HomeMy WebLinkAbout5C OCRCITY COUNCIL STAFF REPORT
DATE: February 25, 2021 NEW BUSINESS
SUBJECT: PALM SPRINGS BUREAU OF TOURISM ASSESSMENT
FROM: David H. Ready, City Manager
BY: Marcus L. Fuller, Assistant City Manager
SUMMARY:
This item will allow for a presentation to City Council of an assessment of the City's
Bureau of Tourism.
RECOMMENDATION:
Provide direction as appropriate.
BACKGROUND:
On July 10, 2019 the City Council approved a new long-term agreement for Tourism
and Management Services for the Palm Springs Convention Center ("PSCC") and the
City's Bureau of Tourism ("BOT"). As a result the process to evaluate and select a new
operator for the PSCC and BOT, a reoccurring theme discussed was to evaluate better
coordination and eliminate potential overlap with the City's local · tourism/marketing
efforts by its BOT and tourism/marketing efforts by the Greater Palm Springs
Convention & Visitors Bureau ("CVB").
To that end, the BOT commissioned an assessment of the City's tourism/marketing
efforts to determine if the current structure provides the most efficient use of resources
and delivers the highest return on investment for all tourism stakeholders.
STAFF ANALYSIS:
The tourism assessment has been completed and is included as Attachment 1 for City
Council's consideration. The assessment was also previously provided to various City
stakeholders for review.
Rob Hampton, General Manager of the PSCC and BOT will provide a presentation on
the findings of the assessment and the recommendations identified.
bC rrEM NO.---------
/
City Council Staff Report
February 25, 2021 --Page 2
Palm Springs Bureau of Tourism Assessment
ENVIRONMENTAL ASSESSMENT:
Pursuant to the California Environmental Quality Act (CEQA), this item is categorically
exempt under CEQA, ·in that it can be seen with certainty that there is no possibility that ·
this action will have any effect on the environment.
FISCAL IMPACT:
Any increase to the budget appropriated for the BOT will be considered as part of the
Fiscal Year 2021/2022 budget process.
SUBMITTED BY:
~{iL
Marcus L. Fuller, MPA, P.E., P.L.S.
Assistant City Manager
Attachments:
1. Tourism Assessment Report
2
ATTACHMENT 1
3
Tourism Assessment
City of Palm Springs
Respectfully and thoughtfully submitted May 18, 2020
CFO by design
4
PROJECT OVERVIEW
Palm Springs encompasses a diverse tourism community with numerous stakeholders. To
meet the needs of the multiple stakeholders, over time the City of Palm Springs has invested
in several entities to manage different facets of tourism promotion, each with similar but
distinct missions and goals. The City requested an assessment to determine if the current
structure provides the most efficient use of resources and highest return on investment for
all tourism stakeholders.
Scope of Work
The scope of work for this assessment was as follows:
o Review of funding models and agreements for all entities receiving tourism funding from
the City of Palm Springs
o Interviews with tourism stakeholders to include leadership from the City, Convention
Center, Bureau of Tourism, Greater Palm Springs CVB, Palm Springs Resorts, Tourism
Business Improvement District and other community leaders (specifically key tourism
stakeholders such as hoteliers)
o Review of strategic planning documents, business/marketing plans for the various
stakeholders and performance reporting metrics
o Research of various models from other destinations
o Review of budgets, performance metrics and goals for each tourism entity
o Review of available industry research (such as STR Reports, Economic Impact Reports,
Visitor Profile Studies, etc.)
Deliverables
The deliverables for this assessment were as follows:
o Summary of tourism funding with an emphasis on areas of duplication, if any
o Recommendations on various models that would improve community alignment and
ensure the most efficient use of resources
o Recommendation on which model would work most effectively for Palm Springs
Palm Springs Tourism Assessment 1
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METHODOLOGY
Organizational Data
Various documents from the Board of Tourism, PSSHTBID, GPSCVB and information on Palm
Springs Resorts were examined in detail. These documents included:
o Annual budgets
o Most recent financial statements
o Any agreements with the City of Palm Springs
o Business plans
o Annual reports
o Organization charts
o List of Boards of Directors
o Any pertinent research on hand ( economic impacts, visitor profile studies, etc.)
o Any available strategic planning documents
Connecting with Stakeholders
It was important to inform this assessment through interviews with stakeholders. While it
was originally planned to have in-person meetings and focus groups in order to connect with
a large number of stakeholders, COVID-19 altered circumstances, and it was agreed that a list
of spokespeople would be interviewed virtually. The following people were generous with
their time and expertise:
o Mayor Geoff Kors, City of Palm Springs
o Dr. David Ready, City of Palm Springs
o Rob Hampton, Palm Springs Convention Center/Bureau of Tourism
o Mary Jo Ginther, Palm Springs Bureau of Tourism
o Randy Garner, Palm Springs Bureau of Tourism
o Michael Green, PSSHTBID
o Tracy Conrad, The Willows/Smoke Tree Ranch
o Aftab Dada, Hilton Palm Springs
o Mayor Linda Evans, LaQuinta/Joint Powers Authority
o Tom Tabler, JW Marriott Desert Springs/GPSCVB Board of Directors
o Scott White, Greater Palm Springs CVB
o Colleen Pace, Great Palm Springs CVB
o David Wells, JNS Next
Palm Springs Tourism Assessment 2
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Best Practices
Several organizations across the United States and Canada were studied to align information
and recommendations with best practices. Regional tourism areas in which multiple cities in
close proximity are focused on growing the tourism economy were part of this research,
including:
o Great Lakes Bay, Ml
o Greater Miami, FL
o Greater Vancouver, BC
o Greater Victoria, BC
o Monterey County, CA
o Sonoma County, CA
o Pierce County, WA
o Greater Seattle, WA
o Regional Tourism Offices, ON
o Dallas-Fort Worth, TX
Industry research on the future of destination marketing and development was obtained
from trade associations and research firms and considered in the scenarios and
recommendations put forward in this report. Sources include:
o Destinations International
o California Travel Association
o Visit California
o DMAWest
o Longwoods International
o Tourism Economics
o Destinations Analysts
o Tourism Industry Association of Canada
o European Cities Marketing
o MMGY NextFactor
o PCMA
o MPI
Palm Springs Tourism Assessment 3
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FINDINGS
Tourism -visitors traveling for both leisure and business events -is critical to the economic
and cultural vitality of the City of Palm Springs, as well as the surrounding region. The City,
its residents and its stakeholders have come together brilliantly to create a unique visitor
experience.
There are several entities working to build the tourism economy of Palm Springs, all doing
important work. Each entity was launched for good and specific reasons and over time has
expanded its resources and programs. The City plays a key role in supporting the tourism
economy, investing more than $4.8 Million (2019-20 adopted budget) in five organizations as
well as supporting a myriad of events and infrastructure.
While these entities are doing good work to build and sustain the Palm Springs tourism
economy, all parties would benefit from closer collaboration, aligned initiatives and
resources, and leveraged investments. Although this was true when this study was initially
contracted, the effect of COVID-19 has magnified the need to make wise investments, and
be able to think creatively about a new short-term reality -that drive markets will be the
first to recover, that in order for any tourism recovery guests will need to feel their chosen
destination is safe to visit, and that the competition to regain market share will be fierce.
Historically drive market travel has been equated with a shorter stay ( 1 to 2 nights).
Effective regional marketing targeting the Coachella Valley can lengthen drive market stays,
which are of critical importance to the unique small hotels in Palm Springs. The long-term
reality may become a future not yet imagined, which presents a challenge certainly, but with
challenge comes opportunity.
For the purposes of this assessment, the five organizations supported directly by the City of
Palm Springs were considered. Supporting these organizations are several other entities
including the Palm Springs Hospitality Association, Palm Springs Historical Society, and the
Desert Gay Tourism Guild.
Palm Springs Tourism Assessment 4
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Palm Springs Bureau of Tourism (PSBOT)
Provides destination marketing for the City of Palm Springs. City of Palm Springs 2019-20
budgeted investment: $2,286,000 (includes $189,800 for Visitor Centers)
Palm Springs Convention Center (PSCC)
Provides a venue for group meetings which support the other tourism assets in Palm Springs
while marketing specifically to groups who can utilize the convention center.
City of Palm Springs 2019-20 budgeted investment: $1,141,000 (total convention center
operations budget is $4,100,485)
Palm Springs Resorts (PS Resorts)
Provides oversight and allocation of resources for destination development including
convention center programs, event support and funding for programs that will help
generate incremental tourism business for Palm Springs. City of Palm Springs 2019-20
budgeted investment: $670,000, funded through 50% of the TOT generated from resort fees
for resorts located in the City of Palm Springs.
Greater Palm Springs Convention & Visitors Bureau (GPSCVB)
Provides destination marketing and development for all areas within the Coachella Valley
region. City of Palm Springs 2019-20 budgeted investment: $595,000 (JPA TOT Formula)
Palm Springs Small Hotel Tourism Business Improvement District (PSSHTBID)
Provides marketing programs to support members of the PSSHTBID. City of Palm Springs
2019-20 b udgeted revenue $50,000 (for financial services); PSSHTBID generated $436,000
for promotional activities
Palm Springs Tourism Assessment 5
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Market Development Initiatives
PSSHTBID PSBOT PSCC GPSCVB PS RESORTS
Website ✓ ✓ ✓ ✓ ✓
Familiarization Tours ✓ ✓ ✓ ✓
Newsletters ✓ ✓ ✓
Paid Media (Print/TV) ✓ ✓ ✓ ✓
Paid Media (Digital) ✓ ✓ ✓ ✓
Public Relations ✓ ✓ ✓
Video/You Tube ✓ ✓ ✓
Pinterest ✓ ✓
Facebook ✓ ✓ ✓ ✓
lnstagram ✓ ✓ ✓
Biogs ✓ ✓ ✓
Influencers ✓ ✓ ✓
Twitter ✓ ✓ ✓
Travel Trade ✓ ✓ ✓
Community Relations ✓ ✓ ✓ ✓
Visitor Guide(s) ✓ ✓
Visitor Center(s) ✓ ✓
Research ✓ ✓ ✓ ✓
Convention Sales ✓ ✓
Destination Services ✓
Front Line Training ✓
Film Commission ✓
Event & Product Development ✓ ✓
Pal m Springs Tourism Assessment 6
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Financial Considerations in Light of COVID-19
The unprecedented (but prudent) actions to protect public health with travel bans,
limitations on crowd sizes, cancellations of events and shelter in place restrictions, while
negatively impacting the economy of the nation as a whole, is disproportionally impacting
the travel and visitor economy. While the hope is that these actions will quickly and
efficiently halt the spread of the virus, allowing normal activities to resume quickly, history
tells us that recovery comes at a much slower pace than the damage.
Transient Occupancy Tax supports almost one-third of general fund revenue for the City of
Palm Springs and is critical to providing essential services and public safety for residents.
More than other destinations, Palm Springs urgently needs a laser focus on leveraging every
tourism dollar to ensure maximum return to ensure stability, not only for the tourism
industry, but to also ensure the best services are provided to the residents of Palm Springs.
As we look to the future, Palm Springs needs to be prepared for a slow recovery but should
be better positioned than urban destinations. Expert consensus predicts that smaller towns
will be the preferred destination for leisure travelers; however, Palm Springs will also need
to be keep a watchful eye on public health policy to ensure that critical tourism activities
(such as conventions, corporate meetings, weddings and festivals) will be able to resume
safely.
As with all industries recovering from the economic impacts of COVID-19, destination
marketing and tourism promotion entities will have to do more outreach with reduced
resources. The table on the previous page illustrates where potential overlap of initiatives is
occurring. As with all industries, tourism entities can leverage economies of scale to save
resources while achieving an increased level of production. With the variety of tourism
entities, Palm Springs is particularly well situated to effectively leverage economies of scale
to create the largest impact for all tourism stakeholders.
As we seek to leverage resources, it is critical to understand the current allocation and
priorities. While each entity tracks budget and spend a little differently, we have collated
information to draw parallels on spend by entity in order to identify potential areas for
additional collaboration.
Palm Springs Tourism Assessment 7
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Market Segmentation Allocation
Indicates spending priority by all entities (as approved and directed by their stakeholders).
Market Segmentation Allocation
2%
• Leisure
• Group
• Destination
• Public Relations
• Travel Trade
In addition to understanding the total allocation by market, it is equally important to
understand which entities are investing in these markets to determine areas of increased
collaboration.
PSSHTBID PSBOT PSCC GPSCVB PS RESORTS
Leisure ✓ ✓ ✓ ✓
Group ✓ ✓ ✓
Destination ✓ ✓
Public Relations ✓ ✓ ✓
Travel Trade ✓ ✓
The biggest investment across all entities is in the leisure market. Please note that spend on
leisure marketing (such as website, social media, photography, etc.) also supports group
marketing efforts. There is a growing demand to pursue the group market to build
compression in order to drive rate for leisure travel as well as to support the investment in
tourism assets in the region. This strategy will remain critical as venues adapt to new
regulations for gatherings.
Palm Springs Tourism Assessment 8
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Allocation by Activity
It is important to understand how investments are being leveraged within these market
segmentations.
• Marketing
• Trade Show
• Group Incentives
• Brand
• FAM
• Air Service
• Research
• Rep Firm
• Promotions
• Events
• Other
PSSHTBID PSBOT PSCC GPSCVB PS RESORTS
Marketing ✓ ✓ ✓ ✓
Trade Shows (Group) ✓ ✓
Trade Shows (Consumer) ✓
Trade Shows (Travel Trade) ✓ ✓ ✓
Group Incentives ✓ ✓ ✓
Brand ✓ ✓
FAM ✓ ✓ ✓ ✓
Air Service Development ✓
Air Service Marketing ✓ ✓
Research ✓ ✓ ✓ ✓
Rep Firm ✓ ✓
Special Promotions ✓ ✓ ✓ ✓
Events ✓ ✓
Other ✓ ✓
Marketing is the single biggest investment across all entities, but there is opportunity to
refine branding and leverage those resources to ensure the broadest possible market reach.
PSSHTBID, PSBOT and GPSCVB all utilize a common agency which is already creating
efficiencies with marketing dollars. Of particular note is the number of entities involved in
trade shows and research projects, these areas should be explored further to determine if
opportunity exists to consolidate these efforts.
Palm Springs Tourism Assessment 9
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Domestic vs International
Of particular importance to the small hotel community is the international traveler who has
a longer stay with a higher spend than a domestic traveler.
Domestic vs International
• Domestic
• International
PSSHTBID PSBOT PSCC GPSCVB PS RESORTS
I Domestic ✓ ✓ ✓ ✓ ✓
I International ✓ ✓ ✓
International travel is looking bleak for 2020. Studies from Longwoods International,
Tourism Economics, PCMA, TripAdvisor and Destinations International all indicate that post-
COVID recovery will begin with close-in drive markets, followed by longer-distance drive
markets, followed by domestic fly markets and eventually international markets. In
addition, leisure and business travel will return long before large group events like festivals
and conventions -this forecast applies nationally and is underlined by Governor Newsom's
reopening guidelines.
In addition, the focus of the federal government will be domestic before it turns to
international. Treasury Secretary Steve Mnuchin has stated that it's "too hard to tell"
whether international travel will resume in 2020 and that his priority is "opening up the
domestic economy."
Return to travel of any kind is dependent upon both regulatory allowances and guest
sentiment, and surveys of European travelers indicate the same hesitancy to wander far
from home any time soon as indicated by US travelers.
Maintaining a presence in the international market will be important, but the expert
consensus is recommending focusing on domestic drive market for the near future.
Palm Springs Tourism Assessment 10
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Sentiment
After conducting interviews with stakeholders, the following themes came to light:
o The PS BOT has performed an important role for the stakeholders of the City of Palm
Springs, and has provided valuable targeted marketing and public relations for the
businesses in the city.
o There are several areas where there is duplication of effort and investment that should
be addressed to make those areas stronger and to ensure efficient allocation of
resources.
o There is a strong desire to create a solid platform of understanding between all who play
a part in the tourism economy of Palm springs, and in particular between the entities
supported by the City.
o There is an opportunity to create better understanding and platforms of trust between
all entities supported by the City.
o There is great respect for the leadership and work of all entities supported by the City.
o There are differing brand platforms, wordmarks, websites and messaging, creating some
confusion in the marketplace.
o The Visitor Centers are institutions valued by the community, though their role is seen as
diminishing and has an opportunity to evolve.
o The regional brand recognized by consumers and business event clients is Palm Springs,
regardless of the actual jurisdiction in which they may be physically visiting or doing
business.
Palm Springs Tourism Assessment 11
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RECOMMENDATIONS
Recommendations are in two sections:
Opportunities: structural scenarios for consideration
Specific Components: recommendations around individual ideas or initiatives
Opportunities
Opportunities described here are intentionally non-prescriptive as to what specific personnel
are incorporated into the scenarios. Both opportunities presented here will require
negotiation with the GPSCVB and additional collaboration with the business community if
they are to move forward effectively.
Both opportunities are presented based on best-practices employed in other locations.
They are models that have been tested and proven effective.
Palm Springs Tourism Assessment 12
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Opportunity 1
Eliminate duplication of investment and effort by retiring the PS BOT, re-launching as
"Uniquely Palm Springs", and adding "Visit Palm Springs" to the services provided by the
GPSCVB:
Uniquely Palm Springs:
Create "Uniquely Palm Springs" -a narrowing of the focus and function of the PSBOT to close-
in markets. Focus on community alignment, infusing specific expertise and knowledge into
regional GPSCVB programming, downtown/day visitor marketing and visitor center operations.
Recommended Investment: $500,000
o Reduce staffing to one Manager+ Visitor Center operations reporting to the PSCC
o Coordinate all meetings and communications outlined in the community alignment
recommendation
o Reimagine and reorganize visitor information centers in anticipation of reduced
revenues and the need to reduce staff and operational expenses
o Design and execute downtown/day visitor marketing initiatives (supported by Visit Palm
Springs creative services)
o Provide special expertise and insight on behalf of the business community of the City of
Palm Springs to inform specific initiatives to be developed and executed by the GPSCVB
GPSCVB:
Create "Visit Palm Springs", a new sales & marketing program focused specifically on the City of
Palm Springs, leveraging the market reach and expertise of the GPSCVB. This is a redirection of
some of the funds and resources from the PSBOT to the GPSCVB.
Recommended Investment: $1,000,000
o Hold strategy session to determine specific budget expenditures, goals and outcomes to
meet needs of stakeholders
o Budget and plan details subject to approval by PSCC General Manager
o Create new, director-level position to spearhead initiatives specific to the City of Palm
Springs, with the new hire selection involving key stakeholders
o Adapt/expand international market development to include specific City of Palm Springs
components
o Adapt/expand business event sales and marketing to include Palm Springs Convention
Center
o Expand research to produce City of Palm Springs-specific data where applicable
o Provide graphic design and digital marketing services and support to Uniquely Palm
Springs
o Work with Uniquely Palm Springs on specific program communications and involvement,
incorporating practices as agreed to in the recommended MOU
Palm Springs Tourism Assessment 13
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This opportunity:
o Recognizes cost savings for the City
o Leverages investment, eliminates duplication and promises stronger results
o Preserves the elements of the PS BOT most valued by stakeholders
o Provides an intimate, direct path to involvement for stakeholders
o Leverages Palm Springs investment to broaden reach
o Keeps the PSBOT and the GPSCVB focused on their current missions and areas of
expertise.
Uniquely Palm Springs Visit Palm Springs
(
Palm Springs
Convention Center ] --------------------------(
(
Admin/ ] __J
Finance ~
-----------------------------(
] GPSCVB Sales &
Marketing
Director, Visit Palm ]
Springs
• International Market Development
• Business Event Market Development
• Public Relations
• Brand Marketing
• Digital Marketing
Palm Springs Tourism Assessment 14
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Visit Palm Springs Plan Development Process (FY20-21)
Visit Palm Springs Plan Development Process (FV21-22 & Beyond)
Palm Springs Tourism Assessment 14a
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Opportunity 2
Re-allocate all PSBOT resources and functions to become a specialized business unit within
the GPSCVB. With the elimination of programming overlap, the City's investment could be
reconfigured to a new TOT formula to compensate the G PSCVB for the increased personnel
and responsibilities -likely lower than the city's current $2.3 Million investment in the
PSBOT. This would require a new agreement with the GPSCVB, including all marketing,
public relations, travel trade and visitor services currently performed by the PS BOT for the
City of Palm Springs, and an appropriate agreement including performance metrics and
reporting, to be overseen by the Palm Springs Convention Center.
This opportunity:
o Is feasible, but not our recommendation
o Potentially recognizes the greatest cost savings for the City
o May present perception difficulties with stakeholders
o May not appropriately match mission and expertise with the best deployment of
resources
Palm Springs Tourism Assessment 15
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Specific Components
Defining Roles & Responsibilities
A memorandum of understanding between the City of Palm Springs, Uniquely Palm Springs
(PSBOT), the PSCC, the GPSCVB, Palm Springs Resorts and the PSSHTBID should be
developed to ensure continued communication, collaboration and shared strategy
development. This MOU should outline:
o The function and responsibilities of each entity;
o A foundation of respectful principles, honoring the function and responsibilities of each
entity;
o A commitment to review plans and programming quarterly to intentionally leverage the
work being planned by each entity, and to avoid duplication of effort and investment;
o The expectations of and from each entity to collaborate, maximize return on investment,
share results and information.
International Market Development
The GPSCVB invests heavily in international markets including Germany and the UK, where
the PSBOT has also invested. The PSBOT has traditionally had a separate booth from other
regional exhibitors in trade shows, which not only creates confusion in the marketplace but
is also a duplication of resource investment and a missed opportunity to leverage the larger
presence of the GPSCVB. This function and related costs can be eliminated from the PSBOT
responsibilities and budget. The function of hosting travel writers, industry FAMs, making
travel trade connections and general brand awareness can be done most effectively and
efficiently through the larger infrastructure of the GPSCVB. Uniquely Palm Springs can work
directly with media leads from the GPSCVB to connect them to local businesses.
Stakeholders can still be afforded co-op opportunities to participate directly, and continue
to host writers and trade as appropriate.
Audience Segmentation
Currently the PS BOT focuses on several different audiences: Media, travel trade, consumers
and business event planners. In the consumer sector, the PSBOT has focused on both
overnight and day visitors. This is a vast audience to reach on a limited budget.
The objective of attracting both residents and visitors from the Coachella Valley to patronize
and enjoy downtown Palm Springs is an important one in maintaining the vitality of all
businesses including retail, services and dining establishments. It is an excellent focus for
Uniquely Palm Springs, and outside of the current mandate of the GPSCVB.
Palm Springs Tourism Assessment 16
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Community Alignment
The tourism community of Palm Springs is unique in both product and commitment to
industry involvement. The business community's involvement in the development and
evaluation of PS BOT initiatives is critical to the ongoing evolution and growth of the local
tourism economy.
A multi-faceted strategy is recommended to address this need:
o Uniquely Palm Springs Strategic Advisory Board: Redesign the PSBOT's "PBJ" (Planning,
Budget & Joint Advisory committee) to include key representatives in an official capacity
to review plans and results, and offer quarterly strategic feedback and guidance on
market development initiatives.
o Monthly electronic communication to share information & research with stakeholders,
and provide a platform for ideas and feedback on programs coming up, currently
underway, and under consideration for the future.
o Implement stakeholder surveys to measure sentiment, glean intelligence and feedback
on PSBOT programs.
o Designate industry sector ambassadors to act as a conduit with specific segments on
market needs and to understand effectiveness of active programming ( e.g. restaurants,
retail, services, attractions, etc.)
Business Events ( Meetings & Conventions)
Business Events represent an opportunity to build mid-week business with high-yield clients.
In addition, business events are often the first exposure new business sectors have for a
community. The connection between tourism and event promotion and economic
development is indisputable, and therefore focus on growing this sector can result in new or
relocation of industry sectors, working to diversify the City's economy, while still developing
repeat visitors and brand loyalty.
As this project developed it was noted that the model for sales of the Palm Springs
Convention Center is different from industry best practices. Currently the PSCC has its own
sales force, and although leads are produced for the center by the GPSCVB, there is not a
formal agreement regarding business event development between these two entities. It is
common to see a division of responsibilities in this area, where a CVB will be responsible for
securing business "18 months and out", and convention center teams will be responsible for
in-filling business and servicing the clients through event planning and execution.
As this sector struggles to recover post COVID-19, event planners are welcoming support
and ease-of-planning. A more cohesive approach to growing this sector would benefit all
involved, and offer significantly higher exposure for the Palm Springs Convention Center if it
were a part of the regional business development programming of the GPSCVB. Integrating
the function of marketing and sales for business events into performance agreements with
the GPSCVB will help to unify the brand for this audience, and offer additional business
development opportunities.
Palm Springs Tourism Assessment 17
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Visitor Information Centers
The PSBOT currently operates two Visitor Information Centers, with foot traffic in excess of
200,000 annually. The centers provide opportunity for local businesses to provide
brochures and information through these outlets. As technology and the ease of obtaining
information around the clock and from any hand-held device has grown, the role of Visitor
Centers has been evolving.
Those who utilize Visitor Centers are usually looking for an authentic connection with locals,
and willing to spend a little time both gaining and sharing knowledge. The percentage of
international visitors using these services is most often higher than the overall international
mix of a destination. There is an opportunity to take advantage of this audience's social
nature by conducting research, offering in-market activity, dining and lodging reservation
services. Reservation services have been proven to extend stays and spending, elevate the
authentic visitor experience, and provide added value to participating stakeholders.
Conversely, international visitation is anticipated to take a very long time to recover. This
forecast, combined with the need to provide additional physical distancing measures and
elevated sanitation processes to accommodate current health concerns and regulations,
may make the needed financial investment of the Visitor Centers greater than the return on
that investment.
From this information, choosing one of two actions is recommended: invest in reimagining
the current visitor information centers and the required adaptations for COVID-19, or
consider ceasing visitor center operations.
City Expertise
Adding a specialized position to the GPSCVB to focus on elevating the exposure specifically
for the City of Palm Springs will bring great benefit to all involved. This position has an
opportunity to be an in-house Palm Springs expert and advocate for all GPSCVB
programming, and an important conduit to help increase involvement of individual Palm
Springs businesses and the programming offered by the GPSCVB.
Palm Springs Tourism Assessment 18
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FINAL THOUGHTS
It has been our pleasure to work on this project for the City of Palm Springs. Although
certainly the environment has changed drastically since this project originated, the new
circumstances being faced by the onslaught of the COVID-19 pandemic has magnified rather
than diminished the need for every entity -government, association, business and even
families -to seriously consider how their future will be shaped.
This moment, and indeed the next few years ahead, are an opportunity to re-set, rethink and
define the tourism industry and visitor experience. If we can be of further service, it would
be our honor to do so.
Sincerely,
Julie Hart, President
CFO by Design, Inc.
Palm Springs Tourism Assessment
Tammy Canavan FCDME, Principal
Destination and Travel Practice
Fired Up! Culture
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