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Home My WebLink About4. CSE_Strategic Plan 2014 PPT-0904132013 - 2017 Strategic Plan - Discussion Commission on Special Events September 4, 2013 Photo by Jack Affleck Mission Statement 2 Town of Vail | CSE | September 4, 2013 The Vail Commission on Special Events is accountable to deliver an annual Special Events Plan which ensures world class events that are fully aligned with Vail’s brand. The CSE will effectively and efficiently allocate available budget behind this objective. The Events Plan will deliver measureable results in terms of specific goals: economic impact, optimization of the event calendar, positive community experience and integration, as well as positive guest-centric results that lead to future loyalty. Purpose 3 Town of Vail | CSE | September 4, 2013 The purpose of the Commission on Special Events Strategic Plan is to establish guidelines which will assist the CSE in developing and supporting a calendar of events that accomplish the following objectives: 1.Align events with the Vail Brand 2.Drive Positive Economic Impact - occupancy - sales tax - group business 3. Generate funding leverage 4. Attract destination guests who book overnight rooms; in-state, out of state and international 5. Achieve an optimal event calendar 6. Achieve a superior community and guest experience Revisit and revise as the community evolves and action steps completed. Process 4 Town of Vail | CSE | September 4, 2013 •In 2013, CSE contracted MKT Vail (Adam Sutner) for development of a multi-year strategic planning guide. •Incorporates the result of that process with the Functions of the CSE as described in the Town of Vail Code Section 3-6-7. Reviewed by the following entities: •Town of Vail Event Review Committee (ERC) •Vail Economic Advisory Council (VEAC) •Vail Local Marketing District Advisory Council (VLMDAC) •Vail Town Council Background Objectives 5 Town of Vail | CSE | September 4, 2013 In 2002, the Vail Town Council approved legislation that created the Commission on Special Events (CSE) in its current form. This ordinance reorganized the existing CSE and set several broad objectives*: 1.Stimulating the local economy •Increase lodging and sales tax collections •Increase number of visitors •Insure that visitors have a high rate of intent to return 2.Create a sense of community in Vail and increase the quality of experience for both guests and residents 3.To establish a single point of contact for events administration 4.To provide street entertainment and special events that reflect the high quality image of Vail and contribute to vitality, economic viability and fun throughout the year * Reference Town Code 3-6-7 functions of CSE (leave or delete?) Strategy Givens Leave or delete? 6 Town of Vail | CSE | September 4, 2013 •Special events contribute to guest satisfaction, increased spending and sense of community. •Event funding decisions will be made in alignment with the strategies supported by the Vail Local Marketing District. •Cooperation and communication with other community organizations are essential to the success of the CSE’s program. •Events that receive funding from the CSE must be compatible with the Vail Brand and be of a quality commensurate with Vail’s image as a world-class resort. •The use of measurable criteria in event selection, funding and evaluation is critical to ensuring progress. •A single point of contact is required to support special event producers. Strategy Givens (continued) 7 Town of Vail | CSE | September 4, 2013 The CSE is part of the Town of Vail’s Economic Development Office and relies on the Town Council to provide: •Policy Direction •Consistent Special Events Funding •Proactive Development of Appropriate Special Event Venues •Town of Vail Staff support for Special Events as required (leave or delete? ) Every significant event destination allocates resources to the administration, ongoing support and recruiting of special events. Research has proven that Special Events generate additional sales tax revenues in the Town of Vail. The CSE recommends that some percentage of these increased revenues should be used not only to help underwrite the costs of administration, but also for research, evaluation and further event development or recruitment. Leave or delete? Strategic Fundamentals Leave or delete? Also listed under “The CSE will” p.8 8 Town of Vail | CSE | September 4, 2013 The CSE will encourage and recruit independent event organizers to produce events in Vail by acting in a supporting role to provide seed funding for the development of new events, as well as for ongoing funding for those that are contributing to the economic vitality of the community. Score Card Revised – aligned with VLMD strategy document 9 Town of Vail | CSE | September 4, 2013 Evaluated based on the following weighted criteria: Criteria Rating Event Have Potential To: •Increase Room Nights 0-20 •Increase Sales & Lodging Revenue 0-10 •Drive Group Business 0-5 Brand Fit: Support key brand message of world-class outdoor recreation, culture and well-being & bring it to life experientially on dimensions: 0-10 •Physical vitality •Cultural vitality •Emotional vitality (additional weight will potentially be given to events articulating Vail's strategic objective Health & Well -being) (Continued) Score Card (continued) Revised – aligned with VLMD strategy document 10 Town of Vail | CSE | September 4, 2013 Criteria Rating Timing: Optimal calendar of events? (high traffic periods & optimizing off peak opportunities vs. occupancy opportunity and TOV available assets) 0-5 Demo Fit: Optimize visitor mix while retaining Front Range day guests and laying the foundation for younger demographic. 0-10 Growth: Continuously deliver fresh content, Vail brand dynamic 0-10 - Leveraged media exposure and sponsorship support 0-10 Producer Qualifications: Expertise, local knowledge, and financial resources to sustain the event in a manner compatible with the Vail brand 0-10 Marketing Strength: How effectively will it be marketed 0-10 Event Review and Accountability 11 Town of Vail | CSE | September 4, 2013 It continues to be the job of the CSE to weed out events not performing as expected while continuing to encourage the development of new events that support the Vail brand. Additionally, in keeping with the public trust and economic realities, every event investment will be held to a high level of accountability. A post- event recap will be expected from each event receiving public funding and will be publicly reviewed by the CSE. Progress 12 Town of Vail | CSE | September 4, 2013 •Did each event investment increase Vail’s economic performance? •Are event investments being fully leveraged to increase both revenue and marketing reach? •Are we consistently achieving more impact with public resources? •Do these events contribute to a strong sense of community and better quality of life? Categories of Special Events Leave, revise or delete? See pages 6-8 13 Town of Vail | CSE | September 4, 2013 Iconic Events. Role of the CSE: Review, evaluate economic impacts and potential, facilitate and recommend Participatory Events. Role of the CSE: Partner with the community, recruit, evaluate economic impacts and potential, provide sponsorship and/or site fees where necessary, facilitate, review Ambient Events . Role of the CSE: Communicate and partner with the business community, develop concepts, encourage sponsorship development, provide funding where necessary, evaluate economic contributions, review Community Events. Role of the CSE: Facilitate, work with community organizations, contract for event production where necessary, evaluate and review The CSE will 14 Town of Vail | CSE | September 4, 2013 Provide a balanced, year round calendar of events appealing to residents and guests of diverse interests by: •Enhance and contribute to Vail’s world-class reputation •Dedicating resources to recruit and develop new events •Attracting and supporting participant events •Actively encourage “activation” of events to create an expanded presence throughout the community and stimulate the participation of the merchants, restaurants and bars, and lodges •Encourage producers to provide free entertainment as part of their events •Develop community events that will enhance the experience of Vail’s guests and residents, as well as become effective marketing tools The CSE will (continued) Leave or delete? Also listed under strategic fundamentals p. 4 15 Town of Vail | CSE | September 4, 2013 Work cooperatively with event producers to ensure that there will be adequate funding and resources to sustain those events that support the CSE’s criteria into the future and continue to bring the brand to life in exciting and unexpected ways. The CSE will (continued) Community Benefits 16 Town of Vail | CSE | September 4, 2013 Ensure that the community benefits are commensurate with the investment of public funds by: •Following objective event selection, funding and evaluation criteria •Developing critical success measurements: In coordination with VLMD and appropriate research vendors, tools will be developed to measure: •Increased sales tax collections, Increased lodging tax collection, Improved occupancy rates, Impact from direct event spending, Quantifiable marketing benefits, Net Promoter Score (NPS) •Contributions to sense of community: o Does the event improve the quality of experience for guests and residents? o Does it pull down-valley residents into Vail? o Does it make people happy? The CSE will (continued) Community Benefits (continued) 17 Town of Vail | CSE | September 4, 2013 •Communicating with the local business community, the Vail Chamber and Business Association (VCBA), the Vail Valley Partnership (VVP) and the Vail Recreation District (VRD) to ensure that the events funded by the CSE have a positive impact on the local economy •Ensuring that event investments are closely coordinated with the economic needs of the community as recommended by the Vail Economic Advisory Council (VEAC) and with the broader marketing objectives identified by the VLMD •Maintaining biannual meetings with the VLMDAC and the VEAC and continue to work cooperatively to align the special events and marketing programs. The CSE will (continued) Miscellaneous 18 Town of Vail | CSE | September 4, 2013 •Encourage a culture within the TOV that welcomes special events and provides a “can do” attitude of cooperation between TOV Departments, Event Promoters and local businesses •Advocate for the development and improvement of venues and facilities for Special Events within the TOV •Maintain coordination and communication between the TOV’s ERC, VRD, Vail Resorts and CSE •Develop a refined program for the allocation of in-kind services to support Special Events. Remove this one? •“Green Events:” Encourage environmentally sustainable event practices •Provide complete and accurate information with regard to the calendar of special events •Maintain a “single point of contact” for Special Events •Continue to prove to the Town Council special events are a revenue provider for the Town (not an expense) MKT VAIL Strategic Plan 2013 Successes 19 Town of Vail | CSE | September 4, 2013 •More optimal calendar management aligned with opportunity •Invest in strategy; separate strategy from execution and spend meeting time and resources further upstream •Improve quality and reduce quantity •Razor focus on performance against objectives •Process improvement - better real time evaluation and management - investment in quality of marketing - event content alignment with brand - strategically drive recruitment process MKT VAIL Strategic Plan Overview 20 Town of Vail | CSE | September 4, 2013 Original plan included both strategy and tactical information and did not separate the two. Consider the material on the following pages as strategic vs. tactical. CSE may want to revise as work plan for tactical items by year. •Strategic •Tactical MKT VAIL Strategic Plan Opportunities – Year One: 2013 - 2014 21 Town of Vail | CSE | September 4, 2013 Strategic: •Lionshead – under represented, construction finished •Vail Resorts winter strategy; aligning on off-peak periods •Help Producers drive sponsorship Revise? Not CSE role •Culinary Branding Opportunity; VLMDAC initiated. At the event level? Tactical: •Holidaze without Vail Resorts •King of the Mountain & AVP development - Continue KOTM expanded programming - New athletes; need to get out in front to pre-empt scheduling - AVP has sent buying signal for Invitational Tournament in Vail - Timing open to discussion; July/August, or post Labor Day - Cost •July 4th – Wednesday; Festival scenario •Event returns: Thanksgiving? Return of Carnivail? SoulFest? Survivor? MKT VAIL Strategic Plan Into the Future: 2014 - 2016 22 Town of Vail | CSE | September 4, 2013 Strategic: •Lionshead – under represented, construction finished •Vail Summer Brand (Vail Mountain Epic Discovery). Delete? Not CSE role. •VR winter strategy; continue alignment with off-peak periods •Health & Well -being initiative •VVMC vision – to be aligned with the VLMDAC •Health & Well -being ‘Virtual Village’ •Potential for dedicated event a la Telluride Workout Weekend http://telluridewow.com/ •Culinary Branding Opportunity. VLMDAC initiative. CSE rollout? •Help Producers drive sponsorship. Revise? Not CSE role Tactical: •Epic Discovery: Potential on mountain event to help launch VR role? •July 4th – Festival scenario •Event returns: Thanksgiving? Carnivail? Soul Fest? Survivor? MKT VAIL Strategic Plan Year Five: 2017 and beyond 23 Town of Vail | CSE | September 4, 2013 •Post 2015 Alpine World Championships Is this CSE or VLMD role? •EPIC Discovery How is CSE affected? •Health & Well -being: iconic, long term partner, related discipline development •Technology development: wayfinding, orienteering, technology partner •VR Chair 26 dedicated ‘family adventure area’ •Event categories to develop: •Strategic Automotive: Green technologies, Tesla, event auto partnership •Hiking: Dedicated events •Comedy •Family event development: Cirque du Soleil, off-mtn EPIC Discovery Q&A 24 Town of Vail | CSE | September 4, 2013