P.O. Box 837 Reno, NV 89504 USA t: 775.827.7600
RENO-SPARKS CONVENTION AND VISITORS AUTHORITY NOTICE OF PUBLIC MEETING REGULAR MEETING OF THE BOARD OF DIRECTORS Thursday, August 22, 2019, at 9:00 A.M. Reno-Sparks Convention and Visitors Authority 4001 S. Virginia Street, Board Room, Reno, Nevada
BOARD OF DIRECTORS: Commissioner Bob Lucey, Chairman Mr. Nat Carasali Mayor Hillary Schieve Mr. Lee Dillard Ms. Ann Silver Ms. Shannon Keel Mr. Mark Sterbens Councilman Ed Lawson Mr. Bill Wood
THIS MEETING IS IN COMPLIANCE WITH THE NEVADA OPEN MEETING LAW AND HAS BEEN PROPERLY NOTICED AND POSTED AT THE FOLLOWING LOCATIONS:
Reno-Sparks Convention & Visitors Authority (RSCVA) Reno-Sparks Convention Center Reno City Hall Washoe County Administration Bldg. Sparks City Hall Washoe County Courthouse National Bowling Stadium Online at http://notice.nv.gov/ RSCVA Website: www.rscva.com/public-meetings
Items on the agenda are for possible action by the Board of Directors unless stated otherwise. Items will not necessarily be considered in the order listed. The Board may combine two or more agenda items for consideration, may remove an item from the agenda or may delay discussion relating to an item on the agenda at any time. Support materials are made available when they are provided to the Board, or if provided during the meeting, support materials will be made available at the meeting at the same time as they are made available to the Board. Support materials are also available at the RSCVA administrative offices and at the scheduled meeting. The designated contact to obtain support materials is Corie Carlsen, 4001 South Virginia Street, Suite G, Reno, NV (775) 827-7618.
AGENDA - REVISED
A. OPENING CEREMONIES Call to Order Pledge of Allegiance Roll Call
B. COMMENTS FROM THE FLOOR BY THE PUBLIC Public comment is limited to three minutes. The public is encouraged to comment on all agenda items as well as issues not on the agenda during the Public Comment period, or on “action” items immediately before board discussion of such “action” items. Members of the public desiring to speak must complete a “Request to Speak” form and return it to the RSCVA clerk at the meeting. No action may be taken on a matter raised under this item of the agenda until the matter itself has been specifically included on an agenda as an item upon which action will be taken. Public comments may not be accepted after the Chairman closes any period for public comment.
C. APPROVAL OF THE AGENDA OF AUGUST 22, 2019 BOARD OF DIRECTORS’ REGULAR MEETING
For possible action.
D. APPROVAL OF MINUTES OF JUNE 27, 2019 BOARD OF DIRECTORS’ REGULAR MEETING
For possible action.
E. PRESENTATIONS
E1. RSCVA Staff Update Phil DeLone, President/CEO, and RSCVA staff will deliver updates on Executive Office, Marketing, Sales, and Finance, including the Corporate Scorecard.
This is an information item. Not an action item.
E2. President/CEO Review and Evaluation for FY 2018-2019 The Executive/Legislative Committee has conducted an initial evaluation of CEO Phil DeLone’s performance for Fiscal Year 2018-2019 and has recommended a merit increase of 10% in Mr. DeLone’s annual salary. The Board will discuss, consider and may take possible action, in its sole discretion, to award a merit increase in the annual salary to the President/CEO. The Board may approve the recommendation of the Personnel Committee as proposed, or may, at the Board’s discretion, modify the recommended increase.
For possible action.
E3. Phil DeLone, President/CEO Goals & Objectives for FY 2018-2019 The Executive/Legislative Committee has reviewed the achievements of President/CEO Goals for Fiscal Year 201-2019 and has recommended that the Board approve payment of a bonus of $110,000 to the President/CEO. The Board will discuss, consider and may take possible action to award Mr. DeLone a bonus for the achievement of the CEO Goals for FY 2018-2019. The Board may approve the recommendation of the Personnel Committee as proposed, or may, at the Board’s discretion, modify the recommended bonus amount.
For possible action.
E4. E-Sports Presentation Shelli Fine, Director of Sports Development, will present the current trends and analysis on E-Sports.
This is an information item. Not an action item.
E5. Review of the Fiscal Year 2018-2019 Public Relations Program Ben McDonald, Senior Communication Manager, will present a review of the Fiscal Year 2018-2019 Public Relations Programs.
This is an information item. Not an action item.
F. FINANCE DIVISION
F1. Board Award and Contract RFP 2020-02 (PWP WA 2019-279) The Board of Directors is being asked to review and approve the bid award and contract for RFP 2020-02 (PWP WA 2019-279) to West Coast Paving Inc for the Reno-Sparks Livestock Events Center Pavement Repair in the amount not to exceed Two Hundred Eighty-Eight Thousand Three Hundred Ten Dollars ($288,310).
For possible action.
F2. Board Award and Contract RFP 2020-01 (PWP WA 2019 268) The Board of Directors is being asked to review and approve the bid award and contract for RFP 2020-01 (PWP WA 2019 268) to Kodiak Roofing & Waterproofing for the Reno- Sparks Convention Center Hall 3 Roof Replacement Section A and B in the amount not to exceed One Million Two Hundred Twenty Thousand Fifteen Dollars ($1,220,015).
For possible action.
G. TOURISM SALES
G1. Review and Possible Action to Redirect Funding and Terminate the Existing Contract with Preferred Hotel Group, Inc., dba PHG Consulting Staff is recommending that the Board take action to redirect funding currently allocated to marketing efforts in China, and to exercise the RSCVA’s right to terminate the contract between the RSCVA and Preferred Hotel Group, Inc., dba PHG Consulting. Pursuant to the terms of the PHG Consulting contract, the termination would become effective 120 days after the notice of termination is delivered, and the RSCVA would be required to make one additional payment of $36,000 to PHG Consulting on or before October 15, 2019.
For possible action.
H. UNSOLICITED PROPOSAL POLICY
H1. Amendment of the RSCVA Unsolicited Proposal Policy and Guidelines Staff will present proposed amendments to the RSCVA Unsolicited Proposal Policy and Guidelines for discussion and possible approval or revision by the RSCVA Board of Directors.
For possible action.
I. BOARD MEMBER COMMENTS REGARDING ITEMS FOR FUTURE MEETINGS
This is an information item. Not an action item.
J. COMMENTS FROM THE FLOOR BY THE PUBLIC Public comment is limited to three minutes. The public is encouraged to comment on all agenda items as well as issues not on the agenda during the Public Comment period, or on “action” items immediately before board discussion of such “action” items. Members of the public desiring to speak must complete a “Request to Speak” form and return it to the RSCVA clerk at the meeting. No action may be taken on a matter raised under this item of the agenda until the matter itself has been specifically included on an agenda as an item upon which action will be taken. Public comments may not be accepted after the Chairman closes any period for public comment.
K. ADJOURNMENT
For possible action.
Persons are invited to submit written remarks for all matters, both on and off the agenda. Written remarks presented for inclusion in the Board of Directors’ minutes must be flat, unfolded, on paper of standard quality, and 8 ½ by 11 inches in size. Written remarks shall not exceed five (5) pages in length. The RSCVA will not accept for filling any submission that does not comply with this rule. On a case-by-case basis, the Board of Directors may permit the filing of noncomplying written remarks, documents, and related exhibits under NRS 241.035(1)(e). Board of Directors’ meeting rooms are accessible to persons with disabilities. If special arrangements are required, please contact Corie Carlsen at 775-827-7618.
For information or questions regarding this agenda, please contact: The RSCVA Executive Office P.O. Box 837, Reno, NV 89504 775-827-7618
P.O. Box 837 Reno, NV 89504 USA t: 775.827.7600
Reno-Sparks Convention & Visitors Authority Board of Directors Meeting Minutes June 27, 2019 The Regular Meeting of the Board of Directors of the Reno-Sparks Convention & Visitors Authority met at 9:00 a.m., June 27, 2019, at the Reno-Sparks Convention and Visitors Authority, 4001 S. Virginia Street, Reno, NV. The meeting was properly noticed and posted in compliance with the Nevada Open Meeting Law. _
A. OPENING CEREMONIES
Call to Order Chairman Bob Lucey called the meeting to order at 9:02 a.m.
Pledge of Allegiance led by Lee Dillard _
Board Members Present: Board Members Absent: Lee Dillard Rick Murdock Nat Carasali Mayor Hillary Schieve Councilman Ed Lawson Commissioner Bob Lucey Ann Silver Mark Sterbens Bill Wood _
RSCVA Executive Staff Present: RSCVA Executive Staff Absent: Phil DeLone, President/Chief Executive Officer Jennifer Cunningham, Executive Vice President Michael Larragueta, Vice President of Sales Robert Chisel, Director of Finance Art Jimenez, Executive Director of Tourism Sales Esther Isaac, Director of Marketing Sheri Nill, Director of Human Resources Ben Kennedy, Legal Counsel Molly Rezac, Legal Counsel _
B. COMMENTS FROM THE FLOOR BY THE PUBLIC None
C. APPROVAL OF THE AGENDA
MOTION: Member Nat Carasali made a motion to approve the June 27, 2019 agenda with the amendments. Seconded by member Mark Sterbens. Motion carried unanimously.
D. APPROVAL OF MINUTES OF MAY 23, 2019 REGULAR BOARD MEETING
MOTION: Member Nat Carasali made a motion to approve the Minutes of May 23, 2019, Regular Meeting. Seconded by Member Lee Dillard. Motion carried unanimously.
E. PRESENTATIONS
E1. RSCVA Board Appointment of Nevada Resort Association (NRA) Board of Director's seat pursuant to NRS 244A.601(1)(d)(4) Ben Kennedy, Legal Counsel for the RSCVA, drew the boards attention to the letter contained in the board materials from the Nevada Resort Association (NRA). The NRA submitted two names for consideration for the seat vacated by Rick Murdock. The nominees are as follows: Shannon Keel, General Manager, Grand Sierra Resort Andrew Diss, Director of Governmental Affairs, Meruelo Group Mr. Kennedy opened the floor for discussion and reminded the board that this item would be voted on by elected officials only. Chairman Lucey made a motion to nominate Shannon Keel for the NRA seat on the RSCVA Board of Directors. This position will be filled until the end of the term in June 2021.
MOTION: Chairman Lucey made a motion to approve Shannon Keel, General Manager, Grand Siera Resort to the RSCVA Board of Directors. Seconded by Member Ed Lawson. Motion carried unanimously.
E2. RSCVA Board Appointment of Reno + Sparks Chamber of Commerce Board of Director's seat pursuant to NRS 244A.601(1)(d)(2) Ben Kennedy, Legal Counsel for the RSCVA, also discussed the nomination from the Reno + Sparks Chamber of Commerce to reappoint Ann Silver to the RSCVA Board of Directors. Ms. Silver was elected to the RSCVA Board in March to fill the Chamber seat vacated by Vick Wowo. Mr. Kennedy opened the floor for discussion and reminded the board that this item would be voted on by elected officials only.
MOTION: Chairman Lucey made a motion to reappoint Ann Silver, CEO, Reno+Sparks Chamber of Commerce to the RSCVA Board of Directors. Seconded by Member Ed Lawson. Motion carried unanimously.
E3. Legislative Update Jesse Wadhams, of Fennemore Craig, provided an update on the Legislative Session and issues of interest to the RSCVA. He touched on the budget line item awarded to the Reno Rodeo for $1M for planning and possible remodel. Mr. Wadhams also discussed SB287 and SB388, two Public Records bills, as well as an Open Meeting Law, AB70.
E4. RSCVA Staff Update Phil DeLone, President & CEO, stated that for the fiscal year through May the Average Daily Rate (ADR) is up 11.1% over the same period last year. ADR for the eleven months through May stands at $115.45 for Washoe County. The highest it has ever been. He added that occupancy had declined slightly, to 67.4% countywide as a result of increasing rate. Mr. DeLone stated that through the efforts of the Reno Tahoe Airport Authority and public/private cooperatives like RASC, the Regional Air Service Corporation, air passenger counts are 4.5% higher than last year - at 3,547,033 passengers for the ten months, through April. He went on to say that the RSCVA continues to gain traction in our three key markets of the Los Angeles basin, San Francisco Bay Area and Seattle. Currently, we are reviewing visitation and air service data and analytics in preparation to launch a fourth new market in the spring of 2020. Mr. DeLone discussed convention sales and tourism sales numbers and announced that the transaction with Washoe County on the transfer of Wildcreek Golf Course had closed escrow this past Tuesday, June 25th.
Michael Larragueta, Vice President of Sales, stated that for April Gross produced room nights equaled 35,079 on a goal of 21,946 and convention room nights represented 21,880 and Sports 7,781 of the 35,079. For May Gross produced room nights equaled 55,137 on a goal of 33,797. He added that through June 24th Gross produced room nights for the fiscal year equals 281,628 and we anticipate an additional 7,000 room nights turning definite by the close of business tomorrow for a forecasted total of 288,000 definite room nights against the annual goal of 280,000. Mr. Larragueta added that at the previous board meeting, staff was requested to provide a recommendation regarding the
Interbike cancellation. Staff recommends that we absorb the entire two-year cancellation of (- 44,454) room nights this Fiscal Year. He went on to say that the number of site inspections that were held this year totaled 72 versus 56 the prior year. Mr. Larraguetta added that of the 281,628 room nights 104,472 or 37% was represented by new business that has never held a meeting in Reno-Tahoe. Lastly, he said that there continues to be a “buzz” about the Esports segment. Our Director of Sports Development, Shelli Fine, is currently attending a conference on Esports in Atlantic City. At the July board meeting, Shelli will give an update on what we have learned about the segment, opportunities, and some of the challenges.
Art Jiminez, Executive Director of Tourism Sales, Art Jimenez, Executive Director of Tourism Sales, discussed the tourism sector room nights at 55,037, or a decrease of 10,052 from last April. This is 80% of the goal of 68,994 room nights. He added that the YTD room nights, which is 46,185 below last year, or 87.4% of the YTD target of 711,532 room nights and 72% to our annual goal of 863,468 room nights. Mr. Jimenez reported that the tourism team continues to work with Expedia, MailPound as well as a new distribution channel, Red Awning Partner Events. He touched on several tradeshows and FAM’s, including IPW and IAGTO.
Esther Isaac, Director of Marketing, drew the board attention to some of the highlights from the Miss USA report. She stated that the total number of paid room nights was less than the agreed amount of 2,000. For 1,500-1,999 paid room nights produced, Miss USA Organization (MUO) would be paid 95% of the Sponsorship fee, providing that the other concessions were met. This amounts to a reduction in the fee of $17,500 for a total sponsorship of $332,500. She went on to say that some of the highlights included: • Total Room Nights Produced: 4,538 o Paid Room Nights: 1,806 (contract required 2,000) o Comp Room Nights: 2,732 • Social Media Impressions: 211 Million (contract required a minimum of 70M) • Destination exposure specific to Washoe County – 3:09 minutes (contract required 3:00 minutes). Note: this does not include “Up Close and Personal” Videos of Top 15 which included background photographs of Reno Tahoe during contestant interviews. An estimate is that it would add an additional: 45. • Fox TV Coverage – there was a 25% growth in total viewers over the prior year. Ms. Isaac announced that the RSCVA is working with BVK to evolve the creative leisure campaign. The results will be shown at the Directors of Marketing on Wednesday, July 10, 2019, here in the RSCVA boardroom from 3:00-5:00 pm.
F. EXECUTIVE/ LEGISLATIVE COMMITTEE RECOMMENDATION REGARDING CEO GOALS AND PROCESS FOR AWARDING BONUS FOR THE FISCAL YEAR 2019-2020
F1. CEO Goals and Objectives for FY 2019/2020 Phil DeLone, President & CEO, presented the Executive/Legislative Committee recommendations for the President/CEO Goals and Objectives for FY 2018-2019. He touched on all four Strategic Priorities. MOTION: Member Lee Dillard made a motion to approve the Executive/Legislative Committees recommendations. Seconded by Vice-chair Ed Lawson. Motion carried unanimously.
G. FINANCE DIVISION
G1. Public Hearing: Review, discussion and possible action regarding the recommendation to the Reno-Sparks Convention and Visitors Authority Board of Directors to adopt proposed amendments to the Authority’s Transient Lodging Tax Rules and Regulations Chairman Lucey opened the public hearing and turned the floor over to Robert Chisel, Director of Finance, regarding updates and proposed changes to the Transient Lodging Tax Rules and Regulations as well as additional clean-up and other minor clarifications.
Chairman Lucey asked for public comments. Seeing none, he closed the public hearing and asked for a motion.
MOTION: Member Nat Carasali made a motion to approve to adopt proposed amendments to the Authority’s Transient Lodging Tax Rules and Regulations. Seconded by member Lee Dillard. Motion carried unanimously.
G2. Public Hearing Regarding the Approval of Resolution Adopting the Budget Augmentation for the Reno-Sparks Convention and Visitors Authority for the Fiscal Year 2018-19 Chairman Lucey opened the public hearing and asked Robert Chisel, Director of Finance, to review Resolution 587. Robert Chisel, Director of Finance, discussed Resolution 587, adopting a budget augmentation for the Reno-Sparks Convention and Visitors Authority for Fiscal Year 2018-19. He proposed budget augmentation will apply an additional: $4,070,00 for use in the General Fund; $170,000 for use in the Debt Service Fund; and $50,000 for use in the Internal Service Fund.
Chairman Lucey asked for public comments. Seeing none, he closed the public hearing and asked for a motion.
MOTION: Vice-chair Ed Lawson made a motion to approve the budget augmentation for the Reno- Sparks Convention and Visitors Authority for Fiscal Year 2018-19. Seconded by member Ann Silver. Motion carried unanimously.
G3. RSCVA Travel Policy and Procedures Phil DeLone, President & CEO, reviewed the revised Travel Policy & Procedures for the Reno-Sparks Convention and Visitors Authority. He requested that the board approve the proposed revisions to the Travel Policy and Procedures.
MOTION: Member Nat Carasali made a motion to approve the proposed revisions to the Travel Policy and Procedures. Seconded by member Ann Silver. Motion carried unanimously.
G4. Relocation of RSCVA Offices Phil DeLone, President & CEO, discussed the possible relocation of the RSCVA offices from their current location at 4001 S. Virginia Street to a “to be constructed” office building located on that certain real property identified as APN 024-150-26, under the same terms and conditions as the RSCVA’s existing lease.
MOTION: Member Ed Lawson made a motion to approve the relocation into the new building provided by the RSCVA current landlord. Seconded by member Ann Silver. Motion carried unanimously.
G5. Legislative Services Chairman Lucey stated that Jesse Wadhams is moving from the law firm of Fennemaore Craig to the law firm of Black & LeBello and would like to retain the RSCVA as a client. He added that Mr. Wadhams has represented the RSCVA since 2018 and has been an asset to the organization. Mr. Lucey requested approval to transfer Legislative and Governmental Affairs representation from the law firm of Fennimore Craig to the law firm of Black & LoBello, with such new representation to be on the same terms and conditions as the current engagement with Fennemore Craig.
MOTION: Chairman Lucey made a motion to maintain representation with Mr. Wadhams and his move to the law firm of Black & LeBello. Seconded by Vice-chair Ed Lawson. Motion carried unanimously.
H. AIR SERVICE
H1. Houston Air Service Phil DeLone, President & CEO, recommended the approval of $100,000 to Regional Air Service Corporation (RASC) to be used to promote Reno Tahoe in the Houston market in support of new
Houston air service through United Airlines.
MOTION: Member Nat Carasali made a motion to approve the $100,000 payment to the Regional Air Service Corporation to be used to promote additional air service from Houston through United Airlines. Seconded by Vice-chair member Mark Sterbens. Motion carried unanimously.
I. BOARD MEMBER COMMENTS REGARDING ITEMS FOR FUTURE MEETINGS
Vice-chair, Ed Lawson, stated that the RSCVA move to a new building is the right thing, but wanted further discussions on moving the authority to the convention center property.
J. COMMENTS FROM THE FLOOR BY THE PUBLIC
No public comments were presented.
K. ADJOURNMENT
Meeting adjourned at 10:05 a.m.
RSCVA Monthly Snapshot: May 2019
Strategic Plan Priority #1: Visitor Growth & Awareness OVERALL VISITOR GROWTH May '19 May'18 Y/Y% Monthly Goal Visitor Volume 409,350 426,581 -4.0% 437,918 # of Web Sessions - National Overall 221,329 216,611 2.2% 366,153 Number of Partner Referrals 5,080 3,840 32.3% 3,916 SF: Web Sessions 40,232 46,776 -14.0% 70,615 Seattle: Web Sessions 12,314 9,091 35.5% 26,310
Marketing Goals LA Basin: Web Sessions 31,322 29,996 4.4% 67,967 MARKET PERFORMANCE/CASH OCCUPIED ROOMS Washoe County Total Room Inventory 721,578 715,560 0.8% 726,693 Cash Room Nights 294,377 305,590 -3.7% 320,337 Comp Room Nights 69,808 75,970 -8.1% - Overall Occupancy 67.5% 71.3% -5.3% 74.2% Taxable Revenue $34,884,475 $33,145,854 5.2% $32,474,521 A.D.R. $118.50 $108.47 9.2% $101.38 Rev Par $53.71 $50.51 6.3% - Gaming Win $74,761,748 $73,054,451 2.3% - Hotel Market Segment Room Inventory 495,250 481,998 2.7% 494,627 Cash Room Nights 246,979 256,102 -3.6% 267,024 Comp Room Nights 69,534 75,606 -8.0% - Overall Occupancy 66.3% 71.0% -6.6% 70.6% Taxable Revenue $31,290,026 $29,963,304 4.4% $29,080,696 A.D.R. $126.69 $117.00 8.3% $108.91 Rev Par $64.84 $64.07 1.2% - AIRLIFT Air Passengers 354,311 345,740 2.5% -
Strategic Plan Priority #2: Direct Room Night Growth TOURISM SALES GOALS May '19 May'18 Y/Y% Monthly Goal Travel Wholesaler 1,022 2,265 -54.9% 2,401 International/Domestic Receptive Operators 815 1,688 -51.7% 1,789 Online Travel Agent 39,268 37,875 3.7% 40,148 Travel Agent 12,146 16,750 -27.5% 17,755
Marketing Marketing Group Tour/Motorcoach 3,170 4,353 -27.2% 4,614 Ski and Golf Production 892 1,484 -39.9% 1,573 TENTATIVE SALES PIPELINE # of Leads Issued 57 65 -12.3% 56 # of Room Nights for Leads Issued 80,594 65,343 23.3% - # of Outstanding Leads in Sales Pipeline 336 263 27.8% - # of Room Nights in Sales Pipeline 556,029 523,344 6.2% 776,000 PRODUCED ROOM NIGHTS Gross Produced Room Nights 55,137 33,333 65.4% 33,797 *Net Produced Room Nights 55,137 33,333 65.4% 33,797 Sales Goals Net Produced Room Nights % of Goal 163.1% 98.6% 65.4% 100% Convention Produced Room Nights 19,981 5,867 240.6% 19,330 Sports Produced Room Nights 33,095 27,466 20.5% 12,427 RSLEC Produced Room Nights 2,061 - +/- 100% 2,040 ACTUAL ROOM NIGHTS (RNs Realized This Month) Groups/Conventions Actual Room Nights 11,361 8,581 32.4% 12,722 Sports Actual Room Nights 13,763 11,883 15.8% 11,507 Total Actual Room Nights 25,124 20,464 22.8% 24,229 Number of concert events at REC 8 3 166.67% -
Strategic Plan Priority #3: Facility Efficiency OPERATING MARGIN May '19 May'18 Y/Y% Monthly Goal Reno-Sparks Convention Center $80,480 -$65,271 -223.3% $802,400 Reno Events Center -$110,603 -$59,038 -87.3% -$32,259 National Bowling Stadium -$188,449 -$43,026 -338.0% -$116,681
GM Goals Reno-Sparks Livestock Events Center -$143,955 -$113,178 -27.2% -$60,580 Legend: Comparison of current actual to the monthly goal Green >= 95% of target Yellow 80-95% of target Red < 80% of target *Net reflects the definite cancellations of Interbike 2019 and 2020
8/19/2019 9:20 AM RSCVA Monthly Snapshot: Year-to-Date May 2019
Strategic Priority #1: Visitor Growth & Awareness OVERALL VISITOR GROWTH FY 18-19 FY 17-18 YTD Target Y/Y% Annual Goal Visitor Volume 4,419,844 4,665,890 4,792,675 -5.3% 5,307,864 # of Web Sessions - National Overall 2,523,069 2,586,378 2,825,308 -2.4% 3,325,906 Number of Partner Referrals 56,530 41,433 46,413 36.4% 52,252 SF: Web Sessions 498,543 497,996 538,616 0.1% 635,479 Seattle: Web Sessions 173,175 179,423 201,586 -3.5% 233,289
Marketing Goals LA Basin: Web Sessions 349,710 474,097 531,512 -26.2% 616,857 MARKET PERFORMANCE/CASH OCCUPIED ROOMS Washoe County Total Room Inventory 7,862,123 7,873,481 7,904,452 -0.1% 8,637,162 Cash Room Nights 3,153,954 3,369,635 3,504,257 -6.4% 3,892,802 Comp Room Nights 778,601 800,660 789,052 -2.8% - Overall Occupancy 67.4% 70.9% 72.9% -4.9% 73.7% Taxable Revenue $364,127,993 $350,022,499 $363,929,631 4.0% $404,375,720 A.D.R. $115.45 $103.88 $103.85 11.1% $103.88 Rev Par $51.67 $49.47 - 4.4% - Gaming Win $785,479,920 $779,136,624 - 0.8% - Hotel Market Segment Room Inventory 5,326,664 5,248,135 5,345,372 1.5% 5,838,032 Cash Room Nights 2,656,565 2,851,357 2,972,615 -6.8% 3,299,555 Comp Room Nights 775,532 796,146 784,534 -2.6% - Overall Occupancy 66.7% 71.6% 72.2% -6.8% 73.2% Taxable Revenue $321,273,686 $311,110,401 $323,457,122 3.3% $359,425,421 A.D.R. $120.94 $109.11 $108.81 10.8% $108.93 Rev Par $62.10 $61.12 - 1.6% - AIRLIFT Air Passengers 3,901,344 3,739,373 - 4.3% -
Strategic Priority #2: Direct Room Night Growth TOURISM SALES GOALS FY 18-19 FY 17-18 YTD Target Y/Y% Annual Goal Traditional Wholesaler 12,898 19,114 20,262 -32.5% 23,455 International/Domestic Receptive Operators 10,522 23,026 24,408 -54.3% 26,111 Online Travel Agent 462,594 465,558 493,490 -0.6% 537,617 Travel Agent 146,948 172,960 192,640 -15.0% 209,221
Marketing Marketing Group Tour/Motorcoach 34,452 40,254 42,668 -14.4% 50,420 Ski and Golf Production 11,856 11,645 12,344 1.8% 16,644 TENTATIVE SALES PIPELINE # of Leads Issued 666 673 612 -1.0% 668 # of Room Nights for Leads Issued 896,823 1,021,490 - -12.2% - # of Outstanding Leads in Sales Pipeline 336 263 - 27.8% - # of Room Nights in Sales Pipeline 556,029 523,344 776,000 6.2% 776,000 PRODUCED ROOM NIGHTS Gross Produced Room Nights 270,726 301,734 240,527 -10.3% 280,000 *Net Produced Room Nights 224,207 297,075 240,527 -24.5% 280,000 Sales Goals Net Produced Room Nights % of Goal 93.2% 132.1% 100.0% -29.4% 100% Convention Produced Room Nights 114,010 141,586 156,818 -19.5% 190,695 Sports Produced Room Nights 93,929 151,921 67,223 -38.2% 70,779 RSLEC Produced Room Nights 16,268 9,828 16,486 65.5% 18,526 ACTUAL ROOM NIGHTS (RNs Realized This Year) Groups/Conventions Actual Room Nights 162,975 160,044 149,516 1.8% 135,441 Sports Actual Room Nights 60,549 51,294 53,614 18.0% 96,611 Total Actual Room Nights 223,524 211,338 203,130 5.8% 232,052 Number of concert events at REC 40 50 - -20.0% -
Strategic Priority #3: Facility Efficiency OPERATING MARGIN FY 18-19 FY 17-18 YTD Target Y/Y% Annual Goal Reno-Sparks Convention Center -$797,790 -$380,868 -$1,265,473 -109.5% -$1,111,190 Reno Events Center -$178,828 -$229,226 -$330,104 22.0% -$330,105 National Bowling Stadium -$1,743,543 -$1,508,811 -$1,653,997 -15.6% -$1,653,996
GM Goals Reno-Sparks Livestock Events Center -$800,520 -$556,545 -$790,167 -43.8% -$715,922 Legend: Comparison of current actual to the Year to Date Target Green >= 95% of target Yellow 80-95% of target Red < 80% of target *Net reflects the definite cancellations of Interbike 2019 and 2020
8/19/2019 9:20 AM RSCVA Monthly Snapshot: June 2019
Strategic Plan Priority #1: Visitor Growth & Awareness OVERALL VISITOR GROWTH June'19 June'18 Y/Y% Monthly Goal Visitor Volume 444,935 487,997 -8.8% 515,188 # of Web Sessions - National Overall 342,899 329,103 4.2% 500,598 Number of Partner Referrals 6,334 5,725 10.6% 5,839 SF: Web Sessions 69,198 68,320 1.3% 96,863 Seattle: Web Sessions 25,987 20,548 26.5% 31,703
Marketing Goals LA Basin: Web Sessions 65,904 70,504 -6.5% 85,345 MARKET PERFORMANCE/CASH OCCUPIED ROOMS Washoe County Total Room Inventory 728,042 725,572 0.3% 732,710 Cash Room Nights 318,217 357,595 -11.0% 388,545 Comp Room Nights 76,710 79,493 -3.5% - Overall Occupancy 70.9% 77.7% -8.8% 82.9% Taxable Revenue $37,021,090 $39,122,428 -5.4% $40,446,088 A.D.R. $116.34 $109.40 6.3% $104.10 Rev Par $56.24 $59.57 -5.6% - Gaming Win $69,814,217 $77,699,760 -10.1% - Hotel Market Segment Room Inventory 493,534 481,774 2.4% 492,660 Cash Room Nights 264,134 304,252 -13.2% 326,940 Comp Room Nights 76,416 79,127 -3.4% - Overall Occupancy 72.0% 81.9% -12.1% 83.4% Taxable Revenue $32,405,851 $34,735,520 -6.7% $35,968,299 A.D.R. $122.69 $114.17 7.5% $110.01 Rev Par $67.72 $74.02 -8.5% - AIRLIFT Air Passengers 397,211 389,103 2.1% -
Strategic Plan Priority #2: Direct Room Night Growth TOURISM SALES GOALS June'19 June'18 Y/Y% Monthly Goal Travel Wholesaler 947 3,013 -68.6% 3,194 International/Domestic Receptive Operators 875 1,607 -45.6% 1,703 Online Travel Agent 45,987 41,628 10.5% 44,126 Travel Agent 12,754 15,645 -18.5% 16,584
Marketing Marketing Group Tour/Motorcoach 6,341 7,312 -13.3% 7,751 Ski and Golf Production 2,983 4,057 -26.5% 4,300 TENTATIVE SALES PIPELINE # of Leads Issued 45 78 -42.3% 56 # of Room Nights for Leads Issued 61,643 151,679 -59.4% - # of Outstanding Leads in Sales Pipeline 286 261 9.6% - # of Room Nights in Sales Pipeline 517,134 563,177 -8.2% 776,000 PRODUCED ROOM NIGHTS Gross Produced Room Nights 18,304 17,061 7.3% 39,473 *Net Produced Room Nights 15,004 17,061 -12.1% 39,473 Sales Goals Net Produced Room Nights % of Goal 38.0% 43.2% -12.1% 100% Convention Produced Room Nights 10,066 15,962 -36.9% 33,877 Sports Produced Room Nights 3,325 1,099 202.5% 3,556 RSLEC Produced Room Nights 1,613 - +/- 100% 2,040 ACTUAL ROOM NIGHTS (RNs Realized This Month) Groups/Conventions Actual Room Nights 16,415 8,660 89.5% 8,526 Sports Actual Room Nights 22,367 17,322 29.1% 20,396 Total Actual Room Nights 38,782 25,982 49.3% 28,922 Number of concert events at REC 6 2 200.00% -
Strategic Plan Priority #3: Facility Efficiency OPERATING MARGIN June'19 June'18 Y/Y% Monthly Goal Reno-Sparks Convention Center -$379,999 -$417,412 -9.0% -$362,588 Reno Events Center $24,622 -$202,699 112.1% -$65,532 National Bowling Stadium -$157,535 -$62,032 -154.0% -$146,078
GM Goals Reno-Sparks Livestock Events Center -$68,655 -$329,392 79.2% -$180,001 Legend: Comparison of current actual to the monthly goal Green >= 95% of target Yellow 80-95% of target Red < 80% of target *Net reflects the definite cancellations of Interbike 2019 and 2020
8/19/2019 9:29 AM RSCVA Monthly Snapshot: Year-to-Date June 2019
Strategic Priority #1: Visitor Growth & Awareness OVERALL VISITOR GROWTH FY 18-19 FY 17-18 YTD Target Y/Y% Annual Goal Visitor Volume 4,864,779 5,153,887 5,307,863 -5.6% 5,307,864 # of Web Sessions - National Overall 2,865,968 2,915,481 3,325,906 -1.7% 3,325,906 Number of Partner Referrals 62,864 47,158 52,252 33.3% 52,252 SF: Web Sessions 567,741 566,316 635,479 0.3% 635,479 Seattle: Web Sessions 199,162 199,971 233,289 -0.4% 233,289
Marketing Goals LA Basin: Web Sessions 415,614 544,601 616,857 -23.7% 616,857 MARKET PERFORMANCE/CASH OCCUPIED ROOMS Washoe County Total Room Inventory 8,590,165 8,599,053 8,637,162 -0.1% 8,637,162 Cash Room Nights 3,472,171 3,727,230 3,892,802 -6.8% 3,892,802 Comp Room Nights 855,311 880,153 863,711 -2.8% - Overall Occupancy 67.7% 71.5% 73.7% -5.3% 73.7% Taxable Revenue $401,149,083 $389,144,927 $404,375,719 3.1% $404,375,720 A.D.R. $115.53 $104.41 $103.88 10.7% $103.88 Rev Par $52.06 $50.32 - 3.5% - Gaming Win $855,294,137 $856,836,384 - -0.2% - Hotel Market Segment Room Inventory 5,820,198 5,729,909 5,838,032 1.6% 5,838,032 Cash Room Nights 2,920,699 3,155,609 3,299,555 -7.4% 3,299,555 Comp Room Nights 851,948 875,273 858,818 -2.7% - Overall Occupancy 67.2% 72.5% 73.2% -7.3% 73.2% Taxable Revenue $353,679,537 $345,845,921 $359,425,421 2.3% $359,425,421 A.D.R. $121.09 $109.60 $108.93 10.5% $108.93 Rev Par $62.58 $62.21 - 0.6% - AIRLIFT Air Passengers 4,298,555 4,128,476 - 4.1% -
Strategic Priority #2: Direct Room Night Growth TOURISM SALES GOALS FY 18-19 FY 17-18 YTD Target Y/Y% Annual Goal Traditional Wholesaler 13,845 22,407 23,456 -38.2% 23,455 International/Domestic Receptive Operators 11,397 24,633 26,111 -53.7% 26,111 Online Travel Agent 508,581 507,186 537,616 0.3% 537,617 Travel Agent 159,702 188,605 209,221 -15.3% 209,221
Marketing Marketing Group Tour/Motorcoach 40,793 46,916 50,420 -13.1% 50,420 Ski and Golf Production 14,839 15,702 16,644 -5.5% 16,644 TENTATIVE SALES PIPELINE # of Leads Issued 711 751 668 -5.3% 668 # of Room Nights for Leads Issued 958,466 1,173,169 - -18.3% - # of Outstanding Leads in Sales Pipeline 286 263 - 8.7% - # of Room Nights in Sales Pipeline 517,134 523,344 776,000 -1.2% 776,000 PRODUCED ROOM NIGHTS Gross Produced Room Nights 289,030 318,795 280,000 -9.3% 280,000 *Net Produced Room Nights 239,211 314,136 280,000 -23.9% 280,000 Sales Goals Net Produced Room Nights % of Goal 85.4% 120.8% 100.0% -29.3% 100% Convention Produced Room Nights 124,076 157,548 190,695 -21.2% 190,695 Sports Produced Room Nights 97,254 153,020 70,779 -36.4% 70,779 RSLEC Produced Room Nights 17,881 9,828 18,526 81.9% 18,526 ACTUAL ROOM NIGHTS (RNs Realized This Year) Groups/Conventions Actual Room Nights 179,390 168,704 158,042 6.3% 135,441 Sports Actual Room Nights 82,916 68,616 74,010 20.8% 96,611 Total Actual Room Nights 262,306 237,320 232,052 10.5% 232,052 Number of concert events at REC 46 52 - -11.5% -
Strategic Priority #3: Facility Efficiency OPERATING MARGIN FY 18-19 FY 17-18 YTD Target Y/Y% Annual Goal Reno-Sparks Convention Center -$1,177,788 -$798,280 -$1,265,473 -47.5% -$1,111,190 Reno Events Center -$154,206 -$431,925 -$330,104 64.3% -$330,105 National Bowling Stadium -$1,901,078 -$1,570,843 -$1,653,997 -21.0% -$1,653,996
GM Goals Reno-Sparks Livestock Events Center -$869,175 -$885,937 -$790,167 1.9% -$715,922 Legend: Comparison of current actual to the Year to Date Target Green >= 95% of target Yellow 80-95% of target Red < 80% of target *Net reflects the definite cancellations of Interbike 2019 and 2020
8/19/2019 9:29 AM Reno-Sparks Convention & Visitors Authority
Fiscal Year 2018-19 Interim Financial
May 2019
Reno-Sparks Convention & Visitors Authority VisitRenoTahoe.com
Reno-Sparks Convention and Visitors Authority Fiscal Year 2018-19 Interim Financial Table of Contents
Page Report of Operations – Month 1
Report of Operations – Year to Date 2
Transient Lodging Tax Collections and Statistics – Month 3
Transient Lodging Tax Collections and Statistics – Year to Date 4
Departmental Margins – Month 5
Departmental Margins – Year to Date 6
Consolidated Summary Report of Operations For the Month of May 2019 RENO-SPARKS CONVENTION AND VISITORS AUTHORITY
May 2019 May 2018 Increase (Decrease) Increase (Decrease) Actual Budget Actual Amount % Amount % Revenues Room Tax Collections$ 3,016,567 $ 2,807,930 $ 208,637 7.4%$ 2,863,059 $ 153,508 5.4% Tourism Surcharge 442,826 399,191 43,635 10.9% 435,379 7,447 1.7% City Center Tax - - - 0.0% - - 0.0% Facility Revenues Reno-Sparks Convention Center 568,275 1,180,603 ( 612,328) -51.9% 303,544 264,731 87.2% National Bowling Stadium 9,448 12,651 (3,203) -25.3% 212,113 (202,665) -95.5% Reno Events Center 94,035 119,100 (25,065) -21.0% 41,714 52,321 125.4% Reno-Sparks Livestock Events Ctr 34,464 79,000 (44,536) -56.4% 44,412 ( 9,948) -22.4% RSCVA Facilities - - - 0.0% - - 0.0% Wildcreek Golf Course (225) - (225) 0.0% 1,095 ( 1,320) -120.6% Total Facility Revenues 705,997 1,391,354 ( 685,357) -49.3% 602,877 103,120 17.1% Other Income 173,989 139,637 34,352 24.6% 178,288 ( 4,299) -2.4% Total Revenues$ 4,339,379 $ 4,738,112 $ (398,733) -8.4%$ 4,079,603 $ 259,776 6.4% Operating Expenses Payroll & Related $ 519,249 $ 482,701 $ 36,548 7.6%$ 564,523 $ (45,274) -8.0% Supplies & Services 1,203,572 919,873 283,699 30.8% 1,060,666 142,906 13.5% Travel & Entertainment 57,890 99,110 (41,220) -41.6% 68,594 (10,704) -15.6% Promotion & A dvertising 458,281 394,592 63,689 16.1% 833,095 (374,814) -45.0% Special Projects 36,079 282,750 ( 246,671) -87.2% 138,736 (102,657) -74.0% Capital Outlay 12,245 5,500 6,745 122.6% 457 11,788 2581.0% Total Operating Expenses$ 2,287,316 $ 2,184,526 $ 102,789 4.7%$ 2,666,070 $ ( 378,754) -14.2% Non Operating Expenses Debt Service$ 23,551 $ 500 23,051 4610.2%$ 3,795 $ 19,756 520.6% Incline Village/Cystal Bay Room Tax 75,108 63,840 11,268 17.7% 73,189 1,919 2.6% Capital Improvements 209,346 404,953 ( 195,607) -48.3% 254,376 (45,030) -17.7% Insurance 68,268 64,683 3,585 5.5% 182,564 (114,296) -62.6% Contingency - - - 0.0% - - 0.0% Depreciation and Other - - - 0.0% - - 0.0% Total Non Operating Expenses$ 376,273 $ 533,976 $ (157,703) -29.5%$ 513,924 $ ( 137,651) -26.8% Total Expenses$ 2,663,588 $ 2,718,502 $ (54,914) -2.0%$ 3,179,993 $ (516,405) -16.2% Profit/(Loss)$ 1,675,791 $ 2,019,610 $ (343,819) -17.0%$ 899,610 $ 776,181 86.3% Consolidated Summary Report of Operations Eleven Months Ending May 2019 RENO-SPARKS CONVENTION AND VISITORS AUTHORITY
Period Ending May 2019 Period Ending May 2018 Annual FY 2019 Increase (Decrease) Increase (Decrease) % of Actual Budget Actual Budget Amount % Amount % Actual Revenues Room Tax Collections$ 31,431,959 $ 31,420,926 $ 11,033 0.0%$ 30,221,424 $ 1,210,535 4.0%$ 34,918,122 90.0% Tourism Surcharge 4,715,611 4,871,406 (155,795) -3.2% 4,872,440 (156,829) -3.2% 5,351,393 88.1% City Center Tax - - - 0.0% - - 0.0% 1,187,195 0.0% Facility Revenues Reno-Sparks Convention Center 4,594,111 3,612,188 981,923 27.2% 3,266,309 1,327,802 40.7% 3,656,806 125.6% National Bowling Stadium 369,619 289,361 80,258 27.7% 607,241 (237,622) -39.1% 302,012 122.4% Reno Events Center 1,649,987 1,514,567 135,420 8.9% 1,322,551 327,436 24.8% 1,637,767 100.7% Reno-Sparks Livestock Events Ctr 974,727 1,017,600 (42,873) -4.2% 1,019,665 (44,938) -4.4% 1,031,300 94.5% RSCVA Facilities 6,435 - 6,435 0.0% - - - Wildcreek Golf Course 5,827 979,707 (973,879) 0.0% 1,076,896 (1,071,069) -99.5% 979,707 0.6% Total Facility Revenues 7,600,706 7,413,422 187,284 2.5% 7,292,663 308,043 4.2% 7,607,591 99.9% Other Income 2,055,533 1,638,914 416,619 25.4% 2,256,265 (200,732) -8.9% 2,044,952 100.5% Total Revenues$ 45,803,809 $ 45,344,668 $ 459,141 1.0%$ 44,642,792 $ 1,161,017 2.6%$ 51,109,254 89.6% Operating Expenses Payroll & Related$ 6,169,555 $ 5,868,061 $ 301,494 5.1%$ 6,126,127 $ 43,428 0.7%$ 6,690,886 92.2% Supplies & Services 13,058,632 11,275,043 1,783,590 15.8% 10,652,393 2,406,239 22.6% 12,347,344 105.8% Travel & Entertainment 741,677 1,030,277 (288,600) -28.0% 705,471 36,206 5.1% 1,149,022 64.5% Promotion & Advertising 8,341,054 9,326,215 (985,161) -10.6% 8,211,667 129,387 1.6% 12,258,270 68.0% Special Projects 1,474,362 2,399,570 (925,208) -38.6% 2,364,617 (890,254) -37.6% 2,969,070 49.7% Capital Outlay 94,483 132,100 (37,617) -28.5% 72,050 22,434 31.1% 137,600 68.7% Total Operating Expenses$ 29,879,763 $ 30,031,266 $ (151,503) -0.5%$ 28,132,324 $ 1,747,439 6.2%$ 35,552,192 84.0% Non Operating Expenses Debt Service$ 11,403,590 $ 11,403,044 546 0.0%$ 11,071,698 $ 331,892 3.0%$ 11,403,544 100.0% Incline Village/Cystal Bay Room Tax 1,595,832 1,513,356 82,476 5.4% 1,433,112 162,720 11.4% 1,602,757 99.6% Capital Improvements 2,283,795 3,722,046 (1,438,251) -38.6% 2,813,598 (529,802) -18.8% 4,127,000 55.3% Insurance 847,346 816,962 30,384 3.7% 1,379,569 (532,223) -38.6% 881,645 96.1% Contingency - - - 0.0% - - 0.0% 400,000 0.0% Total Non Operating Expenses$ 16,130,564 $ 17,455,408 $ (1,324,845) -7.6%$ 16,697,977 $ (567,413) -3.4%$ 18,414,946 87.6% Total Expenses$ 46,010,326 $ 47,486,674 $ (1,476,347) -3.1%$ 44,830,300 $ 1,180,026 2.6%$ 53,967,138 85.3% Profit/(Loss)$ (206,517) $ (2,142,006) $ 1,935,488 90.4%$ (187,509) $ (19,009) -10.1%$ (2,857,884) 7.2% Consolidated Summary Transient Lodging Tax Collections and Statistics For the Month of May 2019 RENO-SPARKS CONVENTION AND VISITORS AUTHORITY
May 2019 May 2018 Increase (Decrease) Increase (Decrease) Actual Budget Actual Amount % Amount % Room Tax Collections Lodging 2,317,073 2,156,816 160,257 7.4% 2,199,161 117,912 5.4% Convention Center 699,494 651,114 48,380 7.4% 663,898 35,596 5.4% Tourism Surcharge 442,826 399,191 43,635 10.9% 435,379 7,447 1.7%
Total Tax Collections 3,459,393 3,207,121 252,272 7.9% 3,298,438 160,955 4.9% Room Statistics Taxable Room Revenues 34,884,475 32,474,521 2,409,954 7.4% 33,145,854 1,738,621 5.2% Occupied Rooms-Cash 294,377 320,337 (25,960) -8.1% 305,590 (11,213) -3.7% Average Rate - Cash $118.50 $101.38 $17.12 16.9% $108.47 $10.03 9.2% Occupied Rooms Cash 294,377 320,337 (25,960) -8.1% 305,590 (11,213) -3.7% Comp 69,808 75,477 (5,669) -7.5% 75,970 (6,162) -8.1% 28 Day 122,981 143,118 (20,137) -14.1% 128,782 (5,801) -4.5% Total Occupied Rooms 487,166 538,932 (51,766) -9.6% 510,342 (23,176) -4.5% Percentage of Occupancy Cash 40.8% 44.1% (3.3) -7.5% 42.7% (1.9) -4.4% Comp 9.7% 10.4% (0.7) -6.7% 10.6% (0.9) -8.5% 28 Day 17.0% 19.7% (2.7) -13.7% 18.0% (1.0) -5.6% Total Percentage of Occupancy 67.5% 74.2% (6.7) -6.7% 71.3% (3.8) -5.3% Consolidated Summary Transient Lodging Tax Collections and Statistics Eleven Months Ending May 2019 RENO-SPARKS CONVENTION AND VISITORS AUTHORITY
Period Ending May 2019 Period Ending May 2018 Annual FY 2019 Increase (Decrease) Increase (Decrease) % of Actual Budget Actual Budget Amount % Amount % Actual Room Tax Collections Lodging 24,143,389 24,134,914 8,475 0.0% 23,213,558 929,831 4.0% 26,821,166 90.0% Convention Center 7,288,570 7,286,012 2,558 0.0% 7,007,866 280,704 4.0% 8,096,956 90.0% Tourism Surcharge 4,715,611 4,871,406 (155,795) -3.2% 4,872,440 (156,829) -3.2% 5,351,393 88.1% City Center Tax - - - 0.0% - - 0.0% 1,187,195 0.0%
Total Tax Collections 36,147,570 36,292,332 (144,762) -0.4% 35,093,864 1,053,706 3.0% 41,456,710 87.2%
Room Statistics Taxable Room Revenues 364,127,992 363,929,632 198,360 0.1% 350,022,500 14,105,492 4.0% 404,375,720 90.0% Occupied Rooms-Cash 3,153,954 3,504,257 (350,303) -10.0% 3,369,635 (215,681) -6.4% 3,892,802 81.0% Average Rate - Cash $115.45 $103.85 $11.60 11.2% $103.88 $11.57 11.1% $103.88 111.1% Occupied Rooms Cash 3,153,954 3,504,257 (350,303) -10.0% 3,369,635 (215,681) -6.4% 3,892,802 81.0% Comp 778,601 789,052 (10,451) -1.3% 800,660 (22,059) -2.8% 863,711 90.1% 28 Day 1,365,029 1,466,668 (101,639) -6.9% 1,412,992 (47,963) -3.4% 1,610,971 84.7% Total Occupied Rooms 5,297,584 5,759,977 (462,393) -8.0% 5,583,287 (285,703) -5.1% 6,367,484 83.2% Percentage of Occupancy Cash 40.1% 44.3% (4.2) -9.5% 42.8% (2.7) -6.3% 45.1% 89.0% Comp 9.9% 10.0% (0.1) -1.0% 10.2% (0.3) -2.9% 10.0% 99.0% 28 Day 17.4% 18.6% (1.2) -6.5% 17.9% (0.5) -2.8% 18.7% 93.3% Total Percentage of Occupancy 67.4% 72.9% (5.5) -7.5% 70.9% (3.5) -4.9% 73.7% 91.4% Consolidated Summary Departmental Margins For the Month of May 2019 RENO-SPARKS CONVENTION AND VISITORS AUTHORITY
May 2019 May 2018 Increase (Decrease) Increase (Decrease) Actual Budget Actual Amount % Amount % Facilities Reno-Sparks Convention Center 80,480 802,400 (721,920) -90.0% (65,271) 145,751 223.3% National Bowling Stadium (188,449) (116,681) (71,768) -61.5% (43,026) (145,423) -338.0% Reno Events Center (110,603) (32,259) (78,344) -242.9% (59,038) (51,565) -87.3% Reno-Sparks Livestock Events Ctr (143,955) (60,580) (83,375) -137.6% (113,178) (30,777) -27.2% RSCVA Facilities (21,078) - (21,078) -100.0% - (21,078) -100.0% Wildcreek Golf Course (39,271) - (39,271) -100.0% (119,947) 80,677 67.3% Total Facilites (422,875) 592,880 (1,015,755) -171.3% (400,460) (22,415) -5.6% Sales and Marketing Convention Sales (306,765) (580,179) 273,414 47.1% (378,408) 71,643 18.9% Tourism Sales (66,292) (53,197) (13,095) -24.6% (125,279) 58,988 47.1% Marketing (527,228) (484,847) (42,381) -8.7% (813,736) 286,508 35.2% Total Sales and Marketing (900,285) (1,118,223) 217,938 19.5% (1,317,424) 417,139 31.7% General and Administrative (168,534) (200,209) 31,675 15.8% (288,603) 120,069 41.6% Room Tax Revenues 3,016,567 2,807,930 208,637 7.4% 2,863,059 153,508 5.4%
Tourism Surcharge 442,826 399,191 43,635 9.9% 435,379 7,447 1.7% Total Operating Margins 1,967,699 2,481,569 (513,870) -20.7% 1,291,950 675,748 52.3% Capital and Debt Service (291,908) (461,959) 170,051 36.8% (392,339) 100,431 25.6% Total Departmental Margins 1,675,791 2,019,610 (343,819) -17.0% 899,611 776,180 86.3% Consolidated Summary Departmental Margins Eleven Months Ending May 2019 RENO-SPARKS CONVENTION AND VISITORS AUTHORITY
Period Ending May 2019 Period Ending May 2018 Annual FY 2019 Increase (Decrease) Increase (Decrease) Actual Budget Actual Budget % of Amount % Amount % Actual Facilities Reno-Sparks Convention Center (797,790) (902,885) 105,095 11.6% (380,868) (416,922) -109.5% (1,265,473) 63.0% National Bowling Stadium (1,743,543) (1,507,917) (235,626) -15.6% (1,508,812) (234,731) -15.6% (1,653,996) 105.4% Reno Events Center (178,828) (264,573) 85,745 32.4% (229,225) 50,397 22.0% (330,105) 54.2% Reno-Sparks Livestock Events Center (800,520) (610,166) (190,354) -31.2% (556,545) (243,975) -43.8% (790,168) 101.3% RSCVA Facilities (277,823) - (277,823) -100.0% - (277,823) -100.0% - - Wildcreek Golf Course (322,341) 717,707 (1,040,047) -144.9% (394,782) 72,442 18.3% 717,707 -44.9% Total Facilites (4,120,845) (2,567,835) (1,553,010) -60.5% (3,070,233) (1,050,613) -34.2% (3,322,035) 124.0% Sales and Marketing Convention Sales (4,601,767) (5,976,907) 1,375,140 23.0% (5,299,450) 697,683 13.2% (6,947,105) 66.2% Tourism Sales (1,005,340) (1,228,539) 223,199 18.2% (859,978) (145,362) -16.9% (1,392,896) 72.2% Marketing (8,986,078) (9,545,348) 559,270 5.9% (8,463,424) (522,654) -6.2% (12,524,773) 71.7% Total Sales and Marketing (14,593,185) (16,750,794) 2,157,609 12.9% (14,622,851) 29,666 0.2% (20,864,774) 69.9% General and Administrative (2,501,662) (2,548,088) 46,426 1.8% (2,325,334) (176,328) -7.6% (2,679,387) 93.4% Room Tax Revenues 31,431,959 31,420,926 11,033 0.0% 30,221,424 1,210,535 4.0% 36,105,317 87.1%
Tourism Surcharge 4,715,611 4,871,406 (155,795) -3.2% 4,872,440 (156,829) 3.2% 5,351,393 88.1% Total Operating Margins 14,931,878 14,425,615 506,263 3.5% 15,075,446 (143,568) -1.0% 14,590,513 102.3% Capital and Debt Service (15,138,396) (16,567,620) 1,429,225 8.6% (15,262,955) 124,559 0.8% (17,448,402) 86.8% Total Departmental Margins (206,517) (2,142,006) 1,935,488 90.4% (187,509) (19,009) -10.1% ( 2,857,889) 7.2% Reno-Sparks Convention & Visitors Authority
Fiscal Year 2018-19 Interim Financial
UNAUDITED
June 2019
Reno-Sparks Convention & Visitors Authority VisitRenoTahoe.com
Reno-Sparks Convention and Visitors Authority Fiscal Year 2018-19 Interim Financial Table of Contents
Page Report of Operations – Month 2
Report of Operations – Year to Date 3
Transient Lodging Tax Collections and Statistics – Month 4
Transient Lodging Tax Collections and Statistics – Year to Date 5
Departmental Margins – Month 6
Departmental Margins – Year to Date 7
Consolidated Summary Report of Operations For the Month of June 2019 - Unaudited RENO-SPARKS CONVENTION AND VISITORS AUTHORITY
June 2019 - Unaudited June 2018 Increase (Decrease) Increase (Decrease) Actual Budget Actual Amount % Amount % Revenues Room Tax Collections $ 3,200,376 $ 3,497,196 $ (296,821) -8.5% $ 3,373,681 $ (173,306) -5.1% Tourism Surcharge 479,214 479,987 (773) -0.2% 505,018 (25,804) -5.1% City Center Tax 1,057,615 1,187,195 (129,580) -10.9% 849,158 208,457 24.5% Facility Revenues Reno-Sparks Convention Center 84,664 44,618 40,046 89.8% 282,648 (197,984) -70.0% National Bowling Stadium 7,463 12,651 (5,188) -41.0% 387,992 (380,529) -98.1% Reno Events Center 164,797 123,200 41,597 33.8% 156,430 8,367 5.3% Reno-Sparks Livestock Events Ctr 79,972 13,700 66,272 483.7% 132,411 (52,439) -39.6% RSCVA Facilities (9,716) - (9,716) 0.0% - (9,716) 0.0% Wildcreek Golf Course 980,186 - 980,186 0.0% (20,891) 1,001,077 -4792.0% Total Facility Revenues 1,307,366 194,169 1,113,197 573.3% 938,591 368,775 39.3% Other Income 639,946 406,034 233,912 57.6% 487,951 151,995 31.1% Total Revenues $ 6,684,516 $ 5,764,581 $ 919,935 16.0% $ 6,154,399 $ 530,117 8.6% Operating Expenses Payroll & Related $ 867,107 $ 822,825 $ 44,282 5.4% $ 767,011 $ 100,096 13.1% Supplies & Services 1,173,650 1,085,251 88,399 8.1% 2,042,391 (868,741) -42.5% Travel & Entertainment 90,393 118,745 (28,352) -23.9% 117,850 (27,456) -23.3% Promotion & Advertising 1,735,970 2,919,105 (1,183,135) -40.5% 1,726,614 9,356 0.5% Special Projects 435,167 569,500 (134,333) -23.6% 98,946 336,222 339.8% Capital Outlay 16,849 5,500 11,349 206.3% 2,442 14,407 589.9% Total Operating Expenses $ 4,319,137 $ 5,520,926 $ (1,201,789) -21.8% $ 4,755,253 $ (436,116) -9.2% Non Operating Expenses Debt Service $ 1,707,285 $ 500 1,706,785 341357.0% $ - $ 1,707,285 0.0% Incline Village/Cystal Bay Room Tax 90,946 89,401 1,545 1.7% 94,753 (3,808) -4.0% Capital Improvements 197,023 404,954 (207,931) -51.3% 858,905 (661,882) -77.1% Insurance 20,702 64,683 (43,981) -68.0% 251,483 (230,781) -91.8% Contingency - - - 0.0% - - 0.0% Depreciation and Other - - - 0.0% - - 0.0% Total Non Operating Expenses $ 2,015,955 $ 559,538 $ 1,456,417 260.3% $ 1,205,141 $ 810,815 67.3% Total Expenses $ 6,335,092 $ 6,080,464 $ 254,628 4.2% $ 5,960,394 $ 374,698 6.3% Profit/(Loss) $ 349,424 $ (315,883) $ 665,307 -210.6% $ 194,005 $ 155,418 80.1% Consolidated Summary Report of Operations Twelve Months (100%) Ending June 2019 - Unaudited RENO-SPARKS CONVENTION AND VISITORS AUTHORITY
Period Ending June 2019 - Unaudited Period Ending June 2018 Annual FY 2019 Increase (Decrease) Increase (Decrease) % of Actual Budget Actual Budget Amount % Amount % Actual Revenues Room Tax Collections $ 34,632,334 $ 34,918,122 $ (285,788) -0.8% $ 33,595,106 $ 1,037,229 3.1% $ 34,918,122 99.2% Tourism Surcharge 5,194,825 5,351,393 (156,568) -2.9% 5,377,458 (182,633) -3.4% 5,351,393 97.1% City Center Tax 1,057,615 1,187,195 (129,580) -10.9% 849,158 208,457 24.5% 1,187,195 89.1% Facility Revenues Reno-Sparks Convention Center 4,678,775 4,760,267 (81,492) -1.7% 3,548,958 1,129,818 31.8% 3,656,806 127.9% National Bowling Stadium 377,082 393,146 (16,064) -4.1% 995,233 (618,151) -62.1% 302,012 124.9% Reno Events Center 1,814,784 2,131,972 (317,188) -14.9% 1,478,981 335,803 22.7% 1,637,767 110.8% Reno-Sparks Livestock Events Ctr 1,054,699 1,342,500 (287,801) -21.4% 1,152,076 (97,377) -8.5% 1,031,300 102.3% RSCVA Facilities (3,281) - (3,281) 0.0% - - - Wildcreek Golf Course 986,013 979,707 6,307 0.0% 1,056,005 (69,992) -6.6% 979,707 100.6% Total Facility Revenues 8,908,072 9,607,592 (699,519) -7.3% 8,231,254 676,818 8.2% 7,607,591 117.1% Other Income 2,695,479 2,044,948 650,531 31.8% 2,744,215 (48,737) -1.8% 2,044,953 131.8% Total Revenues $ 52,488,325 $ 53,109,250 $ (620,924) -1.2% $ 50,797,191 $ 1,691,134 3.3% $ 51,109,254 102.7% Operating Expenses Payroll & Related $ 7,036,662 $ 7,235,886 $ (199,224) -2.8% $ 6,893,138 $ 143,524 2.1% $ 6,690,886 105.2% Supplies & Services 14,232,282 14,360,294 (128,012) -0.9% 12,694,784 1,537,498 12.1% 12,347,344 115.3% Travel & Entertainment 832,070 1,149,022 (316,952) -27.6% 823,320 8,750 1.1% 1,149,022 72.4% Promotion & Advertising 10,077,024 12,245,320 (2,168,296) -17.7% 9,938,281 138,743 1.4% 12,258,270 82.2% Special Projects 1,909,530 2,969,070 (1,059,541) -35.7% 2,463,562 (554,033) -22.5% 2,969,070 64.3% Capital Outlay 111,332 137,600 (26,268) -19.1% 74,492 36,840 49.5% 137,600 80.9% Total Operating Expenses $ 34,198,900 $ 38,097,192 $ (3,898,292) -10.2% $ 32,887,577 $ 1,311,323 4.0% $ 35,552,192 96.2% Non Operating Expenses Debt Service $ 11,531,604 $ 11,573,544 (41,940) -0.4% $ 11,071,698 $ 459,906 4.2% $ 11,403,544 101.1% Incline Village/Cystal Bay Room Tax 1,686,778 1,702,757 (15,979) -0.9% 1,527,865 158,912 10.4% 1,602,757 105.2% Capital Improvements 2,480,818 3,877,000 (1,396,182) -36.0% 3,672,502 (1,191,684) -32.4% 4,127,000 60.1% Insurance 868,048 921,645 (53,597) -5.8% 1,631,052 (763,003) -46.8% 881,645 98.5% Contingency - 50,000 (50,000) -100.0% - - 0.0% 400,000 0.0% Total Non Operating Expenses $ 16,567,248 $ 18,124,946 $ (1,557,698) -8.6% $ 17,903,117 $ (1,335,869) -7.5% $ 18,414,946 90.0% Total Expenses $ 50,766,148 $ 56,222,138 $ (5,455,989) -9.7% $ 50,790,694 $ (24,547) 0.0% $ 53,967,138 94.1% Profit/(Loss) $ 1,722,178 $ (3,112,888) $ 4,835,066 155.3% $ 6,497 $ 1,715,681 -26409.2% $ (2,857,884) -60.3% Consolidated Summary Transient Lodging Tax Collections and Statistics For the Month of June 2019 - Unaudited RENO-SPARKS CONVENTION AND VISITORS AUTHORITY
June 2019 - Unaudited June 2018 Increase (Decrease) Increase (Decrease) Actual Budget Actual Amount % Amount % Room Tax Collections Lodging 2,458,259 2,686,252 (227,993) -8.5% 2,591,379 (133,119) -5.1% Convention Center 742,116 810,944 (68,828) -8.5% 782,303 (40,187) -5.1% Tourism Surcharge 479,214 479,987 (773) -0.2% 505,018 (25,804) -5.1%
Total Tax Collections 4,737,204 5,164,378 (427,174) -8.3% 4,727,858 9,347 0.2% Room Statistics Taxable Room Revenues 37,021,090 40,446,088 (3,424,998) -8.5% 39,122,428 (2,101,338) -5.4% Occupied Rooms-Cash 318,217 388,545 (70,328) -18.1% 357,595 (39,378) -11.0% Average Rate - Cash $116.34 $104.10 $12.24 11.8% $109.40 $6.94 6.3% Occupied Rooms Cash 318,217 388,545 (70,328) -18.1% 357,595 (39,378) -11.0% Comp 76,710 74,659 2,051 2.7% 79,493 (2,783) -3.5% 28 Day 120,956 144,303 (23,347) -16.2% 126,895 (5,939) -4.7% Total Occupied Rooms 515,883 607,507 (91,624) -15.1% 563,983 (48,100) -8.5% Percentage of Occupancy Cash 43.8% 53.0% (9.2) -17.4% 49.3% (5.5) -11.2% Comp 10.5% 10.2% 0.3 2.9% 11.0% (0.5) -4.5% 28 Day 16.6% 19.7% (3.1) -15.7% 17.5% (0.9) -5.1% Total Percentage of Occupancy 70.9% 82.9% (12.0) 2.9% 77.8% (6.9) -8.9% Consolidated Summary Transient Lodging Tax Collections and Statistics Twelve Months (100%) Ending June 2019 - Unaudited RENO-SPARKS CONVENTION AND VISITORS AUTHORITY
Period Ending June 2019 - Unaudited Period Ending June 2018 Annual FY 2019 Increase (Decrease) Increase (Decrease) % of Actual Budget Actual Budget Amount % Amount % Actual Room Tax Collections Lodging 26,601,648 26,821,166 (219,518) -0.8% 25,804,936 796,712 3.1% 26,821,166 99.2% Convention Center 8,030,686 8,096,956 (66,270) -0.8% 7,790,169 240,517 3.1% 8,096,956 99.2% Tourism Surcharge 5,194,825 5,351,393 (156,568) -2.9% 5,377,458 (182,633) -3.4% 5,351,393 97.1% City Center Tax 1,057,615 1,187,195 (129,580) -10.9% 849,158 208,457 24.5% 1,187,195 89.1%
Total Tax Collections 40,884,774 41,456,710 (571,936) -1.4% 39,821,722 1,063,053 2.7% 41,456,710 98.6%
Room Statistics Taxable Room Revenues 401,149,083 404,375,720 (3,226,637) -0.8% 389,144,926 12,004,157 3.1% 404,375,720 99.2% Occupied Rooms-Cash 3,472,171 3,892,802 (420,631) -10.8% 3,727,230 (255,059) -6.8% 3,892,802 89.2% Average Rate - Cash $115.53 $103.88 $11.65 11.2% $104.41 $11.12 10.7% $103.88 111.2% Occupied Rooms Cash 3,472,171 3,892,802 (420,631) -10.8% 3,727,230 (255,059) -6.8% 3,892,802 89.2% Comp 855,311 863,711 (8,400) -1.0% 880,153 (24,842) -2.8% 863,711 99.0% 28 Day 1,485,985 1,610,971 (124,986) -7.8% 1,539,887 (53,902) -3.5% 1,610,971 92.2% Total Occupied Rooms 5,813,467 6,367,484 (554,017) -8.7% 6,147,270 (333,803) -5.4% 6,367,484 91.3% Percentage of Occupancy Cash 40.4% 45.1% (4.7) -10.4% 43.3% (2.9) -6.7% 45.1% 89.6% Comp 10.0% 10.0% - 0.0% 10.2% (0.2) -2.0% 10.0% 100.0% 28 Day 17.3% 18.7% (1.4) -7.5% 17.9% (0.6) -3.4% 18.7% 92.8% Total Percentage of Occupancy 67.7% 73.8% (6.1) -8.3% 71.4% (3.7) -5.2% 73.7% 91.8% Consolidated Summary Departmental Margins For the Month of June 2019 - Unaudited RENO-SPARKS CONVENTION AND VISITORS AUTHORITY
June 2019 - Unaudited June 2018 Increase (Decrease) Increase (Decrease) Actual Budget Actual Amount % Amount % Facilities Reno-Sparks Convention Center (379,999) (362,588) (17,411) -4.8% (400,978) 20,979 5.2% National Bowling Stadium (157,535) (146,079) (11,456) -7.8% (67,621) (89,914) -133.0% Reno Events Center 24,622 (65,532) 90,154 137.6% (116,616) 141,238 121.1% Reno-Sparks Livestock Events Ctr (68,655) (180,001) 111,346 61.9% (316,864) 248,209 78.3% RSCVA Facilities (51,172) - (51,172) -100.0% - (51,172) -100.0% Wildcreek Golf Course 921,501 - 921,501 -100.0% (56,112) 977,613 1742.3% Total Facilites 288,762 (754,200) 1,042,962 138.3% (958,190) 1,246,952 130.1% Sales and Marketing Convention Sales (568,245) (970,198) 401,953 41.4% (541,788) (26,457) -4.9% Tourism Sales (211,979) (164,357) (47,622) -29.0% (208,471) (3,508) -1.7% Marketing (2,076,386) (2,979,425) 903,039 30.3% (1,725,509) (350,877) -20.3% Total Sales and Marketing (2,856,610) (4,113,980) 1,257,370 30.6% (2,475,768) (380,842) -15.4% General and Administrative (53,044) (131,299) 78,255 59.6% (25,425) (27,619) -108.6% Room Tax Revenues 3,200,376 3,497,196 (296,821) -8.5% 3,373,681 (173,306) -5.1%
Tourism Surcharge 479,214 479,987 (773) -0.2% 505,018 (25,804) -5.1% Total Operating Margins 1,058,697 (1,022,296) 2,080,994 203.6% 419,316 639,381 152.5% Capital and Debt Service (1,766,888) (480,782) (1,286,106) -267.5% (1,074,468) (692,421) -64.4% Total Departmental Margins (708,191) (1,503,078) 794,887 52.9% (655,152) (53,040) -8.1% Consolidated Summary Departmental Margins Twelve Months (100%) Ending June 2019 - Unaudited RENO-SPARKS CONVENTION AND VISITORS AUTHORITY
Period Ending June 2019 - Unaudited Period Ending June 2018 Annual FY 2019 Increase (Decrease) Increase (Decrease) Actual Budget Actual Budget % of Amount % Amount % Actual Facilities Reno-Sparks Convention Center (1,177,789) (1,265,473) 87,684 6.9% (781,846) (395,943) -50.6% (1,265,473) 93.1% National Bowling Stadium (1,901,078) (1,653,996) (247,082) -14.9% (1,576,432) (324,646) -20.6% (1,653,996) 114.9% Reno Events Center (154,206) (330,105) 175,899 53.3% (345,841) 191,635 55.4% (330,105) 46.7% Reno-Sparks Livestock Events Center (869,175) (790,168) (79,007) -10.0% (873,409) 4,234 0.5% (790,168) 110.0% RSCVA Facilities (328,996) - (328,996) -100.0% - (328,996) -100.0% - - Wildcreek Golf Course 599,160 717,707 (118,547) -16.5% (450,894) 1,050,054 232.9% 717,707 83.5% Total Facilites (3,832,083) (3,322,035) (510,048) -15.4% (4,028,423) 196,339 4.9% (3,322,035) 115.4% Sales and Marketing Convention Sales (5,170,012) (6,947,105) 1,777,093 25.6% (5,841,238) 671,226 11.5% (6,947,105) 74.4% Tourism Sales (1,217,318) (1,392,896) 175,578 12.6% (1,068,449) (148,870) -13.9% (1,392,896) 87.4% Marketing (11,062,464) (12,524,773) 1,462,309 11.7% (10,188,933) (873,531) -8.6% (12,524,773) 88.3% Total Sales and Marketing (17,449,795) (20,864,774) 3,414,979 16.4% (17,098,619) (351,176) -2.1% (20,864,774) 83.6% General and Administrative (2,554,706) (2,679,387) 124,681 4.7% (2,350,759) (203,947) -8.7% (2,679,387) 95.3% Room Tax Revenues 35,689,949 36,105,317 (415,368) -1.2% 34,444,264 1,245,685 3.6% 36,105,317 98.8%
Tourism Surcharge 5,194,825 5,351,393 (156,568) -2.9% 5,377,458 (182,633) 3.4% 5,351,393 97.1% Total Operating Margins 17,048,190 14,590,513 2,457,677 16.8% 16,343,920 704,270 4.3% 14,590,513 116.8% Capital and Debt Service (16,905,284) (17,048,402) 143,118 0.8% (16,337,424) (567,860) -3.5% (17,448,402) 96.9% Total Departmental Margins 142,906 (2,457,889) 2,600,795 105.8% 6,497 136,410 ##### (2,857,889) -5.0% OGLETREE, DEAKINS, NASH, SMOAK & STEWART, P.C. Attorneys at Law 50 West Liberty Street, Suite 920 Reno, NV 89501 Telephone: 775-440-2372 Facsimile: 775-440-2376 www.ogletree.com
MEMORANDUM
TO: RSCVA Board of Directors
FROM: Molly M. Rezac
DATE: August 15, 2019
SUBJECT: FY 2018-2019 CEO Merit Evaluation & Salary Increase Recommendation
The Legislative and Executive Committee (“Committee”) conducted the initial review of RSCVA CEO Phil DeLone on Wednesday, August 14, 2019. Based upon the discussions described below, the Committee recommends that the Board approve awarding Phil DeLone a 10% merit increase to his Base Salary.
The Committee reviewed all the materials related to Mr. DeLone’s merit evaluation including Mr. DeLone’s self-evaluation, the Executive Staff Evaluation Survey (4 out of 4 responses), and Board Evaluation Survey (8 out of 9 responses). The Committee noted that the Board Evaluation Survey averaged 75% or higher positive responses with Board Members marking “agree” or “strongly agree” to the statements in the survey. However, the Committee also noted that some responses had one (1) negative “disagree” response and two (2) questions, Q11 and Q16, had two (2) Board Member mark “disagree” to the statements in the survey. The Committee discussed those questions in particular and noted that it was difficult to know why a Board Member would respond negatively when the survey did not allow for comments on the particular question. Regardless, the Committee took all responses from the Board into consideration. In addition, the Committee talked at length about the accomplishments of the RSCVA over the last 12 months including, but not limited to the increase in room night sales, the successful transition of the facility management to SMG, and the RSCVA receiving a nomination as one of the “Best Places to Work.”
After significant discussion, the Committee discussed a possible merit increase to Mr. DeLone’s salary. The Committee noted that Mr. DeLone’s current salary is $275,000, and voted to recommend that the Board provide Mr. DeLone a merit increase of 10% to his Base Salary.
MMR:
39657145.1
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CEO Position Description
CEO Evaluation and Compensation Policy
CEO Self Evaluation P.O. Box 837 Reno, NV 89504 USA t: 775.827.7600
July 18, 2019
To: RSCVA Board of Directors
FR: Phil DeLone – President & CEO
RE: Self Evaluation July 1, 2018 – June 30, 2019
As the RSCVA closes its fiscal year (June 30, 2019), the Authority stands solid in its annual results and performance, finances, staff, operations and service delivered to our customers. We also never lose sight of our core mission – to deliver cash occupied room nights to the destination.
Organizational Health
For the first time in our 60-year history*, the RSCVA was selected by the Northern Nevada Human Resources Association as one of “the Best Places to Work.” Our employees are proud of that recognition and are proud of the RSCVA and what we accomplish in the Reno Tahoe community.
The RSCVA enjoys a strong senior leadership team, arguably the best it has experienced in a very long time. All primary departments of Marketing, Sales, Finance and Human Resources are led by a durable, experienced and respected individual, who in-turn mentors and leads effective teams of professional staff.
Our staff members are the best the RSCVA has experienced in many years. They are engaged in their work and the goals and mission of the RSCVA. They are skilled, professional and possess a can-do outlook and positive attitude.
I personally take great pride in assuring our Authority has a sustainable, positive workplace and culture built today on mutual respect and trust, professional courtesy with one another, and all coupled as a team – a group of senior leaders and great staff that has in- depth hospitality and gaming industry experience, works hard, and is trusted and respected by the hospitality community, and others. This all helps insure the RSCVA provides internal employee engagement and culture as well as external community involvement and leadership. (strategic priority #4).
Working through measurable goals and objectives the team contributes to the overall success of our tourism industry in this destination.
*Originally founded March 18,1959 as the Washoe County Fairs & Recreation Board, the name was changed to RSCVA in the early 1970’s. Air Service and the RSCVA
Air service for the community is helped in part by the pro-active stance of the RSCVA in assisting the Reno-Tahoe Airport Authority (RTAA) every way we can to grow airline seats into the Reno Tahoe market. This year alone air seat inventory grew by 4.5% over the same period last year. Of the 26 entities that are members of the Regional Air Service Corporation (RASC), the RSCVA is the leader in funding RASC.
Through direct efforts of this CEO serving as Commissioner for TravelNevada, the Nevada Commission on Tourism, effective July 1st, has doubled its RASC annual financial contribution to $100,000 and has thus become the second largest financier of RASC after the RSCVA.
Further, the RTAA self-describes the relationship with the RSCVA as the “best it has ever been”. Both entities work very closely together to promote new service to the destination and collaborate frequently on work that benefits the community (strategic priority #4).
Convention & Tourism Sales
The core mission of the RSCVA is to deliver and drive cash occupied room nights to the destination. Throughout the last two years, we have carefully assembled a very qualified team to accomplish this primary core objective.
In convention sales, the RSCVA today enjoys an on-the-ground sales presence in America’s primary meeting & convention markets of Washington, DC (mid-Atlantic), Atlanta (Southeast), Chicago (upper Midwest), Denver (Midwest and Rocky Mountain states), Dallas-Ft. Worth (Southwest), Los Angeles and Sacramento/San Francisco Bay Area.
Eight convention sales representatives work remotely in these seven regional offices, driving meeting and convention leads to our resorts from the Association and Corporate market in the geographical territories mentioned. Some of them are relatively new to the organization. Of the eight individuals working remotely, six have significant prior gaming resort experience - having previously been trained by and then earning successful track records at Caesars Entertainment branded resorts in Nevada.
Combined with the sales team housed in Reno, our organization is now well poised for continuing long term sustainable success in the convention industry. The team reports to Vice President of Sales, Mike Larragueta - who has done an admirable job recruiting and assembling a fine group of professionals that represent Reno Tahoe nationwide, and who produce measurable business results for our destination.
Reno Tahoe consumes 525,000 – 550,000 convention room nights annually on average, with the RSCVA delivering more than one-half of the business enjoyed in the region.
2 Ending fiscal year 2018/2019 the convention sales team exceeded their 280,000- room night goal of future convention bookings, securing 289,000* room nights (strategic priority #2). Of this, fully 37% of the business booked is brand-new, having never met previously in the destination, or, having been previously cultivated by the RSCVA. These statistics demonstrate that our relatively new sales team is bringing new business to town. All have annual sales quotas that require a measurable portion of their bookings to be “new business”, insuring a reliable stream of fresh customers. Incentive bonuses rewarding our sales team are partially based upon this recently institutionalized “new business” requisite.
Individual site inspections by prospective, pre-qualified convention customers (excluding the many pre-qualified meeting planners attending RSCVA organized destination familiarization trips – “FAMs”) has increased to 72, from the year prior at 56 sites. This indicates the team’s efforts are working and is creating ever growing interest in Reno Tahoe, while at the same time creating valuable bookings for our hotels, too. Our hotels appreciate the increased volume of site inspections as they in-turn experience a higher volume of definite convention bookings as an end-result.
In leisure sales, the Tourism Sales Department of four persons is led by Art Jimenez, who was recruited to the RSCVA 2 1/2 years ago with the mission to rekindle the long-neglected tourism sales efforts of the RSCVA. With our hotel partners and other area Destination Marketing Organizations (DMOs) Art’s department aligns sales programming that produced this year 750,000 annual tourism sales room nights for this destination.
Previously Art directed the leisure sales efforts for the Las Vegas Convention and Visitors Authority as Senior Director of Leisure Sales for 17 years, and, developed tourism sales and marketing programming for Travel Leaders Group of New York City, one of America’s largest travel management companies, as their Vice President of Marketing. We could not ask for a better person or more knowledgeable Department Head in this market segment.
A few significant tourism team accomplishments in FY18 include: • Implementing strategic partnership marketing campaigns with key Online Travel Agencies (OTAs) and travel wholesalers to increase bookings during our destination’s weak occupancy periods. • Elevating our sales platforms to showcase the destination to sellers of travel from our top origination markets. • Managing the RSCVA’s leisure sales team efforts to create innovative activities such as direct sales programs with Mail Pound and database marketing with Travel Click and the Airline Reporting Corporation.
*3% over goal. A year-end adjustment will be made to recognize the balance of Interbike’s past collapse and disbandment, or cancellations. 3 Marketing
Our refreshing and seemingly still-new marketing and brand campaign continues to be very effective, with its contemporary imagery and messaging.
Jennifer Cunningham and Esther Isaac lead the Marketing team’s efforts in collaboration with several outside partners including BVK, Noble Studios, EXL Media, EMC Research and StanCan Design. Both Esther Isaac and Jennifer Cunningham are invaluable members of the RSCVA team and in Ms. Cunningham’s instance, she also serves as the organization’s Executive Vice President.
The Marketing team keeps a close watch on the budget, and the messaging and branding, insuring our money is being spent wisely and that Reno Tahoe experiences the most impact for our investment, while influencing room night visitation to Reno Tahoe, especially from our three core target markets.
Most importantly, our hotel partners value the branding and the program and feel it produces results in the form of cash room nights for the community, while spurring a positive, uplifting modern image for the destination.
The three core target markets of the San Francisco Bay Area (#1), the Los Angeles Basin (#2) and the Seattle market (#3) produced 1,218,000 room nights (strategic priority #1) of visitation according to the most recent VOA (Visitation Origination Analysis) data. This fiscal year, probably in the spring, we’ll step-out and open a fourth target market for Reno Tahoe, depending on air service development. The RSCVA has budgeted in the 2019 fiscal year for this new-market push.
What do these previously described highlights of sales and marketing activity mean for this community?
The room nights from our three core markets are slightly down from the year prior, however at this time it is not of a concern. This is a result from the Average Daily Rate being higher from the year prior by fully 10.7%, a significant leap, causing a slight drop in room nights, in exchange for higher room rates and more room revenue. This pricing model is defined as “the price elasticity of demand.” The major resorts in the community embrace this pricing model at this time, and have said they continue to strive for higher rates.
Average Daily Rate county-wide (all lodging) stands at $115.53. In the hotels alone (41 properties) its $121.09 – all through June 30. For the first time in the destination’s history all taxable room revenue in Washoe County exceeded $401million.
The room rates are the highest ever experienced in the destination, and although the RSCVA is not solely responsible for the success of all stakeholders, we certainly make a
4 big contribution. It is a team effort - where the RSCVA works in close collaboration with our resorts and hotels to accomplish measurable objectives and delivers on mutually beneficial goals – for everyone’s success.
Communications
As the RSCVA’s CEO and President I realize how important effective communications are today in business. In the last 2 ½ years I have emphasized to our senior leadership and staff how important continuous communication is to our customers and stakeholders and how technology is used to drive those personal touchpoints. The RSCVA has now increased the number and volume of our internal and external communications from originally one e-newsletter to now, seven. (strategic priority #4).
The RSCVA publishes today:
The CEO’s monthly e-newsletter distributed to 500+ community leaders and stakeholders, the RSCVA Board of Directors and our 52 employees.
The Convention & Meetings e-newsletter circulated bi-monthly to all convention and meetings customers in our database.
A quarterly Tourism/Leisure Sales e-newsletter circulated to 3,500 tourism clients, such as airlines, OTAs and travel wholesalers.
A monthly Travel Agent e-newsletter distributed through Mail Pound (an online travel industry resource tool) distributed to 55,000 travel agents.
A consumer e-newsletter produced by our marketing department circulated weekly to 50,000 tourists and visitors that have opted-in to receive news about Reno Tahoe.
A Sports market segment e-newsletter published quarterly and circulated to approximately 3,500 customers that book sports business.
A Human Resources e-newsletter to all employees quarterly featuring news and developments important to our staff members.
In addition, the Senior Leadership team is active on local Boards and active in several business organizations. I serve as Commissioner for TravelNevada, am a member of the Board of Trustees of the National Automobile Museum, and serve as an Advisory Board member for the Downtown Business Improvement District (the BID).
I and others here are frequently asked to be guest speakers to a myriad collection of organizations in the community and to the conventions that visit our destination.
5 Further, as CEO, I am active in meeting with business and community leaders here locally - all the way up to the Federal level, too.
Most importantly, I engage every week with this destination’s potential customers and serve as an influential advocate and ambassador for our community. In the hospitality business “it all starts with the sale”, and as CEO I immerse myself in insuring sales (and destination marketing, too) are our key priority to keep cash room nights flowing into the destination. I have met with over 120 persons this year who are integral to the success of Reno Tahoe (strategic priority #4).
Financial Health
The Accounting and Finance Department of the RSCVA is led by Robert Chisel, who was recruited to the RSCVA by the CEO two years ago. Robert previously served as the Director of Finance for the City of Reno. He has reorganized and greatly improved our financial reporting, accounting policies and procedures, while restructuring the outstanding debt to take advantage of lower interest rates – providing ongoing savings. Further, cash investments have been maximized to improve interest earnings, also.
The RSCVA addresses annually millions of dollars in deferred maintenance and capital improvement projects at our facilities. The team utilizes best practices and value engineering to provide the RSCVA the highest return on its capital investments.
In conclusion, our Accounting and Finance structure is solid, and vastly improved and modernized than previously (strategic priority #4).
Facilities Management
Commencing in late June of 2018, the RSCVA divested itself from the day-to-day operations of our four unique facilities that are the Reno-Sparks Convention Center, the Reno Events Center, the National Bowling Stadium and the Reno-Sparks Livestock Events Center.
After an extensive bid, vetting and interview process the RSCVA turned to SMG, the world’s largest operator of convention centers, sports stadiums, arenas, and theatres to operate our buildings. SMG operates such well known convention centers as McCormick Place in Chicago, Moscone Center in San Francisco, the Salt Palace in Salt Lake City and the Centennial & Colorado convention center in Denver. A merger that will be completed in a few months with Los Angeles based AEG Facilities, who has specialized in convention centers overseas, will make the expertise of SMG that much more complete and useful. After the merger, the new combined company will be called ASM Global. As a footnote of interest, ASM Global has been selected to manage the new Raiders Stadium in Las Vegas.
6 Through an onboarding process that took more time than anticipated, SMG enters its second year of operations this month on better and firmer footing. Michael Day, the SMG General Manager is leading a team of professionals that has improved operations to the betterment of the facilities. SAVOR, SMG’s food and beverage division led here by Dante NiCastro, has greatly improved the food service product, menus and consistency at all four buildings. No longer have we had to worry if the banquet dinners are served hot, or if the salads are freshly chilled and appetizing. Without question, SAVOR has made a great improvement.
When our convention center is running at maximum capacity, as it does with large trade shows using the entire building, SMG has been on-the-ball every step of the way. SMG pulls management and supervisory talent from their other western convention centers to help with the taxing work load and demands put on the Reno staff by demanding clientele meeting here. We’ve never received one complaint from any of our big customers and this past January SCI reported it was the easiest exhibition they ever held. SMG plays a vital role in that level of quality service (strategic priority #3).
Facility revenues are up 10.5% from $7.17 million to $7.92 million from the year prior, according to our financial data. Facility expenses have also been controlled, and are estimated to be at 92% of budget.
Customer evaluations indicate scores of “good” to “very good.” If big problems in customer service existed, we at the RSCVA would hear of them from our clientele immediately – long before reading any subsequent survey. We’ve not had any serious complaints. At times customers might mention that things they used to get for free (like automobile parking) now costs money. However, I’m completely comfortable with those observations as we must strive to lessen the losses at our buildings and pass on expenses to our customers, as other convention centers routinely practice (strategic priority #3).
The first year SMG struggled a little with the supervision at the RSLEC. Fortunately, in May that was rectified with the hiring of Mike Mieras as Property Manager. Mr. Mieras has an equestrian background having formerly managed John Harrah’s equestrian center at RanchHarrah. Now with a horseman in place our equine customers rope, ride and rest more easily. The Reno Rodeo Association is happy as are our other legacy events.
With SMG now running operations at the Reno Events Center they forecast turning a small profit this year, for the first time in the building’s 14-year history.
The National Bowling Stadium will reopen in October from nine months of undergoing interior remodeling. The USBC Open tournament follows shortly thereafter with an anticipated 75,000 room nights of business represented.
SMG and its General Manager Michael Day have previous experience in hosting the USBC in other jurisdictions. USBC Executive Director, Chad Murphy and Senior Tournament
7 Director Greg Moore are each very comfortable and assured with SMG’s presence here.
Lastly, there is Wildcreek Golf Course. After 2 ½ years of meetings and public hearings trying to divest the RSCVA from golf, the process has come to its conclusion. Wildcreek now belongs to Washoe County. After the second escrow closing this Friday July 19, the RSCVA will receive payment of $979,706.50 representing the entity’s initial investment in Wildcreek. More importantly, the RSCVA is out of the golf course business.
This concludes my CEO self-evaluation. I am personally very proud to serve this Board and serve this fine community that has been my home since the day I moved here 32 years ago in 1987. I am pleased and happy with the great team of Department Heads and employees that have been assembled, and who are producing business for the community. We have made great strides as a destination, and as the RSCVA. I look forward to the RSCVA contributing to the region’s continued success into the future.
8
CEO Staff Evaluation FY 2018/2019 Executive Staff CEO Evaluation SurveyMonkey
Q1 Phil DeLone demonstrates leadership for the organization.
Answered: 4 Skipped: 0
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
ANSWER CHOICES RESPONSES
Strongly agree 50.00% 2
Agree 50.00% 2
Neither agree nor disagree 0.00% 0
Disagree 0.00% 0
Strongly disagree 0.00% 0 TOTAL 4
Q2 Phil DeLone guides the team in setting goals and expectations.
Answered: 4 Skipped: 0
1 / 14 FY 2018/2019 Executive Staff CEO Evaluation SurveyMonkey
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
ANSWER CHOICES RESPONSES
Strongly agree 50.00% 2
Agree 50.00% 2
Neither agree nor disagree 0.00% 0
Disagree 0.00% 0
Strongly disagree 0.00% 0 TOTAL 4
Q3 Phil DeLone gives me adequate responsibility and the authority to get things done.
Answered: 4 Skipped: 0
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
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ANSWER CHOICES RESPONSES
Strongly agree 50.00% 2
Agree 50.00% 2
Neither agree nor disagree 0.00% 0
Disagree 0.00% 0
Strongly disagree 0.00% 0 TOTAL 4
Q4 Phil DeLone listens, communicates well and provides effective, timely communication.
Answered: 4 Skipped: 0
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
ANSWER CHOICES RESPONSES
Strongly agree 50.00% 2
Agree 25.00% 1
Neither agree nor disagree 25.00% 1
Disagree 0.00% 0
Strongly disagree 0.00% 0 TOTAL 4
Q5 Phil DeLone builds respect and portrays the organization positively within various constituencies.
Answered: 4 Skipped: 0
3 / 14 FY 2018/2019 Executive Staff CEO Evaluation SurveyMonkey
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
ANSWER CHOICES RESPONSES
Strongly agree 50.00% 2
Agree 25.00% 1
Neither agree nor disagree 25.00% 1
Disagree 0.00% 0
Strongly disagree 0.00% 0 TOTAL 4
Q6 Phil DeLone supports the overall movement and motivation of the organization.
Answered: 4 Skipped: 0
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
4 / 14 FY 2018/2019 Executive Staff CEO Evaluation SurveyMonkey
ANSWER CHOICES RESPONSES
Strongly agree 50.00% 2
Agree 50.00% 2
Neither agree nor disagree 0.00% 0
Disagree 0.00% 0
Strongly disagree 0.00% 0 TOTAL 4
Q7 Phil DeLone maintains and utilizes a solid working knowledge of significant developments and trends within the industry.
Answered: 4 Skipped: 0
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
ANSWER CHOICES RESPONSES
Strongly agree 50.00% 2
Agree 0.00% 0
Neither agree nor disagree 50.00% 2
Disagree 0.00% 0
Strongly disagree 0.00% 0 TOTAL 4
Q8 Phil DeLone establishes ambitious goals for excellence and impacts and initiates, maintains, and adapts programs for the benefit of the organization.
Answered: 4 Skipped: 0
5 / 14 FY 2018/2019 Executive Staff CEO Evaluation SurveyMonkey
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
ANSWER CHOICES RESPONSES
Strongly agree 50.00% 2
Agree 25.00% 1
Neither agree nor disagree 25.00% 1
Disagree 0.00% 0
Strongly disagree 0.00% 0 TOTAL 4
Q9 Phil DeLone adheres to RSCVA policies and procedures.
Answered: 4 Skipped: 0
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
ANSWER CHOICES RESPONSES
6 / 14 FY 2018/2019 Executive Staff CEO Evaluation SurveyMonkey
Strongly agree 75.00% 3
Agree 25.00% 1
Neither agree nor disagree 0.00% 0
Disagree 0.00% 0
Strongly disagree 0.00% 0 TOTAL 4
Q10 Phil DeLone demonstrates quality of analysis and judgment related to progress and opportunities, and needs for change.
Answered: 4 Skipped: 0
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
ANSWER CHOICES RESPONSES
Strongly agree 50.00% 2
Agree 0.00% 0
Neither agree nor disagree 50.00% 2
Disagree 0.00% 0
Strongly disagree 0.00% 0 TOTAL 4
Q11 Phil DeLone serves as an effective spokesperson and representative for the organization to its constituencies, including clients, members, government agencies, elected officials, and general public.
Answered: 4 Skipped: 0
7 / 14 FY 2018/2019 Executive Staff CEO Evaluation SurveyMonkey
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
ANSWER CHOICES RESPONSES
Strongly agree 50.00% 2
Agree 50.00% 2
Neither agree nor disagree 0.00% 0
Disagree 0.00% 0
Strongly disagree 0.00% 0 TOTAL 4
Q12 Phil DeLone recruits and retains diverse staff to address all the needs of the organization.
Answered: 4 Skipped: 0
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
8 / 14 FY 2018/2019 Executive Staff CEO Evaluation SurveyMonkey
ANSWER CHOICES RESPONSES
Strongly agree 50.00% 2
Agree 50.00% 2
Neither agree nor disagree 0.00% 0
Disagree 0.00% 0
Strongly disagree 0.00% 0 TOTAL 4
Q13 Phil DeLone has made quality improvements and the impact to the RSCVA has been positive.
Answered: 4 Skipped: 0
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
ANSWER CHOICES RESPONSES
Strongly agree 50.00% 2
Agree 50.00% 2
Neither agree nor disagree 0.00% 0
Disagree 0.00% 0
Strongly disagree 0.00% 0 TOTAL 4
# AN EXAMPLE OF SUCH QUALITY IMPROVEMENTS INCLUDE: DATE 1 Migration of facility management to SMG.. 7/22/2019 1:21 PM
Q14 Phil DeLone has demonstrated effective skills in program developments and community engagement.
9 / 14 FY 2018/2019 Executive Staff CEO Evaluation SurveyMonkey
Answered: 4 Skipped: 0
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
ANSWER CHOICES RESPONSES
Strongly agree 50.00% 2
Agree 25.00% 1
Neither agree nor disagree 25.00% 1
Disagree 0.00% 0
Strongly disagree 0.00% 0 TOTAL 4
Q15 Phil DeLone is available and accessible to the public, the board and employees.
Answered: 4 Skipped: 0
10 / 14 FY 2018/2019 Executive Staff CEO Evaluation SurveyMonkey
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
ANSWER CHOICES RESPONSES
Strongly agree 50.00% 2
Agree 50.00% 2
Neither agree nor disagree 0.00% 0
Disagree 0.00% 0
Strongly disagree 0.00% 0 TOTAL 4
Q16 Phil DeLone provides leadership development and leadership succession planning opportunities to his employees.
Answered: 4 Skipped: 0
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
11 / 14 FY 2018/2019 Executive Staff CEO Evaluation SurveyMonkey
ANSWER CHOICES RESPONSES
Strongly agree 50.00% 2
Agree 0.00% 0
Neither agree nor disagree 25.00% 1
Disagree 25.00% 1
Strongly disagree 0.00% 0 TOTAL 4
Q17 Phil DeLone demonstrates a clear understanding of the organization's vision and goals.
Answered: 4 Skipped: 0
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
ANSWER CHOICES RESPONSES
Strongly agree 50.00% 2
Agree 50.00% 2
Neither agree nor disagree 0.00% 0
Disagree 0.00% 0
Strongly disagree 0.00% 0 TOTAL 4
Q18 Phil DeLone welcomes diverse opinions and feedback for those who may have institutional knowledge, historic knowledge, or contrary opinions.
Answered: 4 Skipped: 0
12 / 14 FY 2018/2019 Executive Staff CEO Evaluation SurveyMonkey
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
ANSWER CHOICES RESPONSES
Strongly agree 50.00% 2
Agree 25.00% 1
Neither agree nor disagree 25.00% 1
Disagree 0.00% 0
Strongly disagree 0.00% 0 TOTAL 4
Q19 Phil DeLone accepts constructive criticism and is open to new ideas and new approaches to solving problems.
Answered: 4 Skipped: 0
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
13 / 14 FY 2018/2019 Executive Staff CEO Evaluation SurveyMonkey
ANSWER CHOICES RESPONSES
Strongly agree 50.00% 2
Agree 0.00% 0
Neither agree nor disagree 50.00% 2
Disagree 0.00% 0
Strongly disagree 0.00% 0 TOTAL 4
Q20 I believe Phil DeLone's strong points as President/CEO of the RSCVA are:
Answered: 3 Skipped: 1
# RESPONSES DATE 1 -Comprehension of the Reno-Sparks market and the stakeholders challenges versus competition - 7/31/2019 3:42 PM Trust and confidence in his executive team
2 Knowledge of the industry. The network of relationships he has developed over the years. Strong 7/22/2019 1:21 PM business acumen.
3 Some of Phil DeLone's strongest points are his abilities to: Listen and make decisive decisions on 7/22/2019 11:37 AM a breath of issues; Provides strong leadership by demonstrating proper ethics and behavior; Shows interest in employees and the solutions to issues; Lends guidance to employees as needed; Great facilitation in group meetings/discussions; and Delegates to employees personal strengths.
Q21 I believe Phil DeLone could improve by:
Answered: 1 Skipped: 3
# RESPONSES DATE 1 -With a reduction in staff due to SMG there is an opportunity for Phil to increase his engagement, 7/31/2019 3:42 PM knowledge and interest in all RSCVA departments.
Q22 Other comments, if any:
Answered: 1 Skipped: 3
# RESPONSES DATE 1 The employees would love it if he attended more employee events. 7/29/2019 8:08 AM
14 / 14
CEO Board Evaluation FY 2018/2019 CEO Merit Performance Evaluation SurveyMonkey
Q1 Phil DeLone has developed the strategies and objectives for the Authority, including, but not limited to, updating the comprehensive strategic plan.
Answered: 6 Skipped: 0
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
ANSWER CHOICES RESPONSES
Strongly agree 50.00% 3
Agree 33.33% 2
Neither agree nor disagree 16.67% 1
Disagree 0.00% 0
Strongly disagree 0.00% 0 TOTAL 6
1 / 24 FY 2018/2019 CEO Merit Performance Evaluation SurveyMonkey
Q2 Phil DeLone has built a solid Executive Management Team.
Answered: 6 Skipped: 0
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
ANSWER CHOICES RESPONSES
Strongly agree 66.67% 4
Agree 33.33% 2
Neither agree nor disagree 0.00% 0
Disagree 0.00% 0
Strongly disagree 0.00% 0 TOTAL 6
2 / 24 FY 2018/2019 CEO Merit Performance Evaluation SurveyMonkey
Q3 Phil DeLone has provided direct management of a senior executive team to ensure the execution of board policy and strategic direction to brand the area as a world-class tourism destination.
Answered: 6 Skipped: 0
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
ANSWER CHOICES RESPONSES
Strongly agree 50.00% 3
Agree 16.67% 1
Neither agree nor disagree 33.33% 2
Disagree 0.00% 0
Strongly disagree 0.00% 0 TOTAL 6
3 / 24 FY 2018/2019 CEO Merit Performance Evaluation SurveyMonkey
Q4 Phil DeLone represents the Authority well in its relationships with local clients, government agencies, professional and other similar groups.
Answered: 6 Skipped: 0
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
ANSWER CHOICES RESPONSES
Strongly agree 66.67% 4
Agree 0.00% 0
Neither agree nor disagree 33.33% 2
Disagree 0.00% 0
Strongly disagree 0.00% 0 TOTAL 6
4 / 24 FY 2018/2019 CEO Merit Performance Evaluation SurveyMonkey
Q5 Phil DeLone serves as the recognized spokesperson for issues of importance to the Authority and maintains a positive image of the Authority in the relevant media.
Answered: 6 Skipped: 0
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
ANSWER CHOICES RESPONSES
Strongly agree 66.67% 4
Agree 0.00% 0
Neither agree nor disagree 33.33% 2
Disagree 0.00% 0
Strongly disagree 0.00% 0 TOTAL 6
5 / 24 FY 2018/2019 CEO Merit Performance Evaluation SurveyMonkey
Q6 Phil DeLone provides long-range planning for destination resources, infrastructure, and strategic direction.
Answered: 6 Skipped: 0
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
ANSWER CHOICES RESPONSES
Strongly agree 33.33% 2
Agree 33.33% 2
Neither agree nor disagree 16.67% 1
Disagree 16.67% 1
Strongly disagree 0.00% 0 TOTAL 6
6 / 24 FY 2018/2019 CEO Merit Performance Evaluation SurveyMonkey
Q7 Phil DeLone manages the organization efficiently on a day-to-day basis, quickly adapts in response to new information, changing conditions, or unexpected obstacles, and measures organizational effectiveness against key operational and financial targets and resets strategies accordingly.
Answered: 6 Skipped: 0
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
ANSWER CHOICES RESPONSES
Strongly agree 33.33% 2
Agree 33.33% 2
Neither agree nor disagree 16.67% 1
Disagree 16.67% 1
Strongly disagree 0.00% 0 TOTAL 6
7 / 24 FY 2018/2019 CEO Merit Performance Evaluation SurveyMonkey
Q8 Phil DeLone effectively interfaces with stakeholders, business executives and other civic leaders, takes initiative to pursue opportunities that improve coordination of the RSCVA and important stakeholders, and understands consensus building and empowerment and stresses their usage community-wide.
Answered: 6 Skipped: 0
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
ANSWER CHOICES RESPONSES
Strongly agree 66.67% 4
Agree 0.00% 0
Neither agree nor disagree 16.67% 1
Disagree 16.67% 1
Strongly disagree 0.00% 0 TOTAL 6
8 / 24 FY 2018/2019 CEO Merit Performance Evaluation SurveyMonkey
Q9 Phil DeLone keeps Board Members up-to-date on issues impacting the RSCVA, shares appropriate information, provides necessary information for the Board in the form of concise information packets and reports, and demonstrates responsiveness to Board requests for additional information.
Answered: 6 Skipped: 0
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
ANSWER CHOICES RESPONSES
Strongly agree 66.67% 4
Agree 0.00% 0
Neither agree nor disagree 16.67% 1
Disagree 16.67% 1
Strongly disagree 0.00% 0 TOTAL 6
9 / 24 FY 2018/2019 CEO Merit Performance Evaluation SurveyMonkey
Q10 Phil DeLone places a high value on providing quality service to RSCVA customers, develops and implements strategies to identify and close gaps between expectations and quality of service provided, and encourages and acts on feedback from customers.
Answered: 6 Skipped: 0
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
ANSWER CHOICES RESPONSES
Strongly agree 33.33% 2
Agree 33.33% 2
Neither agree nor disagree 16.67% 1
Disagree 16.67% 1
Strongly disagree 0.00% 0 TOTAL 6
10 / 24 FY 2018/2019 CEO Merit Performance Evaluation SurveyMonkey
Q11 Phil DeLone maintains an active advocacy role in promoting the needs of the RSCVA and its mission, effectively maneuvers through a political environment to achieve results for the RSCVA, and integrates legislative activity with strategic objectives.
Answered: 6 Skipped: 0
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
ANSWER CHOICES RESPONSES
Strongly agree 33.33% 2
Agree 33.33% 2
Neither agree nor disagree 0.00% 0
Disagree 33.33% 2
Strongly disagree 0.00% 0 TOTAL 6
11 / 24 FY 2018/2019 CEO Merit Performance Evaluation SurveyMonkey
Q12 Phil DeLone is a respected community leader, represents the RSCVA at community functions and as a member of community organizations well, and aligns community involvement with strategic objectives.
Answered: 6 Skipped: 0
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
ANSWER CHOICES RESPONSES
Strongly agree 33.33% 2
Agree 50.00% 3
Neither agree nor disagree 16.67% 1
Disagree 0.00% 0
Strongly disagree 0.00% 0 TOTAL 6
12 / 24 FY 2018/2019 CEO Merit Performance Evaluation SurveyMonkey
Q13 Phil DeLone develops and successfully implements projects as needed or assigned based on new information and changing conditions and integrates special projects with strategic objectives.
Answered: 6 Skipped: 0
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
ANSWER CHOICES RESPONSES
Strongly agree 33.33% 2
Agree 33.33% 2
Neither agree nor disagree 33.33% 2
Disagree 0.00% 0
Strongly disagree 0.00% 0 TOTAL 6
13 / 24 FY 2018/2019 CEO Merit Performance Evaluation SurveyMonkey
Q14 Phil DeLone maintains and utilizes a solid working knowledge of significant developments and trends within the industry.
Answered: 6 Skipped: 0
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
ANSWER CHOICES RESPONSES
Strongly agree 50.00% 3
Agree 0.00% 0
Neither agree nor disagree 33.33% 2
Disagree 16.67% 1
Strongly disagree 0.00% 0 TOTAL 6
14 / 24 FY 2018/2019 CEO Merit Performance Evaluation SurveyMonkey
Q15 Phil DeLone establishes ambitious goals for excellence and impacts and initiates, maintains, and adapts programs for the benefit of the organization.
Answered: 6 Skipped: 0
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
ANSWER CHOICES RESPONSES
Strongly agree 33.33% 2
Agree 16.67% 1
Neither agree nor disagree 50.00% 3
Disagree 0.00% 0
Strongly disagree 0.00% 0 TOTAL 6
15 / 24 FY 2018/2019 CEO Merit Performance Evaluation SurveyMonkey
Q16 Phil DeLone demonstrates quality of analysis and judgment related to progress and opportunities, and needs for change.
Answered: 6 Skipped: 0
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
ANSWER CHOICES RESPONSES
Strongly agree 33.33% 2
Agree 33.33% 2
Neither agree nor disagree 0.00% 0
Disagree 33.33% 2
Strongly disagree 0.00% 0 TOTAL 6
16 / 24 FY 2018/2019 CEO Merit Performance Evaluation SurveyMonkey
Q17 Phil DeLone recruits and retains diverse staff to address all the needs of the organization.
Answered: 6 Skipped: 0
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
ANSWER CHOICES RESPONSES
Strongly agree 66.67% 4
Agree 0.00% 0
Neither agree nor disagree 33.33% 2
Disagree 0.00% 0
Strongly disagree 0.00% 0 TOTAL 6
17 / 24 FY 2018/2019 CEO Merit Performance Evaluation SurveyMonkey
Q18 Phil DeLone has made quality improvements and the impact to the RSCVA has been positive.
Answered: 5 Skipped: 1
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
ANSWER CHOICES RESPONSES
Strongly agree 40.00% 2
Agree 40.00% 2
Neither agree nor disagree 20.00% 1
Disagree 0.00% 0
Strongly disagree 0.00% 0 TOTAL 5
# AN EXAMPLE OF SUCH QUALITY IMPROVEMENTS INCLUDE: DATE 1 culture within the organization 8/8/2019 6:20 AM 2 New team in areas where needed. 8/8/2019 12:50 AM 3 SMG and Wildcreek deals 8/2/2019 4:40 AM
18 / 24 FY 2018/2019 CEO Merit Performance Evaluation SurveyMonkey
Q19 Phil DeLone has demonstrated effective skills in program development and community engagement.
Answered: 6 Skipped: 0
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
ANSWER CHOICES RESPONSES
Strongly agree 33.33% 2
Agree 33.33% 2
Neither agree nor disagree 16.67% 1
Disagree 16.67% 1
Strongly disagree 0.00% 0 TOTAL 6
19 / 24 FY 2018/2019 CEO Merit Performance Evaluation SurveyMonkey
Q20 Phil DeLone demonstrates a clear understanding of the organization's vision and goals.
Answered: 6 Skipped: 0
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
ANSWER CHOICES RESPONSES
Strongly agree 66.67% 4
Agree 16.67% 1
Neither agree nor disagree 16.67% 1
Disagree 0.00% 0
Strongly disagree 0.00% 0 TOTAL 6
20 / 24 FY 2018/2019 CEO Merit Performance Evaluation SurveyMonkey
Q21 Phil DeLone welcomes diverse opinions and feedback from those who may have institutional knowledge, historical knowledge, or contrary opinions.
Answered: 6 Skipped: 0
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
ANSWER CHOICES RESPONSES
Strongly agree 16.67% 1
Agree 66.67% 4
Neither agree nor disagree 0.00% 0
Disagree 16.67% 1
Strongly disagree 0.00% 0 TOTAL 6
21 / 24 FY 2018/2019 CEO Merit Performance Evaluation SurveyMonkey
Q22 I believe Phil DeLone's strong points as President/CEO of the RSCVA are:
Answered: 4 Skipped: 2
# RESPONSES DATE 1 professionalism, understanding of the industry, and strong political acumen pertaining to tourism 8/8/2019 6:20 AM and the region 2 Great understanding of both our community and the industry. Passion for the area. 8/2/2019 4:40 AM
3 He is continuing to improve as a CEO each year. 8/2/2019 1:28 AM 4 His composure, thoughtfulness, and intelligence. 8/2/2019 12:57 AM
22 / 24 FY 2018/2019 CEO Merit Performance Evaluation SurveyMonkey
Q23 I believe Phil DeLone could improve by:
Answered: 4 Skipped: 2
# RESPONSES DATE 1 constantly providing new innovative ways to grow the organization and its outreach. constantly 8/8/2019 6:20 AM breathing new life and allowing for new approaches while maintaining the successful methods of procuring business. 2 From the employee survey, possibly more engagement with the employees below his mgmt. team. 8/2/2019 4:40 AM
3 Continuing to improve as a CEO each year. 8/2/2019 1:28 AM 4 Being a more public figure 8/2/2019 12:57 AM
23 / 24 FY 2018/2019 CEO Merit Performance Evaluation SurveyMonkey
Q24 Other comments, if any:
Answered: 2 Skipped: 4
# RESPONSES DATE 1 Great year for RSCVA led by Phil. Excited to be a part. Thank you Phil! 8/2/2019 4:40 AM 2 Best CEO RSCVA has ever had. 8/2/2019 1:28 AM
24 / 24 OGLETREE, DEAKINS, NASH, SMOAK & STEWART, P.C. Attorneys at Law 50 West Liberty Street, Suite 920 Reno, NV 89501 Telephone: 775-440-2372 Facsimile: 775-440-2376 www.ogletree.com
MEMORANDUM
TO: RSCVA Board of Directors
FROM: Molly M. Rezac
DATE: August 15, 2019
SUBJECT: FY 2018-2019 CEO Bonus Recommendation
The Legislative and Executive Committee (“Committee”) conducted the initial review of RSCVA CEO Phil DeLone on Wednesday, August 14, 2019, and discussed his achievement of the Board- Approved CEO Goals for Fiscal Year 2018-2019. Based upon the discussions described below, the Committee recommends that the Board approve awarding Phil DeLone 100% of his available bonus, or $110,000.
Background
Mr. DeLone and the RSCVA entered into his Employment Agreement on December 8, 2016 (“Employment Agreement”). Pursuant to that Employment Agreement, Mr. DeLone is eligible for a Bonus of up to 40% of his base salary at the sole discretion of the Board. The Bonus is to be calculated based upon achievement of the Board-approved Goals for the relevant time period. (Employment Agreement at Exhibit B.) As Mr. DeLone’s base salary is $275,000, the available 40% Bonus is $110,000.
FY 2018-2019 CEO Goals
The Committee reviewed the FY 2018-2019 CEO Goals and noted the following:
1. Strategic Priority #1, Visitation/Destination Awareness, was not achieved. The Goal was set at 1,278,000 total room nights from 3 target markets (Bay Area, LA Basin, Seattle). For FY 2018-2019, the room nights realized from the three core markets of Los Angeles, San Francisco, and Seattle areas was 1,218,148. Therefore, the goal was missed by 59,852 room nights.
The Committee noted that ADR was up 10.7%. Upon inquiry, it was determined that this increase produced $11,925,614.00 more room revenue than the year prior. The Committee
Atlanta ▪ Austin ▪ Berlin (Germany) ▪ Birmingham ▪ Boston ▪ Charleston ▪ Charlotte ▪ Chicago ▪ Cleveland ▪ Columbia ▪ Dallas ▪ Denver ▪ Detroit Metro ▪ Greenville ▪ Houston Indianapolis ▪ Jackson ▪ Kansas City ▪ Las Vegas ▪ London (England) ▪ Los Angeles ▪ Memphis ▪ Mexico City (Mexico) ▪ Miami ▪ Milwaukee ▪ Minneapolis ▪ Morristown Nashville ▪ New Orleans ▪ New York City ▪ Oklahoma City ▪ Orange County ▪ Paris (France) ▪ Philadelphia ▪ Phoenix ▪ Pittsburgh ▪ Portland, ME ▪ Portland, OR ▪ Raleigh Richmond ▪ St. Louis ▪ St. Thomas ▪ Sacramento ▪ San Antonio ▪ San Diego ▪ San Francisco ▪ Seattle ▪ Stamford ▪ Tampa ▪ Toronto (Canada) ▪ Torrance ▪ Tucson ▪ Washington RSCVA Board of Directors August 15, 2019 Page 2
felt that this increase in ADR more than makes up for the decrease in total room nights from the 3 target markets.
2. Strategic Priority #2, Direct Room Night Growth. The FY 2018-2019 Goal was to produce 280,000 room nights. The RSCVA produced 289,030 room nights.
The Committee discussed the Interbike cancellation, noting that the team had taken credit for 45,270 room nights that will not be consumed. However, the Committee felt, due to no fault of the RSCVA team, Interbike went out of business, and that this was the reason why these room nights will not be consumed. The Committee recommends that the Board not penalize the CEO for matters outside his control regarding Interbike and not require any deduction from the produced room nights.
Therefore, the Committee finds that the Strategic Priority #2, Direct Room Night Growth CEO Goal has been achieved.
3. Strategic Priority #4, Organizational Sustainability, Leadership. The Leadership goal requires the CEO to “maintain a solid Executive Management Team.” The Committee noted that in the Board CEO Evaluation Survey, 100% of the responses were positive and either “agreed” (2 responses) or “strongly agreed” (6 responses) with the statement “Phil DeLone has built a solid Executive Management Team.”
Therefore, the Committee considered this CEO Goal achieved.
4. In review of the remaining CEO Goals, the Committee noted that all other CEO Goals had been achieved.
Based upon the above, the Committee recommended that the Board find that all FY 2018-2019 CEO Goals were achieved and award Mr. DeLone his full available Bonus, or $110,000.
MMR:
39657130.1 P.O. Box 837 Reno, NV 89504 USA t: 775.827.7600
Date: XYZ To: Board of Directors From: Phil DeLone, President/CEO Subject: Fiscal Year 2018/2019 CEO Goals – PERFORMANCE
Strategic Priorities FY 18/19 % Process Results Goals Weight Strategic Priority #1: Visitation/Destination Awareness VISITATION/DESTINATION AWARENESS – 1,278,000 total 15% Bonus calculated on Not Achieved Change the perception of Reno-Tahoe through room nights from 3 following scale: 1,218,148 which is down 2.6% positioning the destination around outdoor target markets (Bay If 1,278,000 or more ADR is up 10.7% activities, arts and culture, and innovative Area, LA Basin, room nights achieved, full Revenue per available industries. Increase destination awareness and Seattle) which bonus for this goal room (REV PAR) is up visitor growth by 2-7% from target markets represents an awarded. 3.5% (Bay Area, LA and Seattle) – as measured by average of 2.2% If 1,251,000-1,277,999 Overall Occupancy is down calendar year. increase room nights achieved, 5.3% 75% bonus for this goal Gaming Win is flat with awarded. fewer visitors (down .2%) Brand Awareness is high; evidence of connecting with target audience Research supports that marketing is resonating with the target markets
P.O. Box 837 Reno, NV 89504 USA t: 775.827.7600
Air Passengers is up 4.1% Bringing in better customers; research shows those that fly in spend more and stay longer Weather, fires, smoke affected weekend travel See attached VOA Report
Strategic Priority #2: Direct Room Night Growth PRODUCED GROUP ROOM NIGHTS – The Produce 280,000 35% Bonus calculated on Achieved number of room nights booked in meeting, Room Nights following scale: 289,030 Room Nights Produced convention, sports, equestrian and non-USBC If 280,000 room nights bowling. FY 2017/2018 room nights were produced, full bonus for NOTE: Interbike cancellation. In 260,000. this goal awarded. FY17/18, the Room Night Sales If 275,000 to 279,999 Goal for future booking was room nights produced, 260,000. When Interbike was 90% bonus for this goal booked, per RSCVA policy, the awarded. Team took credit for 3 consecutive If 270,000 to 274,999 years of the 5-year term for a room nights produced, credit of 67,906 room nights. The 80% bonus for this goal total produced room nights for FY awarded. 17/18 was 314,136. Without If 267,000 to 269,999 accounting for Interbike, the FY room nights produced 17/18 produced room nights was 70% bonus for this goal 246,230. awarded. In 2018, Interbike held its convention and consumed 12,208
P.O. Box 837 Reno, NV 89504 USA t: 775.827.7600
room nights. However, Interbike then went out of business and cancelled the remaining years on the contract. As such, in FY 17/18, 45,270 room nights were credited that will not be consumed. Therefore, a determination needs to be made regarding treatment of the previous credit 45,270 room nights. CLIENT SATISFACTION – Maintain exemplary Maintain or exceed 10% Bonus given if goal Achieved ratings on overall satisfaction and experience a straight average achieved. SMG conducted post-event of meeting planners and event producers for all client satisfaction of surveys that detail an overall events booked via RSCVA sales staff, held at 5.5 on a scale of 1- satisfaction of 90.4%. RSCVA facilities. 7, working closely See attached summary of SMG with SMG on client survey results. continuance of benchmark. NOTE: This goal was set on a satisfaction rating of 5.5 out of 7, or 78.6%
Strategic Priority #3: Facility Efficiency FACILITY MANAGEMENT – Realize the Increase FY18/19 15% Bonus given if goal Achieved highest/best use of the facilities, in line with revenue by facility achieved. Without NBS, revenue increased the RSCVA mission. Complete onboarding of over FY17/18, 22.1%, from $6.18 million to SMG & SAVOR. Improve operating revenues excluding NBS due $7.54 million. and minimize losses. to renovations. Even including NBS in the
P.O. Box 837 Reno, NV 89504 USA t: 775.827.7600
accounting, revenue increased 10.5% from $7.17 million to $7.92 million
See attached Annual Facility Financial Summaries (with and without NBS) Strategic Priority #4: Organizational Sustainability LEADERSHIP Maintain a solid 10% Bonus given if goal 4 out of 6 responses to the Board Executive achieved. Survey “Strongly Agree” and 2 out Management Team. of 6 responses to the Board Survey “Agree” with the statement “Phil DeLone has built a solid Executive Management Team.” ORGANIZATIONAL HEALTH – Provide overall 1) Maintain 10% Bonus given if goal 1) Achieved. Nominated as organization health. Key indicators include: 1) average achieved. one of the Best Places to internally-employee engagement & culture; 2) Employee Work with overall score of externally-community involvement and Satisfaction = 88.09%. (Better than leadership. 4.0 required 4.0 out of 5 or 2) Maintain current 80%) community 2) Achieved. Mr. DeLone involvement had 122 engagements and levels at 50. meetings in the community
See attached Best Places Results and CEO Community Involvement listing FINANCIAL HEALTH – Deliver on the Board +/- 5% of fiscal 5% Bonus given if goal Achieved. The unaudited budget approved fiscal year budget in adherence to year budget achieved indicates that the RSCVA was
P.O. Box 837 Reno, NV 89504 USA t: 775.827.7600
RSCVA financial policies and increase overall achieved under budget. facility efficiency See attached Consolidated Summary Report of Operations
Strategic Priority #1: Visitation/Destination Awareness
VOA Report
2018 VISITOR ORIGINATION ANALYSIS PUBLISHED MAY 1, 2019
Produced by OnStrategy Page 1 of 21 2018 Visitor Origination Analysis
EXECUTIVE SUMMARY
PURPOSE & RESEARCH OBJECTIVES The purpose of the Visitor Origination Analysis is to: • Determine the origination of Washoe County visitors that are staying in area hotels • Help assess the effectiveness of RSCVA marketing campaigns that started in May 2017 • Provide hotel properties with confidential, comparative data to identify potential market opportunities • Develop comparisons and trends of annual room night data, with 2018 being the fourth reporting year in a row • Develop true “outcome/lag” measures to help understand marketing effectiveness
The Visitor Origination Analysis is an annual analysis that has been conducted since 2015. This report reflects market trend analysis over four years.
BOTTOM LINE UP FRONT Overall visitation, as represented by hotel room nights, declined 2.2% during 2018. However, the “quality” of the customers, on the average, has improved as evidenced by the following improvements over 2017: • ADR is up to $120, a 10% increase. • Air passengers to the destination are up about 4%. • Taxable hotel room revenue increased 2%. • Gaming win is up 2% during calendar year 2018. • Rev Par is up slightly.
REPORTING PROPERTIES & STRENGTH OF THE DATA Hotel occupied (both cash and comp) room nights from January 1, 2018 – December 31, 2018, representing the following twelve properties: Atlantis Casino Resort Spa, Boomtown Casino Hotel, Circus Circus Resort, Eldorado Resort Casino, Grand Sierra Resort and Casino, Harrah’s Reno Hotel & Casino, Hyatt Regency Lake Tahoe Resort, Spa and Casino, Nugget Casino Resort, Peppermill Resort Spa Casino, Renaissance Reno Downtown Hotel, Sands Regency Casino Hotel, and Silver Legacy Resort Casino.
The data set represents about 70% of all identifiable occupied Washoe County hotel room nights in 2018, both cash and complimentary and increase of 10 percentage points. Twelve hotel properties participated in the current research project versus nine in 2017. In 2017, the room night representation was 60%. Thus, the representation of actual identifiable room nights has increased and continues to provide a significant market representation versus only a sample. This enhances the quality of the results.
Enhanced analysis yielded a deeper understanding of visitor origination from the heretofore classifications of Non-metropolitan MSAs.
KEY TAKEAWAYS • Northern California drive markets continue to dominate, accounting for about 48% of all room nights. These markets are Bay Area MSAs, Sacramento MSA, North and South-Central Valley MSAs and Northern California Non-metropolitan MSA. The drive market representation is up from 2017 and 2016, which represented about 46%.
• Southern California markets, consisting of Los Angeles area and San Diego area, increased representation in 2018 to 6.5% of all occupied hotel rooms; up from 5.0% in 2017.
Produced by OnStrategy Page 2 of 21 2018 Visitor Origination Analysis
• Northern California Non-metropolitan continues to be a strong producer, with an increase in room nights of 7.4% for RenoTahoe. Currently with enhanced analysis power, a better understanding of the actual origination of many visitors from this previously large, undefined area has been developed. Now visitation from the following MSAs can be determined: Clearlake, Crescent City, Eureka-Arcata-Fortuna, Red Bluff, Sonora, Susanville, Truckee-Grass Valley and Ukiah. Truckee- Grass Valley ranks #19 for visitor origination. Being consistent with 2017 CA Non-metro visitation of 173,586, the 2018 same set of data yields 186,429 room nights.
• Nevada Non-metropolitan, much like California Non-metro, is a strong producer, increasing 8.6% over 2017. Similarly, with enhanced analysis power, Nevada Non-metro was further segmented from just a large area outside of Reno and Las Vegas to more specific segments. Now origination from the following MSAs were determined: Carson City, Elko, Fallon, Fernley, Gardnerville, Pahrump and Winnemucca. Consistent with 2017 NV Non-metro origination of 128,793, the same 2018 data set yields 139,881 room nights. However, in 2018 with Non-metro area being re-segmented, as a whole, it dropped from its sixth position in 2017 to #39 in 2018. (See Heat Map on page 11.)
• Las Vegas area consistently produces a significant amount of room nights annually landing within the top 10 producing market out of 25. The current year yielded a 7% increase in room nights from 2017 and moved it to the seventh most productive slot. Note: 2017 was a legislative year and 2018 was not.
OVERALL DOMESTIC 2018 ROOM NIGHT ORIGINATION The Heat Map shows all Metropolitan Statistical Areas (MSA) where more than 1,000 room nights originated varied by color where intensity of red in map areas indicate greater room night originations. A heat map is a visual representation that quickly shows a comparative view of the VOA 2018 dataset. As such, it is visually apparent the vast majority of RenoTahoe room nights originate west of the Rocky Mountains.
Produced by OnStrategy Page 3 of 21 2018 Visitor Origination Analysis
TOP 25 MARKETS
Top Five Markets Consistently Represent 40% of all Occupied Room Nights The top 25 MSAs have remained fairly consistent over the past four years of this research study. Further, the rank order, within 1 or 2 places, is consistent year over year. Some of the lower ranked MSAs are dependent upon air service availability. The number of room nights within the top five MSAs consistently represent, year-over-year, about 40% of all hotel occupied room nights. Those five MSAs are: • San Francisco-Oakland, CA • Sacramento-Roseville, CA • Reno, NV • San Jose-Santa Clara, CA • Los Angeles – Long Beach, CA
Below is a visual that represents the Top 25 Markets for 2018:
Produced by OnStrategy Page 4 of 21 2018 Visitor Origination Analysis
Vast Majority of Room Nights Originate West of the Rockies The following Heat Map shows the top 25 MSAs where room nights were originated across the United States. This heat map displays only the top MSAs, where the lowest number of MSA room nights is 31,870 for Boise, Idaho. Labels show total room nights originated during 2018.
Note: Due to presentation constraints, four MSAs are not depicted: o Stockton – 110,941 room nights o CA Non-metro – 79,521 room nights o Vallejo – 85,373 room nights o Fresno – 32,944 room nights
Produced by OnStrategy Page 5 of 21 2018 Visitor Origination Analysis
TOP MARKET OBSERVATIONS & OPPORTUNITIES
The following reflects the key observations and market opportunities for RenoTahoe. Detailed explanation for each observation can be found on the following pages:
HEADLINES o Smaller Drive Markets Generate a Significant Number of Room Nights o Large Northern California Markets Experienced Modest Declines o Southern California Visitation Continues to Increase and Offers Much More Potential o Las Vegas MSA Visitation Continues to Increase o Local Business Continues to be a Significant Producer of Room Nights o Seattle MSA Impacted by Reduced Air Service o Portland Growth Can be Fueled with additional Air Service o Phoenix Continues to Have Growth Potential o Chicago, Dallas and New York Continue to be Markets with Potential
Smaller Drive Markets Generate a Significant Number of Room Nights With enhanced analysis power providing more specific data on markets within Non-metro areas, a few markets that were among the top 25 origin markets for RenoTahoe in previous years have dropped to between #26 to #35 (e.g., Yuba City). Essentially, a newly defined market, Truckee-Grass Valley, is smaller in population than Boise but is a larger room night originating market than we were able to understand in previous years (more than 35,000 room nights in 2018).
Smaller northern California MSAs experienced modest increases, with little RSCVA marketing outreach: Chico, Truckee-Grass Valley, Yuba City, Santa Cruz, and Napa. Market penetration for these smaller MSAs indicate that there are more potential room nights from these origin markets:
2018 Total Room Nights 2018 Room Nights vs. 2017 2018 Market Penetration Chico 40,585 +7.9% 17.7% Truckee-Grass Valley 35,683 +0.2% 35.7% Yuba City 31,008 +7.5% 17.8% Santa Cruz 23,708 +5.3% 8.6% Napa 19,029 +1.6% 14.3%
There is significant number of room nights coming from smaller drive markets: Modesto/61K, Santa Rosa/58K, Chico/40K, Redding/37K, Truckee-Grass Valley/35K. While these markets’ populations are smaller than the big markets where the majority of marketing dollars have been allocated, they have large enough populations to offer potential to increase room nights from these smaller drive markets.
Even in these smaller markets where market penetration is greater than 14%, RenoTahoe may have opportunity to increase penetration since RenoTahoe offers unique, high-value experiences and lodging within convenient driving distance.
Heat Map on following page.
Produced by OnStrategy Page 6 of 21 2018 Visitor Origination Analysis
All Drive Markets Represent 73% of Hotel Occupied Room Nights This Heat Map represents what arguably represents the potential for visitors that could drive to the destination. The 2018 total number of room nights is 2,922,361. The MSAs are generally within an eight-hour drive of RenoTahoe.
Produced by OnStrategy Page 7 of 21 2018 Visitor Origination Analysis
Large Northern California Markets Experienced Modest Declines Room nights from San Francisco, San Jose, Stockton, Modesto and Santa Rosa MSAs declined between .4% and 5.9% in 2018 over 2017. These declines followed three years of growth between 2015 and 2017. This new direction may be a one-year anomaly or might indicate that these markets are realizing a leveling-off. Closely monitoring if this trend continues in 2019 will be an important approach before any long-term or drastic decisions about market focus are made.
San Francisco MSA remains Reno Tahoe’s largest source of room nights, 598,344, by a significant margin (more than 200K room nights over the next largest market, Sacramento). Total room nights from SF declined 5.5% in 2018 over 2017 after 3 years of steady increases. It is possible that some of this decline may be due to a drop in the number of repeat visits or price sensitive visitors (note ADR increase on page 2) from the SF MSA. The 2018 market penetration is 12.7%; given the large population in this MSA, even one percentage point increase would translate into a meaningful increase in room nights. Thus, there is significant potential to increase visitors from the SF MSA. However, it is important to note that the number of room nights from the SF MSA declined despite properties’ and RSCVA’s advertising spend in this market. Traffic to VisitRenoTahoe.com also declined by 4.7%[1], potentially indicating that fewer people from the Bay Area considered a trip to RenoTahoe in 2018.
Without a significant increase in marketing spend, the room nights originating from this MSA may have reached a leveling point and expectations for continued growth in room nights from SF may need to be tempered. However, there could be value in determining whether a focus on first-time visitors or conversely, on increasing repeat visitation of existing visitors will reverse this one-year decline.
San Jose MSA, RenoTahoe’s 4th largest origin market, also experienced a decline in room nights of 2.4% in 2018 versus 2017. With a population of nearly 2 million, market penetration is 11%, close to SF’s market penetration of 12.7%; indicating that if there is an increase to be gained in SF, there likely is potential from San Jose as well.
The #2 MSA, Sacramento, experienced a modest increase in 2018 of 0.5%, to 390,651 room nights, after a very modest increase in 2017. However overall room night volume has steadily increased 9.8% from 2015 to 2018. Website traffic was up 3% in 2018 versus 2017. The Sacramento MSA has a large population, 2.3+ million, and RenoTahoe enjoys a 16.8% market penetration. There could be upside potential to increase room nights from this convenient drive market, given the population and historic upward trends in room nights, year-over-year. Furthermore, this market’s convenient access to RenoTahoe for ticketed events, particularly when roads are open in non-winter months, might be an opportunity.
North Central Valley region, made up of Chico, Redding, and Yuba City MSAs, collectively delivered 109,345 room nights in 2018, up 5.4% for the region over 2017. As mentioned above, Yuba City and Chico MSAs experienced increases in 2018 over 2017. Room nights from Redding declined for the second year in a row, but more modestly in 2018 than in 2017, and possibly the decrease may have been driven by the Northern California fires.
South Central Valley region, made up of Stockton, Modesto and Fresno MSAs, represented 205,206 room nights in 2018. All three of these MSAs experienced declines between -1.2% and -3.7% in room nights in 2018 following two years of increases in 2016 and 2017. With market penetration for each MSA below 15%, there could be potential to increase room nights (Stockton, 14.8%; Modesto, 11.3%; Fresno, 3%).
RSCVA web traffic for the total area was down 2% for the entire northern California region in 2018 from 2017, dropping below one million visits for the year.
[1] Website traffic from SF/OAK/Hay, San Jose, Santa Rosa and Vallejo MSAs is combined. Produced by OnStrategy Page 8 of 21 2018 Visitor Origination Analysis
Northern California Heat Map As the Heat Map aptly displays, there are a substantial number of RenoTahoe visitors originating from the drive markets of Northern California – approximately 1,965,000 room nights or 49% of all hotel room nights for 2018. North and South Central Valley, not including Sacramento, generated 371,782 room nights for RenoTahoe. CA Non-metro MSA yielded 79,521 room nights and NV Non- metro MSA yielded 18,082 and are not depicted.
Note: 1. Map shows Northern California MSAs for room night generation except CA Non-metro. Labels depict total number of room nights. 2. Clearlake, Crescent City, Eureka-Arcata-Fortuna, Red Bluff, Sonora, Susanville, Truckee-Grass Valley, and Ukiah have been segmented out of CA Non-metropolitan MSA into their own MSAs.
Produced by OnStrategy Page 9 of 21 2018 Visitor Origination Analysis
Southern California Visitation Continues to Increase and Offers Much More Potential There continues to be tremendous potential for increasing market penetration from southern California’s population of over 21 million as some increases in website traffic indicate more interest in visiting. Yet RenoTahoe’s ability to achieve its potential room nights is greatly influenced by available air service from these markets—there are many closer, drive destinations available to the southern California market, including Las Vegas, Big Bear, Mammoth and a wide choice of flights to alternative destinations.
LA Basin: Los Angeles-Long Beach-Anaheim MSA visitation increased 9.3% over 2017, continuing its significant year-over-year growth to generate 140,060 room nights in 2018. Market penetration is at 1%, showing significant potential to attract more of the 13 million MSA residents. LAX’s load factor of 73.8% plus Long Beach’s of 78.4% indicate some more capacity from this market available for direct flights only, not connecting. Not insignificant was the Riverside-Ontario MSA’s 2018 performance: 46,639 room nights (a slight 0.3% decline from 2017). The LA Basin marketing efforts resulted in influencing a total of 186,699 room nights, making the LA Basin RenoTahoe’s 5th largest source of room nights. Nearly 300,000 passengers flew from LA Basin airports to RenoTahoe in 2018. As a leading indicator of increased room nights from the LA Basin, website visits were up 15.6%.
San Diego MSA penetration shows continued potential: RenoTahoe’s 2018 market penetration is 1.2% and year-over-year room night growth was 14.2%. Conversely, website visits in 2018 were down 16% in 2018 versus 2017. Since 2015, room nights from this MSA have gone up and down, likely due to changes in air service, however, overall, room nights from San Diego have increased 27% since 2015. In 2018, load factor from San Diego was up slightly to 70.3%, thus there is still potential to fill more seats on more planes coming from this MSA. Note: there will be additional capacity in 2019 with an added flight.
Southern California Heat Map Southern California generates about 7% of all visitors. The southern part of California originated 273,690 room nights for RenoTahoe or about 14% of what Northern California originated.
Produced by OnStrategy Page 10 of 21 2018 Visitor Origination Analysis
Las Vegas MSA Visitation Continues to Increase Since 2015, room nights from the Las Vegas MSA have increased 30% to over 103,000 room nights in 2018 despite the fact that the website traffic is relatively low (10,028) relative to its 2.2 million population—people who visit RenoTahoe appear to already know about destination. 2018 was not a state legislative session year, so it is notable that despite this, 2018 room nights from Las Vegas were up over 2017 (which was a legislative year). One could argue that some of this visitation is a result of a booming economy – impacting both business and leisure travel. With little-to-no marketing investment, Las Vegas is RenoTahoe’s 7th-largest source of room nights. With a load factor of 79.3%, there is some more capacity from Las Vegas, however, 2019 capacity for tourist seats will likely be negatively impacted by the fact that 2019 is a Nevada state legislative year.
Local Business Continues to be a Significant Producer of Room Nights Reno is the 3rd largest source of room nights, delivering 390,651 in 2018, showing that even in a booming economy with significant business-sourced room nights, “staycations” are popular among locals. Elko (23,078 room nights), Fernley (22,011) and Winnemucca (20,743) contributed more than a combined 65,000 room nights in 2018. The 2018 room nights from northern Nevada markets were mostly up versus 2017: Reno room nights were up (+8.0%); as Fernley room nights were up slightly (+0.7%); and Winnemucca room nights (+1.1%); Elko room nights were down slightly (-1.5%).
Nevada Heat Map Nevada, in total, generates about 11% of all visitors. Outside of Las Vegas and Reno, about 100,000 room nights are originated by Nevadans for a “staycation,” shopping experience, or medical needs, etc.
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Seattle MSA Impacted by Reduced Air Service While Seattle has been a solid source of new room nights in previous years, reduction in air service quickly affected the potential from this market: 2018 room nights declined 13.3% over 2017. There is still strong interest in RenoTahoe from this MSA because 2018 website visits were actually up 17.6% over 2017, indicating that the marketing investment has had a positive impact. This interest and demand are further proven by the fact that over 94,000 visitors from Seattle flew to RenoTahoe in 2018, despite it being more challenging to do so with fewer non-stop flights. Consistent with 2017, 2018 load factor from Seattle was 86.7%, so until more flights are added from Seattle, there aren’t significant seats available to warrant increasing marketing efforts in this MSA.
Portland Growth Can be Fueled with Air Service Reversing a decline of room nights in previous years, in 2018, room nights from this MSA increased 4.4% to just over 59,000 room nights. Despite the fact that website visits were down 10%, visitors who flew to RenoTahoe increased by just over 3%. With a market penetration of 2.4%, Portland continues to be a market with some potential, limited primarily by the air load factor of 79.8% (equal to 2017). However, this market does offer some opportunity as a secondary drive market.
Washington, Oregon and Idaho Heat Map
Note: • Aberdeen, Centralia, Ellensburg, Lewiston, Moses Lake, Oak Harbor, Othello, Port Angeles, Pullman, Shelton and Walla Walla have been segmented out of WA Non-metropolitan MSA into their own MSAs for this heat map presentation. • Albany, Astoria, Bend-Redmond, Brookings, Coos Bay, Grants Pass, Hermiston-Pendleton, Hood River, Klamath Falls, La Grande, Newport, Ontario, Prineville, Roseburg and The Dalles have been segmented out of OR Non-metropolitan MSA into their own MSAs.
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Phoenix Continues to Have Growth Potential Room nights from Phoenix were up 16.1% in 2018 over 2017 and the number of visitors arriving by air was up 16.7%. However, a slight decline in website traffic in 2018 (-14%) and a slight increase of air load factor (from 78% in 2017 to 81% in 2018) did not correlate to room nights stabilizing or declining. With market penetration at 1%, RenoTahoe could realize growth from this market population of 4.7 million as long as air service keeps up with demand.
Chicago, Dallas and New York Continue to be Markets with Potential Representing a cumulative 107,586 room nights, Chicago and Dallas showed healthy increases (+18.9%, +11.5%). While New York demonstrated a decline of 5.9% in room nights in 2018. Each market poses tremendous potential given their large populations, but air service will constrain significant room night and market penetration growth: load factors exceeded 80% for each market (ORD, 82.6%; MDW, 89.6%; JFK, 83.9%; DAL, 82.6%, DFW, 87.9%); so growth from these markets will depend not just on increasing awareness, but on more seats becoming available. Website visits for all three markets were down during 2018 as New York dropped 20.6%, Chicago down 17.3%, and Dallas area dipped 16.2%.
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AIR SERVICE OBSERVATIONS
Top 15 of the 20 Air Service Markets Have 80%+ Load Factors Fifteen of the top 20 air service markets have reached 80%+ load factors, indicating some, but only modest possibilities for growth. However, airlines have plans to add capacity between Portland/Reno and Seattle/Reno during 2019. There are a few markets with more capacity for growth: Houston, Los Angeles, San Diego. Of the top 25 air service markets, three markets are arguably attracting more visitors who drive to RenoTahoe (SFO, OAK, SJC) than fly, and these have load factors of 75% or less. Additional observations include: • Las Vegas continues as the #1 originating airport for Reno visitors, but room nights recorded are disproportionately low due to the number of day travelers for government (in 2018 there was not a legislative session), business and Lake Tahoe. • The Bay Area yields a large number of room nights, but due to its proximity to RenoTahoe, alternative travel methods like driving are preferred. • Some points of origination, i.e., Los Angeles, Chicago, Dallas and Houston have multiple airports serving RenoTahoe.
The Heat Map shows MSA room night ranges based on total number of hotel occupied room nights. Only MSAs with over 10,000 gross room nights are shown. Labels are the number of visitors (passengers who originate their flight from the location and terminate their flight in Reno) from airport(s) within the MSA.
Sources: Self-reported data from the 12 hotel properties listed in the Methodology in Detail on page 21. U.S. DOT O&D Passengers. U.S. T-100 Onboard Passengers. RTIA Flight Activity Reports
Capacity Available for Increased Visitation from Bay Area via Air Instead of Drive Air Service visitors originating from San Francisco, Oakland and San Jose airports were nearly 124,829, just slightly more than in 2017 (120,218). Visitors from the Bay Area likely consider RenoTahoe to be a drive market because load factors show there is capacity for more fly-in visitors (SFO at 75.4%, OAK at 69.7% and SJC at 70.0%); this may indicate some opportunity to persuade more people from the Bay Area to consider the easy flights to/from their origin airports.
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DATA TABLES
TOP 25 MSAS: 2018 DEMOGRAPHIC, TRAFFIC DATA AND ROOM NIGHTS
MSA Area Recorded Per Capita Pop. RSCVA Web Visitors Age 20- Ages 20- Ages 30- Ages 30- Ages 50- Ages 50- MSA % of TOTAL Room Income Traffic via Air 29 Pop. 29 % 39 Pop. 49 % 69 Pop. 69 % Room Room Nights Traffic Nights Nights
San Francisco, CA 418,225 $ 91,459 4,727,357 578,754 63,094 661,830 14% 1,418,207 30% 1,134,566 24% 14.9% 598,345 Sacramento, CA 273,042 $ 53,783 2,324,884 365,026 N/A 325,484 14% 627,719 27% 557,972 24% 9.7% 390,635 Reno, NV 169,616 $ 55,460 464,593 502,196 N/A 65,043 14% 116,148 25% 116,148 25% 6.0% 242,666 San Jose, CA 155,009 $ 96,623 1,998,463 in SAN FRAN 61,736 279,785 14% 579,554 29% 459,646 23% 5.5% 221,768 Los Angeles, CA 98,303 $ 44,087 13,353,907 498,428 270,997 2,003,086 15% 3,739,094 28% 3,071,399 23% 3.5% 140,640 Stockton-Lodi, CA 77,230 $42,822 745,424 in SAC N/A 104,359 14% 193,810 26% 163,993 22% 2.7% 110,491 Las Vegas, NV 72,222 $ 39,247 2,204,079 10,028 225,113 308,571 14% 617,142 28% 528,979 24% 2.6% 103,326 Vallejo, CA 59,673 $ 35,619 445,458 in SAN FRAN N/A 62,364 14% 115,819 26% 115,819 26% 2.1% 85,373 CA Non-metro 55,583 Unknown Unknown Unknown N/A Unknown Unknown Unknown 2.0% 79,521 Seattle, WA 46,977 $ 69,214 3,867,046 190,209 94,407 580,057 15% 1,160,114 30% 928,091 24% 1.7% 67,209 Modesto, CA 43,176 $ 38,312 547,899 in SAC N/A 82,185 15% 142,454 26% 115,059 21% 1.5% 61,771 Portland, OR 41,363 $ 53,751 2,453,168 36,685 71,679 318,912 13% 711,419 29% 613,292 25% 1.5% 59,177 Santa Rosa, CA 40,663 $ 60,286 504,217 in SAN FRAN N/A 60,506 12% 126,054 25% 141,181 28% 1.4% 58,176 Phoenix, AZ 33,495 $ 44,096 4,737,270 29,877 103,527 663,218 14% 1,279,063 27% 1,089,572 23% 1.2% 47,921 Riverside, CA 32,599 $39,052 4,580,670 in LA 18,123 687,101 15% 1,190,974 26% 1,007,747 22% 1.2% 46,639 Chico, CA 28,368 $38,265 229,294 21,501 N/A 41,273 18% 50,445 22% 57,324 25% 1.0% 40,585 San Diego, CA 28,274 $ 57,913 3,337,685 34,907 95,499 534,030 16% 934,552 28% 767,668 23% 1.0% 40,451 New York, NY 26,462 $ 48,992 20,320,876 33,693 44,479 2,844,923 14% 5,486,637 27% 5,080,219 25% 0.9% 37,859 Redding, CA 26,197 $ 44,691 179,921 in CHICO N/A 21,591 12% 41,382 23% 48,579 27% 0.9% 37,479 Truckee area, CA 24,941 Unknown 99,814 Unknown N/A 7,985 8% 20,961 21% 32,939 33% 0.9% 35,683 Dallas area, TX 24,461 $ 46,270 7,399,662 24,700 74,353 1,035,953 14% 2,145,902 29% 1,627,926 22% 0.9% 34,996 Chicago IL-IN-WI 23,977 $ 58,315 9,533,895 24,391 58,332 1,334,745 14% 2,574,152 27% 2,288,135 24% 0.9% 34,303 Fresno, CA 23,027 $ 37,793 989,255 19,649 N/A 148,388 15% 247,314 25% 197,851 20% 0.8% 32,944 Denver area, CO 22,386 $ 48,728 2,888,227 22,298 112,582 404,352 14% 866,468 30% 664,292 23% 0.8% 32,027 Boise City, CA 22,276 $43,606 709,845 9,301 16,101 92,280 13% 191,658 27% 170,363 24% 0.8% 31,870
Total Top 25 MSAs 1,867,545 2,671,853
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The Top 25 MSAs represent 66% of all hotel room nights during 2018 Comparison purposes: o For 2018 CA Non-Metro to be consistent with the 2017 less segmented MSA, the total would be 186,429 room nights and move it up to the #5 position. o For 2018 NV Non-Metro to be consistent with the 2017 less segmented MSA, the total would be 139,881 room nights moving it up to the #7 position. See explanations on Page 20 regarding Non-metropolitan MSAs. See explanation on Page 21, Statistical Validity, regarding difference between Recorded Room Nights and TOTAL Room nights.
Sources: • Per Capita Income https://fred.stlouisfed.org/tags/series?t=msa%3Bper+capita%3Bpersonal+income • Population Estimates https://factfinder.census.gov/faces/tableservices/jsf/pages/productview.xhtml?src=bkmk • Population Age Groups https://censusreporter.org/profiles/31000US41860-san-francisco-oakland-hayward-ca-metro-area/ • Median Age https://censusreporter.org/profiles/31000US29820-las-vegas-henderson-paradise-nv-metro-area/ • RSCVA Google Analytics Reports • U.S. DOT O&D Passengers and U.S. T-100 Onboard Passengers • RTIA Flight Activity Reports
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TOP 25 MSA: 2015-2018 ROOM NIGHT TREND COMPARISON (ORDERED BASED ON 2018 RANK)
2018 Gross % Change 17 2017 Gross % Change 16 2016 Gross % Change 15 2015 Gross MSA RN Total to 18 RN Total to 17 RN Total to 16 RN Total San Francisco-Oakland, CA 598,345 -5.6% 633,551 2.6% 617,768 3.8% 595,317 Sacramento-Roseville, CA 390,635 0.5% 388,652 0.6% 386,180 8.8% 355,050 Reno, NV 242,666 8.0% 224,735 -20.2% 281,501 26.7% 222,117 San Jose-Santa Clara, CA 221,768 -2.4% 227,297 2.4% 222,000 6.4% 208,720 Los Angeles-Long Beach, CA 140,640 12.1% 125,484 14.1% 110,016 -1.4% 111,595 Stockton-Lodi, CA 110,491 -2.3% 113,101 6.1% 106,553 13.7% 93,718 Las Vegas-Henderson, NV 103,326 7.0% 96,540 7.9% 89,494 12.7% 79,408 Vallejo-Fairfield, CA 85,373 2.7% 83,108 1.0% 82,261 12.6% 73,051 CA Non-metro AREA 79,521 -54.2%* 173,586 -9.9% 192,689 17.6% 163,888 Seattle-Tacoma, WA 67,209 -13.3% 77,481 -11.4% 87,410 30.6% 66,942 Modesto, CA 61,771 -0.4% 62,037 3.4% 59,969 13.1% 53,012 Portland-Vancouver, OR-WA 59,177 4.4% 56,701 -2.5% 58,160 -4.7% 61,010 Santa Rosa, CA 58,176 -1.5% 59,049 -1.5% 59,951 7.1% 56,001 Phoenix-Mesa-Scottsdale, AZ 47,921 16.1% 41,275 8.2% 38,141 2.2% 37,312 Riverside-Ontario, CA 46,639 3.6% 45,026 13.4% 39,699 8.0% 36,741 Chico, CA 40,585 7.9% 37,604 -7.4% 40,622 11.2% 36,522 San Diego-Carlsbad, CA 40,451 14.2% 35,431 16.0% 30,556 -3.8% 31,760 New York-Newark, NY-NJ 37,859 -5.9% 40,221 13.7% 35,374 -14.0% 41,156 Redding, CA 37,479 1.5% 36,925 -7.1% 39,759 12.3% 35,413 Truckee-Grass Valley, CA 35,683 0.2% 35,620 -8.7% 39,032 6.9% 36,514 Dallas-Ft. Worth, TX 34,996 10.1% 31,784 30.7% 24,310 -20.6% 30,621 Chicago-Elgin, IL-IN-WI 34,303 18.9% 28,843 5.5% 27,329 -20.7% 34,453 Fresno, CA 32,944 4.0% 31,670 6.9% 29,635 1.6% 29,182 Denver, CO 32,027 19.2% 26,870 7.9% 24,893 -2.4% 25,505 Boise City, ID 31,870 9.3% 29,152 -5.1% 30,721 19.4% 25,739 Total Top 25 2,671,854 -2.5%** 2,741,743 -0.4% 2,754,023 8.4% 2,540,747
*The significant decline for CA Non-metro MSA is the result of a 2018 Reporting Change (page 20). To align 2018 with 2017 segmentation, the number of 2018 room nights would be 186,429 yielding a 7.4% increase. ** The decline is the primary result of the reporting changes for Non-metros, as stated in the previous note. If the CA Non-metro was aligned with 2017, the Total Top 25 MSAs would equal 2,778,762 for a 1% increase.
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TOP 20 CITIES BY AIR SERVICE: 2015-2018 TREND COMPARISON
Table below organized by volume of 2018 visitors to RenoTahoe International Airport Airport Originating Airport 2018 % change 2017 2016 2015 2018 Load # of Seats Code City State Passengers 2017-2018 Passengers Passengers Passengers Factor Available LAS Las Vegas, NV 225,113 2.9% 218,789 199,959 207,745 79% 509,765 LAX Los Angeles, CA 175,094 6.3% 164,705 158,379 159,092 74% 310,126 DEN Denver, CO 112,582 23.6% 91,068 80,837 82,987 85% 251,145 PHX Phoenix, AZ 103,527 16.7% 88,717 88,022 95,606 81% 262,442 SAN San Diego, CA 95,499 -1.2% 96,665 88,915 88,226 70% 112,716 SEA Seattle, WA 94,407 -3.0% 97,299 95,742 97,194 87% 98,813 PDX Portland, OR 71,679 4.3% 68,717 68,513 62,057 80% 75,580 SJC San Jose, CA 61,736 20.9% 51,077 32,551 28,218 70% 130,092 LGB Long Beach, CA 60,328 -0.6% 60,674 22,595 107 78% 56,410 DFW Dallas/Fort Worth, TX 59,620 11.2% 53,635 45,001 52,413 88% 126,550 OAK Oakland, CA 46,993 -17.6% 57,020 24,996 52 70% 126,956 JFK New York-JFK, NY 44,479 -5.2% 46,899 50,696 36,263 84% 41,050 SLC Salt Lake City, UT 39,071 -0.7% 39,357 31,488 28,604 83% 173,104 AUS Austin, TX 38,056 30.8% 29,084 24,539 22,611 72% 10,404 ORD Chicago-O'Hare, IL 35,382 0.3% 35,281 37,206 35,237 83% 49,116 ATL Atlanta, GA 31,146 13.1% 27,538 27,268 23,098 89% 4,676 MSP Minneapolis/St. Paul, MN 31,393 9.6% 28,652 30,191 25,886 91% 2,904 BOS Boston, MA 26,400 3.1% 25,608 24,936 23,195 - - MCO Orlando, FL 19,501 -1.4% 19,768 19,170 17,474 - - MDW Chicago-Midway, IL 22,950 13.1% 20,298 26,019 24,969 90% 34,173
1,394,956 1,320,851 1,177,023 1,111,034
Source: RenoTahoe International Airport Flight Activity Reports
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CANADIAN ORIGINATION DATA 2018 Room Night Origination by Canadian Province
2018 Total 2017 Total 2016 Total 2015 Total Change 17 to Change 16 to Change 15 to Canadian Province Hotel Room Hotel Room Hotel Room Hotel Room 18 17 16 Nights Nights Nights Nights
British Columbia 14,573 14.8% 12,689 -6.7% 13,596 3.3% 14,060 Ontario 7,963 22.3% 6,511 31.2% 4,964 9.4% 5,482 Alberta 5,668 41.1% 4,018 -7.8% 4,357 8.0% 4,734 Quebec 1,472 27.6% 1,154 -4.1% 1,203 -30.9% 919 Saskatchewan 744 112.6% 350 -53.1% 747 -28.8% 580 Manitoba 678 63.4% 415 8.9% 381 34.3% 580 New Brunswick 346 424.2% 66 -80.7% 344 2.5% 353 Nova Scotia 316 280.7% 83 -61.6% 216 -13.7% 190 Yukon 169 -26.8% 231 22.7% 188 -50.4% 125 Newfoundland and Labrador 63 133.3% 27 -54.2% 58 23.7% 76 Northwest Territories 27 -10.0% 30 66.0% 18 59.1% 44 Prince Edward Island 50 284.6% 13 66.0% 8 -33.3% 6 Nunavut 0 0% 0 -100.0% 3 25.0% 4 No Province 1,135 -77.0% 4,932 100%+ 0 0% 0 Total Canadian Room Nights 33,204 8.8% 30,518 17.0% 26,083 3.9% 27,154
Note: Chart displays total room nights, which is based upon Recorded divided by the representative percentage for the complete year. See Methodology in Detail on page 21 for explanation. Note: There were a substantial number of rooms sourced in 2017 through Canadian-based tour intermediaries. However, these room nights are not included above. Data Tables
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METHODOLOGY IN DETAIL
Reporting Changes from 2017 to 2018 Increase representation of visitor origination: Twelve properties participated in this research project representing about 81% of all hotel occupied room nights up from 68% in 2017. With increased actual representation, the gap in the unknown visitor origination decreases. This improves the credibility of the research results.
Non-metropolitan MSA composition: Due to improved software and processing of the actual property data, the Non-metro MSAs (Nevada, Northern California, Oregon and Washington) yielded more segmented results. Instead of a large number of room nights included in a big, rather loosely defined, area specific segments are now known. For example, instead of the State of Nevada, minus Washoe County and Clark County, being the Nevada Non-metropolitan MSA, in 2018 Gardnerville, Carson City, Fernley, Winnemucca, Elko and Pahrump are individual segments. In 2017, Nevada Non-metropolitan MSA represented 128,793 room nights but in 2018 only represents 18,685. Thus 110,108 room nights have been given specific identification.
Hotel Unidentifiable room nights: This total increased from 302,296 in 2017 to 467,910 in 2018. (See page 21, Room Night Summary). The totals are comprised of Direct Bill occupancy, Group & Tour occupancy and non-processable registrations, i.e., a combination of city, state and zip code do not correlate. More of the participating properties are not providing the detail registration information for Direct Bill, Group and Tour visitors.
Reporting Hotel Properties For this study, data were requested from 13 major hotels, representing about 88% of the total hotel room inventory during 2018. Currently, this study utilizes 12 hotel data or 82% of the available hotel room inventory. The data were organized, cleaned, and separated into five categories: US Only, US Unknown, Canada Only, Canada Unknown and International Only. The geocoded data were aggregated into Metropolitan Statistical Areas (MSA) to analyze areas of room night concentration for identification of primary and secondary markets for potential future resource investment.
Hotel Properties Included in 2018 Analysis Atlantis Casino Resort Spa; Boomtown Casino Hotel; Circus Circus Resort; Eldorado Resort Casino; Grand Sierra Resort and Casino; Harrah’s Reno Hotel & Casino; Hyatt Regency Lake Tahoe Resort, Spa and Casino; Nugget Casino Resort; Peppermill Resort Spa Casino; Renaissance Reno Downtown Hotel; Sands Regency Casino Hotel; and Silver Legacy Resort Casino.
Hotel Difference between Annual Analyses • Included in 2018 and not 2017: Atlantis, Boomtown, and Sands • Included in 2017 and not 2016: Harrah’s and Renaissance • Included in 2016 and not 2017: Atlantis
MSAs Defined MSAs were chosen for aggregation vehicles, as the concept is widely accepted by marketing professionals and a significant amount of demographic data is readily available, and organized by MSA, for developing criteria on which to make resource choices. Tables below include some of the available information. The geocoded data allows for “heat map” production to provide a visual understanding of visitor origination. In addition, airline passenger departure information from various origination cities – non-stop and connecting – was provided by RenoTahoe International Airport (RTIA). This information is over-laid with the generating MSAs. The RTIA data is the actual number of “visitors” to Reno, not just a total count of all passengers. Note, however, that visitor information does not identify where passengers stayed during their visit to the Washoe County area.
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Statistical Validity A question can arise as to how representative the current 70% data sample is of the total hotel room night population for making marketing or managerial decisions. Such decisions, particularly those by the RSCVA, are impacting the complete RSCVA hotel area and not a specific location, i.e. downtown Reno, Sparks or North Lake Tahoe. The confidence level is 99% with a 1% +/- confidence interval any decision made will have a strong representation across the area. A statement of representativeness is always based upon the assumption of normal distribution within the database.
Since there is such strong confidence the sample of this analysis is representative of the entire population, the analyzed number of recorded domestic room nights of 2,814,107 was “grossed up” by a 70% factor. The resulting “grossed up” room nights represents the entire Washoe County area and can be compared on a year-over-year basis.
The process of “grossing up” starts with cleaning and aligning hotel property data with appropriate MSAs. To do so, artificial intelligence is utilized, due to the volume of data, which exceeds 600,000 registrations. In 2018, the process yielded 467,910 Unidentifiable room nights or 11.6% of the recorded database. Further inspection revealed the vast majority of Unidentifiable were in large blocks of room nights, many over 2,000 or 3,000. A research policy then was established whereby any block of 100 room nights or more would be considered as managed by a sales process, either Direct Billing, Group or Tour. These sales process probably resulted with incomplete information being entered into normal registration procedures. Possibly guest origination information could be determined if necessary. The registrations represented by less than 100 room nights are assumed to be the result of insufficient or inappropriate information being entered. The result of establishing this policy, that is to say only 1.7% of area hotel visitor origination is probably unknowable.
This research project is based on self-reported data from the property customer databases and not via a survey as is the usual approach to such research. The following chart outlines how the results of the reported data are processed to reflect the overall reported hotel room nights to the RSCVA.
2015-2018 Room Night Summary 2015 2016 2017 2018 2015 % of Grossed 2016 % of Grossed 2017 % of Grossed 2018 % of Grossed Reported Market Up* Reported Market Up** Reported Market Up*** Reported Market Up**** Domestic Room Nights 1,942,076 51.0% 3,757,585 2,408,237 61.1% 3,906,257 2,364,625 57.5% 3,925,746 2,758,886 68.5% 3947051.1 Canadian Room Nights 14,324 0.4% 27,714 16,093 0.4% 26,103 86,557 2.1% 143,702 22,418 0.6% 32,073 International 27,931 0.7% 46,371 32,803 0.8% 46,930 Total Identifiable Room 1,963,458 51.68% 3,798,956 2,429,999 61.65% 3,941,556 2,479,113 60.23% 4,115,819 2,814,107 69.90% 4,026,054 Nights Unidentifiable - Process 275,421 398,326
Unidentifiable - registration 26,875 69,584
Unidentifiable 47,598 1.3% - 318,480 8.0% - 302,296 7.3% 467,910 11.6% Total Recorded Room Nights 2,003,998 52.8% - 2,742,810 69.6% - 2,781,409 67.6% 3,282,017 81.5% (in VOA database) Occupied Hotel Room Nights 1,794,958 47.2% - 1,198,746 30.4% - 1,334,410 32.4% 744,037 18.5% (not in VOA database) Total Occupied Hotel Room 3,798,956 100.0% - 3,941,556 100.0% - 4,115,819 100.0% 4,026,054 100.0% Nights 3.8% 4.4% -2.2%
* Divided room nights by 51.7% ** Divided room nights by 61.7% *** Divided room nights by 60.2% **** Divided room nights by 69.9%
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Strategic Priority #2: Direct Room Night Growth
SMG Client Survey Results
Strategic Priority #3: Facility Efficiency
Annual Facility Financial Summaries (with and without NBS) Reno-Sparks Convention and Visitors Authority Annual Facility Financial Summary Unaudited Fiscal Year Ending June 30, 2019 Audited Fiscal Year Ending June 30, 2018 Account Unaudited Increase (Decrease) FY 17-18 Description FY 18-19 Amount % Percent Convention Center Total Expenditures $ 5,856,564 $ 4,330,808 $ 1,525,756 35.2%
Total Operating Revenues $ 4,678,775 $ 3,548,957 $ 1,129,819 31.8%
Profit or (Loss) $ (1,177,789) $ (781,852) $ (395,938) 50.6%
Livestock Events Center Total Expenditures $ 1,923,874 $ 2,025,466 $ (101,592) -5.0%
Operating Revenues $ 1,054,699 $ 1,152,073 $ (97,374) -8.5%
Profit or (Loss) $ (869,175) $ (873,393) $ 4,218 -0.5%
National Bowling Stadium Total Expenditures $ 2,278,160 $ 2,571,666 $ (293,506) -11.4%
Operating Revenues $ 377,082 $ 995,236 $ (618,154) -62.1%
Profit or (Loss) $ (1,901,078) $ (1,576,430) $ (324,648) 20.6%
Reno Events Center Total Expenditures $ 1,968,990 $ 1,824,822 $ 144,168 7.9%
Operating Revenues $ 1,814,784 $ 1,478,984 $ 335,800 22.7%
Profit or (Loss) $ (154,206) $ (345,838) $ 191,632 -55.4%
All Facilites Total Expenditures $ 12,027,588 $ 10,752,762 $ 1,274,826 11.9%
Operating Revenues $ 7,925,340 $ 7,175,250 $ 750,091 10.5%
Profit or (Loss) $ (4,102,248) $ (3,577,512) $ (524,736) 14.7%
Page 28 Reno-Sparks Convention and Visitors Authority Annual Facility Financial Summary (RSCC, RSLEC, and REC) Unaudited Fiscal Year Ending June 30, 2019 Audited Fiscal Year Ending June 30, 2018 Account Unaudited Increase (Decrease) FY 17-18 Description FY 18-19 Amount % Percent Convention Center Total Expenditures $ 5,856,564 $ 4,330,808 $ 1,525,756 35.2%
Total Operating Revenues $ 4,678,775 $ 3,548,957 $ 1,129,819 31.8%
Profit or (Loss) $ (1,177,789) $ (781,852) $ (395,938) 50.6%
Livestock Events Center Total Expenditures $ 1,923,874 $ 2,025,466 $ (101,592) -5.0%
Operating Revenues $ 1,054,699 $ 1,152,073 $ (97,374) -8.5%
Profit or (Loss) $ (869,175) $ (873,393) $ 4,218 -0.5%
Reno Events Center Total Expenditures $ 1,968,990 $ 1,824,822 $ 144,168 7.9%
Operating Revenues $ 1,814,784 $ 1,478,984 $ 335,800 22.7%
Profit or (Loss) $ (154,206) $ (345,838) $ 191,632 -55.4%
All Facilites Total Expenditures $ 12,027,588 $ 10,752,762 $ 1,274,826 11.9%
Operating Revenues $ 7,548,258 $ 6,180,014 $ 1,368,245 22.1%
Profit or (Loss) $ (4,479,330) $ (4,572,748) $ 93,418 -2.0%
Page 28
Strategic Priority #4: Organizational Sustainability
Best Places Results and CEO Community Involvement Listing Detail Report RNO-Reno-Sparks Convention and Visitors Authority 2019 Employee Opinion Survey
LEGEND: 6. Strongly Agree 5. Agree 4. Somewhat Agree 3. Somewhat Disagree 2. Disagree 1. Strongly Disagree
Survey Status = Complete
Standard Items Valid N % of Respondents! Response Distribution by % Avg. Score
Favorable Neutral Unfavorable 6 5 4 3 2 1 Communication and Resources 4. Goals and accountabilities are clear to 41 54 29 10 0 5 2 5.20 everyone on my team. 5. My opinions seem to count at work. 41 51 29 17 2 0 0 5.29
9. I have the materials and equipment I need to 41 68 29 2 0 0 0 5.66 do my job. 12. When the organization makes changes, I 41 27 51 17 5 0 0 5.00 understand why. 16. I have the information I need to do my job 41 44 41 12 2 0 0 5.27 well.
Individual Needs 8. I am paid fairly. 41 32 49 7 5 7 0 4.93
10. Our culture supports my health and 41 49 32 17 0 2 0 5.24 wellbeing. 29. The benefits offered here meet my and my 41 56 32 10 2 0 0 5.41 family's needs. 32. My job gives me flexibility to meet the needs 41 56 34 7 2 0 0 5.44 of both my work and personal life.
Manager Effectiveness 21. My immediate manager cares about my 41 59 22 10 7 2 0 5.27 development. 22. My immediate manager cares about me as a 41 71 20 7 2 0 0 5.59 person. 24. I clearly understand how my performance is 41 51 29 12 7 0 0 5.24 measured.
Page 1 of 3 Detail Report RNO-Reno-Sparks Convention and Visitors Authority 2019 Employee Opinion Survey
LEGEND: 6. Strongly Agree 5. Agree 4. Somewhat Agree 3. Somewhat Disagree 2. Disagree 1. Strongly Disagree
Survey Status = Complete
Standard Items Valid N % of Respondents! Response Distribution by % Avg. Score
Favorable Neutral Unfavorable 6 5 4 3 2 1 31. My immediate manager helps me to be 41 56 32 7 2 2 0 5.37 successful in my job.
Personal Engagement 1. I’m happy with my job. 41 61 29 7 0 2 0 5.46
3. I find my job interesting and challenging. 41 54 37 2 7 0 0 5.37
11. It would take a lot to get me to leave this 40 58 25 5 10 3 0 5.25 organization. 17. I am proud to work here. 41 71 24 5 0 0 0 5.66
18. I see professional growth and career 41 27 39 15 10 7 2 4.61 development opportunities for myself in this organization. 19. If I contribute to the organization's success, 41 44 29 15 10 2 0 5.02 I know I will be recognized. 30. My job allows me to utilize my strengths. 41 46 44 5 2 2 0 5.29
Team Dynamics 2. The people I work with treat each other with 41 49 27 17 5 2 0 5.15 respect. 7. I know I can depend on the other members 41 59 32 5 5 0 0 5.44 of my team. 14. The people I work with most closely are 41 63 32 5 0 0 0 5.59 committed to producing top quality work. 26. My immediate coworkers consistently go the 41 46 39 10 5 0 0 5.27 extra mile to achieve great results. 27. I love the people I work with. 41 44 32 20 0 2 2 5.07
Page 2 of 3 Detail Report RNO-Reno-Sparks Convention and Visitors Authority 2019 Employee Opinion Survey
LEGEND: 6. Strongly Agree 5. Agree 4. Somewhat Agree 3. Somewhat Disagree 2. Disagree 1. Strongly Disagree
Survey Status = Complete
Standard Items Valid N % of Respondents! Response Distribution by % Avg. Score
Favorable Neutral Unfavorable 6 5 4 3 2 1 Trust in Leadership 15. The senior leaders of the organization value 41 41 37 7 7 5 2 4.95 people as their most important resource. 20. I believe this organization will be successful 41 56 41 2 0 0 0 5.54 in the future. 23. The senior leaders of this organization 41 56 24 17 0 2 0 5.32 demonstrate integrity. 25. Everyone here is treated fairly regardless of 41 63 24 5 2 2 2 5.37 race, gender, age, ethnic background, disability, sexual orientation, or other differences. 28. I trust our senior leaders to lead the 41 54 27 17 2 0 0 5.32 company to future success.
Page 3 of 3 Top 10 Report RNO-Reno-Sparks Convention and Visitors Authority 2019 Employee Opinion Survey
LEGEND: 6. Strongly Agree 5. Agree 4. Somewhat Agree 3. Somewhat Disagree 2. Disagree 1. Strongly Disagree
Survey Status = Complete
Standard Items Valid N % of Respondents Response Distribution by % Avg. Score
Favorable Neutral Unfavorable 6 5 4 3 2 1 9. I have the materials and equipment I need to 41 68 29 2 0 0 0 5.66 do my job. 20. I believe this organization will be successful 41 56 41 2 0 0 0 5.54 in the future. 17. I am proud to work here. 41 71 24 5 0 0 0 5.66
14. The people I work with most closely are 41 63 32 5 0 0 0 5.59 committed to producing top quality work. 22. My immediate manager cares about me as a 41 71 20 7 2 0 0 5.59 person. 7. I know I can depend on the other members of 41 59 32 5 5 0 0 5.44 my team. 32. My job gives me flexibility to meet the needs 41 56 34 7 2 0 0 5.44 of both my work and personal life. 3. I find my job interesting and challenging. 41 54 37 2 7 0 0 5.37
1. I’m happy with my job. 41 61 29 7 0 2 0 5.46
30. My job allows me to utilize my strengths. 41 46 44 5 2 2 0 5.29
Page 1 of 1 Group Scores RenoSparks Convention and Visitors Authority 2019 Employee Opinion Survey
Slice By:
Program Items Survey Status = Complete
Demographic Responses Total Company Score (filtered) 88.09 Subgroup as shown above 41 Filtered 88.09 Total Company 44 86.59 Profile Report RNO-Reno-Sparks Convention and Visitors Authority 2019 Employee Opinion Survey
Standard Items
Survey Status = Complete Overall Score Engagement Profiles
Highly Moderately Barely Engaged Disengaged Engaged Engaged Reno-Sparks Convention and 88.09 Visitors Authority (Filtered) Top Items Bottom Items 9. I have the materials and 18. I see professional equipment I need to do my growth and career job. development opportunities 20. I believe this for myself in this organization will be organization. successful in the future. 15. The senior leaders of the organization value 17. I am proud to work people as their most here. important resource. 14. The people I work with most closely are committed 8. I am paid fairly. to producing top quality work. 4. Goals and 22. My immediate manager accountabilities are clear to cares about me as a everyone on my team. person. 27. I love the people I work with. CEO Community Involvement 2018-19
Meetings First Name Last Name Company Scott Anderson Chief Deputy Secretary of State Beth Armstrong President, Account Executive ASMI Stephen Ascuaga Corporate Dir. Of Bus. Development, Peppermill Hasaan Azam Reno-Tahoe International Airport Bob Bailey Convention Chair, NAAA Darren Balaam Sheriff, Washoe County Chris Barrett Lobbyist Jim Bauserman Owner, Bauserman Group Advertising Jessica Bley CFO, Sunpath Products Parachute Industry Assoc. Michael Brazier President & CEO, United Way of Northern Nevada Brian Brisbois National Sales Manager, Grand Sierra Resort Ann Brockington Lee Philanthropist, Robert M. Lee Foundation Michael Brazier CEO and President, United Way Amos Buhai VP Government Affairs, Endeavor Anthony Carano President, ERI, Inc. Gary Carano Chairman & CEO, ERI, Inc. Nat Carasali Founding Partner, Peppermill Barbara Cegavske Nevada Secretary of State Andy Chapman President & CEO, IVCBVC Rick Chapman Founder, Chapman Hospitality Group George Combs Reno Rodeo Association Phil Cooper Corporate Director of Communications, ERI, Inc. Jeff Couey President, RSAI Caroline Coyle Vice President Advertising and Brand Marketing, ERI Jum Darter President & CEO, Sandpiper Hospitality Eduardo de Araoz President, IPHA Norm Dianda National Automobile Museum Lee Dillard General Manager, Harrah’s Andrew Diss Director of Government Affairs, GSR Stacy Dodd National Association Secretary of State (DC) Steve Driscoll City Manager, City of Sparks Tiffany East East Public Relations Daniel Farahi VP, Atlantis John Farahi CEO, MCRI Lou Fascio The Big Reno Show Greg Ferraro President & Founder, Ferraro Group Bob Feist Founder, Bob Feist Invitational Amanda Flangas Executive Vice President of Sales, Nugget Natalie Fleet SVP of Meetings, American Assoc. Airport Executives Pat Flynn Executive Director of Hotel & Sales, Peppermill Bryan Gay Vice President of Sales, SLS Las Vegas & GSR Valerie Glenn Principal, Wide Awake Advertising Karen Gonzalez VP, IAEE Don Goodman Circus Circus, Silver Legacy, Eldorado CEO Community Involvement 2018-19
Meetings First Name Last Name Company Jerome Guerro Battalion Commander, Nevada National Guard Scott Hart CEO, Moose International John Hawkins Managing Dir., American Farm Bureau Federation Kathleen Henkel Exec. Director, American Endurance Ride Conference General Robert Herbert Major General (ret.) SVP, Porter Group Guy Hobbs Principal, Hobbs Ong Consulting Rob Holliday Convention Director, Safari Club International Lori Jackson Director of Conferences, Airport Council Int'l Jeff Jacobs Jacobs Entertainment Robert Jakubek Lt. Col. NGAUS Lori Jenks SVP, Emerald Exposition Mike Kazmierski President & CEO, EDAWN Shannon Keel General Manager, GSR Meg Kennedy Circus Circus, Silver Legacy, Eldorado Craig Kozeniesky Deputy Secretary of State Operations John LaVoy GES Expo Services Adam Laxalt Gubernatorial Candidate Ed Lawson Sparks Councilman Anthony Layton-Matthews VP, Nugget Tony Logoteta Reno Air Races Dan & Molly Lopez Association Management, Ltd. Bob Lucey Washoe County Commissioner Len Marazzo General Manager, Courtyard by Marriott Reno Tawanda Marfuru Exec. Director of Sales, Grand Sierra Resort Anthony Marnell Marnell Gaming/Nugget Resort Kate Marshall Lieutenant Governor MaryAnn McAuliffe Nevada Museum of Art John McGinnes Atlantis Resort Jim McMahon Executive Director, RSAI Jim Miller Chief of Staff, Mark Amodei Jim Minor President, Minor-O'Harra Advertising Marilee Mora Reno-Tahoe International Airport Rick Murdock Eldorado Chad Murphy Executive Director, USBC Brenda Nebesky Interim Director, Travel Nevada Sabra Newby City Manager, City of Reno Howard Olsen OnStrategy John O'Mahony Dir. Of Development, Jacobs Entertainment Charlie Palochko Dir. of Business Operations, Moose International Darren & Tami Peterson President, Bob Feist Invitational Bryant Regan Chief Compliance Officer, Lafitte Capital Mgmt. Carter Rise Founder, Sandpipper Hospitality Roy Robinson Brig. Gen. (ret) NGAUS Matt Rosenfeld General Manager, Cyrq, Avalon Geothermal CEO Community Involvement 2018-19
Meetings First Name Last Name Company Carl Rubaudo Executive Director, RASC Jennifer Russell Public Information Officer Phil Satre National Automobile Museum Len Savage Board Member, Regional Transportation Commission Hillary Schieve Mayor, City of Reno Dick Scott Lobbyist Johnathan Seiden VP, Counsel at WME/IMG Cristy Seminario Manager of Conferences, Airport Council Int'l Susan Shaver NRA, Women's Leadership Forum Bella Shaw Safari Club International Paula Shugart CEO, Miss Universe Organization Ann Silver Chamber of Commerce Bret Simmons UNR, TedX Steve Sisolak Governor of Nevada John Slaughter County Manager, Washoe County Dave Solero Asst. City Manager, City of Reno Alex Stettinski Executive Director, Downtown Reno Partnership Mark Sterbens General Manager and SVP, Nugget Kelly Stevens United Way Brian Tennyson Principal, LMN Architects Gray Thornton CEO, Wild Sheep Foundation Bill Thomas Asst. City Manager, City of Reno Pat Thomas Executive Advisor, Parachute Industry Association Trish Tucker Manager of Air Service Development, RTAA Clay Tyeryar President, Trade Assoc. Division, ASMI Virginia Valentine Nevada Resort Association Paul Van Deventer President, Meeting Planners International Jesse Wadham Lobbyist David Walker Nevada Museum of Art Stephanie Walker Director of Communication, Porter Group Bonnie Webber Reno City Councilwoman Ranson Webster National Automobile Museum Wes Westley President & CEO, SMG Mike Whan Hot August Nights Mike Wirth Exhibits Manager, Safari Club Bill Wood Crystal Bay Club Vick Wowo Microsoft CEO Community Involvement 2018-19
Board of Directors Downtown Reno Business Improvement District Nevada Automobile Museum
Interviews Northern Nevada Business View Nevada Business Magazine Reno Gazette Journal Smart Meetings (Mike Lyon, host) This Is Reno
Speaker Mayors State of the City Northern Nevada Business View Panel Governors Global Tourism Summit Reno Sparks Chamber of Commerce Biggest Little City State of the Union Governors Sandoval Tribute Nevada State Legislature, RTAA Air Service Marriott Courtyard Grand Re-Opening
Events Rib Cookoff Sponsor Luncheon, Nugget ASAE, Chicago Local Legend Community Celebration, RSCC Conference of Mayors, Nevada Museum of Art Dinner of Champions honoring Lee Dillard, Harrah's IMEX, Las Vegas Give Hope Foundation Gala NGAUS Bid Presentation, Washington DC Mayor Gino Martini Celebration, Nugget VIP Safari Club Reception SCI Emeritus Convention Committee Dinner Ann Brockington Lee Dinner for SCI IPHA Reception EDAWN Annual Meeting and Luncheon Wild Sheep Foundation Gala, Peppermill TEDx UNR Revitalization/Housing/UNR Meeting Miss USA Reception, Nevada Museum of Art
Strategic Priority #4: Organizational Sustainability
Consolidated Summary Report of Operations Consolidated Summary Report of Operations Twelve Months Ending June 2019 - Unaudited RENO-SPARKS CONVENTION AND VISITORS AUTHORITY
Period Ending June 2019 Period Ending June 2018 Budget With Increase (Decrease) Increase (Decrease) Actual Actual Augment Amount % Amount % Revenues Room Tax Collections $ 34,632,334 $ 34,918,122 $ (285,788) -0.8% $ 33,595,106 $ 1,037,229 3.1% Tourism Surcharge 5,194,825 5,351,393 (156,568) -2.9% 5,377,458 (182,633) -3.4% City Center Tax 1,057,615 1,187,195 (129,580) -10.9% 849,158 208,457 24.5% Facility Revenues Reno-Sparks Convention Center 4,678,775 4,760,267 (81,492) -1.7% 3,548,958 1,129,818 31.8% National Bowling Stadium 377,082 393,146 (16,064) -4.1% 995,233 (618,151) -62.1% Reno Events Center 1,814,784 2,131,972 (317,188) -14.9% 1,478,981 335,803 22.7% Reno-Sparks Livestock Events Ctr 1,054,699 1,342,500 (287,801) -21.4% 1,152,076 (97,377) -8.5% RSCVA Facilities (3,281) - (3,281) 0.0% - Wildcreek Golf Course 986,013 979,707 6,307 0.0% 1,056,005 (69,992) -6.6% Total Facility Revenues 8,908,072 9,607,591 (699,519) -7.3% 8,231,254 676,818 8.2%
Other Income 2,695,479 2,044,948 650,531 31.8% 2,744,215 (48,737) -1.8%
Total Revenues $ 52,488,325 $ 53,109,249 $ (620,924) -1.2% $ 50,797,191 $ 1,691,134 3.3%
Operating Expenses Payroll & Related $ 7,036,662 $ 7,235,886 $ (199,224) -2.8% $ 6,893,138 $ 143,524 2.1% Supplies & Services 14,232,282 14,360,294 (128,011) -0.9% 12,694,784 1,537,498 12.1% Travel & Entertainment 832,070 1,149,022 (316,952) -27.6% 823,320 8,750 1.1% Promotion & Advertising 10,077,024 12,245,320 (2,168,296) -17.7% 9,938,281 138,743 1.4% Special Projects 1,909,530 2,969,070 (1,059,541) -35.7% 2,463,562 (554,033) -22.5% Capital Outlay 111,332 137,600 (26,268) -19.1% 74,492 36,840 49.5%
Total Operating Expenses $ 34,198,900 $ 38,097,192 $ (3,898,292) -10.2% $ 32,887,577 $ 1,311,323 4.0%
Non Operating Expenses Debt Service $ 11,531,604 $ 11,573,544 (41,940) -0.4% $ 11,071,698 $ 459,906 4.2% Incline Village/Cystal Bay Room Tax 1,686,778 1,702,757 (15,979) -0.9% 1,527,865 158,912 10.4% Capital Improvements 2,480,818 3,877,000 (1,396,182) -36.0% 3,672,502 (1,191,684) -32.4% Insurance 868,048 921,645 (53,597) -5.8% 1,631,052 (763,003) -46.8% Contingency - 50,000 (50,000) -100.0% - - 0.0%
Total Non Operating Expenses $ 18,146,519 $ 18,124,946 $ (1,557,699) -8.6% $ 17,903,117 $ (1,335,870) -7.5%
Total Expenses $ 52,345,419 $ 56,222,138 $ (5,455,990) -9.7% $ 50,790,694 $ (24,547) 0.0%
Profit/(Loss) $ 142,906 $ (3,112,889) $ 4,835,067 155.3% $ 6,497 $ 1,715,681 -26409.2%
To: RSCVA Board of Directors
From: Robert Chisel, Director of Finance
CC: Phil DeLone, President/CEO Bob Lucey, Board Chair
Date: August 22, 2019
Subject: Board review and approval of bid award and contract for RFP 2020-02 (PWP WA 2019-279) to West Coast Paving Inc for the Reno-Sparks Livestock Events Center Pavement Repair in the amount not to exceed Two Hundred Eighty-Eight Thousand Three Hundred Ten Dollars ($288,310)
Executive Summary
Staff issued and advertised Bid 2020-02 on July 16, 2019, in accordance with NRS 338. This bid was for the repair and stripping of the north parking lot at the Reno-Sparks Livestock Events Center (RSLEC). Responses to the Bid were received on August 13, 2019, with four responsive bidders.
The Bids were reviewed by staff with a recommendation to the Board that the award of the bid for the Pavement Repair to West Coast Paving Inc, as detailed in Bid 2020-02, for an amount of $250,705 with 15% contingency of $37,605 for a total not to exceed of $288,310.
Background
On July 16, 2019, staff issued and advertised Bid 2020-02 for the repair of the north parking lot at the RSLEC, a total of 403,000 square feet. Responses to the Bid were received on August 13, 2019, from five bidders, with one deemed not responsive in accordance with NRS. The bid from West Coast Paving has been reviewed and the bidder is a responsive bidder and met the bidding requirements. Below is the summary of the bids:
Bidder Base Bid Contingency Total West Coast Paving Inc $ 250,705 15% $ 37,605 $ 288,310 Sierra Nevada Construction Inc $ 292,007 15% $ 43,801 $ 335,808 A&K Earth Movers $ 335,000 15% $ 50,250 $ 385,250 Granite Construction $ 592,800 15% $ 93,993 $ 720,619
This parking lot represents the main parking area for the RSLEC and has experienced severe deterioration. This repair will mitigate potential hazards in the parking lot and extend the life, delaying the need for a complete replacement of the parking lot.
Fiscal Impact
The proposal to recommend the award of the bid to West Coast Paving Inc for the RSLEC Paving Repair in an amount not to exceed $288,310.
These funds are budgeted as part of the approved Fiscal Year 2019/20 capital budget in the amount of $350,000.
Recommendation
Recommend to the RSCVA Board that the award of the bid for the Pavement Repair to West Coast Paving Inc, as detailed in Bid 2020-02, for an amount of $250,705 with 15% contingency of $37,605 for a total not to exceed of $288,310.
To: RSCVA Board of Directors
From: Robert Chisel, Director of Finance
CC: Phil DeLone, President/CEO Bob Lucey, Board Chair
Date: August 22, 2019
Subject: Board review and approval of bid award and contract for RFP 2020-01 (PWP WA 2019 268) to Kodiak Roofing & Waterproofing for the Reno-Sparks Convention Center Hall 3 Roof Replacement Section A and B in the amount not to exceed One Million Two Hundred Twenty Thousand Fifteen Dollars ($1,220,015)
Executive Summary
Staff issued and advertised Bid 2020-01 on July 1, 2019, in accordance with NRS 338. This bid was for the roof replacement and repairs at the Reno-Sparks Convention Center (RSCC) Hall 3 roof. Responses to the Bid were received on August 1, 2019, with one responsive bidder.
The Bid was reviewed by staff with a recommendation to the Board that the award of the bid for the RSCC Hall 3 Roof Replacement Section A and B to Kodiak Roofing & Waterproofing, as detailed in Bid 2020-01, for an amount of $1,109,105 with 10% contingency of $110,910 for a total not to exceed of $1,220,015.
Background
On July 1, 2019, staff issued and advertised Bid 2020-01 for the roof replacement on Hall 3 at the RSCC. Responses to the Bid were received on August 1, 2019, from one bidder, Kodiak Roofing & Waterproofing. A second bidder was determined to be non-responsive in accordance with NRS. The bid from Kodiak has been reviewed and the bidder is a responsive bidder and met the bidding requirements.
Hall 3 represents 68,747 square feet of the original convention center, as was constructed in 1966 (Centennial Coliseum), and has been repaired numerous times over the years. Due to the age and of the roof, this repair project required the removal and replacement of a number of portions of the roof. In addition, the roof is situated at the center of the RSCC creating access complications.
Staff is recommending an approval of the award for the RSCC Hall 3 Roof Replacement Section A and B to Kodiak Roofing & Waterproofing.
Fiscal Impact
The funds budgeted for this project was a total of $930,000, that was composed of $650,000 as part of the approved Fiscal Year 2018/19 capital budget and $280,000 of the approved Fiscal Year 2019/20 capital budget. The excess funds required amount to $290,015 will be used by postponing the repair of the 800 Ton Chiller (budgeted at $630,000). The delay is not anticipated to impact the operation of the RSCC.
Recommendation
Recommend to the RSCVA Board that the award of the bid for the RSCC Hall 3 Roof Replacement Section A and B to Kodiak Roofing & Waterproofing, as detailed in Bid 2020- 01, for an amount of $1,109,105 with 10% contingency of $110,910 for a total not to exceed of $1,220,015.
P.O. Box 837 Reno, NV 89504 USA t: 775.827.7600
RENO-SPARKS CONVENTION AND VISITORS AUTHORITY UNSOLICITED PROPOSAL POLICY AND GUIDELINES
INTRODUCTION
The Reno-Sparks Convention and Visitors Authority (“RSCVA”) is committed to implementing a clear policy and framework for the consideration of unsolicited funding/partnership proposals which may from time to time be submitted to the RSCVA. The aim of this Unsolicited Proposal Policy and Guidelines (the “Policy”) is to provide a transparent and consistent assessment process to allow the RSCVA to fairly consider unsolicited proposals and to determine whether they align with the RSCVA’s strategic priorities and strategies.
Application of the policy This Policy applies to all unsolicited funding/partnership proposals received by the RSCVA with the exception of funding requests for annual special events. The RSCVA has an existing Special Event Partnership Funding program in place which establishes a procedure for consideration of annual special events funding on the part of the RSCVA. All annual special events seeking funding from the RSCVA shall be required to request such funding pursuant to the process and requirements set forth in the Special Event Partnership Funding program, and shall not be eligible for consideration pursuant to this Policy.
Definition of an unsolicited proposal An unsolicited proposal is a unique or innovative proposal requesting funding or contribution from the RSCVA which is submitted to the RSCVA and is intended to deliver outcomes that are desirable to the RSCVA and are in line with the RSCVA’s stated goals and objectives.
EVALUATION CRITERIA
The RSCVA has adopted the following principles to guide its consideration of unsolicited proposals, each of which is discussed in detail below:
1. The proposal is unique and innovative and cannot be reasonably delivered by another proponent or achieve the same (or greater) value for money outcome through a competitive process within acceptable timeframes; 2. The proposal aligns with the RSCVA’s mission statement, stated policies, and strategic priorities; 3. The proposal represents a reasonable return on investment for the RSCVA and provides benefits to the RSCVA by assisting it in achieving its mission and/or strategic objectives. 4. There is a demonstrated need and support or interest for the project from the perspective of both the RSCVA and community stakeholders; and
5. The proposal is financially, legally, economically, socially and technically feasible. These principles are used to assess proposals throughout the process to ensure net benefits are delivered to the RSCVA. Specific and more detailed criteria relevant to a proposal may be developed and applied as discussed below under the assessment process. 6. The proposal meets the core mission of the RSCVA – to produce cash revenue room nights for the Reno Tahoe community. These cash room nights ideally should be in sufficient number to allow the RSCVA the ability to recoup the cash investment in the unsolicited proposal, or, provide sufficient documentable economic impact.
Proposal Must be Unique and Innovative For an unsolicited proposal to be considered, it must demonstrate unique benefits, a clear ability to deliver the proposed outcome and demonstrate how its idea is differentiated from other offerings in terms of benefits to the RSCVA. Factors that should be considered include whether:
1. The proposal can be readily delivered by other private sector entities or the RSCVA itself: 2. There are other attributes to the proposal which may not necessarily stand alone as unique but, when combined, create a unique proposal; and the proponent has a unique ability to deliver a strategic outcome or financial arrangement.
Proposal Must Align with the RSCVA’s Mission Statement, Stated Policies and Strategic Priorities The RSCVA’s Mission Statement is as follows:
“The mission of the RSCVA is to attract overnight visitors to Reno-Tahoe lodging properties through tourism marketing, convention sales and facility operations, featuring local amenities, attractions and events; thereby enhancing the economic benefit and quality of life for Northern Nevada.”
The RSCVA has identified the following Strategic Priorities:
1. Increase the awareness of and access to Reno-Tahoe in out-of-market areas to attract potential visitors; 2. Enhance the positioning of Reno-Sparks-Tahoe as more attractive places for potential visitors; 3. Increasing overnight visitor room night growth; 4. Efficiently and effectively operating all RSCVA facilities to support visitor growth and community benefit; and 5. Enable the RSCVA to enhance its organizational stability.
For an unsolicited proposal to be considered, it must align with the RSCVA’s Mission Statement and assist the RSCVA in advancing one or more of its Strategic Priorities identified above.
Proposal Must Provide a Reasonable Return on Investment In order to be considered, a proposal must provide a reasonable return on investment for the RSCVA. The RSCVA will consider the net economic benefits of the proposal, life cycle costs and revenue, quality, risk borne by the RSCVA, and benefits gained by the RSCVA. It is anticipated that any proposal ultimately approved by the RSCVA will provide benefits that the RSCVA cannot solely achieve.
The Proposing Party Must Demonstrate That There is a Demonstrated Need and Support for the Project from the Perspective of the RSCVA and Other Community Stakeholders. The RSCVA will consider whether there is a demonstrated need and support for the proposal or whether the RSCVA’s financial and administrative resources would be better focused elsewhere. It will also ask whether the proposal is consistent with the RSCVA’s plans and priorities and whether the proposal would require the RSCVA to re-prioritize and/or re-allocate funding (and whether any such re-allocation is appropriate). In determining the level of support for a proposal, the RSCVA will consider stakeholder and community input.
The Proposal Must be Financially, Legally, Economically, Socially and Technically Feasible The RSCVA will consider the financial, legal, economic, social and technical feasibility of the project. The RSCVA will consider whether the proposal can be appropriately funded. The RSCVA will also consider whether:
1. The proposed delivery model and operations arrangement is feasible (within a reasonable timeframe and appropriate level of risk); 2. The proponents of the proposal are capable of delivering the proposed outcomes; and 3. The proposed project violates any County ordinances or state or federal law.
THE ASSESSMENT PROCESS
A three-stage process (described below in detail) will guide the assessment of unsolicited proposals:
Stage One: The proponent submits an unsolicited proposal for preliminary consideration and assessment by RSCVA executive staff; Stage Two: The RSCVA executive staff determines whether the proposal meets the criteria and requirements set forth herein. If so, the proposal, and any additional items required by executive staff, shall be prepared and submitted to the RSCVA Board of Directors; and Stage Three: The RSCVA Board of Directors considers whether or not to approve the proposal at a duly noticed Board of Directors meeting.
Proponents are advised that when procuring goods and services, the RSCVA is subject to the competitive bidding requirements set forth in the Nevada Revised Statutes (“NRS”) which provide for an open competitive process to achieve the best value for money. If at any stage during the process the proposal (in full or any components) is deemed to be a procurement subject to the competitive bidding requirements of the NRS, the RSCVA is required by law to comply with such competitive bidding requirements.
Stage One All proponents are strongly encouraged to review this Policy in order to gauge the suitability of the proposal and discuss key requirements under the Policy with executive staff prior to making their submission.
All unsolicited proposals are to be directed to the President/CEO of the RSCVA, and must include key information addressing the topics identified herein to facilitate a preliminary assessment of the proposal.
Proposals are to be sent to: RSCVA President/CEO Reno Town Mall 4001 S. Virginia Street Suite G Reno, NV 89502
Proposals will not be considered until all relevant information is provided. Relevant information includes:
1. Identification and supportive information relating to all of the parties associated with the proposal; 2. An outline of the proposal, including sufficient detail of the costs and benefits, to demonstrate that the proposal is viable and able to be appropriately resourced; and 3. An explanation of how the proposal meets the requirements set forth herein.
Stage Two Once the RSCVA executive staff has received all required information from the proponent and is satisfied that the proposal meets the basic eligibility requirements, the RSCVA will assess the proposal against the requirements set forth herein. If the RSCVA executive staff determines that the proposal is viable and meets the criteria set forth herein, staff will submit an initial recommendation to President/CEO and Chairman of the RSCVA Board of Directors that the proposal should undergo a full evaluation by the RSCVA Board. If the RSCVA executive staff determines that the proposal is not viable or does not meet the criteria set forth herein, staff will submit an initial recommendation to the President/CEO and Chairman of the RSCVA Board of Directors that the proposal should not proceed.
Stage Three If the Proposal is recommended to proceed, the proposal will be placed on a future agenda for consideration by the RSCVA Board of Directors. Any such proposal considered by the Board of Directors may be accepted or rejected by the RSCVA Board of Directors, at its sole discretion, in whole or in part.
MISCELLANEOUS
Nothing contained herein shall be construed so as to guaranty funding of any proposal, or vest any enforceable rights in any proposer. The RSCVA hereby expressly reserves the right to waive noncompliance with any of the provisions of this Policy and may modify the requirements set forth herein, in its sole and absolute discretion. The decision of the RSCVA Board of Directors about any proposal shall be final, and by submitting a proposal hereunder, proposer waives any and all rights to appeal the determination of the executive staff or Board of Directors of the RSCVA in regard to such proposal.