtotal Direct Marketing 1,334,774 1,334,055 1,407,801 1,184,038 1,387,777 1,253,569 1,577,518 1,555,152 1,467,680

PERSONNEL EXPENSES50000 Wages/Taxes/Benefits 1,218,704 1,223,385 1,227,135 1,170,555 1,221,887 1,209,006 1,309,955 1,334,760 1,308,635

Subtotal Personnel 1,218,704 1,223,385 1,227,135 1,170,555 1,221,887 1,209,006 1,309,955 1,334,760 1,308,635

INDIRECT MARKETING EXPENSES76000 Computer 51,230 41,329 38,062 36,191 35,951 36,380 36,656 36,656 52,314 78000 Education/Training 5,600 7,250 8,475 5,184 4,560 3,555 11,985 11,185 9,035 79000 Equipment Rental 41,700 28,375 27,228 27,088 27,120 24,388 19,255 19,255 20,016 80000 General Insurance 21,000 21,988 21,960 19,164 19,800 16,648 18,000 18,000 19,800 81000 Interest/Finance Charge 2,500 81500 Bank Card Fees 10,500 10,912 8,660 13,601 11,900 7,436 7,900 7,900 9,420 83000 Professional Fees 30,530 25,136 23,270 22,195 21,998 20,214 21,750 21,750 21,900 84000 Rent/Storage 163,800 167,458 178,172 181,727 192,208 195,623 207,756 207,756 215,496 85000 Repair/Maintenance 5,000 842 86000 Supply/Office Expense 14,500 17,688 13,700 17,336 13,700 17,491 14,400 14,400 15,020 88000 Licenses & Taxes 32,222 36,262 31,310 36,477 36,377 36,622 37,456 37,456 37,457 89000 Other (Miscellaneous) Expenses 2,600 1,347 3,000 195 3,000 300 3,000 3,000 3,000 90000 Capital Outlay 9,000 329 11,300 3,199 22,751 41,880 6,550 90000 Capital Outlay/Morris Thompson 13,300

Subtotal Indirect Marketing 400,982 358,916 365,137 359,158 369,813 358,657 400,909 419,238 412,508

GRAND TOTAL 2,954,460 2,916,356 3,000,073 2,713,751 2,979,477 2,821,232 3,288,382 3,309,150 3,188,823


Fairbanks Convention and Visitors Bureau2013 Proposed Expense Budget

2013 2012 2012Admin Mem Adv and PR Mtgs & Conv Tourism Visitor Svs PROPOSED Proposed AmendedDept. Dept. Dept. Dept. Dept. Dept. BUDGET Budget Budget

DIRECT MARKETING EXPENSES60100 Production 200 30,500 500 100 31,300 41,100 36,700 60200 Media Placement 1,500 497,750 2,500 501,750 501,750 500,750 61000 Collateral Material 300 3,350 142,200 6,000 8,900 550 161,300 187,335 178,100 61500 Website Development 41,200 41,200 46,000 26,000 62000 Promo Merchandise 600 500 2,000 28,950 350 32,400 34,550 26,550 63000 FAMs/Site Visits/Press Tours 21,500 8,400 10,450 100 40,450 40,000 45,000 64000 Trade Shows 1,350 8,625 1,000 31,500 2,550 45,025 50,225 39,750 65000 Travel 22,350 5,700 15,400 23,950 33,500 7,000 107,900 108,800 105,800 65500 Local Meetings 600 900 1,700 4,000 1,400 1,875 10,475 9,495 9,495 66000 Special Promotions 7,950 11,750 19,000 21,000 19,400 13,900 93,000 154,234 126,778 66800 International Marketing 54,700 54,700 53,800 53,800 66500 Research 20,000 20,000 11,000 41,000 67000 Event Hosting 24,500 23,500 150 48,150 65,650 84,350 67500 Telephone 2,200 1,200 2,920 2,400 3,600 4,200 16,520 15,660 15,660 68000 Dues/Subscriptions 1,613 808 2,433 2,582 6,057 877 14,370 13,815 13,815 68500 (800) Inquiry Service 110 110 220 440 320 320 69000 Mail Fulfillment/Postage 2,000 2,000 48,000 8,600 17,600 154,500 232,700 227,784 235,284 69500 Direct Mail 16,000 16,000 16,000 16,000

Subtotal Direct Marketing 38,963 52,408 849,338 153,382 187,567 186,022 1,467,680 1,577,518 1,555,152

PERSONNEL EXPENSES50000 Wages/Taxes/Benefits 354,051 39,470 298,218 152,034 157,547 307,315 1,308,635 1,309,955 1,334,760

Subtotal Personnel 354,051 39,470 298,218 152,034 157,547 307,315 1,308,635 1,309,955 1,334,760

INDIRECT MARKETING EXPENSES76000 Computer 11,087 8,137 8,937 8,137 7,879 8,137 52,314 36,656 36,656 78000 Education/Training 1,685 750 2,600 - 2,050 1,950 9,035 11,985 11,185 79000 Equipment Rental 3,336 3,336 3,336 3,336 3,336 3,336 20,016 19,255 19,255 80000 General Insurance 3,300 3,300 3,300 3,300 3,300 3,300 19,800 18,000 18,000 81000 Interest/Finance Charge 2,500 2,500 81500 5,300 4,000 120 9,420 7,900 7,900 83000 Professional Fees 3,900 3,600 3,600 3,600 3,600 3,600 21,900 21,750 21,750 84000 Rent/Storage 35,916 35,916 35,916 35,916 35,916 35,916 215,496 207,756 207,756 86000 Supply/Office Expense 4,500 2,040 2,200 2,000 1,680 2,600 15,020 14,400 14,400 88000 Licenses and Taxes 33,275 4,182 37,457 37,456 37,456 89000 Other (Misc) Expenses 500 500 500 500 500 500 3,000 3,000 3,000 90000 Capital Outlay 2,000 2,500 1,300 750 6,550 22,751 41,880

Subtotal Indirect Marketing 107,299 61,579 62,889 56,909 59,561 64,271 412,508 400,909 419,238

GRAND TOTAL 500,313 153,457 1,210,445 362,325 404,675 557,608 3,188,823 3,288,382 3,309,150

2013 Budget by Department

Bank Fees



Direct Marketing 46%

Personnel 41%

Indirect Marketing 13%

FCVB 2013 Projected Expense


Fairbanks Convention and Visitors Bureau 2013 Expense Comparison

Direct Marketing Expense

Personnel Expense

Indirect Marketing Expense

46% 42% 12%

44% 43% 13%

44% 43% 13%

47% 40% 13%

46% 41% 13%2012 Proposed Budget

2008 Actuals

2009 Actuals

2010 Actuals2011 Amended Budget

1,334,055

1,184,038

1,253,569

1,555,152

1,467,680

1,223,385

1,170,555

1,209,006

1,334,760

1,308,635

358,916

359,158

358,657

419,238

412,508

2009 Actuals

2010 Actuals

2011 Actuals

2012 Amended Budget

2013 Proposed Budget

2009 thru 2013 Expense Comparison

Direct Marketing Expense Personnel Expense

Indirect Marketing Expense



*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 2011 study had 197 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 contracting fees.

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

50%

Direct Marketing Personnel Indirect Marketing

DMAI 2011 Study 49% 39% 12%

FCVB 2009 Actuals 46% 42% 12%

FCVB 2010 Actuals 44% 43% 13%

FCVB 2011 Actuals 44% 43% 12%

FCVB 2012 A Budget 47% 40% 13%

FCVB 2013 P Budget 46% 41% 13%

DMAI Study* verses FCVB


2013 Organizational Chart

Fairbanks Community and FCVB Members

FCVB Board of Directors

FCVB President and CEO Deb Hickok

Director of Visitor Services & Membership

Charity Gadapee

Director of Communications

Amy Geiger

Director of Finance & Administration

Dawn Murphy

Director of Meetings & Conventions Helen Renfrew

Tourism Senior Sales Manager Greg Allison

Tourism Sales Manager Ed Malen

Executive & Tourism Coordinator (shared position

with Administration) Ashley Ritenour

Advertising & Marketing Associate

Kasey Gillam

Public Relations Manager Bill Wright

Internet Marketing Associate

(to be filled)

Finance & Administrative Coordinator

Michelle Middleton

Data Entry & Accounting Coordinator (shared position

with Administration) Corinne Jankowski

Assistant Manager of Visitor Services & Membership

Iwalani Lauver

Visitor Services Coordinator Michael Farrell

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, Visitor Services and Membership

Branding & Production Coordinator

(part-time position) Angie Cerny

Updated: 10-23-12

Convention Services Coordinator

Allison Thompson

Volunteers


Performance Metrics and Management Introduction The Fairbanks Convention and Visitors Bureau (FCVB) works to implement “Best Practices” standards for destination marketing organizations. To that end, FCVB implemented Performance Metrics and Reporting Standards beginning in 2009. These standards are based primarily on recommendations made by the Destination Marketing Association International (DMAI). It is the intent of FCVB, in the future, to link performance directly with compensation in a Performance Management Plan.

Performance Metrics and Reporting

Over the past few years, DMAI has been striving to establish an industry standard for a systematic, business-minded approach to internal performance assessment. DMAI represents nearly 600 destination marketing organizations in more than 30 countries. Originally approved in July 2004, the updated “DMAI Recommended Standard CVB Performance Reporting” was released in February 2005.

According to DMAI President and CEO Michael Gehrisch, “Performance reporting will also give CVBs benchmarks and a platform by which they can clearly articulate their contribution to their stakeholders and the local community. This is a tremendous opportunity to tell an extremely positive story.” CVBs are using their resources – both human and financial – to achieve a Return on Investment (ROI) to their community, the ultimate stakeholder. Meaningful measurements are an important part of the bureau’s accountability to its stakeholders. According to a letter dated August 30, 2006, and addressed to CEOs of destination marketing organizations, Performance Management, Inc., summarized:

In our opinion, the three primary measures (performance objectives) are those listed below. Right below the measures, we’ve included the rationale. These measures come from our participation on the DMAI Performance Measurement Team and from industry colleagues. They get better because we continuously challenge them.

1. Incremental economic impact – What happened because the CVB exists, including the direct and indirect impact on the CVB and on the industry, each reported separately.

2. Productivity – The relationship between the operating budget and the economic impact often discussed in terms of Return on Investment as well as productivity.


3. Leadership role in the community as it relates to everything about visitors from everyone with an interest in visitors.

Details: 1. “Incremental economic impact” is the reason CVBs are chartered and this is often (but

not always) included in the CVB’s charter and the board’s bylaws. The “incremental” part is there to illustrate the DMO’s role of bringing in visitors that would otherwise not show up (as opposed to business that would have happened anyway) and to increase the service and support of those that do show up, even if the CVB was not involved in bringing them to the destination. The “leadership” role, discussed below, also points to the CVB’s responsibility for supporting the destination’s entire visitor industry, indirectly as well as directly. The surrogate for economic impact in the CVB world is room nights and visitor spending, which is often broken down into the source of the visitor- meetings and conventions, leisure and tourism, SMEERF, etc.

2. Productivity: In this context, “productivity” is determined by measuring the relationship between the operating budget and the economic impact from the macro perspective and the ratio of input to output on the micro level one. Note that no CVB’s productivity can be related to any other CVB’s productivity – there are way too many variables. However, productivity can and should be measured against prior periods, with the stated intent of continuous and never-ending improvement (CANI). Other CVB benchmarks can be used if the user understands the limitations.

3. Leadership is crucial because it measures the positive changes made or initiated by the CVB and the communication and implementation of those positive changes to measurably improve the DMO’s ability to accomplish the mission. These changes typically relate to marketing, including the use of Internet technology, coordinating the activities of diverse stakeholder groups and other progressive challenges to the status quo. Leadership measures the depth and breadth of the CVB’s reach as well as the degree to which internal (staff) and external (community stakeholders) are rallied around the mission which, in turn, directly impacts the incremental economic impact, job creation, quality of life, lowering of local taxes, and other products of the Mission Statement.

While it is important to compare data year-to-year in developing the 2012 plan, the FCVB addresses the challenge posed by DMAI: “Are we measuring the right things? Are we measuring the things right?” Each year, the items we are measuring and how we are measuring them are evaluated and updated. Each month, the Advertising & Marketing Associate is responsible for alerting department heads regarding the deadline of monthly performance metrics and narratives; reviews entries for accuracy and timeliness; and alerts President and CEO regarding tardy submissions. Following is a summary of the activity and performance metrics of each of the FCVB departments. Advertising & Public Relations Department Metrics: Media/Public Relations • Press Tours

o number of initiated press tours o number of initiated participants o number of additional press tours o number of additional participants o number of co-partners participating o number of publications represented o in-kind donations generated


• Media Releases

o number of press releases & PSAs o number distributed to media contacts

• Media Requests

o number of media inquiries o number of media interviews

• Media Tradeshows

o number of tradeshows attended o number of contacts/appointments o number of media missions o number of co-op partners o number of media contacts

• Media Impact/Monitoring Service

o number of consumer magazines o number of daily newspapers o number of weekly newspapers o number by advertising equivalency o number by advertising circulation

Advertising • Print Placements

o number of domestic placements o number of international placements o number of impressions (circulation) o paid media dollars

• Radio/Television Placements

o number of programs o paid media dollars

• Internet Placements

o number of impressions o paid media dollars

• Total Media Value Placed

o paid media dollars o co-op media dollars

• Collateral

o Fairbanks Visitor Guide o Fairbanks Winter Guide o Annual Report


• Inquiries/Fulfillment

o number of direct inquiries o number of indirect inquiries o number of total inquiries o cost/inquiry of consumer publications o percent of budget spent

On-Line/CVB Website

o number of unique visitors o number of visits o number of returning visitors o individual page views o average length of session o number of interactive VG readers o number of interactive WG readers o number of interactive MPG readers

• Search Engine Referrals

o visits via search engine referral o percentage of visits via search engine

• Top 100 Search Terms

o Alaska o Denali o Northern Lights

• E-newsletters

o number of opt-in newsletters produced o number of opt-in newsletters sent o travel media newsletters produced o number of travel media newsletters sent o total opt-in inquiries for e-newsletter

• Travel Packages

o number of weekend summer travel packages

• Event Marketing o total supported thru education/advice o number of event committee meetings

Tourism Department Metrics: • Tradeshows Attended/Exhibited

o number of tradeshows • Accounts with Activity

o Domestic Tour Operators Contacted


o International Tour Operators Contacted o International Travel Agent/AAAs Contacted o Domestic Travel Agents/AAAs Contacted

• Familiarization Tours

o number of FAM tours o number of travel trade participants o number of members participating o in-kind donations generated

• Sales Missions w/Industry Partners

o number of sales missions o total operators and/or media visited

• Consumer Shows Attended/Exhibited

o number of consumer shows o collateral distributed

• Leads

o leads generated by tourism activity Visitor Services & Membership Department Metrics: Visitor Services • Visitor Center Visitation

o Visitor Center total visitors o Visitor Center independents o Visitor Center group tours o Pioneer Park Visitation o First Friday attendees

• Distribution

o visitors guide o winter guide o school packets

• Servicing

o 24 HR response to direct inquiries o 48 HR response to indirect inquiries o phone questions answered by staff o e-mails answered by staff o Bingo

• Customer Service/Training

o Alaska Host attendance o Cultural Communication Class o Ask Me About Winter attendance o community briefings attendance o industry briefings attendance


• Golden Heart Greeter

o number of Active Golden Heart Greeters o total hours donated o hours donated to FCVB projects o hours donated to non-FCVB events/conventions o number of Personal Greets done

Membership • New Member Sales

o number of sales calls o number of sales kits/collateral sent o number of qualified prospects

• Servicing - Member Events

o member attendance - luncheons o member attendance - banquets o member attendance - workshops o member attendance - orientations o member attendance - convention o in-kind donations generated

• New Members

o number of new members o new member dues

• Renewed Members

o number of renewals o renewed member dues o percent of renewed members the previous year

• Total Number of Members

• Cancelled Members

o total number of cancelled members o cancelled members (didn't want) o cancelled members out of business o cancelled member dues

• Non-dues Revenues

o convention leads o convention calendar o tourism leads o airport brochure distribution o railroad brochure distribution o Pioneer Park distribution o cabin brochure distribution o bronze web listing o silver web listing o summer vacancy list


o winter vacancy list o Visitor Guide listing (duplicate) o Visitor Guide listing (extended) o Visitor Guide ads o Winter Guide listings o total non dues revenue generated

Administration Department Metrics: • Month End Closing

o Cougar Mountain backup o Cvent reconciliation o bank reconciliation o AR reconciled with IRM & Cougar GL o AP reconciled with Cougar GL o reconcile Balance Sheet Account o Financial Statements actual vs. budget, by department

• Committees & Board Readiness

o Audit Committee - agenda & minutes complete o Finance Committee - agenda & minutes complete o Board of Directors Packet preparation and print

• Accounts Receivable/Payable

o AR reconciliation go over with Director F&A outstanding o Mail out unpaid invoices - monthly o Membership drive reconcile with Member Job spreadsheet o Bill Yukon Quest for rent - monthly o Bill MTCVC for reimbursable expenses - monthly o AP input, check run and signature - weekly o Credit card input, check run and signature - monthly o Spreadsheet for in-kinds - monthly o Trade out reconciled with IRM - monthly

• Payroll o PR input & submit o quarterly payroll reports reconciled o annual reconciliation

• Grant Reporting

o FNSB quarterly reporting o North Pole quarterly reporting o City of Fairbanks annual reporting o FAI Airport Grant-State of Alaska - annually

• Bed Tax Stats

o Bed Tax Stats historical report o City of Fairbanks % o FNSB fiscal year o North Pole quarterly report


Meetings & Conventions Department Metrics: Sales • Leads

o number of leads o attendees o room nights o estimated direct attendee spending

• Bookings

o number of Bureau generated bookings o estimated attendees o estimated room nights o estimated direct attendee spending

• Lost Opportunities

o number of lost opportunities o number of lost attendees o lost room nights o estimated lost attendee spending

• FCVB Generated Completed Events

o number of events o attendees o room nights o estimated direct attendee spending

• Non-FCVB Generated Completed Events

o number of events o room nights o estimated direct attendee spending

• Sales Events

o Sales Calls/Presentations o FAM Tours o Number of FAM Attendees o Tradeshows o leads from Tradeshow o Blitz o leads from Blitz o number of bookings from sales events o post event follow up

• Ratio of Bookings

o booking ratio


Services • Proposal Packets • FCVB Generated Completed Events

• Events Serviced

o number of times services provided for events o number of events serviced o estimated attendees o estimated room nights o estimated direct attendee spending o Follow-up completed/event closed o Database Updates

• Familiarization Tours

o FAM Tours o Number of Attendees o Tradeshows o Blitz o in-kind donations generated

• Ambassadors

o Ambassador Reception o Ambassador Ads

Performance Management

The goal is to mature the Performance Metrics criteria into a full-blown Performance Management Plan by 2015 in which our objectives are transparent and accountable to our stakeholders as well as actualize and exceed personal performance and team objectives in our workplace, and reward excellence in FCVB employees.

Principles • Strongly performance-based in the award of merit awards and incentive compensation. • Fair, in terms of recognizing each person’s contribution to accomplishing the mission in

terms of responsibility (grade) level, and performance. • Consistent in application in that compensation determinations are to be based solely on

position-related criteria and never on personal and political considerations, (and certainly never on the basis of discriminatory considerations) and that all managers with decision-making responsibilities apply the policies and performance ratings in a consistent way.

• Universal application to the entire staff. • Fully integrated into the Strategic and Operating Plans as well as the being fully

integrated and mutually supportive of the Performance Management Plan, including goal-setting and target-setting and performance reporting.

• Fully integrated into the performance evaluation, feedback and coaching, personal and professional development, and performance improvement programs of the CVB.


• Continuous and Never-ending Improvement (CANI). • An open-book: The principles, policies and processes of the FCVB Performance

Management Plan are meant to be posted on the Internet site.

Plan Objectives (The means by which the Plan itself will be evaluated)

• Fair: Ensure the Plan is fair (rewards based on contributions, performance relative to the labor market).

• Communicate priorities – personal performance objectives – so that every person and every team is aligned with the mission and with each other. Encourage and facilitate staff-wide communications.

• Motivate higher levels by paying for performance in the award of merit awards and the development of a new incentive plan.

• Pay for performance and not for tenure or just showing up.

• Pay for the right performance – that which furthers FCVB’s sales and marketing mission in the line and staff support functions critical to success.

• Accountability: Increase the levels of accountability for measurable end-results by having every person and team “own” their own performance objectives, and share explicit performance objectives with team members.

• Support and integrate with the Performance Management Plan, based on the “best practice” planning, goal setting, performance management (reporting and evaluation), and related practices.

• Teamwork: Further FCVB’s teamwork and esprit de corps objectives by paying for common, integrated, and mutually supporting performance objectives including company-wide as well as division and department-wide goals.

• Nurture, motivate and retain the top contributors to success and send a different message to contributors at below acceptable standards.

• Facilitate recruitment and retention processes by paying competitive compensation that match the intent of hiring highly competent professionals into the organization.

• Target total cash compensation – the combination of base salary and the incentive – at the average pay practices for the destination marketing industry, but with a ratio of base salary and incentive compensation that supports the “pay-for-performance” philosophy of senior management.

• Reflect the values of the organization – hard work, focus, teamwork, integrity, transparency and accountability.

• Establish guidelines and management discretion based on principles and not bureaucratic rules in the plan implementation, such as fairness, logic, pay for performance, personally accountability for end results, and others.

• Legal: In full compliance with the Fair Labor Standards Act, equal work/equal pay statutes, non-discrimination statutes, and related laws, in both spirit as well as the letter of the law, and in compliance with public policy.

• Easy: Ensure the Plan is easy to understand, communicate and administrate.


These statements of policies and practices are meant to be “principles” driven, not “rules” driven, and where there is a conflict, the principles decide the issue, not the policy. An oversight function starting with two levels of management review, plus the Director of Finance and Administration, Advertising & Marketing Associate, the President and CEO, and the yet-to-be-formed Performance Management Review Committee will be assigned explicit oversight responsibilities which are written into formal “grants-of-authorities” and position descriptions.


2013 strategic plan

Documents

revenueexpense budget

strategic actions

strategic direction

fcvb revenue budget

fcvb expense budget

fcvb expense budget

fcvb department

strategic plan