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HomeMy WebLinkAbout02-13-1989 Item #J-4i CITY COUNCIL Agenda Item No. BY THE' CITY COUNCIL CITY OF NEWPORT OFACES / CITY OF NEWPORT BEACH MAY � 1989 w TNS +.ITY COUNCIL OFFICE OF THE CITY MANAGER CITY DF NEWPORT SfACI` 7A1, "`�` February 13, 1989 �> FEB 13 1989 TO • MAYOR AND CITY COUNCIL 4ka FROM: City Manager SUBJECT: ORDINANCE REPEALING THE VISITOR'S SERVICE FEE C- On February 9, 1987 the City Council on a 4-3 vote adopted Ordinance 86-5 which added Section 3.28 to the Muni- cipal Code establishing a Visitor Service Fee. At the same time, the Council approved of a contract between the City and the Conference & Visitor's Bureau in which the Visitor's Bureau would receive the proceeds from the Visitor Service Fee. The Bureau would in turn "develop, plan, carry out and supervise a program to promote tourism in, and serve the needs of visitors to, the City of Newport Beach." The contract also provides for a report to the City Council during January of each year evaluating the success of the Bureau in meeting the require- ments of the newly adopted ordinance. On January 23, 1989 the Conference & Visitor's Bureau appeared before the City Council at a Study Session and submitted their evaluation to the Council. Following some discussion, it was the consensus of the Council that the basic issue of whether the fee is to continue should be first decided by the Council before further evaluations of the Bureau's activities are conducted. Therefore, the subject ordinance has been prepared and placed on an evening agenda for a formal vote of the City Council. Recycled with this report for the City Council's information is a copy of the agreement between the City and the Visitor's Bureau, a copy of the ordinance imposing the service fee, and a copy of the minutes of February 9, 1987 in which the ordinance was adopted imposing the service fee. ROBERT L. WYNN F.MNAN L�� ORDINANCE NO. 89 - AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF NEWPORT BEACH REPEALING SECTION 3.28 OF THE NEWPORT BEACH MUNICIPAL CODE PERTAINING TO CONVENTION AND VISITOR'S BUREAU. The City Council of the City of Newport Beach does hereby ordain as follows: Section 1: Ordinance Number 86-5, which enacted Section 3.28 of the Newport Beach Municipal Code, is hereby repealed. Section 2: This Ordinance was introduced at a regular meeting of the City Council of the City of Newport Beach held on the 13th day of February, 1989, and adopted on the 27th day of February, 1989, by the following vote, to -wit: ATTEST: City Clerk 7 AYES, NOES, ABSENT Mayor COUNCIL ACEDA Prepared for NEWPORT BEACH CITY COUNCIL by the BOARD of DIRECTORS NEWPORT BEACH CONFERENCE & VISITORS BUREAU May 1,1989 NEWPORT BEACH. The California you expect it to be0 Conference & Visitors Bureau TO: Newport Beach City Council Information Packet FROM: Board of Directors of the Newport Beach Conference and Visitors Bureau Newport Beach has carefully evolved from the quaint waterfront community and resort of the 1950s to the robust and world renowned self-contained community of 1989. During the past 30 -years of growth the city's political leaders, planners and citizens have established a base of financial resources comprised of retail shops and recreational businesses, restaurants and hotels. Newport Beach today is the result of this careful planning. The Newport Beach Conference and Visitors Bureau has been established through a 1% visitors service fee as a self -funding organization to insure the dividends of this planning. An ever increasing transient occupancy tax will insure the funds for a high level of city services for the residents of Newport Beach. Not only are the facilities in place, but the city's infrastruc- ture is in place to support this financial plan. Through the visitor service fee the city has, with the Bureau and its Board of Directors, the staff and expertise to introduce visitors to the resources of our city. Because of the NBVB Information Packet -page 2 - high quality of our resources, the nature of our Bureau visitor is the "perfect visitor." When the visitor or business traveler, brought to Newport through the promotion of the Bureau, is contrasted with the "day tourist" you'll understand the term, "perfect visitor." The perfect visitor almost invisibly, spends over $225 per day in Newport. He does not travel to the peninsula for a day at the beach. He does not require police and fire personnel for crowd and damage control. He does not require the city mainte- nance staff to clean up after him. He is as likely, or more likely, to visit Newport in November as August. And, in fact, he helps pay the tab for our day tourist who does all these things and is highly visible. The perfect visitor of the Newport Beach Conference and Visitors Bureau, through the use of the city's high quality resources such as restaurants, upscale retail and hotels, paid more than $4 million worth of the freight during 1988 for our day tourist, yet he remains invisible. In fact, the perfect visitor rarely leaves even his footprints along our sandy beaches. And best of all, the Bureau and its outreach on behalf of the city of Newport Beach is the ideal collaboration of private industry and city government. Through the 1% visitors service fee funding mechanism, the Bureau's administration and promotion- NBVB Information Packet -page 3 - al- al expenses are self -funding. There is no cost for the city and its citizens. Plus, through the 8% transient occupancy tax, funding to the city by its resources, the Bureau's perfect visi- tor helps pay for city services used in lopsided proportion by the day tourist, who is highly visible with traffic and crowded beaches and leaves at night to contribute little to the city, or its general fund. To date the Bureau's perfect visitor has, through 1988, contributed $100,000 to the city's transportation fund. The Bureau will continue to contribute, on behalf of our perfect visitor, $50,000 annually this important fund. Specifically through the efforts of the Bureau's profession- al staff, 10,192 room nights have been booked into Newport's hotels in just the past 9 months. This business alone will generate $2,293,000 of gross revenue, based on the industry average of $225 spent per room per day on meals, lodging, enter- tainment and shopping. This new business is in addition to the hotel accomodations booked by each hotel's sales and reservation staff as an indirect result of the Bureau's efforts. Tentative bookings being arranged through the Bureau total 41,460 rooms equaling more than $9 million in new revenue. Through 1988 and the first quarter of 1989, the Bureau has handled 953 conference inquiries, 18 specific site inspections and attended 9 trade shows. NBVB Information Packet -page 4 - Through the Bureau's performance, the number of occupied rooms from July of 1988 to April of 1989 for Newport Beach's major hotels is up 16% from the prior 10 months. In 1989 the Bureau's objective is to increase this an additional 18%. As of January 1989, the Bureau's Board of Directors has been reorganized to include several smaller working committees, such as marketing, finance and government relations. These sub committees will have hands on responsibility for the key areas of the Bureau's operations. Additionally, a clear concise communications path will be established in 1989 between the Bureau and the City of Newport Beach and its citizens. The Bureau begins the 1989 search for more perfect visitors with a budget balance of $159,000. This is due partially to prudent business planning an partially to the fact that some programs have been temporarily placed on hold. The Bureau's future marketing effort will be more aggressive. The Board of Directors of the Newport Beach Conference and Visitors Bureau requests a continuation of our agreement with the City of Newport Beach. The 1% Visitors service fee will enable the Bureau to continue to build upon momentum of the past 2 years. NEWPORT BEACH CONFERENCE & VISITORS BUREAU MARKET PLAN 1989/1990 a a 1989/1990 MARKET -PLAN Page I. MISSION STATEMENT 1 II. OVERVIEW 2 III. GROUP MARKET;PLAN 3-6 IV. LEISURE TRANSIENT MARKET PLAN 7-8 V. PUBLIC RELATIONS a E NEWPORT BEACH CONFERENCE AND VISITORS BUREAU MISSION STATEMENT The Newport Beach Conference and Visitors Bureau is designed to be the vehicle to promote Newport Beach as a destination for high end Conference attendees and vacationers who compliment the desired atmosphere of the greater Newport Harbor area. To attract these visitors through direct sales, advertising, public relations and promotions for the benefit of the entire business community of the Newport Harbor area. Further, the Bureau is designed to be a responsible entity in the greater Newport area in regards to community relations. -1- MARKETING PLAN OVERVIEW Ob-iectives and Priorities Increase group driven hotel occupancy through aggressive and focused direct sales, trade shows, sales trips and advertising aimed at the upscale corporate market. Increase leisure travel in off season by marketing directly to Travel Agents and consumers through direct mail and attendance at travel industry trade shows. Create and maintain awareness of Newport Beach as a destination through support of community events and local promotions. 1 MARKET CONDITIONS Competition Newport Beach has increased competition from other Western and Southwestern cities courting the same focus markets. These cities include: - Long Beach - Monterey - Santa Barbara - San Diego - Palm Springs - Anaheim - San Francisco - Phoenix - South County (i.e. Dana Point and Laguna Beach) We need to recognize this competition and improve the position of Newport Beach, primarily by further developing our name recognition. 0 -2- MARKETING PLAN GROUP Taraet Market The identified target market for the group segment is corporate groups. Group leads of 100 or more room nights generated by the Conference and Visitors Bureau will receive additional support services from the Bureau, including site inspection and follow-up correspondence. Medical/pharmaceutical, high technology/computer related, clothing, cosmetics, automotive, financial and food management companies are a sampling of the industries that fit the target market profile. Segment Overview Corporate group meetings have been targeted as our primary market for the following.reasons: - They are typically upscale groups willing to pay a premium for the finest services and facilities. - The Newport Beach area offers many of the attractions and activities these groups seek out. - Groups of this size can be accommodated by the majority of our member hotels. - These groups are easily identifiable for solicitation purposes thereby keeping marketing expenses to a minimum. - The targeted industry types are all experiencing tremendous growth and are therefore more inclined to hold meetings. - These industries all have companies headquartered in the western states. - With a limited sales staff, it is imperative that we focus our efforts o -n -a specific group market type and not take a shotgun approach to the entire group market. Challenges and Opportunities Our greatest challenge in addressing this lucrative market is over- coming the lack of awareness of Newport Beach as a meeting destination. Our greatest opportunities lie in the fact that groups of this type are constantly searching for "new" and exciting meeting destinations. Additionally, these groups historically require an up -beat environment within a close proximity to a variety of attractions and outside activities, all of which are readily available in the Newport Beach area. Positioning/Strategy We will position Newport Beach as an alternate Southern California destination to San Diego, Santa Barbara, Greater Los Angeles or Palm Springs, offering a variety of first class hotels with an ideal location convenient to all that Southern California has to offer. Our positioning statement will remain, "Newport Beach. The California you expect it to be. The way in which the Newport Beach Conference and Visitor Bureau plans to reach the goals are included in the attached Plan Oorksheet. -3- H W A a)pa)pa) pa)pa)p \ •ri >� >~ 2T >~ >T rr s~ to �+ a) %4 O r-1 N H N r -i N r -i N r -i N rY+ rYi rYi N rai r i rai N O � a.J I >~ �. -P X a))1 O UN i1 O U >Iy 04 •n >+ p 41 �Q) O m u U In SO4 O O N A N td O z a> v U O a +J V >~ I~ a) N N4-3 4J :j >~ U S4 O � •-• HO rHI 10 Spa d -P ro fd rd (1) cd H A a) 41 p • a) O Q) •rl •r1 rd 3: (1) 4-) 0 N 41 •ri is A A N (d )-( (d +1 !~ N z N a) 4 O -r1 w Cr' –4 -r1 N O Q) O 4 z N —•r -I 10 •11 41 rU •ri —4 r,3: — -r-i Q) (d N >7 -N 14 b (A (d )-1 1,d a 4J O 4.J w Q) U O4-) Z O Q) H U O rd >~ r -i M 1~ O A 3 a Z (1) N O N • 4-1 -ri O •rl N Q) (1) CO a) • O :J > Q) U 04 34 r -i m U H QI > > U > U N 4 O z r -i :j a) z ri •ri z (d •ri z O (d U) +J U O a) b Q) > O rd !~ A 0p40w4 (A ULT I~A3 rO04 H%~co •ri U) U H U U >~ a) a) >~ (d o rd H (d w > �- O +J O 30 �s 0 O r -i f 4 rL3 •ri 41 us a) cd 4J •ri 'r -i z 4-J z N -P N rd N N z H a+1 O r-1 O P4 Q) O H )a W O Q) U U) IT (d W M a) O (d 0 )-i m O U) r -i r -i W H:I R'i N N Xi !~ 3 i 4 r, 04 Z Z O t~ a H Q) (d a) N z:j U \ ri O -11 b a) •ri •rI —•r1 > >4 rr3 > V� U O U (d N +104us+J�4rU4J4-J 41 aa)Q) a)O Ha0a) W Q) 3-1 O U v N O H (1) H A +) rd A U 1 a cn w CA a O •ri a a) o E-4 a) (d H UHxU) (1) a) a a) a Azzzz �D +1 A I I I I I I I I 1 1 fL' H N a r1 U rnrn cow ai \ \ ai PQ CA wwwwrn OOE-+H rn rn m \NN\w OOIOI -- w w pp rn I 1 d\ rn \\ \ \ Q1 i U) W N Ul \ N O 00 LO ri 4J I- N N \ \ w N ri O\ 01 r -i \ (d \ \ \ O N 1 \ \ \ \ \ \ m O A O\ ON ON CA r -i N N d' U1 kD w ,-i E —4— OBJECTIVES & GOALS FOR GROUP SEGMENT Booking Leads Generated Confirmed Group Bookings Room Nights Confirmed New Files Created Telemarketing Sales Calls 88/89 Actual 156 30 10,192 475 2,110 89/90 ` Goal 270 60 29,000 200 + maintain current files 4,800 -5- MARKETING PLAN LEISURE TRAVEL The goal of the Newport Beach Conference & Visitor Bureau is to increase local business by promoting Newport Beach to leisure travelers. Marketing efforts will be directed to the consumer and travel agents. The approach is one of direct sales contact, public relations promotions and an advertising program coordinated by the Conference and Visitor's Bureau. Specific objectives include: direct mail campaign aimed, at the travel agents in our primary target areas. Representation of Newport Beach in three travel industry trade shows to increase our visibility as a destination area. Coordinate consumer promotions with radio, newspaper and airline tie- ins, positioning Newport Beach as the new alternative to Southern California vacation destinations. The primary thrust for the travel segment will be to increase our leisure market into the off season periods (Spring and Fall). To help us achieve these objectives, the following marketing targets, in terms of priority, have been agreed upon: PRIMARY TARGET Local Drive -In Market and Ventura Counties). San Francisco Bay Area Phoenix Tucson Pacific Northwest Western Canada (Los Angeles, Orange, San Diego The way in which the Newport Beach Conference and Visitor Bureau plans to reach these goals are included in the attached Plan Worksheet. 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Consistent with this purpose, Bureau public relations will actively support all activities, programs and functions by using every tool available. All efforts will coincide with the established Bureau target markets as indicated in the conference and leisure travel marketing plans. Public Relations Objective The objective of public relations is to maintain and enhance as a destination for the upscale business and pleasure traveller the image of Newport Beach. This broad objective will be primarily achieved by the skillful use of publicity, which differs from advertising in that it is not -paid -for media space. It is the responsibility of the Bureau to recognize trends and events that will make news and to know how to get coverage of these activities with the media. Experience has proven that face-to-face cultivation of media contacts, whenever prudent and feasible, is the most effective means of developing positive press relations. The tools that will be used to achieve the public relations objectives are: * Timely and accurate news releases * Direct media blitzes to target markets * Complete media kits * Collateral materials supporting all Bureau programs * Audio Visual production and presentation * Maintenance and use of black and white photographs and color transparency libraries for use in publication and program support. * Public appearances to meaningful groups who can benefit by graining more knowledge of the tourism/conference industry and the Bureau's functions. * Photographic support of major Bureau activities and events -8- . I 7 M O CJ 117 CJ to h M - �G. - LLJ 1 U 1 1'�� �w hl CJ .L+ M �L, �U J• 1 1 ¢ 1 G O O 1 CJ CIO O 1 O 1_i O O 1 0+000 W 1-4 � RJ � 1 LQ U M O N O 1 Q O 1 x] zr ¢ v, cr- 41 2t I O- Z C] ¢ LLJ C [L 1 1 G� aJ T rp 3 J _ Qi I Q 2-- 1 Lil 4: h 1 Q r,l aY1 CJ Z —1 G ¢ LSI <L' LL_1 o or: r V -r. LLI ¢ U =l - LC. V> L, 1 U U7 LLI H 1J LL-_ C J 1 CC IJ! U G .J CCI O • _? 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Z 1-- .1 U 1� 1- P•- >- > • :Z r- Q ? -- 'S' "I ._.1 I: /- .2 -1' 1- ¢Ill /.] 1-+«.. O fL L17-• IV. Lal 1I. O Ce •n 111 C=, LLI /- «. 0.. Ll l CJ LLI G Ial u 1a/ 11L Q =: G 1^ _I Q U 1 9' I." O �: LL «., tN 1-• IY.. W W CIC W 0 Lal la. G .:J LL•: O 11l 1-•- Q ¢ 1-• lY 1- O a a 4 U (� U 1'� A- /^ I: i Y- T 3 F- K Z n 1- o ¢ 1- Newport Beach Conference and Visitors Bureau Productivity and Key Highlights Summary July 1988 - April 1989 Room Nights *Estimated Revenue Definite Business 10,192 Business Booked by Bureau 3,558 and already consumed Tentative Business 41,460 $ 2,293,000 $ 9,328,000 *Estimated revenue based on International Association of Convention and Visitors Bureau statistics. Makes assumption that each delegate spends $225 per day on meals, lodging, entertainment, shopping, etc. Information Inquires handled 953 Site Inspections 18 Trade Shows Attended 9 Newport Beach Conference & Visitors Bureau Footnotes of Significant Variances Fiscal Budget July 1, 1989 - June 30, 1990 Administrative Payroll: Increase of $9,773 a result of Dan's severance of $10,300 ---coding of membership sales to Administrative vs. Marketing last year $12,000 --- and in reverse the coding of auto allowance and insurance to benefits vs. lumping it under payroll last year. Other Compensation: Increasing approximately $2,000 as a result of increase in membership income. Current plan calls for membership sales person to get 40% of all renewals and new memberships. Taxes: Based on 9.1% of total compensation vs. 9.0 last year. Benefits: Increased $7,620 over last year due to the coding of Dan's car allowance and insurance to "payroll" vs. benefits. Proposed budget reflects $416 per month auto allowance and approximately $125 per month for insurance for three administrative employees. Telephone: Variance of $893 due to additional usage and installation of two new phones. Printing: Variance of $1,096 due to coding. Last year some expenses that should have been coded to Administrative, ended up in marketing. General Insurance: Variance of $1,391 represents a guess as to what new liability insurance for Directors and Officers might cost as well as policy to bond employees. Rent: Variance of $1,944 assumes a 7% increase even though we haven't been advised on one. Current lease expired at the end of March. Page 2 Relocation Cost: Positive variance of $22,843 reflects expensing of recruiting fee for new director last year. Proposed budget reflects $6,000 for relocating director and $2,000 of contingency. Accounting/Legal: Positive variance of $14,110 due to attorney fee in drawing up Dan's severance; cost of retreat; cost of Laventhol & Horwath opinion letter, etc. In proposed budget we have planned to spend $9,600 for accounting company to prepare our monthly reports and bi-annual audit. Also, have $2,000 in contingency. Membership Expense: Variance of $7,310 as a result of coding differences between proposed budget year and last. Various membership expenses were coded to "printing" under marketing expenses last year vs. going forward we will be coding all such expenses to administrative. Proposed expense of $7,310 made up of the following: Plaques 710 Roster 2,000 Presentation Folders 1,100 Quarterly Newsletter 2,000 Contingency/Misc. 1,500 Marketing Payroll: Variance of $43,435 due to our adding two new people to the sales effort --- a sales manager at $25,000 and a secretary at $20,000. Taxes: Based on 9.5% of compensation for both years. Benefits: Variance of $3,166 represents insurance for two additional employees at $125 per month. Travel and Entertainment: No comment. Advertising Group: Variance of $38,994 ---represents additional promotional activities, some of which will be defined by new director. Page 3 Advertising Leisure: Variance of $40,966 ---represents additional advertising directed at the upscale leisure traveller. Publication along the lines of "Travel & Leisure" are under consideration. Trade Shows: Variance of $13,822 as a result of our planning to attend more trade shows. Preliminary plans call for our attending: Meeting and Convention Dialogue (N.Y.) $ 5,000 Corporate Travel West 2,000 IT&Me (Chicago) 3,000 Meeting and Convention Dialogue (L.A.) 3,000 Sacramento Society of Association Executives 1,500 Destination Showcase (Washington D.C.) 5,000 Meetings West (L.A.) 2,800 MPI (Orange County) 200 Meetings & Convention Dialogue (Chicago) 3,500 MPI (L.A.) 1,000 Public Relations: Variance of $35,213 as a result of plans to put a PR firm on full-time retainer ---to enable us to get more exposure on a regional and national basis in selected media. Telephone: Variance of $3,572 due to increase solicitation on the part of our staff. Office Supplies & Expense: Variance of $2,217 due to increased activity. Postage: Variance of $1,676 due to increased activity. Printing: Positive variance of $10,392 difficult to explain without going back and auditing all expenses coded to that account last year. What marketing committee is proposing is the printing of membership roster for $4,000 and a $5,000 contingency. Any expenses we have overlooked can come out of the "Advertising" account. Community Event: Variance of $6,775 due to the fact that we basically did nothing last year but want to get more involved going forward. Newport Center Association 180 Newport Center Drive Suite 180 Newport Beach, California 92660 (714) 720-8488 BOARD OF DIRECTORS Richard H. Marowitz, President Owner Newport Children's Bootery William G. Adams, Vice President Partner C'Melveny & Myers Mitzi Wells, Treasurer District Manager Great American First Savings Bank William Grimes, Secretary Owner Fashion Island Printers Roger L. Neu, J.D., C.P.A. m Imediate Past President Law Offices of Roger L. Neu. Inc. Christopher J. Auer Vice President Albert J. Auer and Associates David R. Carmichael 2nd Vice President Associate General Counsel Pacific Financial Companies Thomas C. Casey Senior Vice President First American Trust Company David Dmohowski Director, Resource Entitlement The Irvine Company Barbara Jessen, M.D. Newport Pain and Neurodiagnostic Jerry A. King J.A. King and Associates Nancy Kirksey Owner Sweet Life Bakery Tom Limberg General Manager Newport Beach Marriott Hotel & Tennis Club Jack Oldham Partner Kenneth Leventhal & Company Greg J. Vigoren, D.D.S. General Dentistry EX -OFFICIO DIRECTORS Richard Luehrs President Newport Harbor Area Chamber of Commerce Michael T. Lutton Vice President, General Manager Irvine Office Company EXECUTIVE DIRECTOR Bridget Lehman CITY )I BEAU FEB 13 1989 February 3, 1989 Honorable City Council City of Newport Beach 3300 Newport Boulevard Newport Beach, CA 92663 Dear Mayor Strauss and Councilmembers: C NX M 4 RECEIVED FfRanam "WWA Subject: Newport Beach Visitors and Conference Bureau On behalf of the board of directors of the Newport Center Association I would like to pledge our support of the efforts of the Newport Beach Con- ference and Visitors Bureau. Their work to encourage guests to come to Newport Beach benefits not only the hospitality industry, but also the general fund used to maintain the quality of life in our fine city. Additionally, the type of visitor targeted by the Bureau puts little strain on city services or infrastructure. Formed with a like purpose to that of NCA the Bureau promotes the civic and economic welfare of Newport Beach. Thank you for your consideration. incerrely, Mitz ' dells Pres ent MW/bl "RECEIVED ETER AGENDA PRINTED:" -- February 7, 1989 M yor Donald A. Stra' :.ss City Hall 3300 Newport Blvd. P.O. Box 1768 Newport Beach, CA 92658-8915 Dear Mayor Strauss: r RECEIVED 0 FI nCITY OF�K 109 Bf0 I would like to express my deepest concern regarding the continuation of funds for the Newport Beach Conference and Vistors Bureau. I fully support the marketing program and feel that funding this program is very important to the Newport Beach area. We need the revenue brought into the area, which is greatly produced from the bureau's support. I ask you to support this program for the future interest of Newport Beach and it's businesses. Sincerely, Kathy Zlf'gan Associate Director of Sales Ln 1 { cog o � LJ W Ln 1 RANDOM SURVEY OF CONTRIBUTIONS TO CONFERENCE & VISITOR'S BUREAUS JURISDICTION Beverly Hills Huntington Beach Laguna Beach Palm Springs San Clemente San Juan Capistrano Santa Barbara CONTRIBUTE TO C&VB No No No $1.8 Mil in '88 No No $860,000 in '88 TRANSIENT OCCUPANCY TAX 11% 100 8° 0 9° 0 80 80 100 "RECEIVED HER AGENDA PRINTED:" LIFEST YI E PRODUCTIONS � r.9- M. 4t-4 • /r. /9 rq UJ °M° t >w'Z� t.t l co 11 cn LAJ w Cr L..- 33 cQ rRECEIVED/�-��'i 6k• 9 � � Lv 4 16'17 Vm&�f OlJ 208N� ZeaA, Oy2660 �j>!J 722-d'O>d' N "RECEIVED AFTER AGENDA PRINTED:" .a Airma Wybenga 2314 Fairhill Newport Beach, CA 92660 1-30-89 Mayor Donald A. Strauss City of Newport Beach 3300 Newport Boulevard Newport Beach, CA 92663 Dear Mayor Strauss: RECEIVED �p W= i�1iA0N As a concerned RESIDENT of Newport Beach, I am writing to you in support of the Newport Beach Conference and Visitors Bureau. The Newport Beach Conference and Visitors Bureau is a vital part of developing this city into a more desireable residential area. The revenue generated into our city through the service this bureau provides can only enhance our growing community, which in turn enhances my in- vestments in this city, which in turn enhances the high quality of life I sought when I became a resident five years ago. For these reasons, I urge you to support the Newport Beach Conference and Visitors Bureau proposal and help maintain the social, culteral and economic prosperity we enjoy in Newport Beach. Very sincerely, Airma Wybenga AFIER AGENDA" 14 AIT -Z, "RECEIVED R AGENDA �y� PRINTED:" - IRVINE HOTEL COMPANY February 8, 1989 Mayor Donald A. Strauss City of Newport Beach 3300 Newport Blvd Newport Beach, CA 92660 Re: Newport Beach Conference & Visitors Bureau Dear Mayor Strauss: Rw�o I am writing in support of the Newport Beach Conference & Visitors Bureau proposal to continue to impose a 1% service charge on Newport Beach hotels to fund the Visitors Bureau. The conference groups attracted to hotels in Newport Beach by the Visitors Bureau typically use very little of the City's services; conference groups usually stay at least 2 or 3 days at a hotel for meetings and leave the hotel during that time only to shop or dine at one of the local restaurants. The conference groups attracted to hotels do contribute significantly to the City's revenues in the form of the 8% transient occupancy tax. They also contribute positively to the local economy. A rule of thumb used in the hotel industry is that the average conference attendee spends $2 in the surrounding community for every $1 spent at the hotel and 80% of that dollar spent at the hotel ultimately passes to local vendors and hotel employees. The Newport Beach Conference & Visitors Bureau is an excellent program to market our city to visitors who use little of our services and yet generate significant revenues. I urge you to support this program. Sincerely, Donald Engfer Director -Hotel DE:mb E-395 Operations P.O. Box I, Newport Beach, California 92658-8904 . (714) 720-2000 A Division of The Irvine Company •REC7�!n- February PRINTED:" FF6 g 1SO 8, 1989 Mayor Donald A. Strauss lCity Hal 3300 Newport Boulevard P.O. Box 1768 Newport Beach, CA 92658-8915 Dear Mayor Strauss: This letter is to express to you my support of The Newport Beach Conference and Visitors Bureau, and its activities. As you know, the Bureau is an extension of the area's merchants, such as hotels/resorts, restaurants and other retailers, as well as representatives of one of the most prestigious communities in the country. The presence and visibility of The Newport Beach Conference and Visitors Bureau is an enticement to visitors from throughout the country and the world to come to Newport Beach. These visitors help maintain the jobs for the work force creating prosperous businesses, and providing revenue to the city to maintain the cleanliness and quality commmity life, which we all enjoy. It is with these thoughts, that I ask you to share with me and other concerned citizens, for your support for the Newport Beach Conference and Visitors Bureau. Respectfully, , C h is F. Smith Senior Hotel Sales Manager CC'S/pda " RECEIVEq iER AGENDA PRINTED:". t_ February 8, 1989 Mayor Donald A. Strauss City Tia -1-1 3300 Newport Boulevard P.O. Box 1768 Newport Beach, CA 92658-8915 Dear Mayor Strauss: 4 RECEIVED FEB 9 1989 0"" " q.ERK KW®RT I would like to express my deepest concern regarding the continuation of funds for the Newport Beach Conference and Visitors Bureau. I totally support the Newport Beach Conference & Visitors Bureau and their marketing program, and feel that funding for the Bureau is very important to the Newport Beach area. We need the revenue brought into the area, which is greatly produced from the Bureau support. I ask you to support the Bureau and their marketing program for the future terest of Newport Beach and its businesses. jp;ect7fuglpectful Donna E. Bowers Hotel Sales Manager DEB/pda WN 0� r 8 � opt ��< oCO LZ Co WN "RECEIVED FTER AGENDA PRINTED;" _ 0 RECEIVED�► FFe CITy1989 -• kypcity � February 7, 1989 Mayor Donald A. Strauss Citv Hall 3300 Newport Boulevard Post Office Box 1768 Newport Beach, California 92658-8915 Dear Mayor Strauss: The purpose of this letter is to give my personal support to continued funding of the Newport Beach Conference and Visitors Bureau. Having worked as a hotel salesperson in several resort areas (Hilton Head, Scottsdale, and Maui), I can attest to the fact that the Conference Bureau plays a key role in generating revenue into the area by their active solicitation of both corporate and transient visitors. Much of the business I encounter is a total "destination sale" and I continually lose business to other areas, such as Palm Springs, San Diego, and Scottsdale, all of which have agressive, sales -oriented bureaus familiarizing corporations and nuking their identity as a destination known. The Bureau funding needs to continue, as we still have a long way to go in getting our name known in the marketplace. I urge you to support the Bureau and promote their efforts. Most sincerel , Bette L. Fowle Associate Director of Sales BLF/st I "RECEIVED ITER AGENDA PRINTED:" February 7, 1989 Mayor Donald A. Strauss CITY HALL 3300 Newport Boulevard Post Office Box 1768 Newport Beach, California 92658-8915 RE: Newport Beach Conference and Visitors Bureau Dear Mayor Strauss: This letter is written in support of the Newport Beach Conference and Visitors Bureau funding proposal, which will be voted upon next Monday. I am a resident of Newport Beach and work in the hospitality industry. As you know, competition has increased dramatically over the last few years and the Newport Beach Conference and Visitors Bureau is needed to help us compete with newer and more strategically located hotels in the Irvine/Airport area. Our market mix has changed drastically and we are now focusing on small corporate meeting groups, which will not add to the increasing traffic congestion. The continued funding of the Newport Beach Conference and Visitors Bureau will help us achieve this transition and lead to the success of the Pelican Hills project, which is a few years away. Mayor Strauss, thank you for your consideration of the Newport Beach Conference and Visitors Bureau. Your support will continue to add prosperity to the goals we all achieve, here, in Newport Beach. Sincerely, Thomas J. Dusing TJD/sb r 4 RECEIVED FEB 10 1985 CITY CLERK CITY OF g11PORT BEACH 3 60 Newport Beach H0TELS•RES0RTS +, February 10 , 1989 '" RQ X31 Mr. Donald A. Strauss Mayor, City of Newport Beach 3300 Newport Blvd. P.O. Box 1768 Newport Beach, CA 92658-8915 Dear Mayor Strauss, 9 "RECEIVED AFTER AGENDA PRINTED:" T - Z, 900 Newport Center Drive ib Newport Beach, California 92660 Tom Limberg General Manager 714/640-4000 As General Manager of the Newport Beach Marriott Hotel. and Tennis Club, and a Board Member of the Newport Beach Conference and Visitors Bureau, I am naturally concerned about the future of our Bureau. It is my understanding that this issue will be addressed at the February 13th. Council Meeting, and a vote will be held to determine whether or not this agency will be allowed to continue. As a prudent businessman, representing a major corporation, and as a native Southern Californian, I am naturally concerned about the quality of life here in Newport Beach. While I don't claim to be an expert on taxation and disbursement of funds, I would think that the tax revenues provided by business, and specifically hotels, have been helpful in providing the services and accouterments our residents and visitors have come to expect from the city of Newport Beach. We at the Newport Beach Marriott Hotel and Tennis Club are proud of our prestigious address; proud of our 600 employees; proud of our contribution to the community; and in need of your support on the issue of the Newport Beach Conference and Visitors Bureau. We'll be watching for your support Monday, February 13th., 1989. Sincerely, NEWPORT BEACH MARRIOTT HOWEL & TENNIS CLUB Tv �. Tom Limberg '-- General Manager TL/lc CityMa %9 89 )Jkb- Of yor �ewp0 't <�Ar, Aarnott H0TELS•RES0RTS February 10, 1989 Mayor Donald A. Strauss City Hall 3300 Newport Blvd. P.O. Box 1768 Newport Beach, CA 92658-8915 Dear Mayor Strauss, Newport Beach Marriott Hotel & Tennis Club R�c� 3199 CLERK k���oeERCt� "RECEIVED AFTER AGENDA PR! Nr E,D` :7'., 90b"tdEVeport 'ae---�— Newport Beach, California 92660 (714) 640-4000 FAX: (714) 640-5055 It has come to my attention that on Monday, February 13, 1989, the City Council will vote to determine the future of The Newport Beach Conference and Visitor Bureau. As Director of Marketing for the largest hotel in Newport Beach, I strongly urge you to vote for the Bureaus continuance. As you are well aware, conferences and tourism bring a great deal of money into the city of Newport Beach. But, as the closing of the Registry Hotel this week clearly illustrates, this business does not come to us automatically. As a Newport Beach hotel we obviously compete with other Newport Beach hotels for business, but our primary competition is in other cities such as San Diego and Santa Barbara, as well as Irvine, Costa Mesa and Anaheim. This is where the role of the Bureau is so vital in assisting us in creating awareness of Newport Beach as a viable destination for group and individual travel. In this highly competitive market we should be looking for more ways to sell Newport Beach to the traveling public, and not cutting the funds from one of our best promoters. You obviously know the city budget better than I, but what industry in Newport Beach has more potential to increase revenues than the hotel industry. Over $4.2 million in bed tax was generated in 1987 and hotel occupancy in the city was only 65 per cent! Imagine what the impact would be if an adequately funded, City Council supported, Bureau could help us raise our occupancy levels to 80%! Conference and visitor business is important to Newport Beach. Without a functioning Bureau we run the risk of losing future revenue and tax dollars. I know of no city of any consequence that doesn't have a Visitors Bureau and would hate to see Newport Beach in a class by itself in this instance. Page -2- Please prove to the community leader and support the Newport Bureau. Thank you for your time. Sincerely, NEWPORT BEACH MARRIOTT HOTEL & TENNIS CLUB Greg ith Director of Marketing GS/bg that you truly are a visionary Beach Conference and Visitors February 10, 1989 Mayor Donald A. Strauss City Hall 3300 Newport Blvd. P.O. Box 1768 Newport Beach, CA 92658-8915 Dear Mayor Strauss: 13 9pRS ©EACH "RECEIVED AFTER AGENDA PRINTED:" As one of 600 employees of the Newport Beach Marriott Hotel and Tennis Club whose livelihood is dependent on Conference and Visitors business, I am asking that you please support the Newport Beach Conference and Visitors Bureau at your meeting on February 13, 1989. Tourism is big business for Newport Beach and you should do everything you can to support our Bureau, whose sole function is to bring business that spends money, generates tax dollars and creates jobs in the community you represent. Please vote in favor of maintaining the Newport Beach Conference and Visitors Bureau. We need all the help we can get. Having a nice hotel in Orange County, California doesn't guarantee you success.... just ask my friends who used to work at the Registry Hotel. Thank you for your support. Sincerely, Mark Fiorentino February 9, 1989 Mayor Donald A. Strauss City of Newport Beach 3300 Newport Boulevard Newport Beach, CA 92663 Dear Mayor Strauss, 26073 GETTY DRIVE LAGUNA NIGUEL, CA 92677 " RECEIVED AFTER AGENDA (714) 582-1904 �� C � FAX N (714) 582-5982 (��y R1 `TED:" j �-1 Snn Diego • Orange County • Chicago We at A&G Productions would like to express our support for the upcoming Conference & Visitors Bureau proposal. Under your guidance Newport Beach has expanded and developed into one of the finest cities in California, or for that matter the United States. We look forward to continued growth for the future under your thoughtful guidance. Thank you in advance for recognizing the necessity of expansion and the importance it has to Newport Beach and the surrounding communities. Respectfully, Jon Deckard y: F E B 131989 }J City of Newport 1 "RECEIVED #M AGENDA PRINTED:$$ .._..,_.,,,... NEWPORT BEACH. The California you expect it to be® Conference & Visitors Bureau May 4, 1989 Mr. Phil Sansone 215 Marguerite Avenue Corona del Mar, California 92625 Dear Phil, Enclosed please find a study that the Board of Directors of the Newport Beach Conference and Visitors Bureau commissioned with the accounting firm of Leventhol & Horwath. The purposes of this study were to compare and show the benefit to the City of Newport. Beach of a successful conference and visitors bureau. Laventhol & Horwath is the most respected accounting firm in the United States dealing with the hospitality industry. Their observations are of great interest to us and we hope, to you. Sincerely, j,t'(i Da 1 e ewport Beach Conference And Visitors Bureau Lido Marina Village, 3700 Newport Boulevard, Suite 107, Newport Beach, CA 92663 (714) 675-7040 ®Laventhol & Horwath Certified Public Accountants April 28, 1989 Board of Directors Newport Beach Conference and Visitors Bureau 3700 Newport Boulevard, Suite 107 Newport Beach, California Dear Board of Directors: 3699 Wilshire Boulevard Los Angeles, CA 90010 (213) 381-5393 We have performed the tasks outlined in our engagement letter of April 10, 1989, relative to an assessment of the present and prospective effectiveness of the Newport Beach Conference and Visitors Bureau (NBCVB). This summary report contains a description of the tasks performed, our key conclusions, and the estimated financial impacts upon the community. TASKS PERFORMED We have completed the following tasks in the course of our services: - Met with representatives of the NBCVB board to confirm engagement objectives and to be briefed on additional background information; Discussed with Bureau personnel the scope of their activities and the records maintained of their accomplishments; Discussed perceptions of the effectiveness of the NBCVB with Directors of Marketing at Newport Beach hotels; Reviewed our statistics concerning occupancies and room rates in other Orange County communities to form an opinion as to whether the NBCVB's activities have demonstrated perceptible impact to date; Contacted other California resort -oriented municipalities to determine whether they have comparable bureaus. We selected Santa Barbara, Santa Monica and the Monterey Peninsula as areas of primary interest. Due to its proximity and predominance of first-class or better hotel rooms relative to the total rooms inventory, we also contacted Long Beach. We attempted to contact Scottsdale, Arizona's bureau, but found that it was integrated with Phoenix and that separate information was not available. The senior personnel at the bureaus in the respective communities were interviewed using the questionnaire attached as Exhibit A; A member of Horwath & Horwath International with affiliated offices worldwide. Board of Directors Newport Beach Conference and Visitors Bureau Newport Beach, California Page 2 Prepared estimates of financial impact which the Bureau could be expected to have in the next five years on the following: City revenues from sales tax and Transient Occupancy Tax (T.O.T.), and Sales of businesses in the community; Prepared this summary report. NBCVB STAFFING AND ACTIVITIES Until three years ago, NBCVB was a skeleton organization with minimal funding. The organization had one employee, and the funding was provided by member businesses. In the 1986-87 fiscal year, a percentage point was added to the City's T.O.T., with the additional funds earmarked for NBCVB. The first payment to NBCVB was in April 1987, and the Bureau began to add staff in September 1987. The staff grew to include an Executive Director, a Group Sales Representative, a Membership Sales Representative and a Secretary. For the 1989-90 budget year, the following staff is contemplated: 1 Executive Director (Position vacant at present) 2 Group Sales Representatives 1 Part-time Membership Sale Representative 2 Administrative 5 1/2 Full-time equivalents The NBCVB's mission statement emphasizes the promotion of Newport Beach as a destination for "high-end conference attendees and vacation travelers" and, therefore, the enhancement of the economy of Newport Beach and its members. The activities of the Bureau appear appropriate in light of the mission statement. In our discussions, Martha Kleine, the Group Sales Representative, emphasized the following activities: Travel agent shows (9 in 1988); Follow-up with agents who filled out cards at travel shows; Cold calls to corporate and association meeting planners listed in directories; FAM trips (2 in 1988; 4 or 5 planned for 1989-90); and Advertising in media read by upper-income prospective vacationers, and follow-up on response cards and telephone inquiries. Board of Directors Newport Beach Conference and Visitors Bureau Newport Beach, California Page 3 Clearly, a key beneficiary of the Bureau should be the community's hotel inventory. There are approximately 2,600 hotel rooms in the community, 2,400 of which are accounted for by six major first- class or better hotels. As one indicator of the effectiveness of the Bureau, we contacted the Directors of Marketing in several of the major hotels. Feedback on the Bureau's efforts and accomplishments was generally positive. Most of the Directors commented that the Bureau has passed along a substantial number of leads for group business and that the leads were generally well qualified. Some Directors qualified their comments by adding that the Bureau was effective considering its relatively limited staff or budget. COMPARISONS WITH OTHER COMMUNITIES General Each of the four communities (Santa Barbara, Santa Monica, Long Beach and Monterey/ Carmel) had an organization analogous to NBCVB. In two cases, these bureaus were responsible for a larger area than just a city (Santa Barbara County, Monterey Peninsula). Each described its major activities and focus similarly to the NBCVB. Only Monterey Peninsula indicated a focus on day tourists, but added that it was not a major focus. Three of the four bureaus are of relatively recent origin. Years founded were as follows: Santa Barbara County 1985 Santa Monica 1982 Long Beach 1983 Monterey Peninsula 1908 Funding of Bureaus Each community is discussed separately below. Santa Barbara County The bureau is funded by allocations from the City and County General Funds. The amount is negotiated each year, and the current budget is approximately $750,000. Membership fees are not a significant revenue source. While there is no stipulated percentage, the City's allocation presently amounts to 13 percent of the T.O.T., which is 10 percent of room sales. � 4 O O 0\0 N n' Ci r�I do QO U 0 O in O to M O W. kD kD Hi N N N C1 3 Z m N 0% N r l� O O O 0 a >4m a� � r 0\0 H O LO c 4-) 0 •ri 000 r�-I o o O O N H yr z °° z z a H >~ U 000 Or ri D4 0 O 1, 0 0\0 0 0 - O N %o l- ca O N r r,) O o O o N O X0-1 fA Cl) f7 0\0 � O C> N � a� -I +1 fC R! Ci O O O 0\0 In O N 01 Lf) rl o\oN d' d� N 0 U) 4J '� N O Co V)- V N r i LO (0 H N °0 V} � Vi I34 a c �4 0 W i tV �4 O O o\o to 0\0 00 00 N LO 00 Ul N co O to H to UI r -I M 0% O O O O ri r) `0 0 O 0 O a AA U N 4J 0 0 b U b N N O 4-) >v-1 U N 41 ro �4 �+ O J�-1 A &I ^J U1 NU) U) ri 4-) -P UI A O � SO -t ?�� 0' �� 0) �� M 0 0 OA S •�U) cd E-4 � O 0 +3 M U 0 U Or1 NW P 0 • WH 0 P W TPC �+ o a+ �4oo+o o 10 N U UI rtf E W 0 0� O � 7r'd Z O 0 0 0 U) 0 rg U) 0 0 M 10 A U) 0 H N P4 4u N A +� PJ b� P N P S N +) UI U) p p U 0 z �I N N A1 r -I fU Q 1 r- 104 M (13 9 (0 U 4-) N W r-1 N 0 of W r -I (1) 04-) to r -I N r-1 W H +1 0 zj r 10 M� U r0i I 4j N P }J N P > <v > p4-) N P 0� U U UI Z a w WA 1044 W m EH E 1044� HaE-iOp<4 14 Board of Directors Newport Beach Conference and Visitors Bureau Newport Beach, California Page 4 Santa Monica This bureau is funded by an allocation from the City General Fund, which is equivalent to 15 percent of T.O.T., resulting in a present annual budget of $545,000. The percentage of T.O.T. has been increasing; it was 12.5 percent in 1982, and is expected to rise to 17 percent in the next fiscal year. Membership fees are not a significant revenue source. Long Beach The Long Beach bureau receives about 75 percent of its total funding from the T.O.T., and 25 percent from membership dues and other miscellaneous sources. The total budget at present is $2,200,000. The T.O.T. portion represents approximately 30 percent of total T.O.T., and funds are earmarked for the bureau. Monterey Peninsula Revenue is provided to the bureau from both memberships and Peninsula cities' General Funds. We could not determine the total budget. Apparently, it is not a specified percentage of T.O.T. Key Comparative Measures To compare funding and activities of the bureaus in the four other communities with the NBCVB, we developed a number of comparative measures. In several instances the measures are related to first- class or better hotel rooms. This is because the major focus of most of the bureaus is on attracting group meetings and group tours which are most likely to be booked into larger and more expensive hotels. We also relate these same measures to total hotel rooms. The comparison is presented on the facing page. Conclusions Relative to bureaus in the other communities, Newport Beach appears to be at the lower end of the range in terms of the following: - Percent of T.O.T. earmarked or allocated to the bureau; - Budget dollars per first-class hotel room; - Employees per first-class hotel room; and - Travel shows attended per first-class hotel room. Comparison of Available and Occupied Rooms in Newport Beach and Surrounding Communities Surrounding Communities Major Hotels 1985 359,878 - 551,135 - 65.3% Growth 535,647 48.8% 843,061 Occupied Growth Room- in Room- 34.8 63.8 1988 Room- in Occupied Nights Nights Nights Room -Nights Available Available Occupancy Newport Beach - Malor Hotels 1985 354,617 - 546,405 - 64.9% 1986 384,997 8.6% 624,995 14.4% 61.6 1987 484,715 25.9 773,070 23.7 62.7 1988 528,669 9.1 818,250 5.8 64.6 Surrounding Communities Major Hotels 1985 359,878 - 551,135 - 65.3% 1986 535,647 48.8% 843,061 53.0% 63.5 1987 725,573 35.5 1,136,803 34.8 63.8 1988 777,620 7.2 1,211,435 6.6 64.2 Board of Directors Newport Beach Conference and Visitors Bureau Newport Beach, California Page 5 The bureau seems within the same range as other communities when budget dollars per total hotel rooms and bureau employees per total hotel rooms are compared. The increased number of employees planned for 1989 and the activities they would presumably pursue would bring the NBCVB more in line on some of the measures. NEWPORT BEACH HOTEL TRENDS We compared the growth of Newport Beach hotels' available and occupied room -nights to aggregated numbers for the major hotels in the surrounding communities (Costa Mesa, Santa Ana and Irvine). Results are summarized on the facing page. It is difficult to assess the impact of the NBCVB based upon the above comparison. The years which showed the most significant growth in occupied rooms were also those which had the most significant growth in available rooms. It would appear that the large increases in the supply of rooms in both Newport Beach and the surrounding communities have caused occupied rooms to grow for two reasons: With the increased capacity, guests who otherwise would have been "turned away" at peak periods could be accommodated. The new hotels brought additional marketing staffs who in turn attracted additional group and corporate business. The impact of the increased supply is so dominating that it tends to obscure any other trends which may be present. ESTIMATED FINANCIAL IMPACT ON NEWPORT BEACH Community Spending T O T and Sales Tax per Occupied Room We estimate that the occupants of a hotel room will spend an average of $225 per day for room, food, entertainment, shopping and incidentals. In 1988, the average room rate at the major Newport Beach hotels was $92. Since major hotels account for the majority of the supply, the overall 1988 room rate probably approximated $92 as well. With a year's inflation, $97 is a reasonable expectation in 1989. Therefore, T.O.T. would be $8.73 per occupied room. Board of Directors Newport Beach Conference and Visitors Bureau Newport Beach, California Page 6 The remaining $128 of non -room spending per day would result in $1.28 of sales tax (1 percent) for the City. The non -room revenue would probably be split between other hotel departments and other community businesses approximately as follows: Amount Per Room Per Day Other hotel departments $ 52 Spent outside of hotel 76 Total non -room spending $128 Impact of a 1 Point Increase in Occupancy With 2,600 total rooms, a 1 point increase in annual occupancy would have the following estimated financial impacts on the community: Additional Amounts T.O.T. $ 82,800 Sales Tax $ 12,000 Spending in hotels and other community businesses $2,135,200 Possible Impacts in Future Years From the late 1970's until 1983, Newport Beach's major hotels achieved annual occupancies averaging in excess of 75 percent, and in a few years may have reached 80 percent. This level of performance was significantly higher than the hotel industry nationally. Its achievement was a function of the overall desirability of the area, and the attractions which the area offers that are conducive to generating week -end hotel demand. From 1983 on, room demand in Newport Beach continued to grow. However, dramatic increases in room supply resulted in occupancy decline. Not only did the supply increase dramatically in Newport Beach, but in surrounding communities and other California resort locations as well. The result was that occupancies in Newport Beach dipped below 62 percent in 1986 and averaged around 63 percent for the last five years. Board of Directors Newport Beach Conference and Visitors Bureau Newport Beach, California Page 7 The atmosphere in which Newport Beach hotels compete today remains very competitive. With the number of new hotels in surrounding communities, and the number of new resort -oriented properties in other resort communities, many communities have begun to promote themselves more actively to prospective visitors. This is indicated by the relatively recent inception of some of their visitors bureaus. We believe that Newport Beach's desirable combination of attributes make it possible for occupancies to again reach or exceed an annual average of 75 percent with the present 2,600 rooms. However, in order to do so it is likely that the following will be required: Sustained marketing efforts by the individual hotel properties; and An effort by the community as a whole to establish a high profile with decision makers who book, or influence the booking of, group travel. A 75 percent annualized occupancy is 10.4 occupancy points above the 1988 occupancy level. The final impact of this increased occupancy is estimated as follows (without considering inflation): T.O.T. Sales tax Spending in hotels and other community businesses SUMMARY Additional Amounts $ 861,100 $ 124,800 $22,206,100 We summarize our conclusions as follows: - The NBCVB is in its infancy and its annual impact has probably not yet exceeded one to two occupancy points; The effect of these types of organizations appears to be cumulative. The NBCVB is emphasizing the same activities as the other communities interviewed, though on a generally smaller scale. We conclude that the impact is likely to increase each year in the foreseeable future; Based upon our interviews, other communities appear committed to their visitors bureaus. This was indicated Board of Directors Newport Beach Conference and Visitors Bureau Newport Beach, California Page 8 qualitatively in our discussions and was also evidenced quantitatively by generally increasing budgets and growing staff; There appears to be both an offensive and a defensive thrust to community motivations for funding visitors bureaus. The offensive reason, of course, is to increase revenues to the City's and community businesses. The defensive reason is a concern that in the generally more competitive tourism environment, a community that does not actively represent itself may find a cross-section of prospective visitors diverted to other communities who are actively represented. The results could therefore be a decline in City and community revenues from tourism; and With a focused, active and proficient marketing program, the NBCVB, together with the hotel's own marketing efforts, should be able to increase community occupancies to reach or exceed the 75 percent level within three to four years. This increase to 75 percent would generate the following estimated additional revenues without considering inflation: T.O.T. $ 861,100 Sales tax $ 124,800 Spending in hotels and other community businesses $22,206,100 TERMS & CONDITIONS Our summary report submitted to you is based on estimates, assumptions and other information developed from research of selected Southern California resort communities and our knowledge of the tourism and hospitality industries. We are under no obligation to revise this summary report or the prospective transient occupancy tax or sales tax estimates to reflect events or conditions which occur subsequent to April 28, 1989, the last day of our field work. However, we are available to discuss the necessity for revision in view of changes in the economic or market factors affecting the analysis. Our analysis did not ascertain any legal and regulatory requirements or any state and local government regulations, permits and licenses. Board of Directors Newport Beach Conference and Visitors Bureau Newport Beach, California Page 9 Some assumptions inevitably will not materialize, and unanticipated events and circumstances may occur; therefore, actual results achieved during the analysis period will vary from the assumptions, and the variations may be material. Our summary report and prospective Transient Occupancy Tax and Sales Tax analysis are intended for the information of the Newport Beach Conference and Visitors Bureau. Otherwise, neither our summary report nor its contents may be included or quoted in any offering circular or registration statement, prospectus, sales brochure, loan, appraisal or other agreement or document without our prior written permission. April 28, 1989 I. II. Exhibit A CONFERENCE & VISITOR BUREAU INTERVIEWS Bureaus to be interviewed A. Santa Barbara B. Santa Monica C. Long Beach D. Scottsdale E. Monterey/Carmel Questions to ask A. How long has the bureau been in existence? B. How is the bureau funded? 1. T.O.T. a. If T.O.T., who collects the revenue? 2. Memberships (hotels, businesses). 3. Allocation of City Funds. C. What is the annual budget? a. Have there been any significant changes in the funding in recent years? D. How does the bureau measure its effectiveness? 1. What statistics are used? 2. How is that information compiled? E. How is the bureau staffed? 1. How many people are employed at the bureau? 2. What are their positions? F. What bureau efforts are focused on attracting day tourists? G. Please describe the major activities of the bureau 1. At which travel shows was the bureau represented last year, or will be represented this year? 2. Describe sales efforts designed to attract group sales? H. How many first-class rooms are within the bureau's territory? 1. First-class is defined as a full-service hotel with a restaurant and 200 or more rooms. 2. What was the average occupancy and rate of these hotel rooms in 1988? I. How many total rooms are within the bureau's territory? 1. What are the total number of hotel or motel rooms? 2. What was the overall occupancy and average rate of all guest rooms in 1988? J. Does the bureau have any statistics on visitors to the area? 1. What is the average per day dollar expenditure of overnight hotel visitors? 2. How is that figure apportioned? a. Proportion for hotel room? b. Proportion for restaurant meals? C. Proportion for expenditure outside the hotels?