1. CRVA Strategic Plan Fiscal 2012-2014 February 2, 2011

2. Preamble In FY12, CRVA celebrates 7 th anniversary Initial years were about merger & growth Organization has matured Charlotte economy has changed A new strategic plan is required

3. Influencing Factors Economy State of the Travel & Meetings Industry State of the Entertainment Industry Political Climate

4. Long-Term Outcome “The CRVA maximizes the benefit of Charlotte’s hospitality industry through the development of tourism, the marketing of meetings, sports, and entertainment events, and the management of assets owned by the City of Charlotte.”

5. Strategic Plan Overview Metrics Activities Conditions for Success Intermediate Outcome Long-Term Outcome “The CRVA maximizes the benefit of Charlotte’s hospitality industry through the development of tourism, the marketing of meetings, sports, and entertainment events, and the management of assets owned by the City of Charlotte..” Customer Experience Management Excellence Strong Ties/ One Voice Industry Leadership Leader for Innovation

6. Customer Experience Metrics Activities Conditions for Success Intermediate Objective “Every Customer has an excellent experience” Sufficient Staffing and Resources to attain customer service objectives Recruit and retain staff who contribute to customer service objectives Customer Satisfaction Surveys for Clients and Attendees

7. Management Excellence Metrics Activities Conditions for Success Intermediate Objective “ CRVA is known for its management excellence and full accountability to the community” Management and Reporting of the highest standard Budgets based on current resources and aggressive revenue targets Reporting that measures results vs. budget & goals Common expectations between CRVA and CMGC Include objective analysis in CRVA Annual Report Constituent satisfaction with Annual Report Ongoing Communication between CRVA and CMGC Develop communication program, to include CRVA Board-Council meetings Council-Board satisfaction survey Appropriate compensation for CRVA Staff Convene a Compensation Study Group Industry Compensation Surveys, Employee Survey

8. Strong Ties/One Voice Metrics Activities Conditions for Success Intermediate Objective "CRVA employees act with "One Voice" and utilize their "Strong Ties“ within the community Constituent groups participate in development and execution of marketing program Convene “strategic summits” to invite constituent participation Constituent feedback and Satisfaction Survey Every Employee “owns” a piece of the CRVA marketing program Train CRVA Staff to ask and act on “What must I do to make this happen?” Client and Attendee Satisfaction Survey Appropriate deployment of CRVA Staff Convene Consolidation Study Group Comparison against benchmarks and like organizations

9. Industry Leadership Metrics Activities Conditions for Success Intermediate Objective “CRVA is the leading force behind driving hospitality business into Charlotte” Sales and Marketing plans are focused on driving revenue in key markets Develop objectives and plans to increase Leisure Visitation, Amateur Sports, and Conventions/Trade Shows Hotel Occupancy, ADR, RevPar, Tax Collections Alignment with key assets necessary to attain Sales and Marketing goals Develop integrated sales and marketing strategy for sports, cultural, and entertainment venues Growth in venue events and attendance, and Leisure Visitation

10. Leader in Innovation Metrics Activities Conditions for Success Intermediate Objective “The CRVA is a market leader in innovation” Board and Staff are aligned and willing to change based on market conditions & trends “Highest and Best Use” Study for venues Study privatization opportunities Develop new ways to doing business

11. Timeline February: Staff/Board Leadership development of Plan Feb-March: Strategic Planning Committee Review of Plan March: Plan Update for Full Board Mar-April:Strategic Planning Committee Review of Plan April: Board Plan Review & Approval