HomeMy WebLinkAbout15 - NB & Company/ Visit Newport Beach Annual ReportTO:
2361ITI I
CITY OF
NEWPORT BEACH
City Council Staff Report
July 25, 2017
Agenda Item No. 15
HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL
Dave Kiff, City Manager - 949-644-3001,
dkiff@newportbeachca.gov
PREPARED BY: Tara Finnigan, Deputy City Manager,
tfinnigan(o)_newportbeachca.gov
PHONE: 949-644-3035
TITLE: Newport Beach & Company's 2018 Destination Marketing Plan
Supplement, the FY 2017-2018 Visit Newport Beach, Inc. Budget,
and the Newport Beach Tourism Business Improvement District
Fiscal Year 2017-2018 Annual Report and Budget
ABSTRACT:
Visit Newport Beach, Inc. (VNB), a business unit of Newport Beach & Company, provides
destination marketing services to the City of Newport Beach (City) under an agreement
for Tourism Promotion, Branding and Marketing Services (Agreement). Under the terms
of the Agreement, VNB is required to submit certain records to the City Council for its
review and/or approval. Newport Beach & Company has submitted the 2018 Destination
Marketing Plan Supplement and the FY 2017-2018 Visit Newport Beach, Inc. budget for
the City Council's review. VNB also serves as the administrator for the Newport Beach
Tourism Business Improvement District (NBTBID). VNB has submitted the NBTBID's FY
2017-2018 Annual Report and budget for the City Council's review and approval.
RECOMMENDATION:
a) Determine that the action is exempt from the California Environmental Quality Act
(CEQA) pursuant to Sections 15060(c)(2) and 15060(c)(3) of the CEQA Guidelines
because it will not result in a physical change to the environment, directly or indirectly;
b) Authorize a waiver of the timelines provided in Section 6 of the Agreement;
c) Receive and file Newport Beach & Company's 2018 Destination Marketing Plan
Supplement and the Performance Standards Report;
d) Review and approve, as presented, VNB's FY 2017-2018 budget;
e) Review and approve, as presented, NBTBID's FY 2017-2018 Annual Report; and
f) Review and approve, as presented, NBTBID's FY 2017-2018 budget.
15-1
Newport Beach & Company's 2018 Destination Marketing Plan Supplement,
the FY 2017-2018 Visit Newport Beach, Inc. Budget, and the Newport Beach Tourism
Business Improvement District Fiscal Year 2017-2018 Annual Report and Budget
July 25, 2017
Page 2
FUNDING REQUIREMENTS:
The current adopted budget includes sufficient funding for this project. Under its
Agreement with the City, VNB receives 18% of all Transient Occupancy Tax collected by
the City to fund destination marketing services and activities. The budgeted amount for
FY18 is $4,802,043. Under the terms of the separate, City-NBTBID agreement, the
NBTBID assesses its eight member hotels 3% of gross short-term (stays less than 30
days) room rental revenue. The assessments levied for the NBTBID are applied toward
the activities described in the NBTBID's Management District Plan (approved by the City
Council on January 28, 2014) and summarized in its annual report.
DISCUSSION:
Visit Newport Beach, Inc. (VNB)
VNB, a nonprofit organization (under IRS code §501(c)(6)), is the destination marketing
organization for Newport Beach. It is a business unit of Newport Beach & Company.
Under an Agreement with the City, VNB provides marketing services to the City using
transient occupancy tax revenues. The Agreement was entered into on September 27,
2011. It was first amended on January 28, 2014 to extend the term to December 31, 2024,
to switch from an annual to biennial budget, to update contact information and to add
public benefit funding. The City Council approved a second amendment to the agreement
on August 12, 2014 to change the reporting timeline for the Performance Standards,
Marketing Goals and Marketing Plan from annual to biennial to correspond with the
biennial reporting timeline.
The City Council approved the FY 2016-2017 and FY 2017-2018 biennial marketing plan,
performance standards report and budget in August 2016. Newport Beach & Company
prepared and submitted for Council's review, a 2018 Destination Marketing Plan
Supplement (Attachment A) along with a revised FY 2017-2018 VNB budget (Attachment
B) and an updated Performance Standards Report (Attachment C).
Newport Beach Tourism Business Improvement District (NBTBID)
The NBTBID is a business improvement district formed pursuant to the Property and
Business Improvement District Law of 1994, codified in Streets and Highways Code
Section 36600 et seq., which helps fund marketing and sales promotion efforts for
Newport Beach tourism businesses. It was established by Council Resolution 2009 - 21
on April 28, 2009 and is administered by VNB. The Management District Plan for the
renewed NBTBID - the document that details the district's boundaries, funding and
programs - was approved by the City Council in January 2014. The NBTBID's current,
10 -year term will expire on January 31, 2024.
15-2
Newport Beach & Company's 2018 Destination Marketing Plan Supplement,
the FY 2017-2018 Visit Newport Beach, Inc. Budget, and the Newport Beach Tourism
Business Improvement District Fiscal Year 2017-2018 Annual Report and Budget
July 25, 2017
Page 3
The NBTBID includes eight hotels or resorts, each consisting of 100 hotel rooms or more,
located within Newport Beach. They are: the Balboa Bay Resort, the Duke Hotel (formerly
the Fairmont Newport Beach), the Hyatt Regency Newport Beach, the Island Hotel
Newport Beach, the Newport Beach Marriott Bayview, the Newport Beach Marriott Hotel
& Spa, the Newport Dunes Waterfront Resort & Marina, and the Radisson Newport
Beach.
VNB, on behalf of the NBTBID owners association, has prepared the NBTBID's Fiscal
Year 2017 — 2018 Annual Report (Attachment D) and submitted a more detailed FY 18
budget for the NBTBID (Attachment E) for the City Council's review and approval. The
annual report includes a summary of the NBTBID's proposed activities and budget for the
current fiscal year. The report does not contain recommendations to alter the BID
boundaries or the method and basis for levying assessments in this fiscal year.
NOTICING:
The agenda item has been noticed according to the Brown Act (72 hours in advance of
the meeting at which the City Council considers the item).
ATTACHMENTS:
Attachment A — 2018 Destination Marketing Plan Supplement
Attachment B — Visit Newport Beach, Inc. FY 2017-2018 Budget
Attachment C — Performance Standards Report
Attachment D — NBTBID FY 2017-2018 Annual Report
Attachment E — NBTBID FY 2017-2018 Budget
15-3
ATTACHMENT A
2018 SUPPLEMENT
N E W P O R T B E A C H
DESTINATION MARKETING PLAN
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JOURNEY
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2018 SUPPLEMENT
DESTINATION MARKETING PLAN
TABLE OF CONTENTS
02 EXECUTIVE SUMMARY
04 NEWPORT BEACH & COMPANY OVERVIEW
08 PLAN OVERVIEW
10 2018 GOALS
AUDIENCE PLANS
16 LEISURE TRAVELER
28 MEETING PLANNER
36 LOCAL COMMUNITY
46 ORGANIZATION & BOARD
GOVERNANCE
58 EXECUTIVE COMMITTEE & BOARD OF DIRECTORS
59 TBID BOARD OF DIRECTORS
59 MARKETING COMMITTEE
60 NEWPORT BEACH & COMPANY TEAM
15-6
2
Last fiscal year, a record number With such success and historic
of visitors balanced brilliantly with achievement, some destination -
historic highs in hotel occupancy, marketing organizations would stop
EX E C U T I V E revenue and average daily rate there and ride that wave of strong
in Newport Beach, California. accomplishments and results. That
s u m m a r y Momentous tourism -occupancy is not the mission, vision or mantra
tax collections coexisted deliciously of Newport Beach & Company.
with a record number of restaurant With its entrepreneurial vision
receipts and diners. The largest -ever and industr -le
tourism -related sales tax receipts des
coincided nicely with a record never rest
number of airport arrivals at Jo re s. It
Wayne Airport, Orange ges and
And, Newport Beac ny's ve ays to be the engine
historic, award- esti t at drives onomic v cy, It 0
marketin R suc V* sults forWport
famou isit each, B, Calif ia.
Incs a g highest 0
ee ' el room 'glut
in ' •`
N E W T -C'=
At Newport Beach & Compa OND expectations. We ettled for the norms; we strive to
create something exceptio rt he destination we repres ire to achieve something greatel wit ,%
every initiative. ` • 1111111 + .�
• AI L
Newport Beach & Company constantly driv achieve m e the gam ,to be always a step ahead of
our competitors. As we invite our customers to ey d," this year we I n to GO BEYOND
as a destination -mar eting orga 'zation.
�'►
11
► Anythin a done before
► The rol aditional destination-marke anization
g o y n d ► Our p
► The t al luxury mold
► Exp s
Each year, Gro, Sa xceeds howl room -n Is, bringing high-value clients to. Newport Beach. Leis
takes traditional tourism -marketing models in ates until something remarkable erRerg4 j tnd„across a
business units, Newport Beath & Company ighly effective marketinkcampaigns, brand -defining television
programming and award-winning results. • f
~ • �•' •
This 2018 Destination Marketing Plan is an u the two-year, 2017-2018 Dat&inotiorJorketing Plan, and it is the
mosto-date road map for Newport Beach & Company and -Visit Newport Be -or the coming year as we striv
to "Go Beyond” in all of our programmin . We look forward to partnering with you on this "Journey Well Beyond."
r
•
2018 D N TING P
Via its new brand -positioning
campaign, Newport Beach &
Company invites both consumers
and meeting planners alike to
"Journey Well Beyond." In the
next fiscal year and beyond,
Newport Beach & Company will
adopt this brand positioning and
Mah"pos,iiio,ning with
to
always -''M
Newport Beach & Company Goes Beyond
The new "Journey Well Beyond" brand
positioning speaks to the aspirational
lifestyle of Newport Beach, where luxury
and laid back coincide perfectly.
Internally, "Journey Well Beyond" takes
new meaning. The successes achieved
last fiscal year only propel us to strive
for more. With greater accomplishments
come elevated expectations, and we have
.y intention of exceeding them.
\.
Our JOURNEY has onlyjust begun.
The past is notjust the past; it propels us
forward. The steps from our past guide
us as we continue to make strides in
destination marketing.
Newport Beach is WELL positioned
as an aspirational destination.
Though there is something for everyone,
our coastal paradise in uniquely
positioned to attract the super -affluent
market. Across all of our business
units, Newport Beach & Company
will capitalize on this market, taking
extra efforts to strengthen our luxury
positioning.
A N Y
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::.�. �. • � • I 2 8 S T R A T E G I C P L A N S C H E M A T I C
ee�• ''• �.:: • • • Newp rt Beath $I C p�t,y is a ctive an •
•
• !'% :.' focuse comm�i -marketing a ency that is • I
• ! • • s p ularl co I ed to tellinIth� jptegra4td I •
° • • t ewpor a And story. By embracing a• • • • • •
• O• •/ ENHANCE INCREASE
6 • ° • • r y of neiborh ods, businesses and individ • • / • DRIVE NEW AND/OR CURRENT DEMAND COMMUNITY :ENTREPRENEURSHIP
•� ::,`: • •-
unique voices I to complementary story, • / • ENGAGEMENT AND INTEGRATION
• • ' � • • • • r Newpor*B�ch Cdl''npaiy strengthegs of • AV • •
• • its partners, drives ewrevenuetothec' and / • //,,/EVATE DESTINATION/COMMUNITY MARKETING AWARENESS AND CONVERSION RAISECOMMUNITY LEVERAGE
•: • • enhances its Overall bra •• INVOLVEMENT NECESSARY
' �.,.: :.:; • r"• , COORDINATE MEASURABLE BUSINESS UNITSTRATEGIES AND PROFILE RESOURCES
• •:'.. I • i • •
•
BRAND• MISE
• Newport Beach & Company is a regressive, /
• Odynamic and innovative marketin organizirtlon
►• • that brings a results -oriented minds t 0&ng
W forward-looking attitude to �hpc ISIm ity
it.serves Embracin a learni�rtntere •
erivir iirrieric�rohere ideas cen4levelop an be . 1
1
•
•
Newport Beach & Company
aspires to be the national model
for outstanding integrated
community marketing and
brand leadership. As an
entrepreneurial leadership
organization,
Newport Beach & Company
is creative, innovative and
professional in building
destination awareness both
locally and nationally which drives
business and economic growth. It strives
to do for its partners and stakeholders
what they cannot do individually.
4 2018 DESTINATION MARKETING PLAN I.
r
FISIT NEWPORT BEACH
CELEBRATE NEWPORT BEACH
:. EXECUTEA :
• CONTINUE
LEISURE MARKETING
PROACTIVE
BOARD/STAFF
• PREPAREAND AGREETOA NEWPORT
COMMUNITY-
TALENT SEARCH
MAXIMIZE OCVA, VISIT CALIFORNIA
BEACH CHRISTMAS BOAT PARADE
RELATIONS
AND SUCCESSION
AND BRAND USA MARKETING
STRATEGIC PLAN.
PROGRAM.
PLANNING.
OPPORTUNITIES.
IMPLEMENT A PARK & RIDE ACCESS
ACCELERATE LOCAL
ENSURE SELF -
PARTICIPATE IN OCVACHINAAND
PROGRAM.
PUBLIC RELATIONS
SUPPORTING
MIDDLE EAST LEISURE PR AND TRAVEL
.CONTINUE EVENT FINANCIAL SUPPORT
ACTIVITIES.
BUSINESS UNITS.
TRADE PROGRAMS.
THROUGH NEW SPONSORSHIPS.
• DEVELOP INFLUENTIAL BRAND-
DEVELOPA
DEVELOPAND
SEEK AN EVENT CENTRAL LOCATION TO
PREFERRED-
IMPLEMENTAN
MARKETING CAMPAIGNS.
ALLOW HIGHER EXPOSURE.
PARTNER
EFFECTIVE STAFF
DETERMINE AND PRESENT ADDITIONAL
DEVELOP ANCILLARY ON-SITE EVENT
COMMUNITY :
PROFESSIONAL
ROI METRICS.
: PROGRAM.
DEVELOPMENT/
• HEIGHTEN TOP-OF-MINDBRANDTRAINING
PROGRAMMING.
AWARENESS GLOBALLY.
NEWPORT BEACH TV
:. LAUNCH NEW E-MAIL:
PROGRAM.
COMMUNICATIONS
PROMOTE NEW LIDO HOUSE HOTEL &
DEVELOP NEW REVENUE
PROGRAM TO
LIDO MARINAVILLAGE DEVELOPMENT.
OPPORTUNITIES.
STAKEHOLDERS/
GROUP SALES
CREATE NEW HOTEL IN -ROOM VIDEO
COMMUNITY.
CHANNEL.
:. IMPLEMENT
FORMA GROUP -SALES BUSINESS UNIT.
EXPAND T024 -HOUR PROGRAMMING
NEWPORTBEACH
INCREASE EASTERN SEABOARD
WITH NEW CONTENT CREATION.
: &COMPANY
GROUP SALES.
NETWORKING
LAUNCH ONLINE LIFESTYLE CHANNEL.
WORKSHOPS.
EXPAND INNOVATIVE GROUP -SALES
DIGITAL -MARKETING EFFORTS.
ENTERPRISE NEWPORT BEACH
STRENGTHEN TBID INDIVIDUAL HOTEL
• STRENGTHEN BOARD CAPABILITIESAND
MARKETING EFFORTS.
PROGRAMMING FOR NEIGHBORHOOD
PARTICIPATE IN CHINAMICE INITIATIVE.
DISTRICTS BASED ON INDIVIDUAL
STRATEGIC PLANS.
DINE NEWPORT BEACH
FURTHER INTEGRATE DISTRICT/EVENT
• PREPARE AND AGREE TOAREVISED
MARKETING ACROSS ALL BUSINESS
NBRA STRATEGIC PLAN.
UNITS.
DETERMINEAND PRESENT ADDITIONAL
FILM NEWPORT BEACH
ROI METRICS.
• INVESTIGATE FILM COMMISSION
• DEVELOP AND EXECUTE AN IMPACTFUL
FORMATION WITH OTHER ORANGE
YEAR-ROUND
COUNTY COMMUNITIES.
CULINARY -MARKETING STRATEGY.
• SEEK POTENTIAL PARTNERSHIP
• PROVIDE NEEDED PROFESSIONAL-
OPPORTUNITIES WITH STATE OF
DEVELOPMENT/ TRAINING PROGRAMS
CALIFORNIA.
FOR RESTAURANTS.
IMPROVED COMMUNITY -WIDE MARKETING EFFECTIVENESS HIGHER GROUP ROOM -NIGHT PRODUCTION AND CLIENT
ACROSS ALL BUSINESS UNITS. LOYALTY.
STRENGTHENING OF THE NEWPORT BEACH COMMUNITY BRAND. MAXIMIZATION OF SIGNATURE SPECIAL -EVENT PRODUCTION WITH
1 GREATER AND MORE INTEGRATED VISITOR -INDUSTRY MARKETING. IMPROVED ECONOMIC IMPACT AND BRAND ENHANCEMENT.
• IMPROVED COST EFFICIENCY ACROSS ALL BUSINESS UNITS.
INCREASED BOTTOM LINE REVENUE FOR CITYAND INDIVIDUAL
-• BUSINESSES.
NEWPORTBEAC HANDC0.00M S
15-
Visit Newport Beach, Inc., partners with the tourism and hospitality industry by protecting and
nurturing the destination brand and delivers additional spending by leisure and conference visitors,
leading to enhanced community economic vitality and quality of life. Visit Newport Beach, Inc.,
encompasses both leisure marketing, funded by the tourism -occupancy tax (TOT) and group
meetings sales, funded by the Tourism uAhUessImiarov trict (TBI D) hotel
self-assessment. AV M A11111111111111h M I
Created to keep Newport Beach top -of -mind and relevant in a competitive
culinary marketplace, Dine Newport Beach showcases and promotes Newport
I Beach as a premier dining destination offering innovative cuisine, fresh fare,
0. , diverse experiences and exceptional restaurants. Dine Newport Beach is a
unique partnership with the Newport Beach Restaurant Association.
Celebrate Newport Beach is designed to give focused attention to marketing brand -centric
events and leveraging those events for the benefit of the entire community. Celebrate Newport
Beach will establish strategic partnerships for Newport Beach that will traverse the marketing .
and media platforms providing sponsorship funds to signature events and key marketing
initiatives. One of the primary brand -defining events is a partnership with the Newport Beach -
Chamber of Co"ristmaos rot to and on �
Newport Beac n A
Ad
777.
The aim of Newport Beach TV is to become the high-quality online, video s-
network and video -content provider for Orange County, featuring local
programming that highlights the luxury of the Newport Beach brand in and
around the destination.
As the official community-markWng organ izatio alboa Village
Merchants Association (BVMA) and Balboa Island Marketing, Inc. (BIMI),
Newport Beach & Company partners with each organization to focus on
their growth and community vitality through marketing efforts, economic
development and brand development.
!iiA:7E:A:i
The purpose of this business unit will be to bring brand -defining, revenue generating and
7W hotel room -night -producing film, commercial and video production to Newport Beach
and the participating cities.
201
2018 SUPPLEMENT
D
E
S
T
I
NAT
IO
N
MARKETING
PLAN
At Newport Beach & Company, we understand
the importance of developing a road map to
reach and surpass our goals. The 2017-2018
Destination Marketing Plan was bold and
innovative, driving the Leisure Marketing and
Group Sales teams to accomplish big feats and
iconic goals. In order to stay at the forefront the
destination -marketing industry,
Newport Beach & Company enhanced the
second year of the plan with this fiscal -year
2018 supplement. With this supplement to
2017-2018 Destination Marketing Plan,
Newport Beach & Company continues its
innovative, customer -based strategic plan
developed in the two-year Destination
Marketing Plan.
Newport Beach & Company leveraged all of
its business units to accomplish great strides
toward reaching the ambitious goals set in the
two-year plan. Together Visit Newport Beach,
Inc. Leisure Marketing; Visit Newport Beach,
Inc. Group Sales; Celebrate Newport Beach;
Dine Newport Beach; Enterprise Newport
Beach and Newport Beach TV allow the entire
organization to continue to break the traditional
tourism -marketing mold.
.+
4 ! �'
Just as the business units ;, I
integrate seamlessly, so do the
strategic -planning teams at
Newport Beach & Company to
develop a holistic destination- Ji
marketing plan. Each team is
comprised of specialists in their
fields, eager to elevate
Newport Beach & Company's
role as the destination -marketing_
organization of the future. a
The 2017-2018 Destination
Marketing Plan developed goals,
objectives, strategies and tactics
around the company's four key
audiences:
I LEISURETRAVELER
I MEETING PLANNER
3 LOCALCOMMUNITY
4 ORGANIZATION/BOARD
OF DIRECTORS
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NEWPORTBEAC;fI';N;DCO.COM
2 01 8 GOAL S
NEWPORT BEACH & CO
WEBSITE
Web Visits 176,000 224,000 243,000
e
ADVERTISING
Total Ad Impressions 5,600,000 5,800,000 5,900,000 �• ��
PUBLIC RELATIONS Ili
Placements 131 70 75
DINE NEWPORT BEACH
WEBSITE
Web Visits 172,367 155,000 158,100 `
SOCIAL MEDIA
Social Followers 8,483 10,000 12,500
PUBLIC RELATIONS \
Placements N/A 30 30
r \
NEWPORT
SOCIAL MEDIA
Social Followers 1,666 5,500 9,000
YouTube Channel Views 42,000 80,000 160,000
VISIT NEWPORT BEACH
WEBSITE
VN B Web Visits
1,055,260
1,134,600
1,191,300;j'
SOCIAL MEDIA
Social Followers
153,346
156,000
172,000
ADVERTISING
Total Ad Impressions
159,586,254
161,290,000
166,120,000
Online Ad Click to Site
303,710
312,000
321,000
Marketing Room Nights
78,100
60,000
61,200
Marketing Campaign/Economic Impact
38,600,000
40,000,000
40,800,000
Media Spend Per Room Night
$10
$6
$5
PUBLIC RELATIONS
Placements
500
525
550
Weighted PR Placement Score
N/A
55
58
Key Media Outlet Placements
N/A
110
114
INTERNATIONAL
Wholesalers Trained
173
200
205
In -Market Agent Visits
22
25
27
(A)ACTUAL
(G) GOAL
10 2018 DESTINATION MARKETING PLAN
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e understand the
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Journey Well Beyond. To our
consumers, the messaging
speaks to the aspirational
lifestyle of Newport Beach,
57
3
E X E C U T I
4 y�
n y
CHAIR PERSON
Debbie Snavely
Marriott Newport Beach
Hotel & Spa
cy
VICE CHAIRPERSON
Homer Bludau
Former City Manager
B O A R D
JOE ADAMS
Discovery Cube/Ocean Quest
BRION AMENDT
Newport Channel Inn
CRAIG BATLEY
Burr White Realty
LINDA M.BEIMFOHR
Hornblower Cruises & Events
RUTH BENJAMIN
Hyatt Regency Newport Beach
CANDACE BISCONTE
ACCESS Destination Services
HOMER BLUDAU
Former City Manager
TOM DONOVAN
The Resort at Pelican Hill
SECRETARY
Linda M. Beimfohr
Hornblower Cruises & Events
D I R E C T O R S
SAM EL-RABAA
Balboa Bay Resort
ANDREA FAIRCHILD
KOBE, Inc.
BRIAN KEYS
The Duke Hotel Newport Beach
RUSS KLINE
American Express
DENNIS KUHL
Los Angeles Angels of Anaheim
JON LEWIS
Newport Beach
Police Department
DAN MATUSIEWICZ
City of Newport Beach
58 2018 DESTINATION MARKETING PLAN
CAROL MCDERMOTT
Entitlement Advisors, LLC
RHANDA RICHARDSON
Newport Beach Marriott Bayview
JEFF PROTZMAN
Radisson Hotel Newport Beach
GREGG SCHWENK
Newport Beach Film Festival
DEBBIE SNAVELY
Newport Beach Marriott
Hotel & Spa
ANDYTHEODOROU
Newport Dunes Waterfront
Resort & Marina
TANYA THOMAS
Fashion Island
JONATHON VOPINEK
RD Olson Development
JIM WALKER
Bungalow Restaurant
GERARD WIDDER
Island Hotel Newport Beach
MAUREEN SLOAN
OC California's Golf Coast
i -r ♦ s
�B' ES3�1jPROVEMENT
D I S T -R BID ARD OF DIRECTORS
Chairperson j(NERARD WIDDER
DEBBI_ 01 -- ��► Island Hotel Newport Beach
Newport Beach Marriottlotel & Spa VV `` *- ;tee BRIAN KEYS
RUTH BEN M %,,,.v The Duke Hotel Newport Beach
Hyatt Regent WR*rt'Beat
SAM EL A1�u
Balboa Bayiesork r
AI
JEFF PROT MAN
Radisson Hotel Newport Beach f t
RHANDA RICHARDSON
Newport Beach Marriott Bayview
AN DY TH EODOROU
Newport Dunes Waterfront
Resort & Marina
s -
TREASURER
Candace Bisconte
ACCESS
Destination Services
VICE CHAIRPERSON
Homer Bludau
Former City Manager
B O A R D
JOE ADAMS
Discovery Cube/Ocean Quest
BRION AMENDT
Newport Channel Inn
CRAIG BATLEY
Burr White Realty
LINDA M.BEIMFOHR
Hornblower Cruises & Events
RUTH BENJAMIN
Hyatt Regency Newport Beach
CANDACE BISCONTE
ACCESS Destination Services
HOMER BLUDAU
Former City Manager
TOM DONOVAN
The Resort at Pelican Hill
SECRETARY
Linda M. Beimfohr
Hornblower Cruises & Events
D I R E C T O R S
SAM EL-RABAA
Balboa Bay Resort
ANDREA FAIRCHILD
KOBE, Inc.
BRIAN KEYS
The Duke Hotel Newport Beach
RUSS KLINE
American Express
DENNIS KUHL
Los Angeles Angels of Anaheim
JON LEWIS
Newport Beach
Police Department
DAN MATUSIEWICZ
City of Newport Beach
58 2018 DESTINATION MARKETING PLAN
CAROL MCDERMOTT
Entitlement Advisors, LLC
RHANDA RICHARDSON
Newport Beach Marriott Bayview
JEFF PROTZMAN
Radisson Hotel Newport Beach
GREGG SCHWENK
Newport Beach Film Festival
DEBBIE SNAVELY
Newport Beach Marriott
Hotel & Spa
ANDYTHEODOROU
Newport Dunes Waterfront
Resort & Marina
TANYA THOMAS
Fashion Island
JONATHON VOPINEK
RD Olson Development
JIM WALKER
Bungalow Restaurant
GERARD WIDDER
Island Hotel Newport Beach
MAUREEN SLOAN
OC California's Golf Coast
i -r ♦ s
�B' ES3�1jPROVEMENT
D I S T -R BID ARD OF DIRECTORS
Chairperson j(NERARD WIDDER
DEBBI_ 01 -- ��► Island Hotel Newport Beach
Newport Beach Marriottlotel & Spa VV `` *- ;tee BRIAN KEYS
RUTH BEN M %,,,.v The Duke Hotel Newport Beach
Hyatt Regent WR*rt'Beat
SAM EL A1�u
Balboa Bayiesork r
AI
JEFF PROT MAN
Radisson Hotel Newport Beach f t
RHANDA RICHARDSON
Newport Beach Marriott Bayview
AN DY TH EODOROU
Newport Dunes Waterfront
Resort & Marina
E XECUTIVE
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Gary C. Sherwin,
Michelle Donahue,
Doug McClain,
ey Swair
CDME
CDME
CDME
DME
President & CEO
Senior Vice President
Senior Vice President Chie
cial O
of Group Sales
& Chief Marketing
Officer
N E W P O R T
M A R K E T I N G
KATY DENNIS
Senior Director of Marketing
& Strategic Partnerships
MARK RUDYK
Senior Director of Digital Marketing
& New Media
JANE DRYDEN
Group Marketing &
Communications Director
BRETT ERSKINE
Video & Multimedia Manager
BRIANNA GRIMALDI
Digital Marketing Manager
COLLEEN COSTELLO
Marketing Manager
JACKIE INFANTE
Graphic Design Manager
HALY HAIGH
Communications Coordinator
GORDON SPENCER
NBTV Executive Producer
KIM THOMPSON
Manager of Special Events
MICHELLE ST. AMOUR
Dine Newport Beach
60 2018 DESTINATION MARKETING PLAN
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15-36
10a %
NEWPORT
BEACH
TOURISM
IMPACTS
IF YOU TOOK THE TOURISM INDUSTRY
AWAY FROM NEWPORT BEACH...
TO KEEP NEWPORT BEACH
GOVERNMENT SERVICES
FLOWING AT THE SAME LEVELS:
IT WOULD COST EVERY
NEWPORT BEACH HOUSEHOLD
AN ADDITIONAL
$991.31
TO KEEP THE NEWPORT BEACH ECONOMY
CHURNING AT THE SAME LEVELS:
IT WOULD COST EVERY
NEWPORT BEACH HOUSEHOLD
AN ADDITIONAL
136628
IN ADDITIONAL
LOCAL SPENDING
PER YEAR.
da
R
1
y
'=-a tam 210. s a am Mawr, awr
MEL - - - -
62 2018 DESTINATION MARKETING PLAN
a
r
it , ■ems :� .
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15-37
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'` w ort`' :,:;::'. SIS ,4e'v ori t
—
AIC 11 - foreve r,fu in in r i iy `y v 11
& COMPANY RNIA
NEWPORT BEACH & COMP*�Y1600 NEWPORT -CENTER DRIVE STE. 12O NEWPORT BEACH, C;A 92660
VISITN EWPORTBE-ACH.COM.• NEWPORTBEAC HAN-D'CO.COM 949.719.6100 800.94.COAST
ATTACHMENT B
Visit Newport Beach, Inc. Leisure Market
L A i✓ 1i FY2018 Proposed Budget
FY2017 FY2018 Year Over Year
Budget Proposed Budget Budget Variance
Operating Revenue
Revenue
TOT/TBID Income
4,791,512
4,799,043
7,531
Advertising Income
-
-
-
Partnership Fees
3,000
3,000
-
Co -Op Advertising Income
-
Total Revenue
4,794,512
4,802,043
7,531
Interest Income
-
Total Operating Revenue
4,794,512
4,802,043
7,531
Expenses
Salary and Wages
Salaries and Wages
S2,012
58,219
6,207
Payroll Tax Expenses
4,108
4,593
485
Total Salary and Wages
S6,120
62,812
6,692
Benefits
Retirement Plan (401k)
2,620
2,620
Deferred Annuity
7,420
7,420
Total Benefits
10,040
10,040
General and Administrative Expenses
Operating Expenses
Operating Expenses
Office Supplies
-
-
-
Stationary
5,000
5,000
Computer Software (non-deprec)
13,900
7,516
(6,384)
Voice and Data - Office
1,080
1,080
Shipping Charges
-
-
-
Bank Fees
540
540
Membership Dues
54,996
54,996
Business Licensing and Fees
-
-
-
Depreciation Expense
600
600
-
Business Meals/Entertainment
-
TotalOperatingExpenses
71,116
69,732
(1,384)
Total Operating Expenses
71,116
69,732
(1,384)
Insurance
Workers Compensation Insurance
-
-
-
Board of Directors Insurance
7,830
7,830
Total Insurance
7,830
7,830
Professional Fees
Payroll Processing Service
1,896
1,896
-
Independent Contractors
-
-
-
Audit Fees
6,500
7,500
1,000
Tax Preparation Fees
1,000
2,500
1,500
Legal Fees
Total Professional Fees
9,396
11,896
2,500
Travel Expenses
Airfare
Total Travel Expenses
Total General and Administrative
88,342
89,458
1,116
Advertising Expenses
Advertising -Consumer
719,882
718,414
(1,468)
Advertising- Local Events
95,000
55,000
(40,000)
Advertising Promotions - Media
10,000
-
(10,000)
Advertising Promotions - Non -Media
30,000
-
(30,000)
Advertising Consulting Fees
-
-
-
Ad Production
100,000
140,000
40,000
Creative Design/Development
120,000
105,000
(15,000)
Photography/Video Production
50,000
50,000
Other Contingencies
Total Advertising Expenses
1,124,882
1,068,414
(56,468)
Marketing Expenses
Community Relations
Community Partner Events
-
25,000
25,000
Community Sponsorships
-
12,000
12,000
Research
130,000
100,000
(30,000)
Christmas Boat Parade
-
95,000
95,000
Awards
2,000
1,854
(146)
Promotional Items
5,000
2,500
(2,500)
Partner Engagement Expenses
5,000
17,500
12,500
Hospitality Training
15,000
3,000
(12,000)
Total Community Relations
157,000
256,854
99,854
Marketing Collateral
Inspiration Guide
10,000
10,000
-
Maps
35,000
35,000
Annual Report
10,000
-
(10,000)
Marketing Plan
10,000
(10,000)
Partnership Packets
5,000
-
(5,000)
Collateral Production Expenses
50,000
50,000
-
Collateral Distribution
42,000
42,000
Total Marketing Collateral
162,000
137,000
(25,000)
15-39
VISI, eft o Visit Newport Beach, Inc. Leisure Market
L i✓ ti FY2018 Proposed Budget
FY2017 FY2018 Year Over Year
Budget Proposed Budget Budget Variance
Digital Marketing
Social Media
Website Maintenance
70,000
70,000
-
Online Search Advertising
120,000
125,000
5,000
Digital Advertising
40,000
37,466
(2,534)
Mobile Application
35,000
35,000
Website Redesign Expenses
50,000
50,000
-
Digital Lifestyle Channel Production
75,000
75,000
CRM Maintenance
8,000
(8,000)
Total Digital Marketing
398,000
392,466
(5,534)
Communications/Public Relations
Media Services
60,000
52,500
(7,500)
Media FAM Tours
45,000
40,206
(4,794)
PR/Media Consulting Fees
-
-
-
Media Special Programs
95,000
95,000
-
Media Relations
10,000
2,580
(7,420)
Digital Assets/Media Library
9,000
9,000
Total Communications/Public Relations
219,000
199,286
(19,714)
Total Marketing Expenses
936,000
985,606
49,606
International Marketing Initiatives
International Brand Awareness Fees
95,340
115,340
20,000
International TTI FAM Tours
30,000
20,000
(10,000)
International Promotions
195,000
179,500
(15,500)
International Trade Shows
-
-
International Airfare
14,250
10,000
(4,250)
International Accommodations
10,000
13,000
3,000
International Meals
3,000
2,500
(500)
International Transportation Costs
7,000
2,500
(4,500)
International Other Travel Costs
1,000
1,000
-
International Business Meals/Entertainment
3,000
1,500
(1,500)
International Promotional Items
5,000
(5,000)
Total International Marketing Initiatives
363,590
345,340
(18,250)
NB&Company Fees
NB&Co Fees
2,225,409
2,240,373
14,964
Total NB&Company Fees
2,225,409
2,240,373
14,964
Direct Sales Initiatives
Sales Initiatives
Site Inspections
59
Total Sales Initiatives
59
Total Direct Sales Initiatives
-
-
59
Total Expenses
4,794,343
4,802,043
7,700
Net Income
169
(169)
15-40
Performance Standards Report
ATTACHMENT C
Visit New—port Beach- Ce-"Esure Marketing
&MM 11
•.
% of •.
WEBSITE
VNB Web Visits
1,134,600
1,324,760
117%
SOCIAL MEDIA
Social Post Reach
4,485,000
5,117,005
114%
ADVERTISTING
Total Ad Impressions
161,290,000
165,872,333
103%
Marketing Room Nights Generated
60,000
98,100
164%
PR
Local/National Media Placements
525
541
103%
Media Impressions
2,200,000,000
2,174,590,921
99%
INTERNATIONAL
Wholesalers/Travel Agents Trained
200
470
235%
15-41a
ATTACHMENT C
Visit Newport :'.
•
•
•
-902
ll
L=M
•,
' of •,
WEBSITE
VNB Web Visits
1,134,600
1,324,760
117%
SOCIAL MEDIA
Social Post Reach
4,485,000
5,117,005
114%
ADVERTISTING
Total Ad Impressions
161,290,000
165,872,333
103%
Marketing Room Nights Generated
60,000
TBD*
TBD*
PR
Local/National Media Placements
525 —
541
103%
Media Impressions
2,200,000,000
2,174,590,921
99%
INTERNATIONAL
Wholesalers/Travel Agents Trained
200
470
235%
*Note: Final Results from Marketing Room Nights Generated will be reported on 7/21/2017
v
15-41
ATTACHMENT D
NEWPORT BEACH TOURISM BUSINESS IMPROVEMENT DISTRICT
ANNUAL REPORT FOR FISCAL YEAR 2018
JULY 1sT 2017 THROUGH JUNE 30TH 2018
ORIGINATION:
Implemented beginning May 15t, 2009 through an approved ordinance by the City Council, the Newport
Beach TBID was amended effective January 29th, 2014. The amendment included a revised assessment
from 2% to 3% and a renewal period of ten (10) years. The Newport Beach TBID is a benefit assessment
district proposed to help fund marketing and sales promotion efforts for Newport Beach lodging
businesses.
This is the annual report of the Newport Beach Tourism Business Improvement District (TBID), is for the
FY2017-2018 fiscal year, and is filed with the City Clerk, according to the California Streets and Highways
Code Sections 36650.
PURPOSE:
The Newport Beach TBID is responsible for representing and managing conference, meeting, and group
sales efforts in partnership with the eight TBID lodging businesses. These services are designed to benefit
the eight properties that will be assessed within the City of Newport Beach as well as generating additional
revenue to grow the Newport Beach hotel and tourism industry. The current participating lodging
businesses are as follows:
Newport Beach Marriott Resort and Spa
The Duke Hotel (formally Fairmont Newport Beach)
Radisson Newport Beach
Newport Beach Marriott Bayview
Hyatt Regency Newport Beach
The Balboa Bay Club and Resort
Newport Beach Dunes Waterfront Resort and Marina
Island Hotel
COST BASIS AND EXPECTED REVENUE FOR FY2017-2018:
The annual assessment rate is 3% of gross short-term (less than 30 days) room rental revenue on the eight
participating lodging businesses within the city limits of Newport Beach. Lodging business stays of longer
than 30 consecutive days shall not be assessed. Based on the benefit received, stays by airline personnel
and government employees on government business shall not be assessed. Stays at time shares shall not
be assessed.
The expected revenue for FY2017-2018 is $3.93M. Revenue forecasts are revisited in January of each
fiscal year by the TBID Board of Directors to determine if adjustments need to be made.
15-42
ACTIVITIES FOR FY 2017-2018:
The strategic initiatives detailed in the Newport Beach & Company FY2016-2017 and FY2017-2018
Destination Marketing Plan, and the 2018 Destination Marketing Plan Supplement, include pursuing
high -impact business (longer stays and higher priced), continuing with enhancing exposure to targeted
clientele through participation in appointment -based shows, and elevating the effectiveness of
relationships with portfolio accounts such as HelmsBriscoe and ConferenceDirect. The further
development of digital marketing strategies to generate RFP's and grow group business is prominent in
the TBID strategic plan.
A summarized breakdown of the TBID draft strategic initiative marketing and advertising budget for
FY2017-2018 is as follows:
GROUP SALES INITIATIVES
Advertising
$210,000
Site Inspections
65,000
Client Events
65,000
International
55,000
Database/Lead Development
85,000
Trade Show Expense
430,000
Travel Expenses
31,000
Group Booking Incentives
355,000
Customized Destination support
415,000
Hosted Industry Events
45,000
Industry Partnerships/Sponsorship
130,000
Community Sponsorships
165,000
Special Promotions/Client Gifts
55,000
Other/Reserve
140,000
$2,246,0000
ASSESSMENT AND BOUNDARIES:
No changes in the assessment rate or boundaries of the TBID are currently proposed. The TBID was
renewed in January 2014 for a 10 -year term.
ESTIMATE OF NON -ALLOCATED FUNDS CARRIED OVER FROM FY2015-2016:
$0.00
AMOUNT OF ANY CONTRIBUTIONS OTHER THAN ASSESSMENTS LEVIED IN FY2015-2016:
$0.00
15-43
Operating Revenue
Revenue
TOT/TBID Income
Total Revenue
Total Operating Revenue
Expenses
Salary and Wages
Salaries and Wages
Bonuses and Commissions
Auto Allowance
Payroll Tax Expenses
Total Salary and Wages
Benefits
Medical Insurance
Dental Insurance
Vision Insurance
Life and Disability
Retirement Plan (401k)
Flexible Spending Plan
Employee Engagement Benefit
Total Benefits
General and Administrative Expenses
Operating Expenses
Office Supplies
Stationary
Office Equipment Leases
Office Equipment (non-deprec)
Equipment Repairs & Maintenance
Computer Software (non-deprec)
Voice and Data - Office
Telephone - Mobile
Postage
Shipping Charges
Bank Fees
Membership Dues
Subscriptions
Team Meetings
Education
Depreciation Expense
Other Operating Expense
Business Meals/Entertainment
Total Operating Expenses
Office Lease and Expenses
Office Lease
Office Repairs and Maintenance
Total Office Lease and Expenses
Insurance
General Liability Insurance
Workers Compensation Insurance
Board of Directors Insurance
Total Insurance
Professional Fees
Recruiting Fees
Payroll Processing Service
Marketing Consultant Fees
Legal Fees
Audit Fees
Tax Preparation Fees
Total Professional Fees
Travel Expenses
Airfare
Accommodations
Meals
Transportation Costs
Mileage ($0.535/mile 2017)
Other Travel Costs
Total Travel Expenses
Total General and Administrative
Advertising Expenses
Advertising - Purchased
Visit Newport Beach Inc.
Group Sales Budget (TBID)
4,025,947 3,939,513
4,025,947 3,939,513
ATTACHMENT E
Variance
(86,434)
(86,434)
789,206
885,973
(96,767)
199,575
210,479
(10,904)
17,340
18,606
(1,266)
79,384
87,978
(8,594)
1,085,505
1,203,036
(117,531)
69,240
76,909
(7,669)
5,808
6,413
(605)
984
1,101
(117)
6,525
7,328
(803)
58,243
78,054
(19,811)
500
500
-
7,396
8,256
(860)
148,696
178,561
(29,865)
6,000
6,000
3,000
5,000
(2,000)
3,444
3,444
1,200
6,500
(5,300)
6,600
6,600
3,900
9,516
(5,616)
4,500
4,500
9,570
9,570
0
900
900
0
29,496
30,000
(504)
0
17,500
10,000
7,500
10,000
7,500
2,500
31,540
40,040
(8,500)
1,514
-
1,514
9,000
9,000
-
138,164
148,570
(10,406)
97,325
102,663
(5,338)
600
600
97,925
103,263
(5,338)
890
890
5,496
5,490
6
10,440
10,440
16,826
16,820
6
3,096
4,200
(1,104)
60,000
-
60,000
-
10,000
(10,000)
1,875
7,500
(5,625)
500
1,000
(500)
65,471
22,700
42,771
9,000
12,000
(3,000)
14,000
14,000
1,650
1,650
1,650
3,500
(1,850)
550
550
26,850
31,700
(4,850)
345,236
323,053
22,183
15,000
15,000
-
15-43
Visit Newport Beach Inc.
Group Sales Budget (TBID)
*approved 07/19/17
15-44
ma -'
Variance
NB&Co Marketing Fees
77,000
77,000
Ad Production
-
-
Creative Design/Development
-
65,000
(65,000)
Photography/Video Production
2,500
40,000
(37,500)
Total Advertising Expenses
94,500
197,000
(102,500)
Marketing Expenses
Community Relations
Community Sponsorships
165,000
165,000
Research
3,586
3,586
Total Community Relations
168,586
168,586
Digital Marketing
CRM Maintenance
12,000
12,000
Total Digital Marketing
12,000
12,000
Total Marketing Expenses
180,586
180,586
International Marketing Initiatives
International Brand Awareness Fees
32,500
35,000
(2,500)
International Sales Missions
12,000
20,000
(8,000)
Total International Marketing Initiatives
44,500
S5,000
(10,500)
Direct Sales Initiatives
Trade Show Expense
Trade Show Travel Expenses
105,000
100,000
5,000
Trade Show Registration
290,000
250,000
40,000
Trade Show Booth Expenses
100,000
80,000
20,000
Total Trade Show Expense
495,000
430,000
65,000
Sponsorships
Sales Group Enhancement Credit
355,000
355,000
-
Hosted Industry Events
25,000
45,000
(20,000)
Industry Partnerships
42,000
55,000
(13,000)
Industry Sponsorships
80,000
75,000
5,000
Total Sponsorships
502,000
530,000
(28,000)
Sales Initiatives
Site Inspections
61,000
65,000
(4,000)
Client Events
85,000
90,000
(5,000)
Conference Services
1,000
1,000
-
Database/Prospecting
110,000
85,000
25,000
Total Sales Initiatives
257,000
241,000
16,000
Total Direct Sales Initiatives
1,254,000
1,201,000
42,500
Special Promotions
Promotional Gift Cards
31,000
20,000
11,000
Promotional Events
10,000
10,000
-
Promotional Client Gifts
35,000
30,000
5,000
Total Special Promotions
76,000
60,000
16,000
Customized Destination Support
Trade Shows - Partner Expenses
-
-
-
Hotel Partner Booking Incentives
281,817
275,000
6,817
Client Events/Relations
-
-
-
Partner Engagement Expenses
15,000
15,727
(727)
Group Marketing Initiatives
125,000
125,000
Total Customized Destination Support
421,817
415,727
6,090
Total Expenses
3,650,840
3,813,963
(173,623)
Net Income
375,107
125,550
87,189
*approved 07/19/17
15-44