Visit Bend Fiscal Year 2022 Business and Marketing Plan

VISIT BEND Business + Marketing Plan

VISIT

BEND

F Y 202 2

VISIT BEND

As a primary caretaker of Bend’s brand, Visit Bend is dedicated to enhancing Bend’s economy by attracting visitors and encouraging them to connect with our rich culture and diverse local businesses. Visit Bend’s strategic, creative, and thoughtful initiatives promote the area with a focus on community, sustainability, and respect for Bend’s natural resources and way of life. .

INTRODUCTION Dear Tourism Stakeholders, Community Members, and Guests of our Mountain Oasis, Bend’s tourism industry faces the biggest challenges in history following a year of global pandemic and political upheaval. Fiscal Year 2022 will be difficult, but also filled with opportunities as we prepare for the future. We have many reasons to be hopeful and excited about the year ahead of us. At the time of building this plan, the COVID-19 vaccine is available to anyone age 16 and up who wishes to be inoculated, and the Governor’s framework for re-opening our economy is unfolding as intended. Visit Bend exists primarily to promote economic development, and we believe it is more important than ever to take a balanced, sustainable approach to our FY 22 business and marketing plan.

That’s not to say it’s business as usual. Guided by data, we know destinations like Bend remain more attractive than urban or coastal towns. As Visit Bend resumes its marketing efforts, we must carefully weigh the desire to impact our local economy against the challenges our growing community faces. This is why thought leadership and emotional intelligence will play an even larger role in Visit Bend’s most important business plan since our inception in 2002.

It begins with a constant challenge of the norms, where innovation is key. It begins with new roles and responsibilities for an industry that’s often slow to adapt. It begins with recognizing the primary reason people choose to visit, play, and live here is our unparalleled access to wild places. We are proud to be one of the first destination marketing organizations in the country to hire a sustainability manager who is working diligently to create the Bend Sustainability Fund, ushering in a new era of responsible tourism.

As an organization guided by data, we will strategically welcome guests back to our community by focusing first on repeat visitors who account for 65% of annual tourist volume. We will be granular in our targeting efforts, compassionate in our creative building, and steadfast in our desire to retain the qualities that make Bend special.

We’ve been given a tremendous opportunity to reshape Bend’s tourism economy in a thoughtful, sustainable way. Last year, tourism generated more than six million dollars for the City of Bend, supporting the city’s general fund and crucial services like police and fire. More than ever, we recognize how vital these dollars are, and we’re committed to helping this industry thrive for all who depend on it.

As we navigate these challenging times together, rest assured Visit Bend has the community’s best interest at heart. The business plan presented on the following pages will outline our plans, goals, and backup plans for an industry in recovery. The core Visit Bend team has worked together for 11 years, navigating challenges that include a recession and its aftermath. Through adaptability, perseverance, creativity, and ingenuity, the team is confident in our ability to navigate our rebound from the COVID-19 pandemic.

We look forward to partnering to achieve continued success for Bend’s economy and community. Thank you for entrusting us with this vital piece of Bend.

Sincerely, The Visit Bend Board of Directors Kevney Dugan President/CEO Visit Bend

Noelle Fredland Board Chair

Matt Williams Board Vice Chair President/Owner Birch Lake Hospitality

Alan Dietrich Treasurer CEO Bendistillery

John McLeod Board Member President/GM Mt. Bachelor

Michelle Mercer Board Member Marketing Consultant

Erick Trachsel Board Member Director of Sales Riverhouse on the Deschutes

Diana Spring Board Member Owner A Stone’s Throw Bungalow Vacation Rentals

Todd Montgomery Board Member Program Lead, Business & Hospitality Management Oregon State University - Cascades

Visit Bend has a remarkable ability to adapt and excel whether we’re in an economic boom or a global pandemic. The team worked tirelessly to be a vital community resource throughout the COVID-19 crisis while supporting businesses reliant on tourism to survive. Visit Bend will be a crucial player in Bend’s economic recovery, with a keen eye for sustainability, equity, and a focus on our community’s future.

- Noelle Fredland

On behalf of Visit Bend Board of Directors

Visit Bend is the first—and often most important—relationship between new talent and our community. When people see everything Bend and Central Oregon have to offer, they want to stay. Equally important is how Visit Bend nurtures a caretaker culture reminding visitors and residents that caring for our natural places and understanding our community are key to making this place what it is.

- Katy Brooks

CEO, Bend Chamber

In many ways, EDCO’s inbound business development leads start with the thoughtful and successful tourism promotion efforts of Visit Bend and their counterparts across the region. For example, three business recruitment projects we closed in 2020 were directly related to positive past visitor experiences by the business owners or decision-makers.

- Roger Lee

CEO, Economic Development of Central Oregon (EDCO)

A BO UT VIS IT BE N D

A PPE NDIX

0 6 VI S I T B E N D’ S G U I D I N G PRINCIPA LS

15

A PPENDI X A - TR ANSI E NT R OOM TAX COLLECTI ONS

It’s in our DNA

07

A S U STA I N A B L E O UT LO O K

16

A PPENDI X B - TR ADI TI ONAL LODGI NG DE MAND

The year ahead

A nother primary metric

17

A PPENDI X C - TR ADI TI ONAL LODGI NG OCCUPANCY

Occupancy rates at hotels and motels in Bend

18

A PPENDI X D - TR ADI TI ONAL LODGI NG ADR

Average Daily Rate charged by hotels and motels in Bend

19

A PPENDI X E - SHORT-TE R M LODGI NG OCCUPANCY

Occupancy rates among short term rentals in Bend

F Y 202 2 PL AN + B U D G E T 0 9 F I S CA L YE A R 202 2 ST R AT EG IC PL A N

The plan for sustainable growth

10

F I S CA L YE A R 202 1 B UD G E T

Where the dollars are going

12

F I S CA L YE A R 202 2 PR I M ARY STRATEG IES

We’re ready for a comeback

13

F I S CA L YE A R 202 2 G OA LS + O BJECTIVES

Climbing higher

14

SWOT A N A LYS I S

Getting down to business

A primary metric

WHAT GUIDES VISIT BEND MISSION As a primary caretaker of Bend’s brand, Visit Bend is dedicated to enhancing Bend’s economy by attracting visitors and encouraging them to connect with our rich culture and diverse local businesses. Visit Bend’s strategic, creative, and thoughtful initiatives promote the area with a focus on community, sustainability, and respect for Bend’s natural resources and way of life.

G U I D I N G PR I N C I PLES Economic development: We responsibly promote tourism to help local businesses flourish, generate tax revenue for the city, and enhance the city’s yearround livability for guests and residents alike.

Brand development: We establish and support a brand reflective of Bend’s values, maintaining the vision of our community for both visitors and locals.

Stewardship: We acknowledge, maintain, and partner with non-profits and land managers to ensure a responsible and sustainable vision for our wild places.

VI S I O N To become the most effective, respected, responsive, and conscientious Destination Marketing Organization in the United States.

VA LU E S We operate with honesty and integrity at all times We are committed to the highest level of fiscal responsibility We will be respectful and compassionate to our community and our wild places We strive to be courageous, creative, and innovative in all we do Our actions enhance the quality of life for visitors and residents alike

Visit Bend Business + Marketing Plan | 6

THE YEAR AHEAD - A SUSTAINABLE OUTLOOK There’s no doubt the COVID-19 pandemic disproportionately affected certain business sectors over others. This holds especially true for the hospitality and tourism industry around the world, across our country, and right here in the middle of Oregon. Stay-at-home orders, put in place mid-March turned into rolling openings and closures, travel advisories, and other policy decisions to stop the spread of the disease. Travel, both business and pleasure, has been placed on hold for the past 14 months and is now only beginning to slowly ramp back up as more and more travelers become vaccinated. Restaurants, bars, and brewpubs were closed across the nation and those that stayed open only offered limited dining and takeout options. Entertainment venues have largely remained shuttered since March of 2020. Although other industries, such as personal care services, health care, and education saw significant impacts, they did not compare to the disruption we have seen in the leisure and hospitality sector.

This is all to say that as an economic development organization in an industry that has been decimated over the past year, our work is cut out for us. While jobs and hiring have started to rebound, throughout the pandemic, Deschutes County posted some of the highest percentage of layoffs as a share of total labor force of Oregon’s 36 counties. Around 25 percent of Deschutes County’s unemployment insurance claims processed in the current crisis were for workers in accommodation and food services, yet the industry only accounts for around 13 percent of total non-farm employment. We know the impact on the leisure and hospitality sector is even more severe than these painful unemployment insurance claim totals show.

However, as we emerge from this pandemic, there is room for optimism. The travel and tourism sector is resilient, as is shown in the chart below demonstrating how the industry led our economy out of the Great Recession. There is already good news popping up and State Economist Damon Runberg believes the pace of growth will only accelerate. Here’s why: Accomodation and Food Services Jump Started Deschutes County’s Last Recovery

1.4

1.3

1.2

1.1

1.5

0.9

Visit Bend Business + Marketing Plan | 7

Jan 2020

Jan 2019

Jan 2018

Jan 2017

Jan 2016

Jan 2015

Jan 2014

Jan 2013

Jan 2012

Jan 2011

0.8 Jan 2010

As Visit Bend and the industry prepare for a robust rebound going into the summer of 2022 with demand expected to reach an all-time high, we must be strategic in how our destination is managed. The following pages lay out the FY 22 Strategic Plan for Visit Bend in FY22, with a focus on sustainability.

Accomodation and Food Services

Total Private

Jan 2009

Additionally, our best leading indicator for future hiring is help wanted ads.

A job ad today turns into a payroll job 3-6 months from now. The index of help wanted ads in Deschutes County surged at the end of 2020. This bodes well for a period of red hot hiring this spring/ summer. A large share of those ads were in the leisure and hospitality sector.

1.5

Unemployment (12-MMA) Indexed to January 2009

Personal consumption remains low and savings remains very high.

Essentially, people are not spending money and it is burning a hole in their pockets, spurred by lack of spending throughout the pandemic and aided by recent stimulus packages. As soon as people can start to spend freely/ safely then we will see that saved money start hitting the economy. Travel/ tourism is one of the main discretionary expenses. Restaurants and hotels are very labor intensive. A big surge in spending will result in a corresponding surge in hiring.

*Source: Oregon Department of Employment

FISCAL YEAR 2022 BUSINESS PLAN + BUDGET

FISCAL YEAR 2022 STRATEGIC PL AN As Fiscal Year 2022 approaches on the heels of a global pandemic and political turmoil, Bend’s tourism industry faces the biggest challenges in history. The year ahead will be difficult, but will also allow our community to shine in new ways as we build for the future. Visit Bend exists primarily to promote economic development, and we believe it is more important than ever to take a balanced, sustainable approach to our FY 22 business and marketing plan.

Visit Bend has always conducted business with the best available data used to make decisions and strategic plans. While the focus of the organization this year is rooted in sustainable growth, that data becomes even more important. As the industry and partners like the City of Bend struggle to keep up with demand in a place like Bend, there is no time like the present to question and challenge what has been done in the past in order to make the future one which balances the quality of life for visitors, locals, and the wildlife around us.

Visit Bend’s strategic plan is driven by years of data, which allows us to implement marketing campaigns using data-driven targeting techniques. Launching a new campaign this summer will introduce a new customer journey, which when paired with effective analytics and creative assets, will deliver the appropriate message to prospective visitors at the right time. Relationships and messaging from partners throughout the region will ensure that our marketing efforts remain rooted in sustainable practices, with an outcome sure to prioritize the longevity of our natural places.

A digitally-driven marketing strategy will allow optimized targeting and ad placements when and where they are deemed most effective and appropriate at the time. Our nimble production services squad will allow the creative team to produce and deliver assets precisely when needed, and our in-house media buying group will ensure they’re properly placed in front of (primarily repeat) visitors throughout the PNW who are craving a Bend vacation.

That’s a large reason why in Fiscal Year 2022, Visit Bend is launching the Bend Sustainability Fund.

Funded through a portion of tourism promotion dollars, the Bend Sustainability Fund will launch in July of 2021 to invest in projects that protect, steward, and create sustainable recreational resources and outdoor experiences through the funding of tourism related facilities in Bend’s backyard.

Because Visit Bend has not been active in advertising throughout the current fiscal year, additional dollars that would have been spent on marketing-related activities will be used to seed the fund for its inaugural year. As Visit Bend implements its FY22 plan; however, the organization fully intends to hit a budgetary high-water mark for marketing activities at the same time. This year, the Bend Cultural Tourism Fund will also grant out the largest amount in the organization’s history.

We’ve been given a tremendous opportunity to reshape Bend’s tourism economy in a thoughtful, sustainable way. Last year, tourism generated nearly seven million dollars for the City of Bend, supporting the city’s general fund and crucial services like police and fire. More than ever, we recognize how vital these dollars are, and we’re committed to helping this industry thrive for all who depend on it.

Visit Bend Business + Marketing Plan | 9

FY2022 TARGETING DEMOGRAPHICS: REPEAT VISITORS

70%

NEW VISITORS

30%

FISCAL YEAR 2022 BUDGET YEA R TO YEAR COMPA R I S O N R EVE NU E

F Y 202 1

City Funding City Funding - Prior Years Retail Sales Advertising Total

EXPE NS E S

2,207,437 (26,326) 27,508 109,730 2,318,350

F Y 202 1

Marketing Group Sales Cultural Tourism Fund Bend Sustainability Fund Visitor Center General & Administration Total

NE T INCOME ( LO S S )

F Y 202 2 3,625,934 1,084,300 50,000 180,000 4,940,234

VA R I A NC E $ % 1,418,497 1,110,626 22,492 70,270 4,040,382

FY 2022

81.8% 64.0% 113.1%

F Y 202 2

$

%

1,119,546 165,342 175,158 501,500 288,679 228,822 2,479,046

2,485,292 244,280 363,768 775,517 402,881 241,977 4,513,715

1,365,746 78,938 188,610 274,017 114,203 13,155 2,034,669

122.0% 47.7% 107.7% 54.6% 39.6% 5.7% 82.1%

(160,697)

426,519

2,005,713

(365.4%)

G R OU P S AL ES 6%

PR I M ARY BUDGET AL LO CATI O N S

64.3%

MARKETING 55%

BEND CU LTU RAL TOU RISM FU ND 7. 5% BEND SU STAINABILITY FU ND 17 %

VISITOR CENT ER 9%

G E N E R AL & AD M I N 5 .5%

Visit Bend Business + Marketing Plan | 10

TOTAL $ VARIANCE REVENUE City Funding - Current Year 3,625,934 1,418,497

City Funding - Prior Years 1,084,300 1,110,626 Retail Sales 50,000 22,492 Advertising Sales 180,000 70,270

TOTAL $ 4 ,940, 234

PERSONNEL EXPENSES

Base Pay Incentive Pay Payroll Taxes Employee Benefits

TOTAL $907,723

GRANT PROGRAMS Cultural Tourism Fund Bend Sustainability Fund

TOTAL $ 1,139, 285 SALES & MARKETING EXPENSES

Visitor Development Fund Online Marketing Outdoor Photo Print Production Radio TV Collateral Brochure Distribution Postage Public Relations Promotions Research Website Development Travel & Meals

Retail Purchasing

TOTAL $ 2 ,181,650

689,914 39,500 57,186 121,123

157,655 7,452 10,387 25,498

363,768 775,517

188,610 274,017

TOTA L $ OVERHEAD EXPENSES

Building Lease

Building Maintenance

Equipment Lease & Maintenance Professional Fees Office Supplies Utilities Bank Fees Dues & Subscriptions Insurance Licenses & Permits Education & Training Network & Telco Non-Capital IT Depreciation & Amortization Interest Expense

TOTAL

VARIANCE

63,780 15,000 5,335 64,500 12,000 12,500 5,000 58,890 6,900 2,200

-

13,200 12,312 17,400 (3,960)

$ 285,057

180,000 602,400 70,000 72,200 75,000 204,000 120,000 210,000 36,000 31,000 21,000 92,500 153,500 85,400 134,650 34,000 60,000

154,930 330,221 70,000 39,475 72,500 64,580 100,000 140,000 9,913 27,863 8,235 66,473 129,271 38,505 25,922 26,359 28,879

Visit Bend Business + Marketing Plan | 11

TOTA L EXPE NS E S

$

4 ,513,7 15 TOTA L S U R PLU S

$ 426 ,519

1,686 1,654 1,139 (1,942) (48) 1,671 2,190 29,826 243 (360) (1,500) (4,809) 3,460 4,550 166

FISCAL YEAR 2022 PRIMARY STRATEGIES Visit Bend is faced with unprecedented challenges going into Fiscal Year 2022. In order to meet these challenges, Visit Bend must remain strategic, focused, and nimble. With sustainable economic recovery being our overarching goal, Visit Bend’s strategies will have economic, environmental, and social components.

With history as our judge, Visit Bend understands the tourism industry has an opportunity to begin reviving Bend’s economy from the economic devastation caused during the COVID-19 pandemic. Bend as a destination is well-positioned to recover ahead of other destinations, and as the organization tasked with leading the efforts, Visit Bend is up to the task.

Listed below are a few primary strategies which will be deployed during FY 2022, driving economic development and recovery.

Economic: Visit Bend is squarely focused on tourism-related issues stemming from the COVID-19 pandemic and the re-entry to normal. It is through this filter that Visit Bend is committed to a marketing plan that will responsibly promote tourism and help local businesses find stable ground as we generate tax revenue for the vital services supported by the city’s general fund. Visit Bend’s website, its primary tool, will expand on its SEO strength, driving more referral traffic, while paid advertising will now bring users to curated landing pages designed to inspire visitors.

Through Visit Bend’s conscious branding efforts, the team will develop and implement programs to aid in bringing back living-wage work in the hospitality industry, enhancing the city’s year-round livability for guests and residents alike.

Environmental: Despite the economic downturn related to COVID-19, Bend remains a popular retreat for outdoor recreation. This requires a robust platform encouraging sustainability and responsible behavior among all users while also investing in our wild places. Through engagement in Pledge for the Wild, Visit Bend’s sustainability efforts have been modeled by more than 20 similar mountain towns around the country, providing a toolkit and road map for a new generation of destination management organizations. As the Bend Sustainability Fund is launched and projects funded, sustainability and stewardship will play a vital role in Visit Bend’s COVID-19 recovery strategy.

Social: Advertising the Bend brand through strategically targeted media represents Visit Bend’s largest driver of traffic to visitbend.com, which flows qualified traffic to stakeholders throughout the region. In FY 2022, Visit Bend will reimagine what it means to be great storytellers, creating content that can be adapted more strategically to target the right audience throughout the long journey to economic recovery. Using researchbased media buying, Visit Bend will efficiently spend its significantly-reduced advertising budget while supporting a brand reflective of Bend’s values, maintaining the vision of our community for both visitors and locals.

Grant Programs: In 2015, Visit Bend began distributing cultural marketing grants through the Bend Cultural Tourism Fund (BCTF). These dollars, originating from an increase in TRT, give vital funds to cultural organizations and events which help to further diversify Bend’s tourism offerings. New this year is the introduction and launch of the Bend Sustainability Fund. Funded by a portion of TRT dedicated to tourism-related facilities, the Bend Sustainability Fund (BSF) will provide much needed support to our recreational assets that serve as the primary driver of Bend’s Tourism industry. The Bend Sustainability Fund will be operated as a grant program similar to the BCTF using 17.5% of Visit Bend’s TRT funding.

Visit Bend Business + Marketing Plan | 12

FISCAL YEAR 2022 GOALS + OBJECTIVES ECONOMIC

PROJECTED FY 2022 TOTAL TRT COLLECTIONS

$11,858,754 Police & Fire

General Fund

$474,350

$7,684,472

• Marketing Priorities: • Prioritize production to create content reflective of the community we desire • Align presence on current and emerging third-party platforms with Visit Bend’s guiding principles • Establish expertise as Bend storytellers through engaging content on visitbend.com and social media platforms driving 1.7 million visits from 1.3 million users to visitbend.com in FY22 • Relaunch Bend Ale Trail, celebrating 11 years of Bend beer culture • Focus on PR and Influencer marketing to leverage trusted industry voices • Engage at all points of the customer journey • Establish and fund new group sales strategy • Invest 7.5% of FY22 TRT revenue into 2022 BCTF grant program • Industry goals/indicators: • Increase length of stay • Increase ADR • Regain industry job levels to pre-pandemic levels

SOCIAL

Tourism Promotion $2,867,447

Sustainability Fund $554,990

Arts & Culture $277,495

• Commitment to Community: • 25% of models will reflect the diverse demographics of our target market • Hire and retain local contractors with a focus on diversity • Ensure hiring practices follow DEI best practices in recruitment • Strengthen relations with organizations working in this space. Be vulnerable. Become an ally.

• Increase and or support responsible recreation messaging • Ensure BSF & BCTF have equity built into grant program • Consistently monitor Visit Bend to ensure it is following best practices

ENVIRONMENTAL

• Launch Bend Sustainability Fund • Invest in 2022 BSF grant program • Increase collaboration with land managers, non-profits and local organizations whose mission is to protect, restore or enhance natural spaces • Continue to leverage Pledge for the Wild • Communicate sustainability programs to stakeholders

Visit Bend Business + Marketing Plan | 13

BEND TOURISM SWOT ANALYSIS In light of the current pandemic and economic fallout, there remain many opportunities which will help ensure recovery and long-term growth for Bend’s economy. Below is a collective list from Visit Bend of the Bend tourism industry’s STRENGTHS, WEAKNESSES, OPPORTUNITIES, and THREATS.

STREN G THS • • • • • • • • • •

A beautiful and inspiring landscape Hip and charming business districts Unparalleled outdoor recreation Sunshine!

Extraordinary craft beer culture and the Bend Ale Trail Emerging arts and cultural attractions Genuinely friendly community Parks, trails, open spaces, and pristine rivers and lakes Strong collaboration between the City of Bend and Visit Bend Robust segment of repeat visitors eager to return to Bend

WEAKNESSES

• Low tourism volume during shoulder seasons and winter months • Over-reliance on outdoor recreation to drive tourism

O PPORTU N ITIES

• Increase tourism during shoulder season and winter months • Diversify tourism offerings, continuing Bend Ale Trail Month • Enhance recreational amenities (sports fields, trails, etc.)

TH REATS • • • • •

Increase in regional marketing from competitive destinations Large scale forest fire and drought Weather-related impacts Pandemic Anti-tourism, anti-development sentiment within the community Visit Bend Business + Marketing Plan | 14

APPENDIX A - TRANSIENT ROOM TAX COLLECTIONS Transient Room Tax collections (TRT) serve as the primary metric Visit Bend uses to measure the ebbs and flows of Bend’s tourism industry. Due to the demand-driven nature of lodging pricing (the higher the demand, the higher the lodging rates), TRT collections provide a BLENDED METRIC of rate and occupancy, effectively approximating the overall demand for a destination’s lodging inventory.

Bend’s TRT collections set a historic high in fiscal year 2019 with collections exceeding $10,000,000 for the first time in the city’s history and were on pace to raise the bar even higher in 2020. With the onset of the coronavirus and precautions enacted to protect our community, room tax numbers for the final four months in FY20 fell back to 2016 numbers. FY 21 will see a similar decline, although the outlook is improving as vaccinations increase. The chart below provides TRT collections from fiscal year 2016 through Feb 2021 (actual) and projected through the remainder of FY 2021 for the City of Bend.

CITY O F BEND TRT REVENUE Reported to Visit Bend by City of Bend Finance Department FY15/16

CHANGE

FY16/17

CHANGE

FY17/18

CHANGE

FY18/19

CHANGE

FY19/20

CHANGE

FY20/21

CHANGE

JUL

$1,167,521

32.4%

$1,253,078

7.3%

$1,415,547

13.0%

$1,392,621

-1.6%

$1,577,435

13.3%

$1,236,038

-21.6%

AUG

$1,021,591

17.3%

$1,109,525

8.6%

$1,347,492

21.4%

$1,343,926

-0.3%

$1,458,091

8.5%

1,324,838

-9.1%

SEP

$739,451

30.7%

$839,649

13.6%

$820,801

-2.2%

$945,580

15.2%

$1,021,681

8.0%

883,269

-13.5%

OCT

$530,277

20.3%

$664,833

25.4%

$650,738

-2.1%

$734,036

12.8%

$795,824

8.4%

901,130

13.2%

NOV

$357,600

21.2%

$458,649

28.3%

$426,303

-7.1%

$495,457

16.2%

$539,082

8.8%

489,337

-9.2%

DEC

$434,108

14.0%

$541,672

24.8%

$506,919

-6.4%

$567,940

12.0%

$592,581

4.3%

524,000

-11.6%

JAN

$399,620

21.5%

$467,385

17.0%

$475,959

1.8%

$554,007

16.4%

$595,797

7.5%

624,493

4.8%

FEB

$428,240

13.4%

$475,558

11.0%

$499,784

5.1%

$533,904

6.8%

$656,403

22.9%

628,388

-4.3%

MAR

$542,242

10.1%

$686,690

26.6%

$673,381

-1.9%

$741,513

10.1%

$335,846

-54.7%

$913,254

171.9%

APR

$571,271

20.4%

$635,713

11.3%

$690,587

8.6%

$737,773

6.8%

$120,155

-83.7%

$800,504

566.2%

MAY

$614,788

4.6%

$766,845

24.7%

$803,357

4.8%

$915,959

14.0%

$311,063

-66.0%

$862,676

177.3%

JUN

$887,415

11.7%

$1,021,403

15.1%

$1,081,683

5.9%

$1,210,933

11.9%

$770,499

-36.4%

$1,331,488

72.8%

$7,694,125

18.5%

$8,920,998

15.9%

$9,392,551

5.3%

$10,173,649

8.3%

$8,774,457

-13.8%

$10,519,415

19.9%

FY END

= Month Affected

by COVID-19

= Record Month

Visit Bend Business + Marketing Plan | 15

= Projection

APPENDIX B - TRADITIONAL LODGING DEMAND

Bend Lodging Demand: July 2015 - April 2021 * Months Affected by COVID-19 Pandemic

100,000

2015/16

2016/17

2017/18

2018/19

2019/20

2020/21

90,000 80,000

Total Room Nights Sold (Demand)

70,000 60,000 50,000 40,000 30,000 20,000 10,000 0

Jul 82,355

Aug 77,279

Sep 70,828

Oct 59,877

Nov 45,168

Dec 48,463

Jan 49,912

Feb 50,134

Mar 62,022

Apr 67,841

May 68,237

Jun 70,142

74,885

74,004

70,342

63,999

48,700

48,624

46,378

44,596

57,732

57,526

65,107

71,357

2018/19

79,141 77,680

76,525 78,221

67,883 71,994

62,152 64,638

43,319 49,060

46,933 49,341

43,536 46,828

44,239 43,569

61,859 60,463

61,460 62,840

64,932 70,082

75,262 75,650

2019/20 2020/21

87,413 75,934

81,689 77,577

73,732 61,669

65,164 63,944

47,848 38,658

46,817 39,370

44,650 41,932

48,397 43,181

35,353 63,784

16,682 63,475

31,913

54,299

2015/16 2016/17 2017/18

Visit Bend Business + Marketing Plan | 16

APPENDIX C - TRADITIONAL LODGING OCCUPANCY Bend Lodging Occupancy Rates: July 2015 - April 2021 * Months Affected by COVID-19 Pandemic

100%

2015/16

2016/17

2017/18

2018/19

2019/20

2020/21

90%

Lodging Occupancy Rate (%)

80% 70% 60% 50% 40% 30% 20% 10% 0% 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21

Jul 90.4%

Aug 84.8%

Sep 80.3%

Oct 65.7%

Nov 51.2%

Dec 52.1%

Jan 53.6%

Feb 59.6%

Mar 66.6%

Apr 75.3%

May 73.3%

Jun 85.2%

FY total 69.3%

88.8% 88.2% 83.1%

86.2% 85.3% 83.7%

84.6% 78.2% 79.6%

74.1% 69.3% 69.2%

58.4% 49.9% 52.4%

56.3% 52.3% 51.0%

52.3% 48.5% 48.4%

57.1% 54.6% 49.9%

66.8% 68.9% 62.6%

66.3% 70.8% 67.2%

72.6% 72.4% 72.5%

82.2% 83.2% 80.9%

70.9% 68.6% 66.8%

85.6%

84.5%

78.8%

67.4%

51.2%

48.4%

46.0%

55.3%

36.5%

17.6%

33.5%

59.1%

55.7%

72.4%

74.1%

63.9%

63.7%

40.1%

39.2%

41.3%

45.6%

60.8%

62.5%

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56.5%

APPENDIX D - TRADITIONAL LODGING AVERAGE DAILY RATE Bend Lodging Average Daily Rates: July 2015 - April 2021 * Months Affected by COVID-19 Pandemic

$200

2015/16

2016/17

2017/18

2018/19

2019/20

2020/21

$180 $160

Average Daily Rate

$140 $120 $100 $80 $60 $40 $20 $0 2015/16

Jul $151.10

Aug $147.86

Sep $123.41

Oct $111.16

Nov $97.57

Dec $100.19

Jan $99.44

Feb $101.90

Mar $105.15

Apr $110.17

May $119.19

Jun $138.92

2016/17 2017/18

$163.54 $170.15

$155.43 $175.86

$128.30 $129.24

$114.92 $113.94

$102.54 $101.84

$103.39 $101.18

$99.38 $96.47

$103.70 $101.88

$110.77 $110.34

$108.96 $115.16

$123.50 $125.42

$146.29 $151.64

2018/19

$171.93

$167.59

$130.09

$115.28

$100.65

$99.66

$100.16

$104.50

$111.28

$112.96

$126.67

$150.08

2019/20 2020/21

$172.30

$167.80

$130.79

$117.55

$103.17

$102.88

$99.21

$104.84

$100.85

$80.29

$85.17

$109.47

$135.97

$146.20

$123.52

$108.71

$92.70

$90.36

$90.24

$92.98

$101.87

$106.68

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APPENDIX E - SHORT TERM LODGING OCCUPANCY Bend Airbnb Vacation Rental Occupancy Rates - Entire Place Listings *Months Affected by COVID-19 Pandemic

2015 2014/15

2016 2015/16

2017 2016/17

2018 2017/18

2019 2018/19

2019 2019/20

2021 2020/21

100.0%

90.0%

80.0%

Lodging Occupancy Rate (%)

70.0%

60.0%

50.0%

4 0.0%

30.0%

20.0%

10.0%

0.0%

Jul

Aug

Sep

2015 2014/15

Oct

Nov

Dec

Jan

Feb

Mar

Apr

May

Jun

4 3.0%

35.9%

4 0.8%

33.1%

37.8%

4 3.0%

4 3.7%

4 1.1%

55.3%

2016 2015/16

73.7%

63.9%

4 3.3%

4 0.2%

34.1%

4 3.7%

35.7%

4 2.7%

4 8.7%

4 7.7%

4 2.5%

60.2%

2017 2016/17

72.0%

67.3%

60.4 %

50.3%

4 1.7%

51.3%

4 1.8%

4 3.4 %

4 7.0%

4 2.8%

4 2.3%

55.2%

2018 2017/18

69.0%

62.6%

54.4%

4 8.4 %

4 1.1%

4 5.7%

4 2.7%

4 6.0%

4 9.5%

52.1%

53.5%

61.1%

2019 2018/19

73.9%

68.7%

61.1%

4 8.5%

4 3.2%

4 8.2%

39.0%

4 1.5%

4 7.9%

4 6.6%

4 5.6%

57.2%

2019 2019/20

66.5%

68.7%

60.3%

4 9.9%

4 1.5%

4 3.8%

44.9%

54.6%

4 8.1%

4 9.2%

55.4 %

74.1%

2021 2020/21

83.7%

85.9%

72.8%

78.3%

63.1%

63.3%

65.4 %

74.0%

77.2%

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