PRESIDENT S PERFORMANCE OBJECTIVES SUMMARY - DETAILED BUREAU PERFORMANCE OBJECTIVES ESTABLISHED BY THE DCVB TOURISM DEVELOPMENT AUTHORITY

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1 PRESIDENT S PERFORMANCE OBJECTIVES SUMMARY - DETAILED BUREAU PERFORMANCE OBJECTIVES ESTABLISHED BY THE DCVB TOURISM DEVELOPMENT AUTHORITY I. DIAGNOSTICS & PLANNING Inventory the Destination and determine what's missing from the visitor landscape. Update the 3-year Strategic Marketing Blueprint (including current year objectives, review, if needed, the Mission Statement). Develop explicit team and individual staff performance objectives. Conduct research to identify and measure visitor habits and impact, gather 360 degree perspectives from all stakeholders. Conduct "benchmarking" and "best practices" surveys. II. MARKETING (including sales, media services, direct marketing, branding, distribution, etc.) Increase visitation including room nights booked, inquiries and conversions. Increase visitor spending and visitor related tax revenue in Durham. Re-coup leakage by clarifying and correcting inaccurate branding and positioning. Improve the level of measurable positive experience among visitors and meeting planners. Increase visitation in weekend and other needs periods through packages and tours. III. PARTNERSHIPS & ALLIANCES Facilitate plans and solutions to grow and sustain the cultural landscape. Facilitate dialogue on ground rules for any state authorization of a local option tax menu. Evolve and formalize agreements/alignment with other organizations with shared missions. Involve stakeholders in planning and problem-solving through roundtables and networks. Stretch marketing resources through coop marketing programs and projects. Establish in-kind relationships with universities, businesses and government. IV. ORGANIZATIONAL & MARKETING WORKFORCE DEVELOPMENT 1. Migration to performance based compensation and incentive platform. 2. Skills training (sales, marketing, technology, customer service). 3. Core competency training (collaboration, teamwork, goal-setting, communication). 4. Management training (performance management, writing and delivering evaluations, coaching). 5. Diagnosis of current skills and styles, development of better recruiting and selection instruments. V. TOURISM DEVELOPMENT AUTHORITY FACILITATION Logistical support for Tourism Development Authority meetings, retreats and related events. Deliver plans, budgets, programs and report monthly and quarterly performance vs. plan updates. Facilitate long and short term planning processes. Assist the DCVB Tourism Development Authority City Council and Board of County Commissioners on the recruitment of new Tourism Development Authority members. Conduct formal orientations. Be a spokesperson to express the positions and directions of the Bureau. Arm the Tourism Development Authority to represent DCVB in the community. 1

2 DIAGNOSTICS AND PLANNING 1) Conduct research that allows DCVB to make information-driven marketing decisions by: a) Executing an annual research plan to identify and measure visitor habits and impact including managing outside vendors, as well as distilling and disseminating results to internal and external audiences. b) Participating in benchmarking and best practices surveys to ensure DCVB remains competitive with policies and practices that will further the Bureau s mission to attract and serve visitors. c) Gathering 360 degree perspectives from all stakeholder audiences. d) Conducting an annual environmental scan of Durham as a visitor destination showing Durham s strengths, weaknesses, opportunities and threats and facilitating plans and solutions to grow and sustain the cultural landscape. e) Maintaining a current inventory of Durham visitor related organizations and businesses. f) Updating the 3-year Strategic Marketing Blueprint including current objectives, and assuring the objectives as outlined cascade to overall bureau objectives and individual personal performance objectives for each individual staff member. MARKETING AND PROMOTION 1) Increase visitation to Durham by: a) Increasing the group sales room nights booked to a total of 24,109 room nights per full time equivalency (FTE), an increase of 3% over last year s attainment of 23,407. b) Increasing the number of qualified group sales leads to a total of 147 per FTE, an increase of 10% over last year s attainment of 133. c) Using advertising, direct marketing and publicity to increase web site user sessions by 10 % over last year to 1,092,154. Maintain last year s traditional inquiry response at same level (40,000) despite the overall drop in advertising placement over the past three years. d) Providing story ideas, fact-checking e) Revamping and improving the packaging program through Awards Vacation. Achieving a 30% increase in the number of leisure packages booked through Durham Getaways. 2) Increase visitor spending and visitor-related tax revenue in Durham by: a) Creating and distributing pertinent, informative and usable collateral that will encourage longer stays and increased spending; b) Increasing proactive clarification of our branding and positioning by increasing the number of corrections by 15% from 173 to 200. c) Increasing visitation at Durham visitor-related venues by 6.5% over the previous year through proactive marketing efforts. d) Assuring that the design and functionality of merges new best practices and technologies with DCVB s website vision, that it continues to provide information on 2

3 everything Durham, and is organized in layers that allow ever-increasing levels of detail according to the user s interests. 3) Provide for excellent customer service to Durham visitors by: a) Providing education and training to front line visitor sector employees and maintain high satisfaction ratings of programs provide (4 and above on a scale of 1 5). Increase participation by 10%. b) Measuring guest satisfaction in various segments and increasing participation rates by 10% through proactive distribution methods. 4) Increase visibility and recognition of Durham and its assets through proactive, targeted media relations program. a) Increasing number of media assists by 5% over the previous year. b) Developing a schedule of Durham visitor-related news releases to ensure year-round flow of information about Durham features and events. Achieve a goal of 24 news releases per year, noting that there will be less emphasis on mass news releases and more emphasis on individual pitches. c) Evaluating evergreen stories for pertinence and usefulness to the media, and developing a plan for improvement. Achieve a goal of getting 20 evergreens written and posted on the website. d) Organizing on-line resources for the media in a user-friendly format. Launch redesigned media section of the website by June 30, 2006 (or in partial sections throughout the year). PARTNERSHIPS AND ALLIANCES 1) Encourage, establish, shape and nurture partnerships and alliances with other organizations that will further DCVB's mission to attract and serve visitors to Durham to fuel the local business climate and expand the tax base. Achieve at least a 6 rating on the Community Stakeholder Survey from strategic partners on questions related to forming and utilizing strategic partnerships. a) Facilitating implementation of the Cultural Master Plan from the perspective of visitor related economic development. b) Facilitating dialogue to shape recommendations for any state authorization of a visitor related local option tax menu. Ensuring that core values on special taxation are incorporated. c) Evolving and formalizing agreements/alignment and understanding with other organizations with shared missions, e.g., Chamber, DDI, City, and County. d) Involving stakeholders in planning and problem-solving through periodic roundtables and networks. e) Stretching marketing resources through coop marketing programs and projects to achieve the best exposure for Durham at the most economical cost. f) Establishing in-kind relationships with universities and businesses in lieu of traditional memberships in areas like human resources, organizational management, and marketing and information technology. 3

4 ORGANIZATIONAL AND MARKETING WORKFORCE DEVELOPMENT 1) Manage all financial affairs of the Bureau including full responsibility for financial planning and reporting, budget analysis and forecasting by: a) Ensuring DCVB budgets, financial reports and accounting procedures are produced accurately and within stated time frames. b) Providing timely and accurate reports; communicate opportunities and vulnerabilities as well as recommendations for maximum effectiveness. 2) Enhance productivity and effectiveness of DCVB marketing through proactive use of information technology: a) Providing strategic direction to utilize technology to achieve organizational objectives of: i) Leading edge technology ii) Staff Productivity iii) Managing flow of information and connectivity iv) Self-sufficiency (improving control and managing costs) b) Developing a comprehensive strategic plan for IT with projected hardware and software needs, plus estimations about beyond the horizon developments within IT that DCVB should be poised to take advantage of. c) Leveraging and maximizing the effectiveness of technology as an enabler to support the sales/marketing efforts and operations at the DCVB. Completing a minimum of 10 major productivity enhancement initiatives in ) Enhance productivity and effectiveness of DCVB marketing through the highest level of marketing support for all DCVB functional areas: a) Providing for a positive marketing appearance of the building and visitor information center. b) Ensuring all regular recurring tasks and vendor visits are completed on schedule. c) Minimizing downtime as well as staff or visitor inconvenience by providing immediate attention to repairs, resource needs and maintenance needs. 4

5 4) Ensure a full complement of productive employees to achieve the Bureau s mission and objectives by: a) Managing the Human Resources function of DCVB to ensure compliance with all state and federal regulations and guidelines. Completing a self-audit on the four major regulations (FLMA, ERISA, OSHA, and COBRA/HIPPA). b) Benchmarking and re-evaluating 1 major HR regulation/practice every quarter, and updating the Employee Handbook and Work Structure Breakdowns in a timely manner. c) Managing and providing complete oversight of DCVB s Performance Management process including education and training, salary reviews, consistent application of the ratings scale, and quarterly and annual reviews. d) Improving retention by reducing the preventable-voluntary category by 5% from the current 2-year average. Utilizing the trial/orientation period effectively and passing on low performers before they go permanent instead of attempting to improve them if they do not meet minimum standards during the trial period. e) Improving the recruitment process by investigating and utilizing selection instruments that will help better identify candidates who will fit within DCVB s intense, fast-paced, direct environment. 5) Assure the personal and professional development of staff by a) Utilizing a series of diagnostic tools to assess the capabilities of all staff related to technology critical to success at DCVB. Devising a personal online training program to address individual needs for improved performance. Completing post testing to assure minimum levels of competency. b) Utilizing staff meetings, management team meetings, support staff meetings and divisional meetings to provide continuing education on DCVB processes, new technology, management training and other training that will enhance staff s knowledge, productivity and efficiency. c) Refining the core competencies required for each position and reworking those into the performance review process. Providing training on specific competencies through full or partial staff training, side-by-side training and professional development offered through external resources. d) Moving DCVB s new staff orientation to an online platform in 2006 and increasing the effectiveness of the entire orientation process. FACILITATION - TOURISM DEVELOPMENT AUTHORITY 1) Provide support to the DCVB - Tourism Development Authority including logistical support for meetings, retreats and related events, to ensure the TDA has the necessary tools to carry out its role in achieving DCVB s mission. a) Providing monthly and annual reports on activities, plans, progress and problems. b) Facilitating long and short-term planning processes. c) Assisting the City Council and Board of County Commissioners on the recruitment of new TDA Members by identifying interested and eligible hospitality sector candidates, qualifying them and making formal recommendations within the stated timeframe. 5

6 d) Conducting formal orientations of new TDA members and key stakeholders to align on expectations, goals and strategies. e) Serving as the spokesperson to express the positions and directions of the Bureau. Arm the TDA to represent DCVB in the community in ways that will help achieve its mission. 6