table of contents - fnsb

Introduction

Mission Statement ............................................................................................................................................ 1 Organizational Chart ........................................................................................................................................ 2 Board of Directors ............................................................................................................................................. 3

Department Narratives Administration ................................................................................................................................................ 4-8 Communications ........................................................................................................................................ 9-15 Meetings and Conventions ..................................................................................................................16-19 Tourism......................................................................................................................................................... 20-24 Visitor Services and Partnership Development ............................................................................25-27

Budget Graph Overviews 2021 Budget Reserve Designation .......................................................................................................... 28 Bed Tax to Explore Fairbanks Averages ................................................................................................. 29 Bed Tax Annual................................................................................................................................................ 30 Bed Tax Summer/Winter ............................................................................................................................. 31 2021Projected Revenue ............................................................................................................................... 32 Revenue Comparison ................................................................................................................................... 33 2021 Proposed Expense Budget............................................................................................................... 34 Expense Comparison .................................................................................................................................... 35

2021 Budgets by Department Revenue and Expense Summaries .................................................................................................... 36-37 2021 Expense Budget ................................................................................................................................... 38 Administration ...........................................................................................................................................39-41 Communications ...................................................................................................................................... 42-44 Meetings and Conventions .................................................................................................................. 45-47 Tourism......................................................................................................................................................... 48-50 Visitor Services ........................................................................................................................................... 51-53 Partnership Development .................................................................................................................... 54-56

Additional Information Annual Progress Report ......................................................................................................................... 58-95 Financial Statements November 30, 2020 ...................................................................................... 97-98 2019 Audit ............................................................................................................................................. 100-118

Table of Contents

The mission of Explore Fairbanks is to be an economic driver in the Fairbanks

region by marketing to potential visitors and optimizing the visitor experience.

Establish a strong brand identity for the Fairbanks region.

Focus marketing efforts on markets defined by Alaska tourism as well as opportunity markets

specific to the Fairbanks region.

Focus efforts on stimulating year-round visitor spending.

Provide leadership and serve as a catalyst for strategic product development and infrastructure improvement.

Advocate on behalf of the travel industry for the benefit of the Fairbanks region.

Mission Statement

Long-Term Strategic Priorities

Explore Fairbanks COVID-19 Remarketing Plan 2021 1

Explore Fairbanks 2021 Board of Directors

Executive Officers

Seat C Buzzy Chiu – Chair Transportation Premier Alaska Tours Expires 2021 3427 International St Fairbanks, AK 99701-7383 (907) 978-7677 [email protected]

Seat A Kristin Baysinger – Chair Elect Events Carlson Center Expires 2021 2010 2nd Ave

Fairbanks, AK 99701 (907) 347-3522 [email protected]

Seat J Andy Anger – Past Chair Services UAF Community & Technical College Expires 2023 604 Barnette St, Suite 224 Fairbanks, AK 99701 (907) 455-2862

[email protected] Seat B Shalley Villamarin Lodging Grande Denali Lodge Expires 2021 2702 Denali St Ste 100 Anchorage, AK 99503 (907) 205-1872 [email protected] Seat D Greg Allison Retail Good Cannabis Expires 2022 PO Box 83618 Fairbanks, AK 99708 (480) 586-1077 [email protected] Seat E Adriel Butler Services Aurora Expeditions Expires 2021 PO Box 111831

Anchorage, AK 99516 (360) 359-2136 [email protected]

Seat G Javier Villasenor-Gaona Lodging Chena Hot Springs Resort Expires 2022 PO Box 58740

Fairbanks, AK 99711 (907) 251-0591 [email protected] Seat H Danielle Hayes Transportation HAP Alaska-Yukon Expires 2022 3401 Lathrop St Fairbanks, AK 99701 (907) 455-1919

[email protected] Seat I Erica Moeller Retail The Roaming Root Cellar Expires 2023 372 Old Chena Pump Rd. #D Fairbanks, AK 99709 (907) 251-7083 [email protected]

Seat L Kory Eberhardt – Treasurer Lodging A Taste of Alaska Lodge Expires 2023 551 Eberhardt Rd Fairbanks, AK 99712 (907) 488-7855 [email protected] Seat F Ralf Dobrovolny – Secretary Attractions 1st Alaska Tours Expires 2022 PO Box 84529 Fairbanks, AK 99708 (907) 590-5900 [email protected] President Deb Hickok & CEO Explore Fairbanks Ex Officio 101 Dunkel St, Ste 111 Fairbanks, AK 99701-4806 (907) 459-3770 [email protected] Seat K Reinhard Neuhauser Attractions Alaska Fishing and Raft Adventures Expires 2021 PO Box 74622 Fairbanks, AK 99707 (907) 699-7455 [email protected] Seat M Carly Nelson Conventions Wedgewood Resort Expires 2023 212 Wedgewood Dr. Fairbanks, AK 99701 (907) 450-2166 [email protected] Seat N Doug Toelle Appointed Running Reindeer Ranch Expires 2021 1470 Ivans Alley

Fairbanks, AK 99709 (907) 455-4998 [email protected]

Seat O John Scherzer Appointed Westmark Hotel & Conference Center Expires 2021 813 Noble St Fairbanks, AK 99701 (907) 459-7739 [email protected] Ex Officio Jimi Cash, Assembly Member FNSB Rep FNSB Assembly

PO Box 71267 Fairbanks, Alaska 99707 (907) 799-2692 [email protected]

Ex Officio Shoshana Kun, City Council Member City Council Rep Fairbanks City Council 800 Cushman St Fairbanks, AK 99701 (907) 590-8313

[email protected]


mailto:[email protected]














https://fairbanks.simpleviewcrm.com/emails/index.cfm?action=form&tblID=8&recID=4












2021 COVID-19 REMARKETING PLAN

Administration Department

Entering 2021 with significantly-reduced budget and staffing due to the impacts of COVID-19, the Administration Department continues pursuit of funding sources in order to remarket the Fairbanks North Star Borough region with a team that is appropriately compensated and at a level of manageable workload. Simultaneously, the department will continue to monitor and respond to the stresses and strains imposed on tourism business partners and staff due to the pandemic’s impact on the travel industry. The department provides leadership in helping to create an environment in which businesses can recover.

ORGANIZATIONAL RECOVERY

Target Date: On-going

Due to dramatic declines in revenue – primarily in Hotel/Motel Tax collections – due to the COVID-19 pandemic, Explore Fairbanks has cut marketing budget and staff as well as implemented across-the-board salary cuts

Key Factors: Availability of Phase 4 and beyond stimulus package(s)

Main Theme: Ensure that we have exhausted every option to secure stimulus and other funding

STIMULUS FUNDING

Target Date: On-going and as available

Method 1: Exhaust every option to secure stimulus and other funding

• Liaison with policymakers and elected officials o Ensure that eligibility requirements include 501(c)(6) nonprofit organizations o Create traction for direct funding to Explore Fairbanks as the destination marketing and

management organization for the region • Apply in a timely fashion to stimulus and other funding opportunities

o Ensure that the organization has the effective controls in place to meet financial reporting and compliance objectives

FINANCIAL MANAGEMENT

Target Date: Audit completed by March Board of Directors Meeting

Method 1: Fund Accounting, Reporting and Audit


• Prepare for a clean 2020 audit made more complex because of multiple stimulus funding streams as well as COVID-19 mitigation measures


Method 2: Financial Leadership

• Provide financial input with an emphasis on programs that will directly impact industry recovery and sustainability of the organization

o Coordinate the annual budget process to ensure resources are invested carefully and efficiently

o Assure all aspects of fiscal accountability with thorough and timely recordkeeping, oversight, and reporting

HUMAN RESOURCE MANAGEMENT


Method 1: Assure team well-being and motivation

• Re-assess workload and work allocation and monitor pressures due to reduced staff • Oversee that employees are provided with the right remote working tools

o Employees can stay engaged and productive • Maintain competitive compensation, human resource benefits and polices to retain talent

o Re-assess staffing salary cuts • Collaborate with DMO HR Group for best practices


Method 2 Post COVID-19 talent acquisition

• Collaborate with various agencies to ensure available workforce candidates for organization • Build on recruitment strategies including online and virtual abilities

LOCAL, STATEWIDE AND NATIONAL RECOVERY

STAKEHOLDER AND COMMUNITY EDUCATION AND PUBLIC POLICY

With tourism as the hardest hit industry sector due to the impact of COVID-19 pandemic, business relief and recovery takes precedence.

Target Date: Quarterly as appropriate

Method 1: Educate stakeholders on the state of the travel industry and recovery

• Convey statistics on state of the travel industry • Convey updates on key variables needed for full recovery • Conduct one-on-one meetings with newly elected officials



Method 2: Liaison with policymakers on tourism business relief and recovery

• Pro-actively advocate for federal relief funding for tourism businesses • Support state and federal policies designed to aid tourism business recovery • With the appropriate departments and the Alaska Travel Industry Association , monitor, make

recommendations for change and communicate travel restrictions to business community and potential visitors

• Communicate challenges and opportunities to Explore Fairbanks’ business partners on a regular basis and as needed

• Participate: o On the ATIA Board of Directors o Participate in U.S. Travel Association’s Travel Coalition and Destination Capitol Hill o On the Greater Fairbanks Chamber of Commerce Government Relations Committee

Method 3: Provide up-to-date COVID-related travel information

• In tandem with transportation partners, facilitate communications to and from businesses regarding safety and sanitation protocols

• Create and expand communications to travelers regarding travel restrictions, safety and sanitation protocols

Method 4: Follow-up on key already-identified public policy priorities

• Facilitate participation from the local travel industry in the development of the Fairbanks North Star Borough’s Comprehensive Economic Development Strategy (CEDS)

• Continue to address Winter Tourism Business challenges o Follow-up with FNSB on Chena Lake/Tanana Lakes white paper o Organize Winter Tour Part II for policymakers o Develop strategy for zoning changes that encourage the fostering of tourism businesses

in the Fairbanks North Star Borough • Public Lands

o Track on Denali Park and Preserve Road repair status Winter and Shoulder Season Plan implementation Participate in Alaska Travel Industry Association’s Denali Work Group

o Participate in ATIA’s Public Policy and Planning Committee and Public Land Managers Forum

Method 5: Pro-actively bring forward and respond to tourism businesses who bring forward public policy issues

• Issues vetted within the Public Policy Advisory Committee • Bring issues as appropriate to Board for discussion / approval


Method 6: Advance Sustainability Plan for destination

• Retain Adventure Green certification • Examine issues, such as climate change, to assess potential impacts on the tourism industry

STRATEGIC PRODUCT AND INFRASTRUCTURE DEVELOPMENT

Target Date: Monthly and on-going

Method 1: Revitalization of Downtown

• Participate in Polaris Work Group • Participate in citizen committees if City of Fairbanks applications are accepted for:

o EPA Multi-purpose Grant o Department of Defense Innovative Readiness Training (DoD IRT)

• Work with Fairbanks Arts Association to redefine program arrangements for potential arts center in downtown Fairbanks

Method 2: Transportation Capacity

• Together with Tourism Department: o Monitor status of transportation modes: air, cruise, rail, and border o Develop content and updates for employment webpage of explorefairbanks.com

LOCAL RECOVERY

Target Date: Spring 2021

Due to decrease in employment in the Leisure and Hospitality sector – which includes tourism industry – of the Interior, revitalize workforce training and recruitment as businesses seek to gradually re-hire.

Key Factors: Status of cruise land tours; forecasts from tour operators and independent travelers

Main Theme: “Hire Local” “Know Your Own Backyard”

WORKFORCE DEVELOPMENT

Method 1: Networking

• Work with workforce development experts on the Fairbanks North Star Borough School District Career and Technical Advisory Committee

o Work with FNSBSD Tourism and Hospitality Committee o Work with other workforce related committees that align with objectives

Method 2: School Trainings

• Together with Visitor Services and Partnership Development Department:


o prepare virtual Customer Service Training modules and arrange appointments with groups of high school, including home school, and college students

o Develop content and updates for employment webpage of explorefairbanks.com


2021 COVID-19 REMARKETING PLAN Communications Department

In 2021, the Communications Department looks to continue its path of remarketing by focusing on the local, statewide, national and international markets. This will be done through a variety of methods including but not limited to the explorefairbanks.com website, social media, media outreach, video production and advertising. In response to the COVID-19 pandemic, the Communications Department has pivoted to place more emphasis in the local and statewide markets than has traditionally be done as well as expanded methods of promoting Fairbanks through digital means including increased video production and digital advertising.

LOCAL RECOVERY


Encourage local-area residents to explore the Fairbanks region in a responsible manner.

Main Theme: Explore Local, Explore Fairbanks Responsibly

Subthemes: Be a visitor in your own town, explore your own backyard, stay and play, events, open for business, wide open outdoor spaces, smaller crowds, buy local and support local economy

REMARKETING

Method 1: Blogs and Website

• Create and post timely blogs featuring Explore Local subthemes and spotlight videos • Refine and update content for Local Destinations pages on website • Regularly update Open for Business list on website

Method 2: Social Media

• Create posts highlighting different ways to Explore Local • Create posts linked to updated content and spotlight videos on website


Method 3: Spotlight Videos

• Continue creation of Explore Local spotlight video series by completing winter and aurora videos

• Create and/or complete additional summer spotlight videos

• Post videos to YouTube, website and social media

Method 4: Press Releases/Media Outreach

• Create and distribute timely press releases to local media contacts encouraging people to Explore Local

• Pitch relevant story ideas to local press about visitor industry activities, attractions and tours, as well as local destinations

Method 5: Community Perspectives/Editorial

• Secure and coordinate multiple Community Perspectives in Fairbanks Daily News-Miner • Request Fairbanks Daily News-Miner Editorial Board to write editorials supportive of the visitor

industry utilizing Explore Local messaging

Method 6: Local Radio

• Secure a series of regularly scheduled interviews on local radio stations

Method 7: Scavenger Hunt and Photo Contest

• Create and execute two Explore Local Scavenger Hunt and Photo Contests

Method 8: Virtual Tours

• Work with Visitor Services and Partnership Development to promote virtual tours for Armed Forces orientations

REMARKETING: PAID ADVERTISING


• Create a series of targeted ads on Facebook/Instagram with Explore Local subthemes including the Scavenger Hunt and Photo Contests

• Create ads geared to members and families of the Armed Forces at Fort Wainwright, Eielson, Greely and Clear

• Use spotlight videos as YouTube ads targeted to the Fairbanks area

Method 2: Radio

• Utilize 101 Ways to Explore Local campaigns to promote subthemes • Create on-going series of radio ads to run throughout the year promoting Explore Local

subthemes • Utilize weekly call-ins on KIAK to promote Explore Local subthemes


Method 3: Print

• Place regular ads in Fairbanks Daily News-Miner and Alaska Post

Method 3: Television

• Utilize spotlight videos in a series of television commercials

STATEWIDE RECOVERY


Encourage statewide residents to visit the Fairbanks region in a responsible manner.

Main Theme: Explore Fairbanks Responsibly

Subthemes: Road trips, explore the State of Alaska, incorporate messages/themes from ATIA if appropriate, air and rail travel, support the Alaskan economy, family friendly, accessible outdoor adventures, events

REMARKETING

Method 1: Blog and Website

• Create and post blogs with a call to action for Alaskans to Explore Fairbanks Responsibly

• Develop statewide road/rail travel content on Interior website page promoting travel within Alaska

• Refine and update content for Local Destinations pages on website • Expand family friendly and outdoor adventure content on website • Update and highlight events that are happening on website • Regularly update the COVID-19 landing page and homepage as

mandates and protocols change • Regularly update Open for Business list on website


• Create multiple posts featuring subthemes and link to appropriate landing pages on website

• Create posts featuring road/rail trip ideas and link to website • Promote family friendly and outdoor adventure themes

Method 3: Press Release/Media Outreach

• Create and send timely press releases to statewide media promoting Alaskans to Explore Fairbanks responsibly and relevant subthemes

• Pitch Fairbanks story ideas to Alaska-based travel writers

Method 4: Community Perspective


• Secure and coordinate editorials supportive of traveling to Fairbanks in Anchorage Daily News and/or other Alaskan newspapers

Method 5: Spotlight Videos

• Continue creation of Explore Fairbanks spotlight video series by completing winter and aurora videos

• Create and/or complete additional summer spotlight videos • Post videos to YouTube, website and social media

Method 6: Collaborate with other DMOs and ATIA

• Incorporate and utilize ATIA statewide messaging • Work collaboratively with other DMOs to promote in-state travel



• Create a series of geographically targeted ads on Facebook/Instagram incorporating subthemes • Create ads geared to members and families of the Armed Forces at Joint Base Elmendorf-

Richardson • Use spotlight videos as YouTube ads targeted to Alaskans or people currently in the state

Method 2: Television

• Utilize spotlight videos in an expanded series of television commercials

Method 3: Radio

• Create on-going series of radio ads to run throughout the year promoting subthemes in Anchorage, Mat-Su and other locales throughout Alaska

Method 4: Digital

• Continue and refine Google Display ads campaign geotargeted to Alaska residents • Continue and expand Google Pay Per Click campaign geotargeted to Alaska residents • Explore options for reaching in-state residents through additional digital publishers including but

not limited to ADN, Alaska Magazine and Anchorage Press

NATIONAL RECOVERY


Encourage potential visitors to imagine themselves in Fairbanks, start planning their trip when the time is right and to “Explore Fairbanks Responsibly.”

Key Factors: US/Canada border re-opened to non-essential highway traffic, airline and cruise tour connectivity, consumer confidence


Main Theme: Imagine Yourself Here. Explore Fairbanks Responsibly.

Subthemes: Plan now, travel later; travel mandates/protocols; bucket list; VG/WG request; ways to get here (airline, cruise and highway); events; visiting friends and relatives; Fairbanks’ three seasons

REMARKETING

Method 1: Blog and Website

• Create and post timely blogs featuring the various subthemes • Utilize spotlight videos to promote Fairbanks throughout website • Create new content on website geared towards the long-haul road traveler • Update and highlight events that are happening on website • Regularly update the COVID-19 landing page and homepage as mandates and protocols change • Regularly update Open for Business list on website


• Continue to post inspirational content that promotes subthemes • Feature spotlight videos in a series of posts • Incorporate Al-Can Highway messaging/imagery for potential long-haul visitors

Method 3: Video

• Procure camera and create new 360-degree videos and stills • Procure drone to capture captivating footage to be utilized in various video productions • Continue creation of Explore Fairbanks spotlight video series by completing winter and aurora

videos • Create and/or complete additional summer spotlight videos • Post all videos to YouTube, website and social media


• Create and send timely press releases showcasing relevant subthemes • Pitch story ideas to domestic/national press promoting visitation to Fairbanks • Identify and target domestic media and discuss potential Fairbanks media tours and story ideas

supporting remarketing

Method 5: E-news

• Utilize the Explorer e-news to promote the Fairbanks region and disseminate information about subthemes



Method 1: Print Ads

• Utilize print advertising targeting independent travelers focusing specifically on placements that generate Visitors Guide inquiries and markets that are accessed by direct flights

• Incorporate “Imagine Yourself Here. Explore Fairbanks Responsibly.” messaging in all ads

• Showcase safety protocols and travel responsibly information as space allows

Method 2: Digital

• Continue TravelSpike campaign • Continue to refine and update Google Display and Pay Per Click campaigns • Continue utilizing digital ads offered by ATIA including ads on travelalaska.com and the Audience

Extension Program • Incorporate new imagery with a wider variety of photos in online placements including

landscapes, wide open spaces and minimal people • Explore new digital methods to reach key markets including but not limited to consumers, travel

agents, tour operators, media and meeting planners


• Create a series of targeted Facebook/Instagram ads that focus on specific geographic regions, psychographics and/or lookalike audiences

o Geo: Pacific Northwest, large population areas, direct flight hubs o Psycho: RV travelers, road trippers, fishing, outdoor adventurers o Lookalike audiences: People who like our FB page, consumer database

Method 4: E-news

• E-news to ATIA email leads for people who fit the “arrive & leave by highway” discriminate category

INTERNATIONAL RECOVERY


Encourage potential visitors to imagine themselves in Fairbanks, start planning their trip when the time is right and to “Explore Fairbanks Responsibly.”

Key Factors: Lifting of travel bans, loosening of State of Alaska travel mandate, US/Canada border re-opened to non-essential highway traffic, airline and cruise tour connectivity, consumer confidence

Main Theme: Imagine Yourself Here. Explore Fairbanks Responsibly.

Subthemes: Plan now, travel later; bucket list; VG/WG request; ways to get here (airline, cruise and highway); travel mandates/protocol


REMARKETING

Method 1: Website

• Work with Tourism Department to refresh foreign-language pages on website • Regularly update the COVID-19 landing page and homepage as mandates and protocols change • Regularly update Open for Business list on website


• Continue to post inspirational content that promotes subthemes

• Feature spotlight videos in a series of posts • Work with EastWest Marketing to continue posting

relevant content on Chinese social media platforms, Weibo and WeChat

Method 3: Video

• Explore ways to produce video content with foreign-language voiceover and/or captions

Method 4: Press Release

• Use TravMedia to send press releases to appropriate international media contacts


Method 1: Print Ads

• Work with Tourism Department and European contractor to identify appropriate publications in Europe

Method 2: Digital

• Explore ways to reach foreign nationals that are living in the United States


• Create ads in foreign languages and target to appropriate international locations



Meetings and Conventions Department

For 2021 the Meetings and Conventions Department will focus its priorities on remarketing Fairbanks as a meeting destination in the time of COVID-19. Emphasis will be given on communicating to local, state, and national meeting planners how Fairbanks meeting facilities and hotel properties have adapted new health and safety guidelines to ensure the safety of events and up to date information on Alaska travel mandates and other pertinent regulations. Remarketing endeavors will also incorporate “Meet In Fairbanks Responsibly” themes regarding the safety of the destination (wide-open spaces, smaller crowds, etc.) as well as reintroducing destination highlights drawn from brand pillars. Focus will be given to smaller local and state meetings and conferences that have the best opportunity for returning. The department will educate local meeting planners on best practices for hosting meetings, to include incorporating virtual platforms and the concept of “hybrid meetings.”

LOCAL AND STATE RECOVERY

Target Date: Ongoing

Work with local meeting planners and Golden Heart Meeting Ambassadors to educate/provide them with resources and support on hosting meeting and events in the time of COVID-19 with a focus on the return of smaller events, meetings, and conferences

Key Factors: Attractions/activities/businesses (including hotels and event facilities) re-opening, ease in travel restrictions, airlift availability for Lower 48 attendees

Main Theme: “Meet in Fairbanks Responsibly”

Subthemes: we are open for business, wide open spaces/trails/parks, maintain social distancing, cleanliness, support/buy local and support local economy, events

REMARKETING

Method 1: Webinars

• Create and host webinars focusing on best practices for hosting meetings and events to include topics such as:

o Information on Alaska travel mandates o Clauses to look for in contracts such as attrition and force majeure o Expected safety and sanitation procedures at the venues o Expected communication between planners/attendees regarding safety measures


o Signage for the event/venue regarding safer practices o Use/distribution of sanitizer and masks o Plan for what to do if an attendee becomes symptomatic o Best practices for hosting “hybrid” (part in-person/part virtual) meetings

• Record webinars to make available on demand, send link out through targeted e-mail • Keep abreast on national trends, best practices, CDC/DHSS guidelines and revise webinars

accordingly • Make Tourism Department Fairbanks Aurora and Midnight Sun (FAMS) webinars available to

meeting planners as well as a reminder of destination highlights • Conduct follow-up with webinar attendees and offer assistance as needed

Method 2: Virtual Site Inspections

• Provide meeting planners an opportunity to “see” the facilities available in Fairbanks in a virtual manner

o Collect stills/video from meeting venue partners showcasing meeting spaces in various setups as well as the following information: Sanitization protocols and safety rules put in place by partner businesses Amenities and the ways in which the venue can support technical needs for a

hybrid event o Incorporate information on the services offered by Meetings and Conventions in-

between the venue segments o Include up-to date information on travel mandates o When possible, move towards in-person site inspections that follow proper health and

safety guidelines

Method 3: Local/Community Engagement

• Remain actively involved in appropriate community organizations and endeavors that are connected towards meetings and events, to include:

o Greater Fairbanks Chamber of Commerce Board of Directors Weekly programs Military Affairs Committee

o Rotary Club of Fairbanks • In conjunction with the President/CEO, provide administrative support and other areas of

assistance as needed for the Polaris Working Group


STATEWIDE RECOVERY


Work with statewide meeting planners and Golden Heart Meeting Ambassadors to educate/provide them with resources and support on hosting meeting and events in the time of COVID-19 with a focus on the return of smaller events, meetings, and conferences

Key Factors: Attractions/activities/businesses (including hotels and event facilities) re-opening, ease in travel restrictions, airlift availability for Lower 48 attendees


Subthemes: we are open for business, wide open spaces/trails/parks, maintain social distancing, cleanliness, reintroduction of destination highlights, implementation of health and safety measures with meeting venues

REMARKETING

Method 1: Webinars

• Create and host webinars focusing on best practices for hosting meetings and events to include the topics referenced above for local market.

• Make Tourism Department Fairbanks Aurora and Midnight Sun (FAMS) webinars available to meeting planners to reintroduce destination highlights


• Provide statewide meeting planners an opportunity to “see” the facilities available in Fairbanks in a virtual manner incorporating the same strategies (above) for the local market

Method 3: Nurture pre-existing relationships with key accounts

• Conduct one in-person sales trip to Anchorage and host one meeting planner luncheon (pending feasibility of in-person sales trip, explore virtual platform if not)

• Continue to pursue opportunities for hosting statewide Alaska School Association events • Secure the return of the First Alaskans Institute Elders & Youth Conference and the Alaska

Federation of Natives (AFN) Convention o Maintain relationships with key statewide stakeholders to remain aware of the

discussions regarding challenges, opportunities, and site inspection priorities o Attend AFN meetings (virtually) to maintain relationships and encourage support of

Fairbanks as the location for future annual conventions o Attend the 2021 AFN Convention in Anchorage

Method 6: Prospecting

• Develop a strategy for targeted outreach on a statewide level


• Utilize Simpleview database to stay updated on current business, to qualify known prospects, and to target new businesses

• Contact planners in a timely basis to offer leads and bids for upcoming events • Pursue opportunities identified during contracted research and prospecting

NATIONAL RECOVERY


Work with national meeting planners to educate/provide them with resources and support on hosting meeting and events in Fairbanks in the time of COVID-19 with a focus on the return of smaller events, meetings, and conferences

Key Factors: Attractions/activities/businesses (including hotels and event facilities) re-opening, ease in travel restrictions, airlift availability for Lower 48 attendees, consumer confidence, decline in local/Alaska COVID-19 case counts, implementation of health and safety measures with meeting venues


Subthemes: we are open for business, wide open spaces/trails/parks, less density, maintain social distancing, cleanliness, reintroduction of destination highlights

REMARKETING


• Provide national meeting planners an opportunity to “see” the facilities available in Fairbanks in a virtual manner incorporating the same strategies (above) for the local market

• Make Tourism Department Fairbanks Aurora and Midnight Sun (FAMS) webinars available to meeting planners to reintroduce destination highlights

Method 2: Virtual Trade Shows

• Participate in applicable virtual trade shows, particularly those with an emphasis on small market meetings

o Showcase in meetings current travel restrictions, safety and health measures implemented by meeting venues, and destination highlights

o Conduct follow-up in a timely manner

Method 3: Prospecting

• Develop a strategy for targeted outreach on a national level • Utilize Simpleview database to stay updated on current business, to qualify known prospects, and

to target new businesses • Contact planners in a timely basis to offer leads and bids for upcoming events • Pursue opportunities identified during contracted research and prospecting



Tourism Department

For 2021 the Tourism Department will focus its activities on reaching out to key travel agents and tour operators, domestically as well as in core international markets, to update them and keep them appraised of State of Alaska travel mandates and guidelines and health and safety practices in place at the destination level as well as with Explore Fairbanks partners. The department will utilize the theme of “Explore Fairbanks Responsibly” and sub-themes as developed by the Communications Department to ensure consistency in messaging. In the absence of in-person sales missions and trade shows, virtual platforms and online training will be used to the greatest extent possible. Additionally, the department will maintain outreach with contacts within the airline and cruise industry to provide assistance as needed, with an eye towards eventual recovery to the market.

DOMESTIC RECOVERY


Educate key domestic travel agents and tour operators on what Fairbanks has to offer as a year-round destination with an emphasis on health and safety of their clients as well as current travel restrictions.

Key Factors: Return of Cross Gulf of Alaska cruises, loosening of State of Alaska travel mandate, US/Canada border re-opened to non-essential highway traffic, availability of Alaska-based land tour programs, airline connectivity, consumer confidence

Main Theme: “Explore Fairbanks Responsibly”

Subthemes: stay and play, we are open for business, wide open spaces/trails/parks, maintain social distancing, smaller crowds, cleanliness

REMARKETING

Method 1: Destination Training Webinars

• Host bi-weekly Fairbanks Aurora & Midnight Sun (FAMS) destination training webinars o Incorporate safety messaging and travel guidelines into the webinars o Promote destination’s advantage of having wide-open spaces and minimal crowds o Reintroduce the destination and brand pillars (Midnight Sun, Aurora, etc.) o Offer specialized webinars to companies as needed o Record webinars and make available on a wider level


• Host supplemental training webinars on other topics (Midnight Sun Season, Aurora Season, etc.) and invite Explore Fairbanks industry partners to participate

o Target attendees of FAMS webinar participants o Re-emphasize aforementioned safety themes, make applicable to the main topic o Encourage partners to showcase their safety and health procedures in their

presentations o Record webinars and make available on a wider level

Method 2: Trade Shows

• Participate in the following domestic-based trade shows, either in-person or virtual o American Bus Association Marketplace o GoWest Summit o IPW o American Society of Travel Advisors o National Tour Association Travel Exchange

• Participate in other virtual trade show/destination training platforms when available and strategically applicable

• In one-on-one meetings and presentations, reintroduce the destination and brand pillars (Midnight Sun, Aurora, etc.) as well as safety and health messaging

• Follow-up promptly with agents and operators after meeting as well as with distributing tourism leads to partner subscribers

Method 3: Familiarization (FAM) tours

• Host, when applicable, familiarization tours for domestic travel agents and tour operators • Ensure that activities and experiences incorporated into the itineraries are aligned with current

travel mandates and guidelines • Encourage Explore Fairbanks partners who participate in the FAMS to use the opportunity to

showcase/highlight their health and safety measures • Utilize virtual platforms to showcase destination and partner products in the absence of in-

person familiarization tours

Method 5: Explorer E-news

• Utilize the Explorer E-news as a medium for updating domestic travel trade on Alaska travel updates and current status of visitor industry businesses

Method 6: One-on-One Contact with Key Tour Operators and Travel Agents


• Maintain regular contact with key tour operators and travel agents who typically have sold Fairbanks in the past

• Keep them updated on current health and safety measures, travel restrictions, status of Explore Fairbanks partners operations

• Introduce new products, as needed, to meet the changing needs of clients • Assist with creating Alaska-only land-based itineraries in anticipation of potential further closures

of the U.S.-Canada border • Use tourism leads, when applicable, to introduce operator/agent product needs with Explore

Fairbanks partners

INTERNATIONAL RECOVERY


Educate travel agents and tour operators in the below core international markets on what Fairbanks has to offer as a year-round destination with an emphasis on health and safety of their clients as well as current travel restrictions

Key Factors: Lifting of travel bans, return of Cross Gulf of Alaska cruises, loosening of State of Alaska travel mandate, US/Canada border re-opened to non-essential highway traffic, availability of Alaska-based land tour programs, airline connectivity, consumer confidence

Main Theme: “Explore Fairbanks Responsibly”

Subthemes: we are open for business, wide open spaces/trails/parks, maintain social distancing, smaller crowds, cleanliness, welcoming destination

REMARKETING

Market 1: German-Speaking Europe Market

• Retain the contract of Explore Fairbanks European contractor so that she can engage in the following activities

o Maintaining regular contact with tour operators and travel agents who have been selling Fairbanks programs to keep them up to date on the market, to include health and safety guidelines and travel restrictions, as well as new product information, partner updates, and itinerary assistance/development

o Participate in ITB Berlin, either in-person or virtually o Participate in the Visit USA Germany/Austria trade show, either in-person or virtually o Participate in other virtual destination training/trade shows when strategically

appropriate and within budget o Invite travel agents and tour operators to participate in the Fairbanks Aurora & Midnight

Sun (FAMS) destination training programs and supplemental webinars o In conjunction with the Director of Tourism, host destination training webinars within the

market


o Maintain regular contact with Condor Airlines in anticipation of their return to Fairbanks in summer of 2021 for their 20th anniversary

• In conjunction with the European contractor and in partnership with Condor Airlines, host a late summer familiarization tour for qualified tour operators and travel agents

Market 2: China Market

• Retain the contract of Explore Fairbanks China contractor to maintain social media presence in China market on WeChat and Weibo

• Work with Communications Department to have social media messages incorporate safe travel themes as well as current travel restrictions

• Meet with China-based travel agents and tour operators at GoWest Summit and IPW • Invite applicable/qualified China-based travel agents and tour operators to participate in

destination training webinars

Market 3: Japan Market

• Reach out to established contacts in Japan on a regular basis to provide updates on the Fairbanks market in regard to health and safety guidelines, travel restrictions, etc.

• Participate either in-person or virtually in the Japan Travel Expo • Coordinate with U.S. Commercial Services a virtual Japan sales mission to include Explore

Fairbanks Japan-focused partners • Conduct Japanese-version Fairbanks Aurora & Midnight Sun (FAMS) destination training webinars • Monitor the Japan market on a regular basis to track on travel trends and interest in returning to

the U.S. market to include regular contact with Explore Fairbanks Japan-focused partners • Translate applicable content from Explorer e-news to distribute to travel trade in the Japan

market • Meet with Japan trave trade representatives at GoWest Summit and IPW • Meet with Japan travel trade representatives at other virtual destination training opportunities

and trade shows

Market 4: Australia/New Zealand Market

• Invite Australia and New Zealand tour operators and travel agents to participate in the FAMS online training program and conduct date and time appropriate webinars specific to larger agencies

• Meet with Australia and New Zealand travel trade representatives at GoWest Summit and IPW • Meet with Australia and New Zealand travel trade representatives at other virtual destination

training opportunities and trade shows • Reach out to established contacts in Australia and New Zealand on a regular basis to provide

updates on the Fairbanks market in regard to health and safety guidelines and travel restrictions


Market 5: India, Latin America, Southeast Asia

• Invite tour operators and travel agents to participate in the FAMS online training program and conduct date and time appropriate webinars specific to larger agencies

• Meet with travel trade representatives at GoWest Summit and IPW • Meet with travel trade representatives at other virtual destination training opportunities and

trade shows • Reach out to established contacts in those markets on a regular basis to provide updates on the

Fairbanks market in regard to health and safety guidelines, travel restrictions, etc.

AIRLINE RECOVERY


Maintain service with current carriers, encourage previous carriers/service that withdrew from summer 2020 to return to market when feasible

Key Factors: Return of Cross Gulf of Alaska cruises, consumer confidence, economic recovery for airlines

REMARKETING

• Coordinate outreach efforts in conjunction with Fairbanks International Airport and their consultant

• Include airline contacts in Explorer e-news distribution list to keep them apprised of destination information

CRUISE RECOVERY


Provide cruise companies with support, such as destination training, for Cross Gulf of Alaska cruises and land tour packages, as well as marketing packages to domestic and international travel agents

Key Factors: Return of Cross Gulf of Alaska cruises, lifting of current cruise bans, consumer confidence

REMARKETING

• Conduct specialized FAMS online training programs to cruise industry sales agents to promote Fairbanks and Denali as part of the Cross Gulf of Alaska cruise land tours

• Incorporate Cross Gulf of Alaska cruise land tours into all FAMS online training programs for travel agents and tour operators

• Promote Cross Gulf of Alaska cruise land tours in meetings with travel agents and tour operators through meetings at trade shows as well as other virtual destination training platforms

• Work with Alaska-based receptive operators and CLIA-Alaska to stay up to date on latest cruise industry news

• Work with Alaska-based receptive operators and railbelt partners for marketing of potential land-only tour packages in the absence of Cross Gulf of Alaska cruises



Visitor Services and Partnership Development Department

In 2021, the Visitor Services and Partnership Department looks to continue engaging with its partners to keep abreast of current level of operations to share with guests. To be a reliable resource for updates about tourism industry standards in a pandemic and available funding programs available for tourism businesses. Partnership Development will emphasize information sharing and education through webinar-based seminars and trainings. Visitor Services will expand its offerings to develop app-based self-guided walking and driving tours to encourage guests and new residents to be outside and explore Fairbanks’ wide-open spaces responsibly.

PARTNER RECOVERY


Engage with partners to keep abreast of current level of operations and share updates about industry resources

Key Factors: Activities/attractions/businesses re-opening, State of Alaska Health Mandate 10 updates, CDC updates and advisories, funding outlet updates

Main Theme: Open for business

Subthemes: Explore Fairbanks Responsibly, explore Alaska, support Alaskan economy, support small business

PARTNER BUSINESSES OPERATIONAL STATUS

Method 1: Online Feedback Surveys

• Update and send surveys to partners asking about current status of operations and updates regarding implemented COVID-19 safety protocols

Method 2: Open for Business directory

• Compile feedback from survey regarding currently open businesses into a directory to share on www.explorefairbanks.com homepage and blog

• Import survey responses to partner extranet to update web listings with partner’s current operating status and COVID-19 conscious protocols

• Print copies for handing out at the Visitors Center to encourage guests to explore responsibly throughout Fairbanks and surrounding communities

Method 3: Educational Webinars


• Produce educational webinars for partners regarding COVID-19 grant and loan programs; current marketing trends; local, national, and international traveler profile updates

• Invite partners to present during partner-to-partner educational webinars to share their efforts to help guests explore responsibly and the steps they have taken to meet local and national COVID-19 safety protocols

• Post links to the recorded webinars in the partner extranet to be available on demand for current and new partners

• Produce new partner webinar series educating prospects about the benefits of partnering with Explore Fairbanks to help market their business

Method 4: Electronic newsletters

• Produce weekly newsletters to share: o City and borough resources for available grant and loan assistance programs o Published research findings regarding traveler intentions for interstate travel o Updates about current modes of travel into and throughout Alaska

VISITOR SERVICES RECOVERY


Develop app-based self-guided virtual tours encouraging visitors and residents to imagine themselves responsibly exploring Fairbanks’ history and wide-open spaces

Key Factors: Telecom carrier dependability

Main Theme: Explore Fairbanks responsibly

Subthemes: Imagine yourself in Fairbanks, Alaska; explore local; maintain social distancing; wide open spaces; small crowds; maintain social bubble

SELF-GUIDED VIRTUAL TOURS

Method 1: Pocket Insights application development

• Create one downtown historical walking tour and one newcomer’s driving tour • Import narrative text for each point of interest • Upload pictures of each point of interest

Method 2: Promotion

• Create press release highlighting the ease of access for guests to explore Fairbanks responsibly through self-guided educational and historical tours

• Utilize the Explorer E-News to disseminate specifics about tours to partners, travel trade and consumer audiences

• Distribute information about available self-guided tours to U.S. Army Garrison Alaska - Fort Wainwright and Eielson Air Force Base planners for inclusion in their in-processing programs


COMMUNITY RECOVERY

Target Date: Summer 2021

Reconfigure Fairbanks Visitor Industry Walk for Charity to encourage residents to support area non-profits through an online donation portal.

Key Factors: Availability of online event registration portal charging minimal processing fees, participation from non-profit community

Main Theme: Visitor Industry gives back to local community

Subthemes: Support local, local events, non-profit support, Tourism Works

DONATION PORTAL DEVELOPMENT

Method 1: Donation portal research

• Hire an online portal for processing donations • Ensure multiple non-profits can be listed for receiving donations

Method 2: Secure Non-profit Participation

• Enlist non-profits to participate with informational webinars garnering their support for online donation


• Create and distribute press release encouraging residents to donate to the non-profit of their choosing

• Incorporate participation messaging into Communications’ weekly radio on KIAK • Include event information on community calendars for Downtown Association, Greater Fairbanks

Chamber of Commerce, and Fairbanks Daily News-Miner


for 2021 as allocated below.

2021 Budget Reserve

Estimated Fund Balance 12/31/20* $1,765,096

2021 Fund Balance $991,103

2021 Designated Reserve:

Convention Center Development30,000

Future Bid Incentive Fund80,000

ATIA Convention 202226,600

AFN Convention 202340,000

Future Familiarization Tours10,000

Special Promotions Contractor10,000

China Contractor 50,000

Video Project

AWG Recycling (restricted)6,893

New Market Development20,000

2021 Budget Reserve Designation TOTAL $273,493

2021 Association Reserve Fund Balance** $500,500

*Calculation based on audited Fund Balance 12/31/19 $2,218,403Estimated fund Balance used to balance 2020 Budget 453,307Estimated Fund Balance 12/31/2020 $1,765,096

$2,989,207

Explore Fairbanks 2021 Budget Reserve Designation

Explore Fairbanks reserves fund resources in order to: (A) maintain operating cash in the general fund to smooth short-term imbalances between revenues and expenditures; (B) accumulate reserves to enable Explore Fairbanks to respond to short-term and long-term needs and opportunities consistent with our strategic priorities; and (C) ensure availability of funds to meet long-term obligations.

The Explore Fairbanks Board of Directors voted on September 30 , 2020 to reserve

**Based on 17% of the 2021 Budget


2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020Fairbanks City Bed Tax Revenues $2,750,491$2,364,118$2,518,548$2,476,320$2,504,138$2,632,839$2,720,456$2,869,170$3,209,987$3,145,048$3,380,579$3,430,783$1,473,829EF Bed Tax Funds $1,731,631$1,444,150$1,483,747$1,519,149$1,540,706$1,640,453$1,708,349$1,823,606$2,087,740$2,037,414$2,219,949$2,258,856 $742,217

$0

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

$3,500,000

$4,000,000

City of Fairbanks Hotel/Motel Tax: 13 year average to Explore Fairbanks is 63%

63%61% 59% 61% 62% 62% 63% 64%

65%65%66% 66%

50%

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020North Pole City Bed Tax Revenue 84,993 83,173 85,894 52,032 82,374 88,690 94,641 80,068 93,503 88,571 62,317EF Bed Tax Funds 3,913 3,535 3,651 2,271 3,501 11,431 12,820 14,023 12,086 7,898 15,679

0

10,000

20,000

30,000

40,000

50,000

60,000

70,000

80,000

90,000

100,000

5% 4% 4% 4%4%

13% 14%

City of North Pole Hotel/Motel Tax: 11 year average to Explore Fairbanks is 10%

18%13%

9%

25%

FY08/2007-08

FY09/2008-09

FY10/2009-10

FY11/2010-11

FY12/2011-12

FY13/2012-13

FY14/2013-14

FY15/2014-15

FY16/2015-16

FY17/2016-17

FY18/2017-18

FY19/2018-19

FY20/2019-20

FNSB Projected Bed Tax Revenue 1,600,000 1,690,000 1,600,000 1,500,000 1,652,000 1,702,000 1,752,000 1,802,000 1,727,000 1,775,000 1,890,000 2,005,000 2,005,000FNSB Actual Bed Tax Revenue 1,822,160 1,658,828 1,696,697 1,692,522 1,921,095 2,028,261 1,853,946 1,735,739 1,886,452 2,015,743 2,075,432 2,126,977 1,791,338EF Bed Tax Grant 1,040,000 1,098,500 1,040,000 975,000 1,072,500 1,105,000 1,137,500 1,170,000 1,121,250 1,153,750 1,225,250 1,305,000 1,397,500

0

500,000

1,000,000

1,500,000

2,000,000

2,500,000

57%66% 61%

58% 56%53% 61% 67%

59%

Fairbanks North Star Borough Hotel/Motel Tax: 13 year average to Explore Fairbanks is 61%

57% 59%61%

78%


FNSB including cities of Fairbanks and North Pole Bed Tax Collections

0

1,000,000

2,000,000

3,000,000

4,000,000

5,000,000

6,000,000

2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020Winter 1,171,806 1,174,265 1,186,687 1,327,840 1,458,246 1,674,430 1,573,771 1,586,241 1,830,185 2,005,162 1,984,560 2,056,716 1,493,988Summer 3,393,909 2,791,395 3,151,673 2,964,125 3,215,865 2,928,769 2,957,221 3,176,449 3,351,691 3,321,847 3,658,633 3,698,317 1,123,476

FNSB including the cities of Fairbanks and North Pole

70%

30%

73% 69%

27% 31%

69%

31%

64%

36%

74%

26%

65%

35%

67%

33%

$4,565,715

$3,965,660$4,338,360 $4,291,966

$4,674,111 $4,603,200$4,530,992

$4,762,691

35%

65%

$5,181,876$5,327,009

38%

62%

35%

65%

$5,643,193

36%

64%

$5,755,033

43%

57%

$2,617,464


FNSB including cities of Fairbanks and North Pole Bed Tax Collections

Notes:

*FNSB figures are subject to change. FNSB records when entered and accrue only at fiscal year-end June 30th the accural process is normally complete by November. FNSB cuts off their posting around the 25th of the month so any funds received after that time are posted to the next month.

**We were on course for another record breaking winter in regards to the 2019/20 winter. Then the industry started to experience the effects brought on by the COVID-19 pandemic. We were seeing record numbers but in March and April of 2020 we dropped by $229,777 from same time in 2019.

$4,306,708

$4,727,721 $4,700,039$4,499,114

$4,926,165

$4,484,417

$3,999,316

$0

$1,000,000

$2,000,000

$3,000,000

$4,000,000

$5,000,000

$6,000,000

2008/09 2009/10 2010/11 20011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20Winter $1,176,107 $1,207,921 $1,290,935 $1,342,583 $1,511,856 $1,771,270 $1,541,893 $1,749,715 $1,985,064 $1,893,180 $1,994,764 $1,883,845Summer $3,393,909 $2,791,395 $3,151,673 $2,964,125 $3,215,865 $2,928,769 $2,957,221 $3,176,449 $3,351,691 $3,321,847 $3,658,633 $3,698,321

FNSB including cities Summer(May-Sept)/Winter (Oct-Apr) Bed Tax

30%

70%

29%31%

71% 69%

32%

62%

38%

66%

26%

74%

34%

64%

37%

63%

36%

68%

$3,999,316

$4,306,709$4,570,016 $4,442,608

$4,727,721 $4,700,039$4,499,114

$4,926,165

$5,336,754

36%

64%

$5,215,027

$5,653,398

35%

65% 66%

34%

$5,582,166


Projected Revenue

Fairbanks City Bed Tax Fund 951,912North Pole City Bed Tax Fund 16,607FNSB Bed Tax Grant 815,500FAI Marketing Grant 10,000EF Private Source Funding 204,085Fund Balance 991,103 Total 2,989,207

2021 Revenue by Department

Fairbanks City Bed Tax Fund32%

North Pole City Bed Tax Fund1%

FNSB Bed Tax Grant27%

FAI Marketing Grant0%

EF Private Source Funding7%

Fund Balance33%

2021 Explore Fairbanks Revenue Goals

Educational3%

Advertising47%

Cooperative Marketing2%

Miscellaneous Private Source…

Sale of Goods0%

Partnership Development36%

2021 Explore Fairbanks Private Source Funding


Revenue Comparison

2016 Actuals2017 Actuals


2020 AmendedBudget 2021 Proposed

Budget

2016 Actuals 2017 Actuals 2018 Actuals 2019 Actuals 2020 Amended Budget 2021 Proposed BudgetFund Balance 0 0 0 0 453,307 991,103

EF Private Source Funding 318,243 317,249 336,313 320,172 202,720 204,085

CARES Funding 436,950

FAI Grant 15,000 15,000 11,262 8,544 10,000 10,000

FNSB Grant 1,328,705 1,157,076 1,329,930 1,350,349 1,116,823 815,500

North Pole Bed Tax 12,820 14,023 12,086 7,897 15,679 16,607

Fairbanks City Bed Tax 2,087,740 2,037,413 2,219,949 2,258,856 584,518 951,912

2016 thru 2021

58%57% 57%

21% 33%

33%

9%

34% 34%

9%

40% 27%

33%

9%

7%

36%

56%

8%

Total Revenue $2,989,207$3,762,507 $3,540,761 $3,909,504 $3,945,819 $2,819,997

16%

15%


2021 Proposed Expense Budget

2021 Expenses by DepartmentAdmin 504,840 Partnership 153,200 Communications 1,363,054 Mtgs & Conv 189,154 Tourism 406,919 Visitor Svs 372,040

2,989,207

Direct Marketing

45%

Personnel41%

Indirect Marketing

14%

2021 Expense Budget$2,989,207

Marketing/Sales/ Visitor Services

83%

Admin/Finance12%

Partnership Development

5%

2021 Expense Budget by Program


Expense Comparison



2020 AmendedBudget 2021 Proposed

Budget

2016 Actuals 2017 Actuals 2018 Actuals 2019 Actuals 2020 Amended Budget 2021 Proposed BudgetIndirect Marketing Expense 391,341 399,995 408,118 398,238 398,105 415,688Personnel Expense 1,431,950 1,423,092 1,420,066 1,542,759 1,308,101 1,225,187Direct Marketing Expense 1,493,524 1,474,924 1,749,654 1,749,305 1,113,791 1,348,332

2016 thru 2021

49%

40%

11%

14%

11%

14%

42%

47%

46%

39%

41%

45%

45%

43%

12% 12%

43%

45%

Total Expense $2,989,207$3,316,814 $3,298,011 $3,577,838 $3,390,302 $2,819,997


Explore Fairbanks2021 Revenue Summary

2017 2018 2019 2020 2021Amended 2017 Amended 2018 Amended 2019 2020 Amended ProjectedBudget Actuals Budget Actuals Budget Actuals Budget Budget Budget

HOTEL/MOTEL BED TAX31000 Fairbanks City Bed Tax Funds 1,871,746 2,037,413 2,073,016 2,219,949 2,093,746 2,258,856 2,093,748 584,518 951,912 31500 North Pole City Bed Tax Funds 14,023 14,023 14,023 12,086 7,898 7,897 17,532 15,679 16,607 33000 FNSB Bed Tax Grant 1,196,650 1,157,076 1,225,250 1,329,930 1,425,000 1,350,349 1,414,000 1,116,823 815,500

MISCELLANEOUS PRIVATE SOURCE INCOME32100 United Sponsorship 29,50032200 SBA Economic Injury Disaster Grant 10,00032300 COF CARES Funding 426,95036050 Denver Airport Grant 10,000 10,00037000 FAI Marketing Grant 15,000 15,000 15,000 11,262 15,000 8,544 15,000 10,000 10,000 37000 Asia Promotion 1,250 2,325 2,250 2,550 2,250 1,875 2,250 37500 European Promotion 1,425 1,500 48100 Interest 572 977 3,455 48900 Miscellaneous -Private Source 500

FUND BALANCE RESERVE00000 From Fund Balance 471,250 431,230 264,714 257,450 453,307 991,103

MEMBERSHIP REVENUE41000 Basic Membership 77,000 80,375 78,000 83,500 79,000 80,775 80,000 72,500 72,500 41010 Nonprofit Membership 2,900 2,850 2,900 3,000 2,900 3,000 2,900 2,600 2,600 41100 Airport Brochure Distribution 6,300 6,248 6,900 6,948 6,900 6,895 6,900 6,795 6,795 41120 Railroad Brochure Distribution 2,500 2,620 2,500 2,580 2,500 2,500 2,500 2,460 2,460 41130 Pioneer Park Distribution 2,500 2,380 2,500 2,740 2,500 2,760 2,700 2,640 2,640 41150 Additional Brochure Distribution 2,750 2,700 2,750 2,800 2,750 3,250 2,800 2,650 2,650 41210 Internet Listing/Link 2,600 2,825 2,600 4,140 2,800 3,805 4,000 4,000 4,000 41220 Booking Solution 750 750 125 300 100 100 100 41250 Convention Leads 900 925 900 1,100 900 1,150 1,000 925 925 41300 Convention Calendar 400 425 400 550 400 525 500 450 450 41350 Tourism Leads 1,600 1,775 1,600 1,725 1,600 1,850 1,700 1,575 1,575

SPONSORSHIP REVENUE48000 Tradeshow Booth Share 18,000 27,427 30,400 40,911 40,600 37,324 52,600 10,000 42000 Co-Op Ad Sales 5,000 7,530 5,000 6,850 5,000 5,450 6,000 4,800 4,800

EDUCATIONAL SERVICES REVENUE43000 Event Hosting Miscellaneous 20,000 29,999 21,000 22,675 37,000 37,724 22,000 4,250 8,700 43100 Membership Lunch 2,000 1,994 2,000 3,093 2,000 2,415 3,000 635

MISCELLANEOUS SALE OF GOODS44500 Labels 81 119 46000 Miscellaneous Sale of Goods 1,000 732 1,000 644 1,000 891 1,000 700 250 46115 Ink Pen Sales 45 96 46200 Husky Puppies 254 25

ADVERTISING REVENUE46700 Visitor Guide Ad Sales 76,000 97,633 76,000 75,259 76,000 71,674 76,000 48,240 48,240 41450 Visitor Guide Narrative 10,000 14,101 10,000 10,226 10,000 8,985 10,000 8,700 8,700 41500 Visitor Guide Multiple Listing 12,000 15,611 12,000 12,425 12,000 11,768 12,000 9,500 9,500 46510 Winter Activities Guide Ads 4,000 4,950 4,500 4,950 4,500 5,100 4,900 4,700 4,700 46600 Meeting Planner Ad Sales 12,000 47000 Website Advertising 7,500 10,953 13,200 15,419 15,000 16,882 15,000 12,500 12,500

TOTAL REVENUE 3,825,619 3,540,761 4,037,669 3,909,540 4,124,758 3,945,819 4,109,080 2,819,997 2,989,207


Explore Fairbanks2021 Expense Budget Summary

2017 2018 2019 2020 2021Amended 2017 Amended 2018 Amended 2019 2020 Amended Proposed

Budget Acutuals Budget Actuals Budget Actuals BUDGET Budget Budget

DIRECT MARKETING EXPENSES60100 Production 39,800 5,901 46,135 1,473 43,075 2,976 32,475 26,500 21,000 60200 Media Placement 536,400 493,272 539,900 528,403 589,300 552,645 582,930 503,310 638,361 61000 Collateral Material 157,150 167,230 170,200 154,808 172,100 149,780 211,400 90,587 94,150 61500 Website Development 83,650 43,086 63,550 50,806 45,650 38,572 43,550 43,550 43,550 62000 Promo Merchandise 33,100 26,231 39,300 31,597 28,600 25,535 42,400 11,450 4,900 63000 FAM/Site Visits 69,700 52,072 78,700 59,316 105,100 110,506 82,650 31,800 34,000 64000 Trade Shows 94,360 82,971 159,520 152,567 142,645 124,118 153,740 35,504 82,330 65000 Travel 106,300 83,829 122,314 86,257 125,550 94,364 142,750 13,820 42,250 65500 Local Meetings 13,875 9,825 14,250 12,573 14,250 9,969 15,250 7,750 11,550 66000 Special Promotions 306,944 173,085 268,278 251,656 266,860 204,454 117,760 65,144 74,489 66800 International Marketing 74,000 73,687 116,500 103,677 165,048 164,216 173,700 91,833 63,773 66500 Research 300 3,850 3,850 42,500 9,500 67000 Event Hosting 69,050 50,347 70,150 54,731 65,800 48,645 44,050 12,290 24,750 67500 Telephone 15,000 11,887 15,120 12,045 16,180 13,203 15,580 15,580 14,580 68000 Dues/Subscriptions 18,281 15,630 20,303 19,374 19,625 23,515 19,555 19,555 19,814 68500 (800) Inquiry Service 360 350 360 300 360 300 360 360 360 69000 Mail Fulfillment/Postage 185,150 163,670 197,860 186,612 187,615 149,766 189,600 109,533 157,475 69500 Direct Mail 21,000 21,552 43,380 43,459 35,635 32,892 31,500 25,725 21,000

Subtotal Direct Marketing 1,824,120 1,474,924 1,965,820 1,749,654 2,027,243 1,749,305 1,941,750 1,113,791 1,348,332

PERSONNEL EXPENSES50000 Wages/Taxes/Benefits 1,552,385 1,423,092 1,607,355 1,420,066 1,620,915 1,542,759 1,704,615 1,308,101 1,225,187

Subtotal Personnel 1,552,385 1,423,092 1,607,355 1,420,066 1,620,915 1,542,759 1,704,615 1,308,101 1,225,187

INDIRECT MARKETING EXPENSES76000 Computer 58,300 54,914 62,580 58,481 67,420 57,629 66,640 66,640 67,300 78000 Education/Training 8,895 4,533 15,060 9,760 15,955 9,707 18,290 400 2,000 79000 Equipment Rental 20,515 12,984 20,515 14,307 20,515 11,573 20,515 20,515 20,880 80000 General Insurance 18,000 17,182 18,000 16,293 18,000 14,382 18,000 18,000 18,000 81000 Interest/Finance Charge 3,100 202 3,100 3,100 3,100 3,100 4,500 81500 Bank Card Fees 12,080 11,079 12,450 10,350 12,450 8,691 12,450 12,450 12,450 83000 Professional Fees 25,150 26,755 30,100 24,992 25,600 20,679 25,600 25,600 25,600 84000 Rent/Storage 220,104 218,771 223,344 217,538 223,350 218,438 223,710 193,390 202,548 86000 Supply/Office Expense 15,500 18,367 18,300 16,131 17,640 11,798 17,640 15,640 17,640 88000 Licenses & Taxes 33,300 34,200 35,300 39,426 36,350 36,723 39,350 39,350 39,350 89000 Other (Miscellaneous) Expenses 720 720 720 2 720 720 720 90000 Capital Outlay 24,950 1,008 25,025 840 35,500 8,616 16,700 2,300 4,700

Subtotal Indirect Marketing 440,614 399,995 464,494 408,118 476,600 398,238 462,715 398,105 415,688

GRAND TOTAL 3,817,119 3,298,011 4,037,669 3,577,838 4,124,758 3,690,302 4,109,080 2,819,997 2,989,207


Explore Fairbanks2021 Expense Budget

2021 2020Admin Communications Mtgs & Conv Tourism Visitor Svs Partnership Proposed 2020 Amended Dept. Dept. Dept. Dept. Dept. Dept. Budget Budget Budget

DIRECT MARKETING EXPENSES60100 Production 21,000 21,000 32,475 26,500 60200 Media Placement 635,861 2,500 638,361 582,930 503,310 61000 Collateral Material 1,200 86,250 5,000 1,700 94,150 211,400 90,587 61500 Website Development 43,550 43,550 43,550 43,550 62000 Promo Merchandise 900 3,000 1,000 4,900 42,400 11,450 63000 FAMs/Site Visits/Press Tours 20,000 1,500 12,500 34,000 82,650 31,800 64000 Trade Shows 500 11,300 8,000 57,770 1,195 3,565 82,330 153,740 35,504 65000 Travel 5,500 14,600 4,000 15,000 1,700 1,450 42,250 142,750 13,820 65500 Local Meetings 1,800 3,600 2,400 1,875 1,275 600 11,550 15,250 7,750 66000 Special Promotions 15,200 8,000 26,375 1,500 10,904 12,510 74,489 117,760 65,144 66800 International Marketing 63,773 63,773 173,700 91,833 66500 Research - 42,500 9,500 67000 Event Hosting 4,000 20,750 24,750 44,050 12,290 67500 Telephone 2,400 3,600 1,800 4,380 1,200 1,200 14,580 15,580 15,580 68000 Dues/Subscriptions 3,114 3,235 3,505 7,160 1,430 1,370 19,814 19,555 19,555 68500 (800) Inquiry Service 120 120 120 360 360 360 69000 Mail Fulfillment/Postage 2,000 43,425 2,350 3,200 105,000 1,500 157,475 189,600 109,533 69500 Direct Mail 21,000 21,000 31,500 25,725

Subtotal Direct Marketing 32,614 915,541 64,430 168,278 122,824 44,645 1,348,332 1,941,750 1,113,791

PERSONNEL EXPENSES50000 Wages/Taxes/Benefits 352,251 385,668 69,289 182,006 189,081 46,892 1,225,187 1,704,615 1,308,101

Subtotal Personnel 352,251 385,668 69,289 182,006 189,081 46,892 1,225,187 1,704,615 1,308,101

INDIRECT MARKETING EXPENSES76000 Computer 14,380 13,200 8,880 10,080 10,680 10,080 67,300 66,640 66,640 78000 Education/Training 2,000 2,000 18,290 400 79000 Equipment Rental 3,480 3,480 3,480 3,480 3,480 3,480 20,880 20,515 20,515 80000 General Insurance 3,000 3,000 3,000 3,000 3,000 3,000 18,000 18,000 18,000 81000 Interest/Finance Charge 4,500 4,500 3,100 3,100 81500 7,050 5,400 12,450 12,450 12,450 83000 Professional Fees 7,600 3,600 3,600 3,600 3,600 3,600 25,600 25,600 25,600 84000 Rent/Storage 33,955 32,845 33,955 33,955 33,955 33,883 202,548 223,710 193,390 86000 Supply/Office Expense 5,040 2,400 2,400 2,400 3,300 2,100 17,640 17,640 15,640 88000 Licenses and Taxes 39,350 39,350 39,350 39,350 89000 Other (Misc) Expenses 120 120 120 120 120 120 720 720 720 90000 Capital Outlay 1,500 3,200 4,700 16,700 2,300

Subtotal Indirect Marketing 119,975 61,845 55,435 56,635 60,135 61,663 415,688 462,715 398,105

GRAND TOTAL 504,840 1,363,054 189,154 406,919 372,040 153,200 2,989,207 4,109,080 2,819,997

Bank Fees

2021 Budget by Department



Administration

2017 2018 2019 2020 2021Amended 2017 Amended 2018 Amended 2019 2020 Amended ProposedBudget Actuals Budget Actuals Budget Actuals Budget Budget Budget

HOTEL/MOTEL BED TAX31000 City Bed Tax Funds 1,871,746 2,037,413 2,073,016 2,219,949 2,093,746 2,258,856 2,093,748 584,518 951,912 31500 North Pole Bed Tax Funds 16,629 14,023 14,023 12,086 7,898 7,897 17,532 15,679 16,607 33000 FNSB Bed Tax Grant 1,196,650 1,157,076 1,225,250 1,329,930 1,325,000 1,250,349 1,414,000 1,116,823 815,500

MISCELLANEOUS PRIVATE SOURCE INCOME32100 United Sponsorship 29,500 32200 SBA Economic Injury Disaster Grant 10,000 32300 COF CARES Funding 426,950 36050 Denver Airport Grant 10,000 10,00036000 FAI Marketing Grant 15,000 15,000 15,000 11,262 15,000 8,544 15,000 10,000 10,000 48100 Interest 572 977 3,455 43000 Event Hosting 5,200 645

FUND BALANCE RESERVE00000 From Fund Balance 471,250 431,230 188,041 892,955 453,307 991,103

TOTAL REVENUE 3,245,576 3,229,283 3,758,519 3,604,348 3,639,685 3,539,102 4,433,235 2,617,277 2,785,122


Explore Fairbanks 2021 Expense Budget

Administration2017 2018 2019 2020 2021

Amended 2017 Amended 2018 Amended 2019 2020 Amended ProposedBudget Actuals Budget Actuals Budget Actuals Budget Budget Budget

DIRECT MARKETING EXPENSES61000 Collateral Material 600 2,250 2,500 1,900 1,900 1,200

Employee Handbook 200 250 500 500 500 200Strategic Plan 400 2,000 2,000 1,400 1,400 1,000

62000 Promo Merchandise 900 244 900 370 900 339 900 900 900Fairbanks Promo Cordials (ATIA Board) 300 300 300 300 300Promo Cordials for use by Administration 600 600 600 600 600 900

64000 Trade Shows 2,400 400 3,980 2,699 2,500 475 2,500 500ATIA Convention 400 1,980 500 500 500SATW/NATJ/Media Day PowWow 2,000 2,000 2,000 2,000

65000 Travel 18,300 8,871 22,314 9,666 26,200 15,039 26,200 4,000 5,500ATIA Marketing Meetings 1,200 1,000 1,000ATIA Board Meetings 2,000 2,000 2,000 2,000 1,000 1,600ATIA Convention 1,200 1,500 1,500 1,500Instate Tourism Meetings 1,300 1,200 1,200 1,200 600Staff Training 3,800 4,200 4,200 4,200USTA/Travel Outlook Forum/DMAI 3,000 3,000 7,000 7,000 2,400 2,000SATW/NATJ/Media Day PowWow 4,800 4,800 4,800 7,800Sales Calls 1,000 6,115 4,500 2,500 400

65500 Local Meetings 1,500 1,137 1,800 2,247 1,800 1,187 2,000 1,700 1,800Misc/Mileage/Chamber Lunches/Local Mtgs 1,500 1,800 1,800 2,000 1,700 1,800

66000 Special Promotions 64,376 56,575 30,193 89,300 19,100 8,693 19,100 9,100 15,200ATIA Community Partner Dues 11,500 7,000 6,500 5,000 5,000 5,000Board Retreat 1,600 2,700 2,700 2,700 2,700Staff Retreat 1,500 1,500 1,500 1,500 1,500Special Promotions 49,526 18,993 8,400 9,900 4,100 6,000Award Presentation 250

66500 Research 300 32,50067500 Telephone 2,400 1,517 2,400 1,853 2,900 1,596 2,400 2,400 2,400

Phone Charges 2,400 2,400 2,900 2,400 2,400 2,40068000 Dues/Subscriptions 2,350 1,405 4,018 2,434 2,850 3,524 2,900 2,900 3,114

DI (formerly DMAI) dues 920 960 1,100 1,150 1,150 1,150DI Accreditation 1,500 600 600 600DMA West (formerly WACVB) 220 220 220 220 220 220Survey Monkey 300 378 400 400 400 400Costco (formerly Sam's) 110 110 180 180 180 180Rotary Club 350 564

300 350 350 35069000 Mail Fulfillment/Postage 2,000 1,912 2,000 1,432 2,000 1,948 2,000 2,000 2,000

Board Mailouts/AP/Miscellaneous 2,000 2,000 2,000 2,000 2,000 2,000SUBTOTAL DIRECT MARKETING 94,826 72,361 69,855 110,001 60,750 32,801 92,400 24,900 32,614

PERSONNEL EXPENSES50000 Wages/Taxes/Benefits 416,193 373,088 416,293 391,997 414,865 407,840 419,450 346,577 352,251

SUBTOTAL PERSONNEL 416,193 373,088 416,293 391,997 414,865 407,840 419,450 346,577 352,251

Society of American Travel Writers



Administration2017 2018 2019 2020 2021


INDIRECT MARKETING EXPENSES76000 Computer 11,740 10,889 12,450 12,352 15,220 10,675 14,500 14,500 14,380

Computer Maintenance Contract 6,240 6,900 7,820 7,080 7,080 7,080Software Purchase and Upgrades 300 300 1,000 1,000 1,000 1,000Simpleview Database 3,300 3,350 3,420 3,420 3,420 3,000Cougar Mountain Support 1,900 1,900 2,980 3,000 3,000 3,300

78000 Education/Training 3,050 949 4,500 1,042 4,500 1,744 4,500Miscellaneous for Finance & Administration 1,750 2,500 2,500 2,500USTA/Travel Outlook Forum/DMAI 1,300 2,000 2,000 2,000

79000 Equipment Rental 3,415 2,142 3,415 2,334 3,415 1,896 3,415 3,415 3,480Copiers 2,400 2,400 2,400 2,400 2,400 2,400Postage Machines 1,015 1,015 1,015 1,015 1,015 1,080

80000 General Insurance 3,000 2,795 3,000 2,799 3,000 2,363 3,000 3,000 3,000General Liability/Dishonesty Bond/D & O 3,000 3,000 3,000 3,000 3,000 3,000

81000 Interest/Finance Charge 3,100 202 3,100 3,100 3,100 3,100 4,500Line of Credit interest 3,100 3,100 3,100 3,100 3,100 4,500

81500 Bank Fees 6,680 6,318 7,050 5,089 7,050 2,582 7,050 7,050 7,050Payroll Processing Fees & Other Charges 6,000 6,300 6,300 6,300 6,300 6,300Line of Credit renewal fee 680 750 750 750 750 750

83000 Professional Fees 7,150 11,001 12,100 9,682 7,600 4,197 7,600 7,600 7,600Audit Fees 3,600 3,600 3,600 3,600 3,600 3,600Legal Fees 3,250 8,000 3,000 3,000 3,000 3,000HR Compliance 500 500Accounting Fees 300 500 500 500 500 500

84000 Rent/Storage 36,684 36,462 37,224 36,273 37,225 36,406 37,285 32,231 33,955Administration Office Rental/Storage Units 444 444 444 445 445 445MTCVC 36,240 36,780 36,781 36,840 31,786 33,510

86000 Supply/Office Expense 4,200 5,867 4,500 5,422 5,040 4,639 5,040 4,340 5,040Office Supplies 4,200 4,500 5,040 5,040 4,340 5,040

88000 Licenses and Taxes 33,300 34,200 35,300 39,426 36,350 36,723 39,350 39,350 39,350City of Fairbanks business license 1,150 1,150 1,150 1,150 1,150 1,150State of Alaska business license 150 200 200 200 200 200City & Borough property taxes 32,000 33,950 35,000 38,000 38,000 38,000

89000 Other (Miscellaneous) Expenses 120 120 120 2 120 120 12090000 Capital Outlay 14,500 302 10,500 14,950 1,038 3,500 1,100 1,500

Furnishing & Signage 12,000 7,500 7,500Hardware Purchases 2,500 3,000 7,450 3,500 1,100 1,500

SUBTOTAL INDIRECT MARKETING 126,939 111,127 133,259 114,419 137,570 102,265 128,460 115,806 119,975

GRAND TOTAL 637,958 556,577 619,407 616,417 613,185 542,906 640,310 487,283 504,840



Communications

2017 2018 2019 2020 2021Amended 2017 Amended 2018 Amended 2019 2020 amended ProposedBudget Actuals Budget Actuals Budget Actuals Budget Budget Budget

FUND BALANCE RESERVE00000 From Fund Balance 73,250

SPONSORSHIP REVENUE42000 Co-Op Ad Sales 5,000 7,530 5,000 6,850 5,000 5,450 6,000 4,800 4,800

ADVERTISING REVENUE46700 Visitor Guide Ad Sales 76,000 97,633 76,000 75,259 76,000 71,674 76,000 48,240 48,240 41450 Visitor Guide Narrative 10,000 14,101 10,000 10,226 10,000 8,985 10,000 8,700 8,700 41500 Visitor Guide Multiple Listing 12,000 15,611 12,000 12,425 12,000 11,768 12,000 9,500 9,500 46510 Winter Activities Guide Ad Sales 4,000 4,950 4,500 4,950 4,500 5,100 4,900 4,700 4,700 47000 Website Advertising 7,500 10,953 13,200 15,419 15,000 16,882 15,000 12,500 12,500

TOTAL REVENUE 114,500 150,778 120,700 125,129 122,500 119,859 197,150 88,440 88,440



Communications

2017 2018 2019 2020 2021Amended 2017 Amended 2018 Amended 2019 2020 Amended Proposed Budget Actuals Budget Actuals Budget Actuals Budget Budget Budget

DIRECT MARKETING EXPENSES60100 Production 29,500 2,503 29,500 1,465 29,500 1,351 29,500 26,500 21,000

Print Ads and Magazines 6,000 6,000 6,000 6,000 3,000 3,000Winter Activities Guide 5,500 5,500 5,500 5,500 5,500 4,000Visitors Guide 18,000 18,000 18,000 18,000 18,000 14,000

60200 Media Placement 525,600 485,533 535,600 526,209 567,500 532,511 578,630 503,310 635,861Domestic 271,070 275,860 215,860 309,036 Open Domestic 31,103 80,868 50,414 43,118 18,118 171,362

AAA Tour Book 9,724 9,724 9,821 6,000 6,000 6,000Alaska Channel Guide and Map 5,300 7,500 7,500 7,500 7,500 350Anchorage CVB 2,875 2,875 2,875 2,875Bearfoot Travel Guides 6,712 5,000 5,000 5,000 5,000 5,100Bell's Travel Guide 6,872 6,872 8,367 8,367 8,367 8,367Good Sam Trailer Life 6,533 5,000Mat-Su CVB 650 650 650 650 650 543Milepost 7,609 7,609 7,423 7,610 7,610 3,609Where Alaska 5,620 5,620ACS Yellow Pages 2,500 2,500 2,780 2,700 2,700 1,800Alaska Airlines Magazine 10,600 6,255 6,705 7,160 7,160 7,160Alaska Magazine 23,000 17,550 22,140 22,140 22,140 22,140Alaska State Planner 13,405 13,405 13,405 7,500Endless Vacation 11,200 11,200 11,200 11,200 11,200Fish Alaska 6,765 6,765 6,765 6,765 6,765 6,765National Geographic Traveler 8,400 8,400 8,060 8,060 8,060National Parks Magazine 6,800 6,800New flight development 34,050 53,250 18,250 20,000Northwest Travel Magazine 5,390 1,390Oprah 17,400 17,400Reader's Digest 16,500 13,000 16,500 16,500 16,500 16,500SATW Directory Ad 2,507 2,507 2,575 2,650 2,650 2,650Sunset Magazine 34,100 27,250 30,000 30,000 30,000 21,000Travel 50 & Beyond 6,690 7,050 8,480 8,720 8,720Vacations 12,990 13,650 16,360

International 53,850 53,850 51,350 39,000 Open International 33,600 18,450 8,450 6,950 6,950 7,100

AMERICA Journal 5,400 5,400 5,400 5,400 2,900 2,900Brand USA 11,850 30,000 15,000 16,500 16,500 9,000Canadian Traveller 3,000European 10,000 10,000 10,000 10,000China 15,000 15,000 15,000 10,000

Travel Trade 10,680 10,680 8,580 10,350 Open Travel Trade 3,420 3,000 3,000 2,880 2,880 2,550

Courier 3,500 3,600 3,600 3,600 1,800 3,600Destinations 4,080 4,080 4,080 4,200 3,900 4,200

Community Awareness 16,000 17,340 13,340 11,350 Open Community Awareness 2,400 500 500

ATIA Tourism Works 3,700 6,000 6,000 2,000 5,000Fairbanks Daily News-Miner 11,350 9,500 2,325 4,130 4,130 4,250First Friday 7,175 7,210 7,210 2,100

Mtgs and Conv Advertising 25,750 25,750 19,030 10,115 Open Mtgs and Conv Advertising 13,745 13,745 13,745 13,745 7,025

Alaska Business Monthly 7,320 7,320 7,320 7,320 7,320 5,430Alaska Journal of Commerce 4,935 4,685 4,685 4,685 4,685 4,685

Television 44,000 39,100 39,100 47,350 Open Instate Television 38,000 36,900 36,900 32,000 32,000 42,000

Alaska Channel 7,100 7,100 7,100 7,100 7,100 5,350Radio 18,050 18,050 18,050 33,660 Open Local Radio 12,460 12,550 4,390 4,390 4,390 20,000

Condor Promotion 5,500 5,500 5,500 5,500 5,500 5,500Weekly Call Ins 4,160 4,160 4,160 4,160Magic Days of Summer 4,000 4,000 4,000 4,000

Internet Advertising 128,100 138,000 138,000 175,000 Open Internet Advertising 63,090 38,000 51,900 56,500 56,500 45,020 Adventure Green Alaska 2,000 2,500 2,500 4,150 4,150 4,000

Alaskaatia.org 1,500 1,500 1,500ATIA Internet 16,500 24,000 24,000 21,950 21,950 45,000Facebook 12,000 14,000 14,900 16,800 16,800 20,000Google Pay-Per-Click 4,800 4,800 7,300 8,400 8,400 17,500TravelGuidesFree.com 6,800 6,800 8,000 10,200 10,200 18,480 travelinformation.com 1,600 1,600 4,000 6,000 6,000TripAdvisor 14,000 14,000 14,000 14,000 14,000 25,000

61000 Collateral Material 137,200 159,534 152,500 148,332 151,000 141,567 192,000 76,000 86,250Visitors Guide 112,000 110,000 110,000 110,000 67,500 66,500Destination Video 5,000 17,000 45,000Purchase Professional Photos for FCVB Use 5,000 8,500 17,000 8,000 3,000Aurora Brochure 5,000 5,000Certificates-Aurora, Arctic, AK Highway 4,000 9,000 9,000 2,250Annual Report 1,200 1,000 1,000 1,000 1,000 1,000Winter Activities Guide 14,000 12,000 14,000 14,000 7,500 8,500

61500 Website Development 83,650 43,086 63,550 50,806 45,650 38,572 43,550 43,550 43,550Website Licensing 71,300 51,200 36,300 25,700 25,700 25,700Website Support 6,000 6,000 6,000BookingSolution 5,000 5,000 5,000 5,000 5,000 5,000Email Marketing 6,600 6,600 3,600 3,600 3,600 3,600Web Services 750 750 750 3,250 3,250 3,250

62000 Promo Merchandise 2,000 660 2,000 873 2,000 1,884 2,000 1,000Fairbanks Promo Cordials 2,000 2,000 2,000 2,000 1,000



Communications

2017 2018 2019 2020 2021Amended 2017 Amended 2018 Amended 2019 2020 Amended Proposed Budget Actuals Budget Actuals Budget Actuals Budget Budget Budget

63000 FAM Tours/Site Inspection 29,800 21,714 39,800 32,390 38,450 41,098 35,000 20,000 20,000For local and visiting media 24,800 34,800 33,450 30,000 17,500German Press Tour/Condor 5,000 5,000 5,000 5,000 2,500

64000 Trade Shows 14,825 6,673 29,475 25,870 17,275 12,395 17,525 5,525 11,300Outdoor Writers Association 1,000 1,000 1,000 1,000Experience Alaska 4,000 2,500 2,500 2,500IPW 2,500 2,500 2,500 2,500 2,500ATIA Convention 1,200 2,475 1,275 1,700 1,700Alaska Media Roadshow 9,000 18,500 9,000 7,000 3,025 4,500NOWA 125North American Travel Journalisits Association 1,000 1,000 2,600 2,600Travel & Words 225

65000 Travel 19,400 12,599 22,700 14,572 18,800 14,336 21,900 4,700 14,600Outdoor Writers Association 2,000 2,000 2,000Alaska Media Roadshow 5,400 9,400 5,400 3,000 2,200 3,000Experience Alaska 4,000 2,500 2,500 2,500IPW 2,300 2,300 2,300 2,300 2,300Staff Training 3,600 3,600 3,600 2,000ATIA (Committee and Convention) 3,600 3,600 4,800 4,800North American Travel Journalisits Association 2,500 1,400 1,400 2,500 2,500Travel & Words 1,200

65500 Local Meetings 3,600 1,172 3,600 2,685 3,600 1,822 3,600 1,600 3,600Misc/Mileage/Local Mtgs 3,600 3,600 3,600 3,600 1,600 3,600

66000 Special Promotions 32,288 10,643 25,000 9,925 21,000 2,645 25,000 5,000 8,000Media Promotions 16,288 10,000 6,000 10,000 2,000ATIA Media Reception 1,000National Public Radio UAF Summer Sessions 5,000 5,000 5,000 5,000Clipping Service 10,000 10,000 10,000 10,000 5,000 6,000

66500 Research 10,000 9,50067000 Event Hosting 23,000 11,172

Society of American Travel Writers 23,00067500 Telephone 3,600 2,666 3,600 3,389 3,600 2,956 3,600 3,600 3,600


Alaska Media Directory 100 10 100 100 100PRSA 325 325 325 325 325 325Outdoor Writers Association 400 400 400 400 400 400North American Travel Journalisits Association 500 500 500 500 500Northwest Outdoor Writers Association 104 200 200Alaska Film Group 250 250DMA West (formerly WACVB) 220 220 220 220 220 220DI (fornerly DMAI) 920 960 1,100 1,150 1,150 1,150Society of American Travel Writers 340SmugMug 60 100 100 100 100 100

68500 (800) Inquiry Service 120 100 120 100 120 100 120 120 12069000 Mail Fulfillment/Postage 48,000 45,018 75,760 72,717 51,865 46,575 56,000 38,700 43,425

Misc. Postage 48,000 75,760 51,865 56,000 38,700 43,42569500 Direct Mail 21,000 21,552 43,380 43,459 35,635 32,892 31,500 25,725 21,000

Mailing Labels / Independent Travelers 21,000 43,380 35,635 31,500 25,725 21,000SUBTOTAL DIRECT MARKETING 975,858 826,249 1,029,454 935,225 988,940 877,624 1,052,720 767,625 915,541




Computer Maintenance Contract 7,500 7,500 8,100 7,200 7,200 7,200Simpleview Database 4,200 4,350 4,500 4,560 4,560 6,000

78000 Education/Training 1,150 1,533 2,000 3,678 2,000 2,100 2,000Misc. Educational Opportunities 1,150 2,000 2,000 2,000



81500 Bank Fees 34283000 Professional Fees 3,600 3,151 3,600 3,062 3,600 3,297 3,600 3,600 3,600

Audit/Legal Fees 3,600 3,600 3,600 3,600 3,600 3,60084000 Rent/Storage 36,684 36,462 37,224 36,253 37,225 36,406 37,285 32,231 32,845

Office Rent/Storage Units 444 444 444 445 445 445MTCVC 36,240 36,780 36,781 36,840 31,786 32,400


89000 Other (Misc.) Expenses 120 120 120 120 120 12090000 Capital Outlay 3,000 269 4,200 840 7,550 1,878 5,200 1,200 3,200

Software Purchase 600 1,200 1,200 1,200 1,200 1,200Hardware Purchases 3,000 3,000 6,350 4,000 2,000


GRAND TOTAL 1,402,469 1,226,884 1,472,918 1,327,548 1,434,005 1,316,370 1,507,485 1,149,010 1,363,054



Meetings and Conventions


MISCELLANEOUS SOURCE INCOME33000 FNSB Grant 100,000 100,000

FUND BALANCE RESERVE00000 From Fund Balance 100,000 10,000

EDUCATIONAL SERVICES REVENUE43000 Event Hosting Miscellaneous 1,500 10,500 7,026

MISCELLANEOUS SALE OF GOODS46000 Miscellaneous Sale of Good 1,000 732 1,000 644 1,000 891 1,000 700 250 46115 Ink Pen Sales 45 96 46200 Husky Puppies 254 25

ADVERTISING REVENUE46600 Meeting Planner Ad Sales 12,000 12,000

TOTAL REVENUE 1,000 1,032 1,000 2,265 223,500 107,917 11,000 12,700 250



Meetings and Conventions2017 2018 2019 2020 2021


60100 Production 1,000 500 2,500 460 500Create New Ad(s) - AFN 500 2,000Misc. Production (inc AFN) 500 500 500 500

60200 Media Placement - AFN 9,000 7,689 2,500 2,194 20,000 20,134 2,500 2,500Miscellaneous 9,000 2,500 20,000 2,500 2,500

61000 Collateral Material 4,500 3,066 1,250 3,037 4,850 3,176 4,250 10,900 5,000Meeting Planner Guide 0 9,000Pop ups 2x 600 3,000 1,000 1,000AFN Printed Material 750 750 3,750 500 500Promotional DVDMiscellaneous Printed Material 3,750 500 500 750 400 4,000

62000 Promo Merchandise 26,200 22,647 31,200 24,793 19,200 18,505 33,000 8,800 3,000Lapel Pins 2,000 2,000 2,000 2,000 2,000Plastic Logo Carry Bags 1,500 1,500 1,500 1,500Other huskies, hats, backpacks, mugs, etc. 8,500 8,500 6,500 12,500 2,500Badge Holders 500 500 500Badge Inserts 200 200 200Folders 1,000 1,000 1,000 1,000Pens 2,000 2,000 2,000 2,000 1,000Notepads (inc AFN) 4,000 4,000 4,000 4,000Items for Special Projects - AFN 1,500 1,500 1,500 1,500Items for Special Projects Events 5,000 10,000 8,500 3,300 3,000

63000 FAM Tours/Site Inspection 8,900 1,661 5,600 6,590 4,350 6,089 8,900 1,500In State Meeting Planner FAM (inc AFN) 2,500 4,000 2,000 4,000National Meeting Planner FAM 6,000 1,000 1,000 4,000Site Inspections 400 600 1,350 900 1,500

64000 Trade Shows 2,500 2,900 3,490 4,225 2,000 7,900 8,000Pre-Event Promotion 2,500 2,500 2,000 7,500Virtual Event Platform 8,000ATIA Convention 990 400

65000 Travel 18,000 17,311 21,500 19,553 18,500 12,946 30,350 4,000Sales Calls - Anchorage (inc AFN) 3,500 3,500 3,500 4,500 1,500Sales Calls - Juneau 2,500 1,500 1,500 1,500AFN 5,000 5,500 1,500 5,500 2,500Bid Presentations/PreEvent Promotion 2,000 2,000 4,000 5,850DMAI or DMA West (formerly WACVB) 5,000 9,000 8,000 9,000Targeted Market Sales Calls 4,000 3,000

65500 Local Meetings 4,200 4,176 4,200 4,366 4,200 3,059 5,000 3,000 2,400Misc/Mileage/Chamber Lunches/Local Mtgs (inc AFN) 4,200 4,200 4,200 5,000 11,150 2,400

66000 Special Promotions 159,000 62,648 157,000 113,012 167,000 145,651 14,500 3,650 26,375Special Promotions 2,000 37,000 12,000 10,000 2,500 26,375AFN 8,500 9,000 115,000 4,500 5,000Convention Center 148,500 111,000 40,000

66500 Research 3,850 3,850 9,50067000 Event Hosting 18,750 15,230 40,350 24,140 36,000 20,616 14,250 6,000 4,000

Meeting Planner Event - Fairbanks 5,000 7,500 6,750 8,000 1,000 1,500Meeting Planner Event - Anchorage 2,500 2,500 2,500 2,500 1,500 2,500AFN Reception 2,250 2,750 6,750 2,750Meeting Planner Event - Juneau 2,000 1,000Hosted receptions for local and state (AFN) 7,000 27,600 20,000 1,000 2,800

67500 Telephone 2,400 1,710 2,400 1,553 2,900 1,766 2,800 2,800 1,800Phone Charges 2,400 2,400 2,900 2,800 4,045 1,800

68000 Dues/Subscriptions 3,305 3,088 3,345 3,388 3,540 3,470 4,045 540 3,505Rotary Dues 540 540 540 540 500Ak State Chamber of Commerce 500 500 500 500 1,150 500DI (fornerly DMAI) 920 960 1,100 1,150 220 1,150DMA West (formerly WACVB) 220 220 220 220 480 220MPI Dues 475 475 480 480 350 480AkHLA 300 300 350 350 805 350Misc. Dues / CC Dues 350 350 350 805 2,100 805

69000 Mail Fulfillment 4,350 91 4,750 2,693 2,750 132 3,100 600 2,350Conventions Postage (inc AFN) 1,350 1,750 1,750 600 600Meeting Planner Direct Mail 1,000 1,000 500 1,000 1,500 1,000Mailing VG and Wtr Guides 2,000 2,000 500 1,500 750

262,105 142,217 278,085 209,544 291,640 239,853 131,095 52,295 64,430

50000 Wages/Taxes/Benefits 176,647 169,478 183,551 172,174 180,460 183,685 264,870 187,249 69,289


DIRECT MARKETING EXPENSE

SUBTOTAL DIRECT MARKETING EXPENSE

PERSONNEL EXPENSES



Meetings and Conventions2017 2018 2019 2020 2021


76000 Computer 8,340 8,114 9,075 8,424 10,080 8,751 10,500 10,500 8,880Computer Maintenance Contract 6,240 6,900 7,800 7,080 7,080 7,080Simpleview Database 2,100 2,175 2,280 3,420 3,420 1,800

78000 Education/Training 2,500 400 3,320 3,315 4,565 4,000 6,900DMAI or DMA West (formerly WACVB) 3,320 2,370 3,000Miscellaneous Educational Opportunities 995 2,500Organizational Database Training 2,500 1,200 1,400



83000 Professional Fees 3,600 3,151 3,600 3,062 3,600 3,296 3,600 3,600 3,600Audit/Legal Fees 3,600 3,600 3,600 3,600 3,600 3,600

84000 Rent/Storage 36,684 36,462 37,224 36,253 37,225 36,406 37,285 32,232 33,955Office Rent/Storage Units 444 444 444 445 445 445MTCVC 36,240 36,780 36,781 36,840 31,787 33,510


89000 Other (Miscellaneous) Expenses 120 120 120 120 120 12090000 Capital Outlay 1,500 1,500 4,000 1,038 2,000

Software Purchases 1,500Hardware Purchases 1,500 4,000 2,000

61,164 55,412 63,659 57,885 68,410 59,453 69,225 54,972 55,435

499,916 367,107 525,295 439,603 540,510 482,991 465,190 294,516 189,154GRAND TOTAL

INDIRECT MARKETING EXPENSES

SUBTOTAL INDIRECT MARKETING



Tourism


MISCELLANEOUS PRIVATE SOURCE INCOME37000 Asia Promotion 1,250 2,325 2,250 2,550 2,250 1,875 2,250 37500 European Promotion 1,425 1,500

FUND BALANCE RESERVE00000 From Fund Balance 81,500 93,700

EDUCATIONAL SERVICES REVENUE43000 Event Hosting Miscellaneous 3,325 5,000 9,500

SPONSORSHIP REVENUE48000 Tradeshow Booth Share 18,000 27,427 30,400 40,911 40,600 37,324 52,600 10,000

TOTAL REVENUE 19,250 33,077 32,650 44,886 129,350 48,699 150,050 - 10,000



Tourism

2017 2018 2019 2020 2021Amended 2017 Amended 2018 Amended 2019 2,020 Amended ProposedBudget Acutals Budget Actuals Budget Actuals Budget Budget Budget

DIRECT MARKETING EXPENSES60100 Production 9,000 3,338 15,660 10,600 1,095 2,000

Group Tour Manual 5,000 2,000Cruise Land Tour Publication 3,000Website Translations 6,000 6,660 6,600Chinese Lure Piece 1,000 1,500 2,000Japanese Lure Piece 3,000 500

60200 Media Placement 61000 Collateral Material 10,900 2,768 9,400 3,439 9,000 4,796 8,500

Group Tour Manual 3,000Cruise Land Tour Publication 4,000Aurora Certificates 1,500Japanese Lure Piece 3,200 1,200 1,000Chinese Lure Piece 3,200 4,200German Lure Piece 2,500

61500 Website Development62000 Promo Merchandise 3,500 2,680 5,000 5,326 6,000 4,608 6,000 50 1,000

Fairbanks Promo Cordials 3,500 5,000 6,000 6,000 50 1,00063000 FAM Tours/Site Inspection 30,000 28,697 30,000 20,336 59,000 63,319 37,000 12,000 12,500

European FAM 5,000 5,000 7,000 11,000 5,000 6,000 Japan Winter FAM 5,000 3,000 5,000

Korea FAM 4,500China FAM 4,500 4,000 10,000 6,000 6,000Alaska-hosted Conferences 5,000 10,000GoWest FAM 5,000Adventure Travel World Summit FAMOthers 6,000 14,000 27,000 25,000 1,000 6,500

64000 Trade Shows 71,135 69,961 117,275 116,536 115,075 107,471 119,155 28,211 57,770IPW 20,000 22,355 24,405 37,510 360 25,925NTA Exchange 1,945 1,600 1,300 1,345 670 1,300Japan Workshops 5,000 5,000 12,000 5,500International Tourism Boerse - Berlin 4,000 4,000 4,000 4,000 4,000 4,000Mid-Atlantic Tradeshow 1,800 2,000 2,000 2,000 2,000 0World Trade Market 4,000 4,000Korea Workshops 2,500 5,500Taiwan Sales Mission 2,500 4,000ABA Market Place 1,545 1,545 2,000 1,595 1,595 1,695Down Under Sales Mission (formerly ATIA workshops) 3,000 3,000 3,000 3,000ATIA Convention 1,350 1,485 1,275 1,275 425 850Misc Trade Shows 2,000 4,000 4,000 3,995 2,000JATA World Congress 5,000 5,000 6,100 6,500 6,500NAJ Active America 3,000 3,000 4,000 4,000American Society of Travel Advisors (formerly NACTA) 5,500 5,600 3,500 3,500Chinese International Travel Market 7,500 8,000China Outbound Tourism & Travel Market 3,000China Sales Mission 17,000 12,000International Travel Boerse - China 7,200 3,600International Travel Boerse - Asia 9,000 750Denver Travel and Adventure Show 3,495 3,495San Francisco Travel & Adventure Show 4,000 3,495 2,726Adventure Travel World Summit 0Brochure Distribution 0New Shows (ex: China, Aviation) 2,000 3,000 0Routes 1,800 2,000 1,800 1,800Airline Development 2,000SeaTrade Convention 3,500 3,500 3,500 3,500cruise3sixty 9,395 9,395 9,645International Travel Fair Taipei 7,000 4,000Alaska-hosted Conferences 2,200Virtual Event Platform 12,000GoWest 2,495 2,395 2,500 2,795 2,795

65000 Travel 38,400 38,448 45,000 37,838 47,850 43,067 50,600 4,200 15,000IPW 5,200 4,000 4,000 6,000 4,000NTA 3,800 2,000 2,500 1,600 1,800Japan Workshops 2,500 3,000 3,000 2,500Korea Workshops 1,200 1,500 3,000 2,500Taiwan Sales Mission 1,500 2,000 1,500World Trade MarketABA Market Place 2,000 2,000 2,650 2,000 2,000 1,500Down Under Sales Mission (formerly ATIA workshops) 4,500 4,000 4,000 4,000ATIA Convention 3,000 2,000 2,000 1,200JATA - Japan 3,000 3,500 2,500 2,500 3,000NAJ Active America 1,600 2,000 1,200 2,000American Society of Travel Advisors (formerly NACTA) 2,000 3,000 2,500 2,000Chinese International Travel Market 1,500 2,000China Outbound Tourism & Travel Market 3,000China Sales Mission 1,500 5,000 3,000International Travel Boerse - China 2,600International Travel Boerse - Asia 2,500Denver Travel and Adventure Show 2,200 2,200San Francisco Travel & Adventure Show 3,000 2,500Adventure Travel World SummitRoutes 1,600 3,000 2,000Airline Development 6,500 1,500cruise3sixty 2,500 3,000 2,000Cruise Ship Sales 3,000Alaska-hosted Conferences 1,000GoWest 2,000 2,000 1,200International Travel Fair Taipei 1,500Other Travel 6,000 1,000 2,000 1,500



Tourism

2017 2018 2019 2020 2021Amended 2017 Amended 2018 Amended 2019 2,020 Amended ProposedBudget Acutals Budget Actuals Budget Actuals Budget Budget Budget

65500 Local Meetings 1,800 1,560 1,875 1,556 1,875 1,520 1,875 875 1,875Misc/Mileage/Local Mtgs 1,800 1,875 1,875 1,875 875 1,875

66000 Special Promotions 11,350 8,335 8,000 10,097 10,200 7,221 14,150 6,750 1,500NTA Operator Dinner 900 500 1,000 650 1,250ABA Educational Seminar 450 500 500 500 500GoWestAdventure Travel World SummitAmerican Society of Travel Advisors WorkshopNAJ Active America Promotions 8,700 2,000Special Promotional Opportunities 10,000 7,000 8,700 5,000 5,000 1,500

66800 International Marketing 74,000 73,687 116,500 103,677 165,048 164,213 173,700 91,833 63,773European Marketing 58,000 63,500 58,948 68,100 44,333 44,773Korean Marketing 11,000 4,000Taiwan Marketing 5,000 2,500China Marketing 16,000 48,000 95,100 99,100 47,500 19,000

67000 Event Hosting 658 321 1,94167500 Telephone 4,200 4,205 4,200 3,783 4,380 4,372 4,380 4,380 4,380


USTA 2,700 2,700 2,700 2,700 2,700 2,700NTA 700 700 700 700 700 700ABA 550 550 550 550 550 550Adventure Travel Trade Association 1,000 1,000Rotary 420 540DI (fornerly DMAI) 920 960 1,100 1,150 1,150 1,150DMA West (formerly WACVB) 220 220 220 120 120 120ASTA 595 595 900 600 600 600Visit USA Korea 400 400 400 400 400Visit USA Austrialia 400 400 400 400Misc. Dues 516 516

68500 (800) Inquiry Service 120 100 120 100 120 100 120 120 12069000 Mail Fulfillment/Postage 9,800 6,483 7,000 7,367 10,000 8,925 7,500 4,000 3,200

Postage and Fulfillment 9,800 7,000 10,000 7,500 4,000 3,200SUBTOTAL DIRECT MARKETING 272,206 248,039 367,671 318,530 446,738 419,308 432,045 159,484 168,278

50000 Wages/Taxes/Benefits 213,144 209,065 221,698 210,916 232,175 222,664 221,195 167,184 182,006




78000 Education/Training 449 1,000Misc. Education 1,000




84000 Rent/Storage 36,684 36,462 37,224 36,253 37,225 36,406 37,285 32,232 33,955Admin Office Rent/Storage Units 444 444 444 445 445 445MTCVC 36,240 36,780 36,781 36,840 31,787 33,510


89000 Other(Misc.) Expenses 120 120 120 120 120 12090000 Capital Outlay 1,250 269 1,500 3,000 1,038 2,000

Software Purchases 1,250Hardware Purchases 1,500 3,000 2,000


GRAND TOTAL 545,064 513,154 651,908 585,182 742,058 698,280 715,625 381,800 406,919

PERSONNEL EXPENSES



Visitor Services

2017 2018 2019 2020 2021Amended 2017 Amended 2018 Amended 2019 2020 Amended ProposedBudget Actuals Budget Actual Budget Actuals Budget Budget Budget

SPONSORSHIP REVENUE48000 Tradeshow Booth Share

EDUCATIONAL SERVICES REVENUE43330 AK Host

TOTAL REVENUE



Visitor Services2017 2018 2019 2020 2021

Amended 2017 Amended 2018 Amended 2019 2020 Amended ProposedBudget Acutals Budget Actuals Budget Actuals Budget Budget Budget

DIRECT MARKETING EXPENSES60100 Production 100 100 8 100 70 100

Visitor In Your Own Town 100 100 100 10060200 Media Placement (moved to AD &PR) 5061000 Collateral Material 400 423 800 800 241 800

Alaska Host Material 150 800 800 800Audio Walking Tour Replacement/Updates 250

62000 Promo Merchandise 250 250 250 25063000 FAM Tours/Site Inspection 1,000 3,300 3,300 1,750

Visitor In Your Own Town Tour 1,000 3,300 3,300 1,75064000 Trade Shows 3,000 2,537 2,600 2,812 3,095 2,777 3,095 1,719 1,195

ATIA Convention 400 495 495 495Fairbanks Outdoor Show 700 700 700 700 700 700Fairbanks Winter Show 425 425 425 425 425Anchorage Sportsman Show 1,475 1,475 1,475 1,475 594

65000 Travel 6,500 2,210 5,500 1,134 7,200 5,051 6,700 920 1,700Tok/Denali Satellite Upkeep 250 250 250 500 500ATIA 1,000 1,700 1,700 1,700Highway Neighbors 750 750 750DMAI or DMA West (formerly WACVB) or other training 3,000 3,000 3,000 3,000ANC Sportsman Show 1,500 1,500 1,500 1,500 420

65500 Local Meetings 1,875 1,366 1,875 1,044 1,875 1,954 1,875 575 1,275Misc/Mileage/Local Mtgs 1,875 1,875 1,875 1,875 575 1,275

66000 Special Promotions 17,100 13,332 14,955 12,536 14,980 12,447 18,680 10,406 10,904Tok Contract 3,500 3,500 3,500 3,500 3,500 350Tok Display 300 300 300 3,500Staff/Volunteer Uniforms 1,175 1,175 1,175 1,175 250Midnight Sun T-Shirts 175 175 200 200Yukon Quest FCVB Log Cabin CSP donation 1,500Ice Sculpture at MTCVC 1,500 1,500 1,500 2,000 2,000Misc. Special Promotions 5,400 2,400 2,400 2,400 1,926 2,699Visitor Guide Distribution in Anch 3,550 5,905 5,905 5,905 4,980 5,605

67000 Event HostingHolidays at MTCVC

67500 Telephone 1,200 953 1,320 759 1,200 1,596 1,200 1,200 1,200Phone Charges 1,200 1,320 1,200 1,200 1,200 1,200

68000 Dues/Subscriptions 1,210 1,220 1,250 1,483 1,380 1,399 1,430 1,430 1,430DI (fornerly DMAI) 920 960 1,100 1,150 1,150 1,150DMA West (formerly WACVB) 220 220 220 220 220 220Costco (formerly Sam's) 70 70 60 60 60 60

68500 (800) Inquiry Service 120 150 120 100 120 100 120 120 120Inquiry Calls 120 120 120 120 120 120

69000 Mail Fulfillment/Postage 119,500 108,216 119,500 101,786 119,500 91,826 119,500 61,233 105,000Postage for Inquiry Call Mail outs 119,500 119,500 119,500 119,500 61,233 105,000

SUBTOTAL DIRECT MARKETING 152,005 130,457 151,570 121,662 153,800 117,461 155,500 77,853 122,824





Visitor Services2017 2018 2019 2020 2021

Amended 2017 Amended 2018 Amended 2019 2020 Amended ProposedBudget Acutals Budget Actuals Budget Actuals Budget Budget Budget


Computer Maintenance Contract 6,240 7,080 7,080 7,080 7,080 7,080AT&T Tablet 300 600 600Simpleview Database 2,100 2,175 2,280 2,280 2,280 3,000

78000 Education/Training 1,600 557 3,595 1,377 4,245 1,218 4,245 400 2,000CPR Training/First Aid 500 500 500 500 400ATIA Convention 495Staff Training 600 2,100 3,100 3,100 2,000DMAI or DMA West (formerly WACVB) or other training 500 500 645 645


80000 General Insurance 3,000 2,795 3,000 2,799 3,000 2,404 3,000 3,000 3,000General Liability/Dishonesty Bond 3,000 3,000 3,000 3,000 3,000 3,000


84000 Rent/Storage 36,684 36,462 37,224 36,253 37,225 36,406 37,285 32,232 33,955Office lease/Storage Units 444 444 444 445 445 445MTCVC 36,240 36,780 36,781 36,840 31,787 33,510


89000 Other (Miscellaneous) Expenses 120 120 120 120 120 12090000 Capital Outlay 3,200 7,325 6,000 3,217 4,000

Furnishging & Signage 1,600 4,325Software Purchases 1,600Hardware Purchases 3,000 6,000 4,000


GRAND TOTAL 528,755 448,902 559,620 425,644 564,475 450,055 565,245 367,483 372,040



Partnership Development


MEMBERSHIP REVENUE41000 Basic Membership 76,500 80,375 78,000 83,500 79,000 80,775 80,000 72,500 72,500 41010 Nonprofit Membership 2,900 2,850 2,900 3,000 2,900 3,000 2,900 2,600 2,600 41100 Airport Brochure Distribution 6,300 6,248 6,900 6,948 6,900 6,895 6,900 6,795 6,795 41120 Railroad Brochure Distribution 2,500 2,620 2,500 2,580 2,500 2,500 2,500 2,460 2,460 41130 Pioneer Park Brochure Distribution 2,500 2,380 2,500 2,740 2,500 2,760 2,700 2,640 2,640 41150 Additional Brochure Distribution 2,750 2,700 2,750 2,800 2,750 3,250 2,800 2,650 2,650 41210 Internet Listing/Link 2,600 2,825 2,600 4,140 2,800 3,805 4,000 4,000 4,000 41220 Booking Solution 750 750 125 300 100 100 100 41250 Convention Leads 900 925 900 1,100 900 1,150 1,000 925 925 41300 Convention Calendar 400 425 400 550 400 525 500 450 450 41350 Tourism Leads 1,600 1,775 1,600 1,725 1,600 1,850 1,700 1,575 1,575

EDUCATIONAL SERVICES REVENUE43000 Event Hosting Miscellaneous 7,000 10,555 8,000 9,405 8,500 10,451 9,000 4,250 43000 Event Hosting Charity Walk 13,000 10,919 13,000 11,125 13,000 10,747 13,000 8,700 43100 Membership Lunch 2,000 1,994 2,000 3,093 2,000 2,415 3,000 635

MISCELLANEOUS SALE OF GOODS44500 Labels 81 119

MISCELLANEOUS PRIVATE SOURCE INCOME48900 Miscellaneous-Private Source 500

TOTAL REVENUE 121,700 126,591 124,800 132,911 126,050 130,241 130,100 101,580 105,395



Partnership Development2017 2018 2019 2020 2021

Amended 2017 Amended 2018 Amended 2019 2020 Amended Proposed Budget Actuals Budget Actuals Budget Actuals Budget Budget Budget

DIRECT MARKETING EXPENSES60100 Production 200 60 375 375 375

Partner Kit Production 100 125 125 125Miscellaneous Production 100 250 250 250

60200 Media Placement 1,800 1,800 1,800 1,800Partner Ads 1,800 1,800 1,800 1,800

61000 Collateral Material 3,550 1,438 4,000 3,950 3,950 1,787 1,700Sales Kits 1,500 1,500 1,350 1,050 887Promotional Material 600 600 600 600 600Awards 800 1,000 1,100 1,100 1,100Certificates 250 250 900 900Logo Decals 400 650 300 300 600

62000 Promo Merchandise 500 200 235 250 200 250 250Promo Cordials 500 200 250 250 250

64000 Trade Shows 500 500 2,700 425 2,700 1,000 3,565 49 3,565ATIA Convention 500 2,700 2,700 3,565 49 3,565

65000 Travel 5,700 4,390 5,300 3,494 7,000 3,925 7,000 1,450In-State Sales Calls/Sportshow Anchorage 1,400 2,400 2,400 2,400ATIA 1,400 1,700 1,700 1,450DMAI or DMA West (formerly WACVB) 2,900 2,900 2,900 2,900

65500 Local Meetings 900 413 900 676 900 427 900 600Misc/Mileage/Chamber Lunches/Local Mtgs 900 900 900 900 600

66000 Special Promotions 22,830 21,551 33,130 16,786 34,580 27,796 26,330 22,738 12,510First Fridays 330 330 330 330 110 110Interior Tourism Conference & Job Fair 13,700 15,000 15,000 15,000 15,000 7,000Prospect Seminar/Orientations 150 150 150 150 150Golden Heart Greeter Program 2,550 13,550 13,500 3,500 3,500Golden Days Parade 1,750Special Opportunities 1,600 1,600 3,100 3,100 1,478 2,900ATIA annual fees 4,500 2,500 2,500 2,500 2,500 2,500

66500 Research67000 Event Hosting 27,300 23,287 29,800 30,270 29,800 26,089 29,800 2,790 20,750

Luncheons 3,000 4,800 4,800 4,800 290 3,250Educational Seminars/Social Seminars 2,000 2,000 2,000 2,000 2,000Annual Awards Banquet 9,200 9,500 9,500 9,500 9,500Luncheon Speaker 100 500 500 500 500Charity Walk 13,000 13,000 13,000 13,000 8,000

67500 Telephone 1,200 837 1,200 708 1,200 917 1,200 1,200 1,200Phone Charges 1,200 1,200 1,200 1,200 1,200 1,200

68000 Dues/Subscriptions 1,140 1,175 1,180 1,484 1,320 1,544 1,370 1,320 1,370DI (fornerly DMAI) 920 960 1,100 1,150 1,100 1,150DMA West (formerly WACVB) 220 220 220 220 220 220

69000 Mail Fulfillment/Postage 1,500 1,950 1,500 617 1,500 360 1,500 1,500 1,500Mailouts/Miscellaneous 1,500 1,500 1,500 1,500 1,500 1,500

SUBTOTAL DIRECT MARKETING 67,120 55,602 82,085 54,695 85,375 62,258 78,040 31,634 44,645





Partnership Development2017 2018 2019 2020 2021

Amended 2017 Amended 2018 Amended 2019 2020 Amended Proposed Budget Actuals Budget Actuals Budget Actuals Budget Budget Budget



78000 Education/Training 595 645 645 347 645 645 645DMAI or DMA West (formerly WACVB) 595 645 645 645



81500 Bank Fees 5,400 4,761 5,400 4,919 5,400 6,108 5,400 5,400 5,400Credit Card Merchant Service Charge 5,400 5,400 5,400 5,400 5,400 5,400


84000 Rent/Storage 36,684 36,462 37,224 36,253 37,225 36,406 37,285 32,232 33,883Administration Office Rental/Storage Units 444 444 444 445 445 445Morris Thompson Cultural & Visitors Center 36,240 36,780 36,781 36,840 31,787 33,438

86000 Supply/Office Expense 2,100 3,621 3,300 2,033 2,100 668 2,100 1,900 2,100MTCVC Recycling 1,200Office Supplies 2,100 2,100 2,100 2,100 1,900 2,100

89000 Other (Miscellaneous) Expenses 120 120 120 120 120 12090000 Capital Outlay 1,500 168 407

Hardware Purchases 1,500SUBTOTAL INDIRECT MARKETING 64,759 62,178 65,784 59,733 64,690 60,437 64,930 59,032 61,663

GRAND TOTAL 202,957 185,387 221,421 183,448 230,525 199,699 215,275 139,905 153,200


Annual Progress Report through September 30, 2020

57

Explor e Fairbanks Annu al Pr ogr ess Rep ort January 1 – Sep temb er 30, 2020

Introduction The COVID-19 pandemic inflicted crushing losses to people and our communities. But, solely in economic terms, the Leisure and Hospitality sector – which is propelled by the tourism industry – has been the hardest hit sector in the nation, Alaska and locally. Tourism’s losses are even more traumatic in the perspective that, prior to the pandemic, while most other economic sectors in Alaska were in a recession, tourism was referred to the as “the shining star.” Tourism’s extraordinary growth made this unprecedented fall-off-the-cliff even harder. According to the Alaska Dept of Labor and Workforce Development, the Leisure and Hospitality (L&H) sector - composed primarily of tourism or tourism-related jobs - experienced a 35% loss in jobs or minus 9,600 jobs - more than any other economic sector in Alaska in 2020. Another casualty whose recovery depends on visitors returning is the Transportation sector which lost 3,600 jobs.

Regarding L&H jobs for the Interior Region, which includes Denali and Fairbanks, in 2019 , L&H had an annual average of 6,000 jobs per month peaking at 8,300 in July. In 2020, L&H had an average of 4,225 jobs per month peaking at 5,500 in July.

Regarding the L&H sector of Fairbanks, 40% of Fairbanks’ total job loss – and the largest proportion - was in L&H at minus 1,200 jobs. The Transportation sector is the second most impacted sector in Fairbanks economy. Fairbanks lost about 300 transportation jobs last year (-12.5 percent).

While the situation has been ever-changing, it is clear that the impact COVID-19 has had on the tourism industry, locally as well as globally, is devastating. That impact includes not just financial loss, but also forcing many businesses to change their operations to abide by COVID-19 safety guidelines, such as mask requirements, social distancing and increased sanitization. These downturns reflect consumers hunkering down to avoid the risk of COVID-19 and the

Annual Progress Report 58

imposition of travel restrictions as well as the longer, unknown period of “confidence shock” in travel. The impact has and will continue to become more evident as we received and analyzed data from a variety of sources, including Hotel/Motel Tax collections, Fairbanks International Airport arrivals/departures, Alcan border crossings and Alaska Railroad arrival/departures. To put the economic devastation in context, Fairbanks and Alaska tourism have witnessed record growth in the past few years. For the Fairbanks region, we had five-years of increases with 2019 heralding the highest numbers to date in both summer and winter. Specifically, regarding winter, the last quarter of 2019 was solid with regional tourism on point to break winter tourism records in the first quarter of 2020. To exemplify, January and February Hotel/Motel Tax collections increased by about 10% over 2019. However, the situation quickly unraveled with cancellations in March, the most popular winter month, when the Fairbanks tourism industry witnessed dramatic declines for on-season winter. By mid-month, many Explore Fairbanks tourism partners had ceased their winter operations. Also beginning in March, local tourism businesses were inundated with cancellations for summer at an alarming rate with no end in sight. The lack of cruises to Alaska has had a devastating impact, given the important role the cruise market plays in our summer visitor season. In 2016 the Alaska Visitor Statistics Program indicated that of Interior Alaska’s 320,000 summer visitors, 41%, or 131,200 were on a cruise land tour. Despite the budget reductions outlined in this report, the Explore Fairbanks’ 2020 COVID-19 Remarketing Plan has been rolled out to local, statewide and national audiences at the appropriate times with nuanced messaging. The winter version is in process and will include Explore Fairbanks Responsibly messaging. While dramatically smaller in number, visitors from Outside are finding their way to Fairbanks and Interior Alaska.


Administr ation Department Department Staff President and CEO: Deb Hickok Director of Finance and Administration: Dawn Murphy Executive and Finance Coordinator: Judy Dellinger (through June ; vacant indefinitely) Administrative Coordinator: Chelsea Manasco (into November; vacant indefinitely)

COVID-19 Impact In summary, Explore Fairbanks 2019 budget was $4.0 million with a peak of 25 full- and part-time as well as seasonal staff and was projecting a $4.2 million budget for 2020. In comparison, the organization actually hovered at a $2.9 million budget in 2020 with 12 team members working at reduced pay. Faced with a projected 50% loss in revenue primarily due to loss of Hotel/Motel Tax revenue due to the impact of COVID-19, Explore Fairbanks made organization-wide budget by implementing the following reductions:

• Eliminated five positions; one was brought back for the summer season • Reduced President and CEO salary by 25%, director’s salary by 15% and coordinators

by 10% • Eliminated training, education, and associated travel • Eliminated sales calls, tradeshow participation and associated travel • Eliminated any purchases for equipment that was not deemed critical • Did not rehire an addition three positions lost due to attrition.


However, by the end of the year, the organization had cobbled together just over $686,000 in CARES Act stimulus funding from six different government and agency sources.

Operationally, in accordance with the State of Alaska’s COVID-19 11th Social Distancing Health Mandate introduced on March 27, 2020, most Explore Fairbanks employees started telecommuting. By May 4, 2020, most of the team had returned to the office.

The Morris Thompson Cultural and Visitors Center was closed to the public on Sunday, March 22, 2020. Reopening on June 15, 2020, the daily hours of operation were reduced to 8 a.m. to 5 p.m. from the typical summer hours of 8 a.m. to 9 p.m. As with many businesses, the building has instituted sanitation and safety measures and protocols designed to protect employees and guests. Beginning June 1, Explore Fairbanks hired a seasonal position to staff the information center at Pioneer Park through Labor Day. After Labor Day weekend, the center was closed on Sundays. Year-to-Date Progress Report • Bed Taxes through December decreased by 54.51%

2020 started with the hopes of being another record-breaking year but then in late February and early March the cancellations started. With travel restrictions, health mandates, port, and border closures by late March it was clear that the tourism industry was facing a rough year. By early summer it became apparent that this was not only going to bring about a recession in the tourism industry but that the tourism industry was facing a depression. The effects of the economic downturn caused by the COVID-19 pandemic and measures to mitigate the spread were going to have long-lasting effects that will be felt for several years.


• Prior to 2020, The Fairbanks region had five consecutive record-breaking years of hotel/motel tax collections.

The total hotel/motel tax collections (combined total of the Fairbanks North Star Borough, including the cities of Fairbanks and North Pole) have increased year-over-year: o 5.0% increase in 2015 o 9.0% increase in 2016 when collections broke the $5 million mark for the first time

Hotel/Motel Tax Collections 2008-2019


o nearly 3.0% increase in 2017 o nearly 6.0% increase in 2018 o 2 .0% increase in 2019 While the lion’s share of hotel/motel tax collections continues to be during the summer period, the growth in collections has been primarily attributable to growth in winter tourism during this period. In 2020 for the Fairbanks North Star Borough, including the cities of Fairbanks and North Pole, Hotel/Motel Tax Collections are at a 57% decrease from 2019 numbers. The 1st quarter 2020 was just under a 1.0% decrease and the 2nd quarter was just over a 72% decrease. While all the numbers for the 3rd quarter are not yet available, anecdotal information is that there are some aurora viewing visitors which are reflected in the initial August numbers.

• Changes in internal operations in response to COVID-19 impact on tourism industry o In mid-March, the State of Alaska issued a ” hunker down” health mandate. In

response, Administration • Developed a Teleworking Policy for staff and procedures, including making sure

staff had the ability to work from home in place.

• Explore Fairbanks already had virtual meeting software in use in the form of GoToMeeting which was used for several board and committee meetings. With the approach of the COVID-19 lockdowns, the Administrative Coordinator worked with the software provider to expand the use of the software to accommodate all of the meetings that the entire Explore Fairbanks team would need to continue operations. Procedures, training, and protocols were created to ensure that every team member could create, hold meetings, and stay connected successfully with partners, stakeholders, and each other.

o Before and during the lockdown the Administrative Coordinator worked to research and obtain the necessary PPE for reopening the offices to staff and the public. With the lack of available supplies in town she reached out to other sources to find safe suitable face masks for the VSPD staff, disinfectant wipes, hand sanitizer and other cleaning materials necessary for office equipment and shared spaces.

o In April, due to closures of ports and borders, travel mandates that included international, national, and statewide travel, and the closure of MTCVC building on March 22nd, Explore Fairbanks implemented personnel changes which included:

• Termination of 5 staff positions

• Removal of seasonal hires • Across-the-board reduction in wages increments of 10%, 15% and 25% depending

on job category


o Working with all the departments and with final approval by the Board of Directors on May 13th, Explore Fairbanks revised the 2020 budget as follows: • Reduced Revenue projections by $1,918,988:

o Reduced Hotel/Motel Tax Revenues by $1,808,260 o Reduced other Revenue by $110,738

• Reduced Expenses across all departments, including personnel, by $1,227,788 • Used an additional $691,200 for a total of $1,101,380 from Fund Balance to balance

2020 Amended Budget • Reduced Designated Reserves by $264,462.

o Reopening the Morris Thomson Cultural and Visitors Center building to the public on

June 15th with a schedule of seven days per week but having reduced hours from 8am to 5pm (typically in summer, the building would be open until 9pm). • Due to reduced staffing levels and number of visitors, during the week of

September 7th Explore Fairbanks went to the winter schedule of 8am to 5pm for six days per week from Monday through Saturday; closing on Sundays for the first time since opening the building in 2008.

• Regarding additional staff reductions since April, Explore Fairbanks: Lost two staff members to attrition and those positions will

remained unfilled indefinitely Will lose another staff member to attrition in late October. Heading into 2021, the organization will operate with a total of 13

staff members (12 full-time and one part-time). The 2020 budget originally supported about 26 employees (19 full-time employees and about seven part-time and seasonal).

o Due to the impact the pandemic has caused to the tourism industry revenues, Explore

Fairbanks immediately sought out additional funding to help mitigate the effects and, most importantly, continue to provide quality marketing efforts to help rebuild consumer confidence. Explore Fairbanks has looked for – and continues to seek –

If the organization had not made the personnel changes, we would have had to reduce our direct marketing budget by another $426,014, we would not have had sufficient resources to remarket and respond to the continuously evolving pandemic conditions.


remarketing support wherever possible. Below is a status report on funding resources and applications:

• Payroll Protection Program does not allow 501(c)6 entities to apply for funds. • SBA Economic Impact Disaster Loan Explore Fairbanks applied and received a

$10,000 grant in May. Reluctant to commit to long-term debt on the organization, Explore Fairbanks declined a loan of up to $150,000.

• EDA Grant in collaboration with Alaska Travel Industry Association, Explore Fairbanks did co-apply but EDA responded with only limited scope for ATIA that did not include statewide DMOs or CVBs.

• AK CARES Grant 501(c)6 organizations became eligible on August 6th but Explore Fairbanks was over the $5,000 limit for EDIL funds. On August 31st when this limit was removed, Explore Fairbanks immediately applied for a $100,000 grant and awaits a response.

• EDA Grant In collaboration with FNSB, Explore Fairbanks has been in the process of working on this possibility since the spring with hopes to secure some funding that would be extended into 2021 and 2022 to help mitigate the on-going impact of the pandemic on the tourism industry.

• City of Fairbanks CARES Funding Between Phase 1 and Phase 2, Explore Fairbanks received a total of $426,950 reimbursement of expenses.

• Fairbanks North Star Borough CARES Funding applied for $15,000 through the Business Interruption Grant on August 11th. The request was approved but awaiting notification and paperwork to complete. o On October 5th Explore Fairbanks submitted a request to the FNSB for the

allocation of up to $573,000 to Explore Fairbanks from the CARES Funds that have not been used.

• North Pole CARES Funding Explore Fairbanks to date is unable to apply for the grant of up to $15,000 as the current process requires a North Pole City Business License. The Mayor and Council are looking at possible changes to the process.

• Alaska Community Foundation Coronavirus Nonprofit Relief Fund Grant applied for $25,300 on October 13 to market to local area emphasizing the importance of following safety protocols.

• 2019 Audit receives a “clean opinion” On June 17th, the Explore Fairbanks Board of

Directors received an “unqualified or clean opinion” on the 2019 audit from independent auditor Kohler, Schmitt and Hutchison. No material weaknesses or deficiencies in our internal controls were detected.

• Initiated and contributed to external communications In tandem with Director of

Visitor Services and Partnership Development Department, contributed to weekly e-news with primary focus on CARES Act funding for business relief, travel mandates, safety and sanitation protocols, tourism research and updates regarding impact of the pandemic,


etc. In tandem with Director of Tourism, maintained a detailed document on impacts of COVID-19 on the local tourism industry and beyond which is shared with tourism business partners, media and stakeholders.

• Initiated a COVID-19 Remarketing Recovery Plan Working with all departments, especially the Communications Department, the President and CEO initiated a COVID-19 Remarketing Recovery Plan beginning with a nationwide virtual launch of 360-degree assets in April followed by summer roll-outs of Explore Local, in-state and other national campaigns.

• Engages in infrastructure development and public policy arenas Explore Fairbanks was involved in the following issues regarding infrastructure development and public policy. Infrastructure Development: o Coordinated a meeting with Senator Lisa Murkowski’s office to explore the possibility

of the Department of Defense Innovative Readiness Training (IRT) military training program to assist in the deconstruction of the Polaris Building and Annex

o Suspended activity on the Convention and Arts Center project due to COVID-related downturn in the tourism industry

o In April, conveyed letters of support of Condor Airlines request to the German government for credit funds under the COVID-19 protection shield

o Participated in the following work groups: Polaris Work Group, Fairbanks meetings for the Alaska Trails Initiative, Denali Park Road work group coordinated by the Alaska Travel Industry Association, and the Lacey Street Stakeholder Group.

Public Policy, Advocacy and Education: The Explore Fairbanks Public Policy Advisory Committee addresses issues impacting the local tourism industry: o In January, the committee agreed to not forward a draft letter on the Denali buffer

zone to the Explore Fairbanks Board of Directors. This consensus was reached after receiving and hearing comments from tourism business partners, representatives from related organizations and the public.

o On June 30th , submitted comments on the Environmental Assessment (EA) on “Winter and Shoulder Season Plan” for Denali National Park and Preserve advocating for plowing the park road all winter, among other items.

o As an outgrowth of the winter tourism tour held in December 2019, in conjunction with winter tourism business partners, developed a white paper which was submitted the to the Fairbanks North Star Borough on June 18th. The “FNSB Fees and Requirements in Relation to Winter Tourism Businesses” provided an analysis of why Chena Lake and Tanana Lakes recreation areas are becoming and will become even more noncompetitive due to commercial fee structure and other requirements.


o In conjunction with the Fairbanks Chapter of the Alaska Travel Industry Association, Explore Fairbanks coordinated the Visitor Industry Local Government Candidate Forum on September 30th.

• CEO Announces Departure o In a letter dated November 17, 2020, Explore Fairbanks President and CEO Deb Hickok

advised the organization’s Board of Directors of her resignation “to pursue the next chapter of opportunities.” Her last day will May 31, 2021.

• Providing Leadership and Community Support

o The President and CEO serves in a variety of roles:

• Board of Directors of the Washington DC-based United States Travel Association in the second year of a two-year term.

• Board of Directors of the Alaska Travel Industry Association, a statewide tourism organization. She is currently serving her sixth three-year term which terms out in October 2021. She also serves on its Public Policy and Planning Committee as well as the Adventure Green application review committee.

• Hickok advises and participates in numerous community projects and organizations and presents to various community groups throughout the year. Currently she participates on an on-going basis on the FNSB “Tiger Team, Government Relations Committee for the Greater Fairbanks Chamber of Commerce; organizing committee for speakers for the weekly Sunrisers Rotary Club meetings.

o The Director of Finance and Administration serves on the following:

• Fairbanks North Star Borough Career and Technical Education Advisory Committee to provide academic pathways and highlight the varied career opportunities within the tourism industry.

• Finance Committee for the Greater Fairbanks Chamber of Commerce.

• Board of Directors for the Morris Thompson Cultural and Visitors Center.


Commu nications Dep artment Department Staff Director of Communications: Amy Geiger Assistant Director of Communications: Kasey Gillam Public Relations Manager: Jerry Evans Internet Marketing Manager: Bill Wright Branding and Production Coordinator: Angie Cerny (part-time) COVID-19 Impact As a result of COVID-19 and the organization wide budget cuts made at Explore Fairbanks, the Communications Department implemented the following reductions:

• Reduced the director’s salary by 15% and other staff members’ salary by 10% • Eliminated all tradeshow and education expenses including associated travel • Reduced number of printed guides being produced • Reduced production costs associated with guides and advertising subsequently taking

more of that responsibility in house • Significantly reduced media tours budget • Reduced media placement budget and paused most advertising while remarketing

plans were made

Year-to-Date Progress Report • COVID-19 Pandemic Results in Major Pivot in Marketing Efforts

o Beginning in March, the Communications Department dramatically altered marketing plans for the remainder of the year.

o Designed and implemented the 2020 COVID-19 Remarketing Plan which called for completely redesigned local, statewide and national marketing campaigns.

o Created COVID-19 landing page on website that was regularly updated with current information.

o Created Open for Business document that was regularly updated on website. o Continue to update COVID-19 page with new statewide travel mandates and

requirements.

• Renewed Emphasis Placed on Virtual Vacations o In April, released two new 360-degree videos and three new 360-degree still images to

encourage taking a virtual vacation to Fairbanks.


o Press release was sent to over 5,000 travel journalists, bloggers and social media influencers and has since been picked up by over 125 different media outlets including travelandleisure.com, thrillist.com and smithsonianmag.com.

o “The Explorer” e-news featuring new 360-degree videos and stills was sent to almost 35,000 consumers, media, meeting planners, tour agents/travel operators and business partners and was opened almost 3,000 times.

• “Explore Local” campaign designed to encourage Fairbanks-area residents to explore their own backyard o As a result of the COVID-19 pandemic, a much stronger focus was placed on marketing

to Fairbanks-area residents than has previously been done before. o The “Explore Local” campaign launched May 27th with a blog post that also served as

the campaign’s landing page on the website. Through December, the page has received 6,377 page views with an average time on page of 2:38.

o Press release was sent to 85 statewide media contacts and appeared in many local, statewide and national publications including Alaska Business Monthly, NewsBreak.com and TravelWeekly.com.

o A series of 14 “Explore Local” spotlight videos were created over the course of the summer featuring various tourism-related topics including museums, downtown Fairbanks, the Arctic and the Chena River among others. The videos were uploaded to YouTube and featured on the website in a series of blog posts. Since the release of the videos, they have generated over 6,473 views on YouTube.

o Social media post promoting the launch of the “Explore Local” campaign has reached 28,476 people on Facebook and 2,665 people on Twitter.

o A series of three Fairbanks Daily News-Miner Community Perspectives were coordinated including: Bob Eley – “Getting to know your downtown” Wendy Cloyd – “The golden-hearted visitor industry gives back” Bryant Wright – “’Explore Local’ and experience your Fairbanks backyard”

o Fairbanks Daily News-Miner published an editorial titled “Go on, explore our community: Visitors will be fewer, so let’s make the summer of 2020 our summer”.

o Director of Communications Amy Geiger was interviewed for KUAC-FM, KFAR and KTVF 11 about the Explore Local campaign as well as other topics.

o A locally focused Facebook and Instagram advertising campaign was launched that largely featured the Explore Local spotlight videos. The campaign generated over 418,000 impressions, 3,300 link clicks and 271,000 video plays.

o The long-running “101 Days of Summer” radio promotion was reinvented as “101 Ways to Explore Local.” The campaign was comprised of almost 600 pre-recorded


spots and countless live on-air announcements. Additional radio commercials aired 1,173 times on nine local radio stations.

o Print ads were run in the Fairbanks Daily News-Miner and Alaska Post. o Television commercials aired 334 times in August and September. o The Explore Local Scavenger Hunt and Photo Contest was

unveiled on June 15th to coincide with the re-opening of the Morris Thompson Center to the public. Flyer was designed and available at the Morris

Thompson Cultural and Visitors Center and the information booth at Pioneer Park.

Press release was sent to 86 statewide media contacts. Approximately 180 copies of the flyer were distributed. The entry page was viewed 407 timed. Fourteen entries were submitted for a total of 34

photos. Facebook and Instagram ads promoting the Scavenger

Hunt generated 163,961 impressions, 107 post reactions and 315 clicks to the Explore Local landing page.

A blog was posted on July 23rd announcing the last week of the contest and generated 81 page views in that week.

• Statewide remarketing campaign encouraged Alaska residents to take a road trip to Fairbanks o As a result of the COVID-19 pandemic, a stronger focus was placed on marketing to

Alaska residents than has previously been done before. o The statewide campaign launched June 9th with a blog post

that also served as the campaign’s landing page on the website. Through December, the page has received 22,307 views with an average time on page of 3:51.

o Press release was sent to 90 statewide media contacts and was picked up by the Anchorage Daily News.

o Several of the spotlight videos created for the “Explore Local” campaign were reworked with an “Explore Fairbanks” ending to fit the statewide market and were used on social media, in blogs and in advertising.

o Social media post promoting the launch of the statewide campaign has reached 60,647 people on Facebook and 936 people on Twitter.

o Hosted a media tour for Erin Kirkland from AKontheGo, the only website dedicated to Alaska family travel.

o Anchorage Daily News posted a story titled “Make staying in Alaska this summer an endless adventure with deals on guided trips, lodging and RV rentals.” It featured Explore Fairbanks-provided information including the Open for Business list and Alaskans Discount information.


o A statewide-focused Facebook and Instagram advertising campaign was launched that largely featured the spotlight videos. The campaign generated over 524,000 impressions, 3,750 link clicks and 254,000 video plays.

o Google Pay Per Click and Display ads were created targeted to Alaskans. The Display campaign generated 21,618 clicks to the website with a click through rate of 1.08% and a cost per click of $0.10 while the Pay Per Click campaign has generated 14,224 clicks, a click through rate of 1.47% and a cost per click of $0.16.

o Radio commercials aired over 1,000 times on five Anchorage-area stations. o The spotlight videos were used as television commercials that aired almost 2,300

times. o Placed a listing on Alaska Travel Industry Association’s Show Up for Alaska landing

page featuring our Open for Business list. o Participated in a sponsored content co-op with the Alaska Travel Industry Association

and Anchorage Daily News titled “Destination Fairbanks: Expect the Unexpected” that published on July 21st.

• Aurora Season and wide-open spaces dominate national remarketing campaign so far o Communications Department worked with President and

CEO to create the new COVID-conscious marketing messaging of “Imagine Yourself Here. Explore Fairbanks Responsibly.” Messaging is being worked into all methods of marketing including but not limited to press releases, blog posts, social media, presentations and advertising.

o The national remarketing campaign launched July 9th with a blog post titled “Where Caribou Outnumber People” on the website. The page has received 1,893 views with an average time on page of 2:56.

o Press release “Explore Fairbanks Regions Where Caribou Outnumber People” was sent to over 8,500 media contacts and has been picked up by over 70 different media outlets.

o Two versions of a press release announcing the arrival of Aurora Season were sent to over 8,500 total media contacts and picked up by over 105 media outlets including Travel Weekly.

o Edited and released five new real time and time lapse videos featuring footage captured by local aurora chaser Andy Witteman.

o Social media post promoting the start of the campaign has reached 153,132 people on Facebook and 525 people on Twitter.


o Facebook post announcing the new Winter Guide release generated almost 9,000 impressions.

o Launched YouTube ads featuring new Aurora Season videos. Through the end of December, the ads generated over 590,000 impressions and 105,000 views.

o Google Display ads campaign was created to go alongside our long-running Pay Per Click campaign. Through the end of December, the new campaign generated over 8.5 million impressions and 100,000 clicks website.

o Ran digital ad campaign with Travel Spike from September 15-December 31. The campaign generated over 3.1 million impressions and almost 33,000 clicks to the website.

o Launched a digital ad campaign with Alaska Travel Industry Association’s Audience Extension Program. Through the end of December, it has generated 2,866,487 impressions and 2,939 clicks for a click through rate of .10%.

o Ran digital campaign on Sunset.com in November and December. The campaign generated 138,601 impressions and 179 clicks on banner ads. It also included ads in an enewsletter sent to 128,181 individuals that generated 86 clicks.

o Launched Sojern digital campaign on December 1 which will continue through the end of April 2021. In December, it generated 1,045,671 impressions and 874 clicks to the website for a 0.08% click through rate.

o “The Explorer” e-news was sent on August 20th featuring information about Aurora Season, Open for Business list, new video gallery page and updated travel protocols. It went to 37,710 consumers, media, travel agents/tour operators, meeting planners and business partners and had an open rate of 37.4%.

• In December Explore Fairbanks received the Alaska Community Foundation Grant Explore Fairbanks efforts using the Alaska Community Foundation grant were both collaborative and innovative. Explore Fairbanks President and CEO, local Public Information Officers, the Alaska Department of Health and Human Services, Mammoth Marketing and multiple local business partners came together to produce four COVID-19 safety videos. Featuring messages to “Explore Fairbanks Responsibly” along with other COVID-19 safety messages. Explore Fairbanks disseminated these messages and videos through various marketing methods including radio, television, social media and print ads. The ads associated with the ACF grant ran December 10-30. The impact of the various ads and promotions are as follows:

o Statewide and local Facebook and Instagram ads featuring the COVID-19 safety video generated 41,770 impressions and 40,748 video plays

o Statewide and local YouTube ads generated 13,722 impressions o Print ads in the Fairbanks Daily News-Miner and Alaska Post o Statewide and local radio ads ran 652 times on multiple stations o Statewide and local television ads ran 1,455 times on multiple stations


While the COVID-19 pandemic and subsequent remarketing has dominated 2020, other vital work happened early in 2020 and continued concurrently while executing remarketing programs: • Designed and Produced Key Collateral and Promotional Materials

o Produced the Explore Fairbanks 2019 Annual Report. o Revised and produced 40,000 copies of the 2020-21 Fairbanks Winter Guide which

maintains branding, highlights the aurora and puts direct emphasis on how to Explore Fairbanks responsibly in the midst of the COVID-19 pandemic.

o Produced the 2021 Fairbanks Visitors Guide. The 68-page annual publication is available online and with a print circulation of 150,000, of which 56,000 were direct mailed to consumers. The 2021 guide was updated with new photos and content including information on how to Explore Fairbanks responsibly in the wake of the COVID-19 pandemic.

o Produced the Meeting Planner Guide on behalf of the Meetings and Conventions Department. The 36-page guide features local meeting facilities and services, as well as planning tips, checklists and guidelines for hosting a meeting safely in the time of COVID-19. The latest guide is available online and 500 copies were printed for distribution upon request.

o Created ad for March First Friday event at the MTCVC for the Fairbanks Daily News-Miner.

o Created “Keep Calm and Explore On” Facebook profile frame. o Designed sign for Read on the Fly bookshelf at airport. o Created double-sided flyer featuring partner military discounts. o Created one-page flyer for Golden Heart Greeters Volunteers. o Designed stamp/logo for Fairbanks Aurora and Midnight Sun (FAMS) online

destination training program. o Designed and produced many promotional and organizational materials such as:

folders, programs, report covers, ads, flyers, digital and print invitations, table runners, profile sheets, and envelopes.


• Hosted 12 Media Tours with 22 Participants

Some of the highlights include: o Fran Golden – Fran was accompanied by journalist husband, David Molyneaux. She

was working on What's New type of stories for Frommers.com, researching a new book Unique Eats and Eateries of Alaska and writing a story on northern lights tourism for Bloomberg.

o Eben Diskin – A staff writer for Matador Network, Eben came in February while working on a feature story on a winter driving itinerary to experience winter in Alaska. He came back in August to write a story about traveling the Dalton Highway from Fairbanks to the Arctic.

o Valerie Stimac & Marissa Pederson – Valerie and Marissa worked on multiple articles for online, print and their heavy social media presence including deliverables on Valerie & Valise.

o Robert Annis – In addition to a Lonely Planet service piece, Robert was also working on an article for Outside. He pitched them a story on photographers gambling big on nature, hoping the conditions are perfect.

o Charly and Josh Savely – In conjunction with ATIA, hosted social media influencers Charly Savely (247K Instagram followers) and Josh Savely (7K followers). Charly is in love with Alaska and agreed to come up on a last-minute trip so that she could capture Alaska’s winter and encourage summer travel.

o Nate Luebbe, Autumn Schrock and Austin Smith – Came to Fairbanks to work on their Near Space Aurora Imaging Project. They partnered with a camera technology company to engineer a state-of-the-art stabilization system that's never been used in a balloon before and Sony loaned them an un-released camera with pioneering low light capabilities, allowing them to capture the cleanest aurora footage ever filmed.


• Explore Fairbanks Issued 17 Press Releases to 37,742 Media Contacts

In addition to those executed for the remarketing plan, some of the highlights include: o Announcing Explore Fairbanks 2020 Board of Directors. o Promotion of the 2020 Interior Tourism Conference and Job Fair. o Condor announcing their 2021 schedule and resumption of flights from Fairbanks. o Announcing the 2020 Explore Fairbanks annual awards winners.

• Public Relations Actions and Initiatives o Answered 363 media inquiries requesting photos, regional information, fact checking,

potential filming questions and more. o Conducted 32 media interviews, a 60% increase over 2019. o In March, hosted three representatives from the North American Travel Journalists

Association on a site visit in anticipation of hosting their Annual Conference and Marketplace in Fairbanks in 2021. NATJA postponed their 2020 location of Puerto Rico to 2021 because of COVID-19 and are anticipating bringing the 2022 Conference to Fairbanks.

o To add to our growing band of images to use on the website, for social media and in our collateral pieces, Explore Fairbanks continues to actively seek out visiting and local photographers.

o Due to an influx of bloggers and social media influencers, Explore Fairbanks continues to vet numerous potential traveling media.

o Promoted story ideas to multiple journalists, often researching, securing photos and interviewees to enhance the content.

• Advertising Placements and Promotions o Year-to-date inquiries for Visitors Guides are down 6% from

the same period in 2019. The largest decreases come from Travel 50 & Beyond ceasing publication due to COVID-19, Sunset Magazine pausing publication due to COVID-19 and National Geographic Traveler ceasing publication at the end of 2019.

o Continued to advertise the Morris Thompson Cultural and Visitors Center as an information resource to local residents and visitors through the Fairbanks Daily News-Miner, iHeartMedia and various Alaskan guidebooks.

o Ran co-op ad in the February and March 2020 issues of Alaska Beyond Magazine.

o Coordinated co-op ad in the 2020 Milepost featuring The Folk School, UA Museum of the North and Tanana Chiefs Conference Cultural Programs.


o Ran co-op ad in Anchorage Daily News’ annual Visitors Guide featuring partners Rod’s Alaskan Guide Service, UA Museum of the North and The Folk School.

o Produced a half-page ad to run in the Fairbanks Daily News-Miner recognizing 2019 Golden Heart Meeting Ambassadors.

o Concluded Travel Spike advertising campaign that started on October 15, 2019 and ran through January 15, 2020. The campaign totaled over 2.8 million impressions, generated over 31,000 clicks and had a click through rate of .37%.

o Hosted two Fly Away Friday events promoting Condor Airlines flights to Frankfurt, Germany. Cancelled the last two events as a result of COVID-19.

o Started inbound airline development radio promotions in Chicago, Dallas and Denver. Due to COVID-19, the ads were changed to a generic Fairbanks commercial just a few days in and the campaigns ultimately ended after three weeks instead of eight.

• Online Messaging Essential to Marketing o The www.explorefairbanks.com website has hosted

490, 289 new visitors to date, a 15% increase over 2019. Total page views to date are 1,232,385, a 6% decrease from 2019.

o Number of returning visitors to date to www.explorefairbanks.com is 90,612, a 8% decrease from 2019.

o Continued to work on the website including updating content, refreshing blogs, meta-tagging pages, cross-linking to additional content and other maintenance as necessary.

o Created Explore Fairbanks Partnership Facebook group. o Assisted Tourism Department in setting up their Fairbanks Aurora and Midnight Sun

(FAMS) online destination training program including assistance setting up Zoom webinars, creating and updating information page on the website and sending out e-newsletters.

o Created video gallery page on website to house all video content in one place. o Created landing page on website for sharing information with Armed Forces

personnel. o Created family-friendly information page on website. o Central to our recovery campaign and promoting them through social media

channels. Through the end of December, 117,174 page visits to blog pages are up 161% over 2019.

o Continued JackRabbit booking solution integration on the website which allows visitors to search for accommodations, activities, attractions and tours with availability during a specified time period. Through the end of December, 13,459 searches were run (a decrease of 23% from 2019) and generated 5,927 referrals to partner websites (a decrease of 18% from 2019).


• Social Media Connections o Facebook “likes” are currently at 306,060, a 16% increase over

December 2019, and continue to grow with quality content and Facebook advertising.

o Twitter followers are at 6,940, a 3% increase over December 2019.

o Instagram followers are at 23,890, a 31% increase over December 2019, and continues to grow steadily through solely organic means via quality content and engagement.

o Instagram likes hovers around 6% which is a very strong level of engagement. o Continue to work monthly with EastWest Marketing Group to maintain and populate

Weibo and WeChat social media channels in China. o Continued e-news titled “The Explorer” that is sent to consumers, partners, media,

travel agents/tour operators and meeting planners. Originally designed to be sent quarterly, it has been sent more frequently in 2020 in response to the COVID-19 pandemic. Through the end of December, five e-news have been released for a total of over 147,800 sent with an average open rate of 16.3%. In June, a transition was made to using the Mailchimp platform.

o Hosted Travel Alaska’s Facebook Live event, focusing on North Pole and Santa Claus House. The video was share over 400 times and was viewed by a national and international audience over 23,000 times.

• Active Participation in Morris Thompson Cultural and Visitors Center (MTCVC)

o Integrated MTCVC visits to travel writers’ itineraries. o Ran ads promoting events and First Fridays

occurring at MTCVC in the Fairbanks Daily News-Miner and on iHeartMedia.

o Promoted MTCVC as the “first stop” for visitors in Fairbanks with photos and copy in guidebooks as well as advertising placements.

o Promoted MTCVC through ongoing social media posts including Facebook live videos.

• Providing Leadership and Community Support o Gave multiple updates to City Council, Borough Assembly, North Pole City Council and

other local groups. o Weekly 1-½ minute call-ins to KIAK radio on related tourism topics.


o The Director of Communications joined ATIA’s Marketing Committee, participated in multiple meetings and reviewed potential marketing content.

o Assistant Director of Communications serving on ATIA’s Website RFP Review Committee.

o The Online Marketing Manager was appointed to the Simpleview website user group to engage with new website tools and initiatives and to advise as necessary. 2020 was the first of a two-year assignment.


M eetings and Conventions Dep artment Department Staff Director of Tourism and Conventions Sales: Scott McCrea (beginning in September) Tourism Senior Sales Manager: Ed Malen (beginning in November) Director of Meetings and Conventions: Helen Renfrew (through August; vacant indefinitely ) Special Projects Manager: Sean Ottoson (position eliminated in April) Sales and Services Associate: Iwalani Lauver (through October; vacant indefinitely) COVID-19 Impact As a result of COVID-19 and the organization wide budget cuts made at Explore Fairbanks, the department implemented the following reductions:

• Eliminated the Special Projects Manager position. • Reduced the director’s salary by 15% and the sales and service associate’s salary by

10%. • Did not rehire director’s position after departure in September, duties absorbed by

Director of Tourism. • Did not rehire Sales and Services Associate position in November; duties absorbed by

Tourism Senior Sales Manager. • Eliminated all travel and trade show participation, familiarization tours and site

inspections. • Significantly reduced promotional merchandise budget. • Suspended Golden Heart Meeting Ambassador program.

The estimated lost economic impact of cancelled or postponed meetings and conventions for 2020 that Explore Fairbanks (EF) has been directly engaged in is $12.2 million. In the absence of those events, now and in the near future, the department is pivoting to explore virtual platforms as a way to educate and train local and state meeting planners with an emphasis on how to hold an event in the time of COVID-19. Year-to-Date Progress Report • In-State Sales Missions

Due to COVID-19, the department was able to participate in only one sales mission in February in which five organizations/eight individuals were visited.

• Meetings, Conventions and Conferences The Meetings and Conventions Department issued 16 sales leads to business partners for upcoming meetings and conventions and assisted with six service requests. The


department played a key role in bringing the below five meetings to Fairbanks or provided hands-on assistance to help make them successful.

• Alaska Peony Growers Association. • ASAA State DII Hockey Championships. • USA Curling 2020 USCA Senior National Championships. • ComiCon Alaska. • Educators Rising 2020 State Conference.

Convention Sales Detail Summary through September 30: Estimated Direct Attendee # of Groups Attendees Rooms Spending (EDAS) Sales Leads: 16 3,483 4,973 $1,964,880 Bureau Generated Bookings: 7 442 1,294 $374,760 Lost Opportunities: 14 2,901 4,721 $1,625,361 Cancelled Events due to COVID: 32 5,446 20,333 $12,204,799 Completed Events: 2 1,580 2,070 $649,500

• Site Inspections/Familiarization (FAM) Tours o North American Travel Journalists Association (NATJA) site inspections and FAMS.

• Golden Heart Gala on February 5 Honors Golden Heart Greeter Volunteers and Meeting Ambassadors In 2019, Golden Heart Greeter volunteers collectively donated 5,234 hours of volunteer service at various community events, the primary events occurring in October when Fairbanks hosted the First Alaskans Institute Elders & Youth Conference followed by the Alaska Federation of Natives (AFN). The 2019 Golden Heart Greeter Volunteer of the Year was awarded to Sue McHenry, who has been a volunteer greeter since 2005.


The more than 600 meetings brought to the Fairbanks community in 2019 by Explore Fairbanks and their partners had a combined estimated direct attendee spending of more than $12.8 million. In 2019, the 17 meetings and events that came to Fairbanks because of the efforts of Golden Heart Meeting Ambassadors contributed more than $6.7 million in estimated direct attendee spending to the area. The 2019 Golden Heart Meeting Ambassadors of the Year was awarded to the Northwest Chapter of the American Association of Airport Executives (NWAAAE) Annual Meeting. Melissa Osborn, Jeremy Worrall, and Matt McClurg (on behalf of Angie Spear) accepted the award. NWAAAE had 187 total attendees; 175 of those people came to Fairbanks from out of town with an estimated direct attendee spending (EDAS) of $168,000. The Mayor’s Award was presented to Victor Joseph, Steve Ginnis, Sharon McConnell, and Tanya Kaquatosh for their work on the Alaska Federation of Natives (AFN) Annual Convention and the events surrounding that meeting. The AFN Annual Convention has an estimated economic impact of $5 million.

• Polaris Working Group The Meetings and Conventions Department continues to participate in meetings and provide administrative support of the Polaris Work Group. In conjunction with the President and CEO, the department coordinated a meeting with Senator Lisa Murkowski’s office to explore the possibility of the Department of Defense Innovative Readiness Training (IRT) military training program to play a role in the deconstruction of the building. The Director of Meetings and Conventions worked closely with the City of Fairbanks to assist with grant work pertaining to the building as well and facilitated involvement in the project from other community entities to include the Fairbanks Area Surface Transportation (FAST) group, which has been coordinating the efforts to revitalize Lacey Street.

• Military Support The Special Projects Manger participated in the following military support programs:

• Attended two Pioneer Start programs at Eielson AFB. • Attended and presented at three deployment workshops on Fort Wainwright. • Attended and presented EF information at the Fort Wainwright Spouse to Spouse

welcome event. • Attended and presented EF information to 90 incoming personnel at Eielson Air Force

Base. • In conjunction with Visitor Information Services, served as a step-on guide for two

military city tours. • Providing Leadership and Community Support

The Director of Meetings and Conventions, and now the Director of Tourism and Convention Sales, serves on the board of directors of the Greater Fairbanks Chamber of


Commerce, serves on the GFCC Military Affairs Committee, and is a member of the Rotary Club of Fairbanks. Additionally, the Director of Tourism and Convention Sales serves on the GFCC Transportation Committee and is an adjunct faculty for the University of Alaska Fairbanks Community and Technical College Applied Business Program.


Tourism Department Department Staff Director of Tourism and Convention Sales: Scott McCrea Tourism Senior Sales Manager: Ed Malen Tourism Sales Associate: Tyler Chiles (shared with Visitor Services and Partnership Development;

position eliminated in April) Contractors European Contractor: Elke Brosin China Contractor: EastWest Marketing (contract greatly reduced beginning in July) COVID-19 Impact Prior to mid-March the Tourism Department was conducting business as usual through attending in-person trade shows and consumer shows, conducting sales calls, and hosting familiarization tours. As a result of COVID-19 and the organization wide budget cuts made at Explore Fairbanks, the department implemented the following reductions:

• Eliminated the Tourism Sales Manager position. • Reducing salary for Director of Tourism by 15% and Tourism Senior Sales Manager by

10%. • Eliminated all in-person trade shows, consumer sales and sales missions, domestically

as well as internationally, for the remainder of the year (all of these shows were either cancelled or postponed until 2021).

• Greatly reduced the scope of work for China-based contractor East West Marketing to focus only on social media outreach.

• Greatly reduced the scope of work for European Contractor Elke Brosin as well as a 10% reduction in the contractor’s monthly administrative fee.

• With the Director of Meetings and Conventions and the Sales and Services positions vacated, the responsibilities of the meetings and conventions department were transferred over to the tourism department.

In the wake of those reductions, the department pivoted towards implementing virtual platforms to continue valuable outreach to domestic travel trade, including the launch of an online destination training webinar and participating in virtual trade shows as outlined in the activities below. • Familiarization (FAM) Tours

From January to September 2020 the department hosted seven international and domestic FAMs that were attended by a total of 22 attendees. Explore Fairbanks partners provided $34,962 of in-kind support towards the FAMs. The department hosted these group and individuals:


o American Society of Travel Advisors FAM from January 26–31. The group consisted of four Travel agents and one photographer from San Francisco who were visiting Fairbanks and Anchorage looking for “luxury” products. The group’s activities included aurora viewing, Arctic Circle, dog mushing, Chena Hot Springs, city tour, ice fishing, and snow machining. After leaving Fairbanks the group traveled on to Anchorage for three days.

o 2020 European Winter FAM from February 8–15. Four tour operators and one representative from Condor were escorted by Explore Fairbanks’ European Contractor and Tourism Department to various locations throughout the Interior to include the Arctic Circle and Denali National Park. The operators all had existing summer products and were highly interested and motivated after the FAM to produce new winter products for the region.

o FAM for six participants from three different U.S. based travel agencies from March 10-13. The participants came to Fairbanks for a FAM prior to the NTA Contact conference in Anchorage, however, the conference ended up being cancelled due to the COVID-19 pandemic.

o Hosted Greg Varner from Making Memories Tours based in Missouri from March 13-15. He came to Fairbanks for a FAM prior to the aforementioned NTA Contact conference that was supposed to be held in Anchorage.

o FAM for two guides from Anchorage-based Alaska Travel Connections on July 9. The two participants were in Fairbanks to do site inspections for a new winter product they are looking to potentially launch in 2021.

o Details By Bill FAM from August 31 to September 6. Bill Johnson (owner) traveled to Fairbanks (while observing the new travel restrictions) to develop a new tour program to Alaska. Bill traveled to Denali and explored the surrounding areas of Fairbanks. He was very impressed with the new procedures that were put in place in the wake of the global pandemic.

o Hosted a FAM in early September for Ray Mason with Cruiseplanners out of Florida. Ray and his partner traveled through Alaska’s railbelt to learn about products and tours for pre- and post-Cross Gulf of Alaska cruise land tour programs for 2021.

• European Contractor International Trade Shows/Sales Missions

Explore Fairbanks’ European-based contractor Elke Brosin attended and participated in a total of four in-person international trade shows and sales missions and one trade show telephonically that resulted in appointments and contacts made and exposure with tour operators and travel agents. Highlights included participation in:


o Condor / Explore Fairbanks Event in Vienna on January 23. Condor Austria had personally invited a small group of selected travel trade partners to attend this exclusive event which was also supported by Visit USA Austria. The focus was on trade partners who are new to the destination and with potential to develop product in their respective companies. Brosin met with a total of nine attendees. Explore Fairbanks was presented through a 30-minute presentation and was the main topic of conversation over dinner.

• Mid Atlantic Trade show on behalf of Explore Fairbanks as an exhibitor in Reykjavik, Iceland, where she conducted a total of 16 meetings, most of which had been prescheduled via the trade show calendar system. This trade show will from now on take place every other year with the next event scheduled for January 2022.

• Visit USA Trade Seminar in Zurich Switzerland on February 5 on behalf of Explore Fairbanks as an exhibitor where she shared a booth with Condor. A total of 335 travel agents and nine journalists as well as 92 people representing 50 companies as exhibitors attended the seminar.

o In conjunction with the Visit USA event in Zurich, Brosin also conducted sales calls in Switzerland together with Visit Anchorage and the Alaska Railroad visiting the offices of Travelhouse, Kuoni, TUI Suisse and Condor.

• Discover America Denmark Trade Workshop from March 1-2 as an exhibitor. A total of 200 travel trade and media representatives attended the show.

• Brosin was scheduled to attend ITB Berlin from March 4-6 but the event was cancelled due to the COVID-19 pandemic. In lieu of the face to face meetings, Brosin conducted telephone meetings with 24 tour operators/travel agents and one media representative.

• McCrea and Brosin participated in a Visit USA Netherlands hosted destination training webinar on October 6. More than 50 travel agents and tour operators participated in the training.

• Brosin participated in the Aviareps Benelux Around the World virtual trade show October 28-30. Explore Fairbanks was one of 28 suppliers who participated in the trade show and the only North American supplier. During the show she met with 20 tour operators and travel agents.

• Brosin participated in the Netherlands-based USA-Canada Experience virtual sales meeting on October 30 in which she conducted a 15-minute training session on Fairbanks that was attended by 122 travel agents and tour operators.

• EastWest Marketing Trade Show/Sales Calls • January: Conducted sales calls and meetings in China with Baicheng.com, Fancy Tour,

Caissa Tour, and Utour; and in Taiwan with Fantasy Travel and Best Way Travel. The


primary focus of the meetings in China was to get information from the operators on how the coronavirus was affecting their bookings to Alaska. East West also participated in a trade event in Taipei for the 2020 DAC kick-off party.

o February: Conducted 23 calls with China-based tour operators and agencies to gather information on the outbound market. East West also conducted an online training for Champion Holiday with around 60 participants joining in. In Taiwan, East West participated in an Alaska PAK meeting with Grand Travel, Inc., Fantasy Tours, Giant Tour and APA Tours to discuss potential group itineraries for September 2020 through March 2021.

• March: Conducted sales calls via phone, WeChat and social media platforms with 10 different operators and agencies in China.

• April: Conducted outreach with different types of trade partners to gain an update of the each companies’ situation and their further plans. Conversations took place through phone and WeChat, with outreach to include wholesaler and tour operators, FIT/tailor made operators and online travel agencies.

• May: Conducted sales calls in China with GZL International Travel Service, Shanghai Shangdong International Travel Service, Shanghai LINK and China Comfort International Travel; and in Taiwan with Artisan Tour and EverFun Travel.

• June-December: Focused on social media postings on WeChat and Weibo and provided Explore Fairbanks with market updates.

• Domestic Travel Trade and Consumer Shows - The

department participated in five in-person domestic travel trade, airline, and consumer shows and one virtual trade show that resulted in appointments, contacts and exposure with 136 tour operators and travel agents. Highlights include: • Chiles attended the 2020 American Bus Association

(ABA) Marketplace in Omaha, Nebraska from January 10-14 where he met with 26 tour operators and travel agents.

• McCrea attended the Routes America airline conference in Indianapolis, Indiana from February 4- 6 along with representatives from the Fairbanks International Airport where they had business-to-business meetings with eight different airlines.

• McCrea attended the Chicago Travel and Adventure Show February 8-9. The show was attended by 27,981 consumers and 2,498 travel trade participants.

• Chiles attended the Denver Travel and Adventure show February 22-23. The show was attended by 16,182 consumers and 1,372 travel trade participants.

• McCrea attended the Holland America Alaska Cruise and Travel Show in Vancouver, B.C. on March 7. A total of 1300 people attended the show to include numerous travel


agents who stopped by the Explore Fairbanks booth. McCrea also gave a 20-minute presentation during the show to about 50 participants.

• Malen and McCrea attended the 2020 GoWest Summit that was held virtually from August 31–September 3. A total of 52 meetings were scheduled, each lasting up to 30 minutes. 50 meetings were held during the week with the remaining meetings being held after the event by using Explore Fairbanks’ online meeting application(s).

• Malen attended the 2020 NTA Tour & Travel Exchange on November 17 & 18. The event was held virtually using vTREX online platform. Representatives from 22 different companies were either met virtually through the platform or by way of email communications due to a time zone error/miscommunication.

o In conjunction with NTA, McCrea participated in an Alaska road show presentation to NTA delegates in conjunction with Visit Anchorage and Mat-Su CVB.

• Travel Trade Destination Training Webinars

In April, the department launched the Fairbanks Aurora and Midnight Sun (FAMS) online destination training program to continue outreach with travel trade in the absence of trade shows and sales missions. The one-hour webinar covers the highlights of what Fairbanks has to offer as a year-round destination. The department also launched a series of supplemental training webinars to go more in-depth on the main topics covered in the FAMS webinar. Explore Fairbanks industry partners were invited to participate by presenting during the supplemental training programs. Through December, the department has conducted a total of 15 general trainings with 247 total domestic and international participants. A total of six supplemental training programs were held with 12 Explore Fairbanks industry partners and attended by 72 domestic and international participants.

• AAA, Travel Agent, and Tour Operator Contacts The Tourism Department had a total of 761 separate travel trade contacts via email or phone through December:

o 189 contacts with AAAs. o 190 contacts with domestic and international travel agents. o 382 contacts with domestic and international tour operators.


• Airport Numbers The Tourism Department tracks Fairbanks International Airport (FAI) enplaning and deplaning passengers. Passenger numbers include travel by Fairbanks residents and business travelers; therefore, the numbers are not totally reflective of only visitation. FAI saw a decrease of -59% in both enplanements and deplanements year-to-date through December. January and February numbers were both positive over 2019, an indication of the predicted growth for 2020. Among the flights/carriers that were cancelled for 2020 are:

• Condor’s weekly summer flights from Frankfurt. • American Airlines’ summer flights from Dallas Fort-Worth and Chicago. • United Airlines’ summer flights from Denver and Chicago. • Delta Airline’s summer service from Minneapolis as well as its second daily flight

from Seattle. The following numbers include only the main terminal; East Ramp totals were excluded.

• Cruise Alaska’s cruise industry was non-existent for summer 2020 due to the COVID-19 pandemic and the various bans imposed on the industry. 2020 was estimated to be a record-year of cruise visitors to Alaska at 1.4 million, with an estimated 160,000 that were expected to come to Fairbanks via Cross Gulf of Alaska cruise land tour programs.

6% 3%

-45%

-92%-86%

-79% -74%-71% -63% -60% -60% -59%

5,000

25,000

45,000

65,000

85,000

105,000

125,000

Jan Feb March April May June July Aug Sep Oct Nov Dec

FAI Total Passengers 2019 to 2020YTD Net Gain/Loss -59%

2019 2020


• Highway Traffic With the U.S./Canada border closed to non-essential travel, highway traffic was severely reduced by -78% compared to the same period in 2019.

• Alaska Railroad The Alaska Railroad was offering its winter Aurora Train service between Fairbanks and Anchorage through early March before cancelling the service for the remainder of the season. The railroad’s passenger service did not resume until July, and then reduced to twice a week service in August due to low ridership in July. The railroad resumed its weekly Aurora Train in mid-September.

-16% -13% -39% -83% -80% -85% -87% -85% -80% -48% -52% -57%0

5,000

10,000

15,000

20,000

25,000

30,000

35,000


Alcan Border Crossings 2019 to 2020YTD Net Gain/Loss -78%

2019 2020


• Providing Leadership and Community Support The Director of Tourism and Convention Sales serves on the board of directors of the Greater Fairbanks Chamber of Commerce (GFCC) and the GFCC Military Affairs Committee as well as the Transportation Committee. He is also a member of the Rotary Club of Fairbanks and is an adjunct faculty for the University of Alaska Fairbanks Community and Technical College Applied Business Program. In conjunction with the President and CEO, the director has conducted presentations to various community groups on the impact of COVID-19 on the local tourism industry and presented a lecture for the University of Alaska Fairbanks Summer Sessions on the topic.

-16%

-19%-37%

-100% -100% -100%

-81%-92%

-97% -46% -85% -86%0

1,000

2,000

3,000

4,000

5,000

6,000

7,000

8,000


AKRR totals 2019 to 2020YTD Net Gain/Loss -85%

2019 2020


Visitor Ser vices and Partner ship Development Dep artment

Visitor Services Staff Director of Visitor Services and Partnership Development: Charity Gadapee Manager of Visitor Services and Partnership Development: Alanna McBrayer Visitor Information Specialists Full-time: Bob Eley Visitor Information Specialists Seasonal – Pioneer Park: Julia Parzick Visitor Information Volunteers Seasonal – Pioneer Park: Susan McMahon Golden Heart Greeter Volunteers: 28 year-round COVID-19 Impact As a result of the onset of a global pandemic and the resulting organization-wide budget cuts, Visitor Services and Partnership Development implemented the following:

• Closed the Morris Thompson Cultural and Visitors Center starting March 23rd and remained closed to the public until June 15th, 2020 at which time the Center was re-opened with a new layout to encourage social distancing and reduce bottlenecks in traffic flow

• Eliminated one full-time and two part-time year-round Visitor Information Specialist positions. Four summer seasonal positions were left vacant

• Reduced salary for Director of Visitor Services and Partnership Development by 15% and staff at allowable reductions to not exceed Alaska Department of Labor laws.

• Pioneer Park information kiosk was opened later than usual on June 1st with reduced operation from 12am-6pm daily

• Eliminated all in-state consumer trade shows as the shows were cancelled until 2021 • Suspended most of the Golden Heart Greeter volunteer program

Year-to-Date Progress Report • Greeting Our Guests

Explore Fairbanks Visitor Services staff greeted and provided customer service to 35,875 visitors at the Morris Thompson Cultural and Visitors Center in 2020. This is a decrease of 78% in visitation from 2019. o Staffed the information kiosk at Pioneer Park throughout the summer with reduced

hours and with help from the Fairbanks Alaska Public Lands Information Student Conservation Association intern. Stocked and maintained brochure centers at Fairbanks International Airport and Alaska Railroad Depot.


o The Fairbanks Golden Heart Greeter program was suspended after March for the most part. However, ten Greeters donated 53 hours of service through September with the bulk of volunteering happening at Pioneer Park.

o Hosted the Golden Heart Gala in February to recognize the volunteer efforts of the Golden Heart Greeter Volunteers and Golden Heart Meeting Ambassadors. Sue McHenry was recognized as Golden Heart Greeter of the Year.

o Assisted with hosting March’s First Friday at the Morris Thompson Cultural and Visitors Center with fellow building partner Alaska Public Lands Information Center. Coordinated the newspaper advertising and tallied attendees.

o Distributed Visitors Guides, Winter Guides, and Fairbanks maps at three Pioneer Start/Newcomer’s Orientation Information Fairs at Eielson Air Force Base attended by 170 newcomers. Provided a directory of 72 Explore Fairbanks partners offering military discounts. The pandemic restricted access to military installations, which reduced in-person contacts but still was able to provide trip planning materials as requested by the information fair organizers.

o Launched the Fort Wainwright Newcomer’s City Tour in March orienting in-processing soldiers to downtown, the University of Alaska Fairbanks campus, and surrounding community. Due to COVID-19 concerns, the tours were suspended after two tours but resumed on July 10th. This is a partnership with the U.S. Army Garrison Alaska Fort Wainwright, Greater Fairbanks Chamber of Commerce and University of Alaska Fairbanks Military and Veteran Services. Staff from both the chamber and Explore Fairbanks provide step-on guides to narrate the tour. In its first year, 542 soldiers, spouses and children have taken part in the tour. Thirty-four businesses donated coupons and/or promotional items for welcome bags distributed to in-processing soldiers. Below is media coverage of these off-post tours:

- November 2020 - Fort Wainwright leadership presented certificates of appreciation to community organizations who help operate community orientations http://www.newsminer.com/news/kris_capps/fort-wainwright-


http://www.newsminer.com/news/kris_capps/fort-wainwright-recognizes-community-organizations/article_06c9f854-27bf-11eb-9c4f-0bd4eff5cb78.html


recognizes-community-organizations/article_06c9f854-27bf-11eb-9c4f-0bd4eff5cb78.html

- August 2020 - On base weekly newspaper The Alaska Post distributed to more than 16,000 soldiers, families and DOD civilian employees on-line https://www.dvidshub.net/news/375196/fort-wainwright-partners-with-community-off-post-welcome-tours-new-soldiers#.XymcXjraS2o.facebook

- August 2020 – The above article also appeared in part on the Official Website of the United States Army, https://www.army.mil The Army website’s web traffic is ranked #1,334 in the US and #5,234 globally. https://www.army.mil/article/237820/fort_wainwright_partners_with_community_on_off_post_welcome_tours_for_new_soldiers

o Distributed Visitors Guides, Winter Guides and Fairbanks area maps to Fairbanks hotels

and downtown businesses several times throughout the year.

Partnership Development Staff (Shared with Visitor Services) Director of Visitor Services and Partnership Development: Charity Gadapee Manager of Visitor Services and Partnership Development: Alanna McBrayer Tourism Sales Associate: Tyler Chiles (shared with Tourism; position eliminated in April) COVID-19 Impact The pandemic halted most in-person partner networking and community events from mid-March forward:

• Explore Fairbanks cancelled the Fairbanks Visitor Industry Walk for Charity that had been scheduled for May 8th

• As the department reduced in-person partner networking events for the foreseeable future, more webinars were hosted to communicate with partners and stakeholders about the status of travel and tourism throughout the state

• Organization-wide budget cuts resulted in the elimination of the Tourism Sales Associate; a position shared with Partnership Development to assist in prospecting for new partners.

• Issuance of weekly e-news with primary focus on CARES Act funding for business relief, travel mandates, safety and sanitation protocols, tourism research and updates regarding impact of the pandemic, etc.

• Summer and winter surveys of tourism businesses to update open/close status as well as safety and sanitation implemented prepared for distribution on explorefairbanks.com, blogs, visitor information center, military tours, etc.

Year-to-Date Progress Report • Events




https://www.dvidshub.net/news/375196/fort-wainwright-partners-with-community-off-post-welcome-tours-new-soldiers#.XymcXjraS2o.facebook



https://www.army.mil/

https://www.army.mil/

https://www.army.mil/article/237820/fort_wainwright_partners_with_community_on_off_post_welcome_tours_for_new_soldiers



Listed below are some of the events that took place in 2020: o Planned and implemented the

Explore Fairbanks Annual Banquet as a socially distanced, bring-your-own-everything picnic in June at Aurora Pointe. The Golden Heart Award was presented to Marti Steury, past Executive Director of Yukon Quest International Sled Dog Race. The Aurora Award was presented to Rod Pangborn, Rod’s Alaska Guide Service. The Jim and Mary Binkley Award was presented to Aurora Pointe. The Raven Award was presented to World Eskimo Indian Olympics. Inducted Buzzy Chiu into the Tourism Hall of Fame. Staff recognized for service were: Alanna McBrayer (5 years) and Dawn Murphy and Helen Renfrew (10 years each).

o Organized and coordinated the Annual Interior Tourism Conference in Fairbanks in January. In attendance were 24 local organizations with multiple representatives from most of these businesses. The conference featured keynote speaker Michael Bork teaching attendees how to harness the positive energy and stress-busting power of laughter.

o In conjunction with the Annual Interior Tourism Conference, organized and coordinated the Tourism Works for Fairbanks Job Fair featuring 16 employers.

• Webinars Hosting online webinars allowed more of Explore Fairbanks’ partners to participate effectively from anywhere in the world. In hosting online webinars, ease of recording presentations made the content more accessible to partners via the partner extranet on the following topics:

o New Summer Products 2020 o Social Media in the age of COVID-19 with Brian Matson o Small Business Administration Loan Program o Update to Industry Partners & Stakeholders Part I and Part II o Visitor Industry Local Government Candidate Forum co-sponsored with the Alaska

Travel Industry Association Fairbanks Chapter o Winter Rocks! winter products 2020-2021 update o Annual Meeting and Board Candidate Introductions

• Providing Leadership and Community Support The Director participated in the Alaska Travel Industry Association-led committee working in conjunction with community partners, health and medical experts, to reach agreement


on a core set of COVID-19 health and safety protocols the industry may adapt to their businesses.


Financial Statements through November 30, 2020

96

2020 2019 Year-EndAssetsCurrent AssetsCash $2,336,019 $2,164,354Receivables $15,651 $197,368Inventory $0 $78,893Prepaid Expenses $73,472 $232,714Due From Accounts $0 $0Total Current Assets $2,425,141 $2,673,329

Property & EquipmentProperty & Equipment $411,848 $411,848Less accumulated depreciation -$346,762 -$346,762Total Property & Equipment $65,086 $65,086

Total Assets $2,490,227 $2,738,415

LiabilitiesCurrent LiabilitiesAccounts Payable $59,082 $106,776Payroll Liabilities $65,923 $103,787Deferred Income $0 $84,935Unearned Revenues $58,412 $159,428Line of Credit $0 $0Due to Account $0 $0Total Current Liabilities $183,417 $454,926

Net AssetsInvestments in Property & Equipment $65,086 $65,086Board Designated for Subsequent Years $1,711,009 $1,243,483Board Designated Working Capital Reserve $500,500 $744,849Undesignated $0 $0Net Assets with Donor Restrictions $6,893 $6,893Net Change in Net Assets $23,321 $223,177Total Net Assets $2,306,810 $2,283,488

Total Liabilities and Net Assets $2,490,227 $2,738,415

Explore Fairbanks (FCVB)Adv Classified Balance Sheet, Comparative 2020-2019

11/30/2020

Financial Statements November 30, 2020 97

Monthly YTD Amended Actual YTDActual Amended Variance Actual Amended Variance 2020 vs Annual

Operating Revenue Budget Budget Budget

Bed Tax/Grant Revenue $115,000 $52,940 117.23% $2,305,159 $2,117,747 8.85% $2,163,970 106.52%Communication Revenue $0 $0 #DIV/0! $59,546 $47,700 24.83% $88,440 67.33%Partnership Development Revenue $0 $0 #DIV/0! $92,135 $101,580 -9.30% $101,580 90.70%Meetings & Convention Revenue $0 $100 -100.00% $9,930 $12,700 -21.81% $12,700 78.19%Tourism Revenue $0 $0 #DIV/0! $0 $0 #DIV/0! -$17,350 0.00%Visitors Services Revenue $0 $0 #DIV/0! $0 $0 #DIV/0! $0 #DIV/0!Miscellaneous Revenue $0 $0 #DIV/0! $0 $0 #DIV/0! $0 #DIV/0!In-Kind Donations/Trade Out Revenue $0 $0 #DIV/0! $67,192 $67,192 0.00% $67,192 100.00%Total Revenue $115,000 $53,040 116.82% $2,533,961 $2,346,919 7.97% $2,416,532 104.86%

Total Operating Revenue $115,000 $53,040 116.82% $2,533,961 $2,346,919 7.97% $2,416,532 104.86%

Operating Expenses

Personnel ExpensesPersonnel Expenses $99,259 $93,185 6.52% $1,213,891 $1,214,922 -0.08% $1,308,101 92.80%Total Personnel Expenses $99,259 $93,185 6.52% $1,213,891 $1,214,922 -0.08% $1,308,101 92.80%

Direct Marketing ExpensesProduction $4,106 $25 16325.60% $7,225 $25,350 -71.50% $26,500 27.26%Media Placement $43,683 $29,980 45.71% $419,786 $486,285 -13.67% $503,310 83.41%Collateral Material $8,972 $300 2890.80% $89,616 $155,457 -42.35% $90,587 98.93%Website Development $2,460 $2,642 -6.89% $35,722 $40,912 -12.69% $43,550 82.03%Promotional Merchandise $0 $0 #DIV/0! $18,064 $22,874 -21.03% $11,450 157.77%FAMs/Site Visits/Press Tours $16 $1,000 -98.40% $30,115 $28,500 5.67% $31,800 94.70%Trade Shows $0 $0 #DIV/0! $28,334 $35,504 -20.20% $35,504 79.80%Travel & Entertainment $0 $0 #DIV/0! $13,495 $13,820 -2.35% $13,820 97.65%Local Meetings $150 $522 -71.23% $4,592 $7,232 -36.50% $7,750 59.25%Special Promotions $1,030 $860 19.77% $47,021 $52,934 -11.17% $65,144 72.18%International Marketing $0 $3,500 -100.00% $85,512 $87,627 -2.41% $91,833 93.12%Research $0 $0 #DIV/0! $9,500 $0 #DIV/0! $9,500 100.00%Event Hosting Expense $0 $2,000 -100.00% $8,352 $11,540 -27.62% $12,290 67.96%Telephone Expense $823 $1,298 -36.58% $10,995 $14,282 -23.02% $15,580 70.57%Dues/Subscription $639 $45 1320.00% $17,642 $19,270 -8.45% $19,555 90.22%(800) Inquiry Service $0 $30 -100.00% $50 $330 -84.81% $360 13.93%Mail Fulfillment/Postage Expense $2,822 $31,067 -90.92% $75,736 $100,070 -24.32% $109,533 69.14%Direct Mail/Promo $0 $15,000 -100.00% $2,975 $20,475 -85.47% $25,725 11.56%In-Kind/Trade Out Expense $0 $0 #DIV/0! $67,192 $67,192 0.00% $67,192 100.00%Total Direct Marketing Expenses $64,702 $88,269 -26.70% $971,926 $1,189,654 -18.30% $1,180,983 82.30%

Indirect Marketing ExpensesComputer Expense $7,820 $5,220 49.80% $61,697 $61,420 0.45% $66,640 92.58%Education/Training $99 $0 #DIV/0! $129 $400 -67.75% $400 32.25%Equipment Rental $820 $1,710 -52.04% $11,571 $18,805 -38.47% $20,515 56.40%Insurance Expense $1,250 $1,500 -16.66% $13,897 $16,500 -15.78% $18,000 77.20%Interest/Finance Charge $109 $0 #DIV/0! $109 $3,100 -96.47% $3,100 3.53%Bank Fees $225 $1,025 -78.04% $7,137 $10,925 -34.67% $12,450 57.33%Professional Fees $0 $1,700 -100.00% $18,391 $21,800 -15.64% $25,600 71.84%Rent Expense $16,368 $16,374 -0.04% $167,866 $177,017 -5.17% $193,390 86.80%Supply/Office Expense $695 $1,470 -52.75% $7,387 $14,170 -47.87% $15,640 47.23%Licenses & Taxes $0 $0 #DIV/0! $35,555 $39,150 -9.18% $39,350 90.36%Other Expense $1 $60 -99.17% $0 $660 -99.95% $720 0.04%Capital Outlay $0 $0 #DIV/0! $1,085 $2,300 -52.84% $2,300 47.16%Total Indirect Marketing Expenses $27,386 $29,059 -5.76% $324,823 $366,247 -11.31% $398,105 81.59%

Total Operating Expenses $191,347 $210,513 -9.10% $2,510,640 $2,770,823 -9.39% $2,887,189 86.96%

Income from Operations -$76,347 -$157,473 $23,321 -$423,904 -$470,657

Explore Fairbanks (FCVB)Advance Classified Revenue Statement

November-2020

November-20 Year To Date 2020 Annual Budget

Financial Statements November 30, 2020 98

2019 Audit

99

2019 Audit 100

2019 Audit 101

2019 Audit 102

2019 Audit 103

2019 Audit 104

2019 Audit 105

2019 Audit 106

2019 Audit 107

2019 Audit 108

2019 Audit 109

2019 Audit 110

2019 Audit 111

2019 Audit 112

2019 Audit 113

2019 Audit 114

2019 Audit 115

This page intentionally

left blank

2019 Audit 116

2019 Audit 117

2019 Audit 118

table of contents - fnsb

Documents