here - Coronado Tourism Improvement District

This annual report documents the activities and accomplishments made during FY13 as wellas the fulfillment of the Special Services Agreement between the CTID and City of Coronado.A service plan, outlining scope of work for FY14 and its projected budget, will follow.SECTION 1:FY13 ACTIVITIES AND ACHIEVEMENTS–AS PROMISED–The fiscal year is far from over but the CTID has already completed anumber of goals outlined in FY12 Annual Report and Service Plan:• Developed and delivered free Visit Coronado mobile app• Freshened its local marketing campaign artwork• Enlisted more businesses to enhance sample of marketing study• Promoted alternate routes to and through Coronado• Reconsidered summer shuttle program for improved usage and ROI• Furthered an initial way-finding signage study• Developed strategy for guests who use iPad and other tablets–BUDGET–In FY12, the CTID assessments totaled $517,677, a 6% increase over the projected total of $488,000.In FY13, the Board projected a 5% revenue increase over FY12 actuals to $545,000.At this time the assessments are as forecasted, within 1% of projections. Because there is nosurplus or deficit the Board did not reforecast, nor did it make any changes to its plannedmarketing strategies.–ADMINISTRATION–Since its debut, the CTID Board has invested the vast majority of its revenue on strategies thatdirectly impact the quantity of guests that visit Coronado. In FY13 just 16% was spent on theadministrative operations of the CTID, 84% of revenue was applied to marketing, advertising,public relations and the Board’s mission to boost hotel occupancy during the off-season.In FY13 it became necessary for the CTID to rent office space for daily operations, planningmeetings and file storage. Although the cost was not budgeted, the Board vetted and approvedto sublease from Coronado Chamber of Commerce at 1125 Tenth Avenue.The CTID’s largest administrative expense is that of an independent contractor who supervisesthe Special Services Agreement with the City and day-to-day operations of the CTID. TheExecutive Director negotiates with San Diego Tourism Authority (SDTA) to design, executeand measure campaigns to attract overnight guests to Coronado hotels. He also plans andimplements the local marketing platforms and administers the finance, research, communityoutreach and public meetings of the organization.C T I D A n n u a l R e p o r t F Y 1 3–COMPETITION–No one should assume guests will automatically visit Coronado. Effective budgetingand planning is necessary because in San Diego alone, there is an abundance of worthyattractions and destinations that compete against Coronado for guest visits:• Historic destinations such as Balboa Park or Old Town• Family destinations such as Legoland and San Diego Zoo• Retail destinations such as UTC or Seaport Village• Dining destinations such as Little Italy and Gaslamp• Beach destinations such as Del Mar or La Jolla5